General Statute Universiteit Nyenrode B.V.
as approved by the University Board
General Statute Universiteit Nyenrode B.V. version 4
Approved of by the University Council 16-June 2014
CHAPTER 1:
GENERAL PROVISIONS
Definitions
Educational program
A degree awarding program, an executive education program or associated products
offered by Universiteit Nyenrode B.V.
LES
Leadership, Entrepreneurship, Stewardship. The basic values of Universiteit Nyenrode
B.V.
OER
Onderwijs en Examenreglement, for the English language programs these are called
Rules & Regulations (R&R).
Participant Any person registered as participant of any of the educational programs offered by
Universiteit Nyenrode B.V.
R&R
See above under OER
Student
see: Participant.
WHW
Wet op Hoger onderwijs en Wetenschappelijk onderzoek
Article 1
Legal title
1.1
This General Statute, hereafter: “the statute”, is established by the University Board of
Universiteit Nyenrode B.V..
The provisions of the statute are legally binding provided that they are in conformity
with Dutch law, or regulations covered by Dutch law.
The statute is valid for the whole of the Nyenrode organization, i. e. for Universiteit
Nyenrode B.V., Nyenrode Services B.V., Nyenrode BBA B.V. and Nyenrode New
Business School B.V., but not for Stichting Nyenrode.
All procedures and policy documents that are mentioned in this General Statute are
available for all stakeholders from the secretarial department of the University Board.
They are also available on the Nyenrode Intranet.
As Universiteit Nyenrode B.V. is a so called “Erkende niet bekostigde Instelling”
following the WHW, the applicable parts of the WHW are being adhered to by
Nyenrode.
1.2
1.3
1.4
1.5
CHAPTER 2:
ORGANIZATION AND PERSONS RESPONSIBLE
Article 2
University Board
2.1
2.2
Universiteit Nyenrode B.V. has a University Board (College van Bestuur)
The University Board consists of the Rector Magnificus/Chairman of the Board, the
Dean and the Financial Director.
The University Board is overall responsible for
 all educational, exam and research matters as mentioned in the WHW,
 all other responsibilities as mentioned in the articles of Association of
Universiteit Nyenrode B.V., its By-Laws and the Approval List.
The University Board is overall responsible for establishing and observing this General
Statute as well as for determining all the underlying Rules & Regulations and Codes of
Conduct.
2.3
2.4
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2.5
The members of the University Board are the legal representatives of Universiteit
Nyenrode B.V.
Article 3
Division of tasks within the University Board
3.1
The Rector Magnificus manages the Faculty. He/she is “portfolio holder” for (see
organizational chart)
 quality and performance of education and research,
 development of personnel,
 management and allocation of resources assigned to the Faculty, and where
possible for the acquisition of resources,
 staff departments (other than the ones mentioned in 3.2 and 3.3).
The Dean is “portfolio holder” for quality and performance of the Degree Programs
and for the Executive Education provided by Universiteit Nyenrode B.V. (see
organizational chart) and for the performance of the Campus Dean.
The Financial Director is “portfolio holder” for financial aspects of Universiteit
Nyenrode B.V. and its subsidiaries and manages the departments of: Finance and
Control, ICT Services, Hospitality & Services, and Real Estates & Landscaping (see
organizational chart)
3.2
3.3
Article 4
Associate Deans, Head of Faculty and Director of Research
4.1
The Associate Dean Degree Programs is responsible for the management of the
Degree Programs. The Associate Dean Degree Programs is accountable to the Dean.
The Associate Dean Executive Education and Organizational Development is
responsible for the management of the EEOD programs. The Associate Dean
Executive Education and Organizational Development is accountable to the Dean.
The Head of Faculty is responsible for all issues concerning Nyenrode Faculty. The
Head of Faculty is accountable to the Rector Magnificus.
The Director of Research is responsible for all research issues. The Director of
Research is accountable to the Rector Magnificus.
4.2
4.3
4.4
Article 5
Program Directors and Program Management, Center Directors and Faculty
5.1
The University Board appoints Program Directors responsible for the development and
realization of educational programs. A Program Director is responsible for the quality
and financial results of an Educational Program, on the basis of a budget approved by
the University Board. The Program Director is accountable to the Associate Dean
Degree Programs and the Dean.
