The management team is made up of seven people: the Chief Executive Officer, the Chief Financial Officer, the Chief Customer Officer, the Chief Technology Officer, the Chief Product Officer, the Chief Operations Officer and the Chief People Officer.
In November 2024, we shared our ambitions for the next three years. To fulfil our ambitions, we need to ensure that HEMA's organisational structure fits with this. The moment to make these changes coincides with the departure of Wilma Veldman (Chief Product Officer). Wilma's duties have been divided among the MT members. This format will ensure we stay the strategic course, at pace. With this division of duties we aim to attune our product range even better to our customers' wishes. We also use this format to give the leadership team the opportunity to develop further in our organisation. This came into effect from the 2025 financial year.
The Executive Board is the statutory management board of HEMA BV and consists of the Chief Executive Officer and the Chief Financial Officer.
HEMA's Supervisory Board oversees the MT's operations and advises the MT in the performance of its management duties.
The Supervisory Board consists of five people. Topics considered by the Supervisory Board include the appointment, performance and remuneration of MT members, international expansion, marketing, e-commerce, franchising, supply chain, financing and cash flow of HEMA. Regular agenda items include financial and operational performance, market share development and general business.
Two members of the Supervisory Board have been appointed as audit committee. Among other things, this committee oversees financial reporting, risk management, internal controls, compliance with laws and regulations such as CSRD, EU Taxonomy and CSDD and advises the Supervisory Board on the appointment of HEMA's independent external auditor.
Individual agreements on fixed remuneration were made with the management team. For fixed pay, salary scales have been set up within which salaries can grow. Based on the annual assessment, the salary may increase to the maximum of the relevant scale. Compensation for termination of employment is determined depending on the situation. If the termination is part of a reorganisation, these employees are covered by the Social Plan.
Variable remuneration depends on performance versus the company's objectives. In case of underperformance, the right to the variable remuneration lapses. All employees are covered by the compulsory Retail Industry Pension Fund. Thus, the management team joins the same pension scheme as all other employees.
CO2 reduction on scope 1, 2 and 3 is one of seven indicators (KPIs) for the board. In the past, this was: 'Leading the sustainability movement', but we have made it more specific to match developments in the world.
HEMA's management team and Executive Board are responsible for corporate strategy. As an independent party, our Risk & Internal Audit team monitors risk and compliance. Sustainability is a key focus here. The sustainability department (consisting of five employees) is responsible for translating the sustainability strategy into policy. This department also sets sustainability targets, in consultation with various departments such as legal, procurement and quality. Thus, all our employees are responsible for implementing and monitoring the sustainability policy. The CEO is (ultimately) responsible for the sustainability policy, its realisation and compliance with sustainability legislation. The CFO is responsible for financial and non-financial reporting.
The Supervisory Board is responsible for supervising the management team and oversees the general course of business, strategy, operational performance and corporate governance. In their role, they also advise on HEMA's roadmap for ESG. Part of the Supervisory Board is the Audit Committee, which contributes to the exercise of oversight in areas such as risk management and compliance with (sustainability) regulations.
In January 2024, the sustainability committee changed to the ESG committee. Developments and sustainability targets are monitored and discussed. This includes the CEO, CPO, CFO, CPeO and representatives from the Communications, Legal, Procurement, Risk & Internal Audit and Sustainability departments. The ESG committee meets monthly and is chaired by the CEO. This committee makes strategic and policy choices and the individual committee members ensure operational implementation.
In 2024, we started a CSRD project group. This is a multidisciplinary team that ensures the timely and effective implementation of the CSRD on a project basis. The project group comprises the CFO, representatives from Corporate Finance, Data & Analytics, the sustainability team and Risk & Internal Audit. The project group is responsible for all decision-making around HEMA's roadmap for CSRD compliance, and is chaired by the CFO. The group meets monthly.
HEMA shares its progress on sustainability every year in the public sustainability report. HEMA's management team is responsible for overseeing and approving sustainability information. The corporate communications team coordinates the set-up and process. Teams within HEMA provided the required information. The sustainability team does the review of the report. HEMA's management team is responsible for overseeing and approving the sustainability information and ultimately approves publication of the sustainability report. The CEO and CFO approve both the financial statements and the sustainability report.
In this report, we report on our material issues from the 2024 double materiality analysis. HEMA's CEO and CFO contributed to the design of the double materiality analysis and were involved in the outcomes and objectives.
The board (MT and SB) are involved and present at stakeholder consultations. The MT as a whole attends strategy days (employees, suppliers), stakeholder meetings (colleagues, NGOs, cooperation partners) and other contact points with internal and external stakeholders. Feedback from these consultations is continuously taken into account in shaping the sustainability policy.