The PhD and EDP programs each also have a Program Director who is accountable to
the Director of Research and the Rector Magnificus.
Program Management is responsible for the day to day organization of the relevant
program. Program Management is accountable to the Program Director.
Within the Faculty there are centers, that consist of faculty members involved in the
discipline covered by the center. These centers provide resources required for education
and research.
Each center has a Center Director. Each Center Director is responsible for the quality
and financial results of the center in question, on the basis of a budget approved by the
University Board. The Center Director is accountable to the Head of Faculty and the
Rector Magnificus.
5.2
5.3
5.4
5.5
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5.6
5.7
5.8
Article 6
6.1
6.2
The faculty is responsible for conducting the primary process of education and research
at Nyenrode. Faculty members are accountable to the Center Director.
The Faculty Charter is applicable to the faculty.
Faculty is required to report secondary activities beforehand to the Center Director to
obtain permission to start these activities (see rules and regulations for secondary
activities). Anyone enrolled on Nyenrode’s staff is obliged to consider his or her
Nyenrode activities as leading, thus having to report to Nyenrode on his other activities
(see the rules in Faculty Charter).
6.3
The Academic Board
The University Board appoints an Academic Board.
The Academic Board advises the University Board in all matter concerning academic
issues, such as:
 Academic quality policies for both the educational and the research
process,
 The appointment of professors,
 The appointment of honorary doctors,
 Issues concerning faculty management,
 The awarding of PhDs and EDPs,
 The introduction of new programs within the educational portfolio of
Nyenrode.
The Academic Board is chaired by the Rector Magnificus.
Article 7
Program Committee
7.1
For each Degree Program the University Board installs a Program Committee
(Opleidingscommissie).
The Program Committee monitors the educational quality in the program concerned
and advises the Program Director and the Associate Dean about actions to take.
The composition of the Program Committees is according to the WHW and the way
they operate is described in the Rules & Regulations Program Committee.
7.2
7.3
Article 8
The Exam Committee
8.1
The University Board appoints Exam Committees for the degree programs at
Nyenrode.
Each Exam Committee is responsible for all issues related to academic testing (WHW
art. 7.12), e.g. setting of exams, the organization and coordination of the exams, the
nomination of examiners and setting of assignments for a designated number of degree
programs.
An Assessment Committee supports the work of the Exam Committees and has the
specific task to monitor the quality of assessments.
The composition of the Exam Committees and of the Assessment Committee and the
way they operate are described in the Handbook Exam Committees.
The assessment policy of Universiteit Nyenrode B.V. is laid down in the Nyenrode
Assessment Guidelines.
In cases concerning assessment, for which this statute (and the handbook) makes no
provision, the Exam Committee, in consultation with the Dean, has the final decision.
A hardship clause allows specific situations to be taken into consideration.
8.2
8.3
8.4
8.5
8.6
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Article 9
Program Quality Evaluation Committee
9.1
9.2
The University Board appoints a Program Quality Evaluation Committee.
The Program Quality Evaluation Committee exists of five members, one of whom acts
as chair. If necessary, external expertise can be brought in. The members and the
chair are appointed by the Dean. The members should come from different NBU
Centers and bring in academic and educational expertise as well as practical/business
experience.
The Program Quality Evaluation Committee monitors the accreditation processes of
the individual degree programs. This should be done from Academic and
Educational perspectives. The Committee advises the Dean concerning the quality of
draftSelf Assessment Reports for accreditation processes using the list of criteria
that has been defined.
9.3
Article10
Complaints Committee
10.1
The University Board appoints a Complaints Committee for all participants of the
educational programs at Nyenrode.
The Complaints Committee handles all complaints that are outside the jurisdiction of
the Exam Committee.
The composition of the Complaint Board and the way it operates is described in the
Rules & Regulations Complaints Committee.
10.2
10.3
Article 11
Appeal Committee
11.1
11.2
The University Board appoints an Appeal Committee.
The Appeal Committee will handle an appeal by a student or a group of students
concerning a decision taken by or in name of the University Board, with the exception
of a decision of a general nature. Appeals concerning decisions of one of the Exam
Committees or Complaints Committee are emphatically handled by the Appeal
Committee.
The composition of the Appeal Committee and the way it operates is described in the
Rules & Regulations Appeal Committee.
11.3
Article 12
Campus Dean
12.1
12.2
12.3
The University Board appoints a Campus Dean.
The Campus Dean guards and fosters the general climate on campus as well as the
general climate of the Nyenrode Community as a whole.
The Campus Dean is accountable to the Dean.
Article 13
The Heeren Vijf (the Board of the Nieuwe Compagnie van Verre ‘N.C.V.’)
13.1
13.2
The Heeren Vijf handles N.C.V. related cases according to the articles of association
and regulations of the N.C.V..
An N.C.V. related case is a case resulting from an activity organized by the Board of
the N.C.V., an official Committee of the N.C.V., a ‘jaarclub’ (in spe), a ‘dispuut’ or a
‘genootschap’.
Article 14
Campus Committee Board
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14.1
14.2
14.3
The Campus Committee Board is a part of the Nieuwe Compagnie Van Verre
(NCV) and is appointed by the board of the NCV, the Heeren V. The Campus
Committee Board (CCB) watches over the campus and devotes itself to improving
campus life and the facilities and works in close cooperation with the Campus Dean.
The CCB handles all incidents on campus; if necessary these are brought to the
attention of the Heeren Vijf and the Campus Dean.
The composition of the CCB and the way it operates is described in the Rules &
Regulations CCB.
Article 15
Campus Council (Campusraad)
15.1
The Campus Council is the independent legal body or court of the student
Association N.C.V. and is appointed as such at the annual GPV of N.C.V.
The reactive role of the Campus Council is to exercise authority to undertake action
when it has received a complaint form by a campus inhabitant, the CCB or any
committee of the N.C.V.. As such, the Campus Council maintains law and order on
the Nyenrode Estate and protects the privacy and integrity of all campus inhabitants
and visitors.
The composition of the Campus Council and the way it operates is described in the
Rules & Regulations Campus Council.
An appeal can be brought against the pronouncement of the Campus Council (not if
the case has been referred to the Board of the University). The appeal rules as set out
in article 33 apply, except that the Chairman of the Appeal Committee in this case is
the Secretary of the University Board or in his/her absence the Campus Dean. A
student living on Campus will be included in the appeal committee. During an appeal
the judgment will be suspended. After this appeal no further appeal is possible.
15.2
15.3
15.4
Article 16
Works Council
16.1
Universiteit Nyenrode B.V. has in accordance with Dutch Law (Wet op de
Ondernemingsraden (WOR)) a Works Council.
The rights and responsibilities of the Works Council are laid down in the WOR.
The composition of the Works Council and the way it operates is described in the
Rules & Regulations Works Council.
The Works Council and the University Board arrange how their mutual cooperation
takes form.
16.2
16.3
16.4
Article 17
Committee for Scientific Integrity
17.1
Universiteit Nyenrode B.V. adheres to the Dutch Code of Conduct for Scientific
Integrity as defined by Vereniging Nederlandse Universiteiten (VSNU).
The University Board appoints a Committee for Scientific Integrity.
The University Board appoints a Confidential Councilor for Scientific Integrity
Both the Committee and the Confidential Councilor work according to the protocol
Scientific Integrity as defined in the Dutch Code of Conduct for Scientific Integrity.
17.2
17.3
17.4
Article 18
Confidential Counselors
18.1
Universiteit Nyenrode B.V. appoints confidential counselors both for students and for
personnel. There are at least two for personnel (one female, one male) and three for
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18.2
18.3
18.4
CHAPTER 3:
students (including at least one female and one male). The names and contact data for
those persons are published on the Nyenrode intranet and on the student portals.
The Confidential Counselors work according to Guidelines Confidential Counselors.
When the situation requires the University Board appoints a small independent
committee to investigate the situation and come up with recommendations.
The Confidential Counselors report annually about the trends and developments to the
University Board and to the Works Council.
INFORMATION
Article 19
General Information for personnel1 and students
19.1
The University Board provides personnel and (prospective) students with at least the
following information:
 the general statute;
 an overview of the degree programs offered at Nyenrode;
 the educational background requirements and other enrollment and admission
requirements, including the fees to be paid and the conditions which must be
met with regard to campus accommodation;
 the way in which one can apply for and enroll in a program, the criteria for a
possible selection process for a program, the way in which the introductory
period is organized, the costs involved in following a certain program, the
duration of the program and the exam requirements;
 the opportunities which are available to the graduate upon successful
completion of the program, including the way in which Nyenrode can
contribute to these opportunities by supporting the student in the graduate
market;
 information on specific facilities which Nyenrode offers, including housing and
sports facilities;
 any further information which can contribute to a good understanding of what
Nyenrode has to offer.
In addition to the above, the University Board is required to inform personnel about
their legal position.
19.2
Article 20
Privacy
20.1
Universiteit Nyenrode B.V. has adopted a Privacy Code concerning the protection of
the privacy of its students and its personnel. The information concerning students and
personnel will be registered in accordance with the provisions of the prevailing Dutch
laws (Wet Bescherming Persoonsgegevens, Registry Law ('Archiefwet').
Universiteit Nyenrode B.V. has appointed an officer responsible for the protection of
the privacy of its students and personnel.
Those wanting to enroll as students in a program of Universiteit Nyenrode B.V. have to
accept the Nyenrode Terms of Application and sign for it.
20.2
20.3
1 The term personnel as used in this Statute, refers both to persons responsible for education and research, as well as to
those who perform support services.
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CHAPTER 4:
ENROLLMENT
Article 201
Student Enrollment in a Nyenrode Program
21.1
A prospective student can register for an educational program provided he/she has met
the requirements laid down for that particular program.
The University Board may make registration dependent on a program’s capacity.
The University Board determines the time at which the collection of tuition fees will
begin.
Students may register for a Nyenrode Program providing that they:

produce proof that demonstrates that they meet the educational background
requirements for the particular Program as demanded;

produce proof that demonstrates that they meet the practical experience
requirements for the particular Program as demanded;

have been admitted to the Program on the basis of successful completion of the
admissions process to be conducted under responsibility of the Program
Director.
Registration for a degree program only takes place if the student, upon submitting the
appropriate documentary proof, has met the financial obligations relating to admission
to, and participation in the program concerned.
Enrollment gives the right:

to receive instruction in the program chosen and to participate in the
accompanying exams, subject to the stipulations in Chapter 4, Article 21,
Paragraph 8;

to have access to, and to be able to make use of, the buildings belonging to
Nyenrode and the general facilities to be found therein, unless otherwise
stipulated;

to make use of facilities specifically designed for students, unless otherwise
stipulated.
The University Board may refuse enrollment, provided it is done in writing and the
reasons are stated.
Should a student, during the study period, not meet his/her financial requirements,
either fully or partially, the University Board, upon advice of the Program Director,
may decide to exclude the student concerned from lectures/teaching and/or exams
until such time as the student has fulfilled his/her obligations.
Concerning enrollment of students, that do not have the Dutch nationality, Universiteit
Nyenrode B.V. adheres to the Dutch Code of Conduct for International Students.
21.2
21.3
21.4
21.5
21.6
21.7
21.8
21.9
Article 22
Termination of enrollment
22.1
Students can withdraw their enrollment in the case of illness or special circumstances.
The University Board, upon advice from the Program Director involved, determines
whether, and to what extent, the student has a right to partial reimbursement of the
tuition fees. A hardship clause allows specific situations to be taken into consideration.
The enrollment legally ends after the established duration of the program has expired.
The University Board may terminate the enrollment in cases where students do not
meet their obligations.
In all cases of termination of enrollment, the student receives word to that effect.
In cases where termination of enrollment takes place after the commencement of study,
results and grades gained up to that point will, as far as is possible, be issued.
22.2
22.3
22.4
22.5
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22.6
CHAPTER 5:
In cases of termination of enrollment, all rights pertaining to the student will be
annulled. [see Chapter 4, Article 21, Paragraph 6].
EDUCATION
Article 23
Responsibility for the Program
23.1
23.2
The Program Director is fully responsible for the program concerned.
The Program Director designs the program according to the rules laid down in the
Quality Handbook Degree Programs.
The Program Director asks the Center Directors to provide faculty to develop the
modules within the program and to teach in those according to the course delivery
guidelines. Should there be a disagreement between Program Director and Center
Director, the Dean will decide in consultation with the Head of Faculty.
The Program Director instigates the installation of a Program Committee
(Onderwijscommissie) in accordance with the WHW. The members of the Program
Committee are formally appointed by the University Board (see article 7).
The Program Director instigates the installation of an Advisory Board to ensure that the
contents of the program stays connected with the demands of the developments in the
business world.
The Program Director monitors the quality of the program and reports annually to the
University Board about the program. The Program Director has the authority to take
all appropriate measures deemed necessary to ensure this (within the boundaries of
the budget granted by the University Board).
The Program Director is responsible for delivering the documentation needed for
accreditation of the program by external parties (NVAO, EQUIS, AMBA, NSE, FT
and so on).
The Program Director evaluates the quality of the program according to the quality
cycle in the Quality Handbook Degree Programs of Universiteit Nyenrode B.V.
23.3
23.4
23.5
23.6
23.7
23.7
Article 24
Program Rules & Regulations
24.1
24.4
The Program Director makes a proposal for the Rules & Regulations (also known as
the Onderwijs en Examen Reglement, OER) for the program in accordance with the
WHW.
The Rules & Regulations are submitted to the Program Committee and to the Exam
Committee for advice.
The Rules & Regulations are reviewed annually according to the quality cycle in the
Quality Handbook Degree Programs of Universiteit Nyenrode B.V.
The Rules & Regulations are established by the University Board.
Article 25
Course outlines
25.1
The Program Director ensures that the course outlines for the program concerned
maintain the following information:
a.
content and learning objective of the courses (including the LES learning
objectives);
b.
teaching-methods;
c.
content of exams, tests, and assignments;
d.
method of assessment and an assessment matrix;
24.2
24.3
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e.
f.
g.
CHAPTER 6:
calculations used in assessments;
assessment schedule;
required reading.
DIPLOMA and CERTIFICATES
Article 26
Diploma and certificates
26.1
In cases where a course has been carried out, the Exam Committee concerned, or those
acting on its behalf, can issue a certificate stating the result of the course taken.
Students who have successfully passed all parts of the assessments required and have
acquitted themselves of all other obligations, including all financial obligations, will be
granted a diploma by the Exam Committee on behalf of the University Board.
Each diploma is signed by the Rector Magnificus, the Dean and the Chair of the Exam
Committee.
Participants of the Executive Education programs will receive a certificate according to
the rules of the program attended.
26.2
26.3
26.4
CHAPTER 7:
RESEARCH
Article 27
Research
27.1
Universiteit Nyenrode B.V. adheres to the Dutch Code of Conduct for Scientific
Integrity and has appointed a scientific integrity committee and a confidential
councilor (article 17).
The Director of Research coordinates the research done at Universiteit Nyenrode B.V..
The Center Director is responsible for organizing the research within the Center in
according to the policy defined by Nyenrode Universiteit B.V. The Center Director
reports on this to the Director of Research.
Universiteit Nyenrode B.V. organizes repositories for the research publications and for
the research data.
The intellectual property of the research data and the publications that ensue from it is
in accordance with Dutch law (Auteurswet).
27.2
27.3
27.4
27.5
Article 28
PhD students
28.1
The University Board determines the PhD Rules & Regulations. These are applicable to
doctorate research carried out by doctorate students at Nyenrode.
The Doctorate Board consists of the Rector Magnificus, the Dean and the Director of
Research.
The Doctorate Board grants doctorates in accordance with the WHW. The procedures
for the defense of the PhD thesis are described in the PhD Rules & Regulations.
28.2
28.3
CHAPTER 8:
SOCIAL BEHAVIOR
Article 29
Code of Conduct
29.1
Students and personnel are expected to act in accordance with the legal provisions at all
times. It is obligatory to adhere to the guidelines laid down by the University Board in
the Code of Conduct This Code of Conduct addresses issues as:
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29.2
29.3
29.4
 Discrimination, intimidation and harassment;
 Bribery;
 Weapons;
 Drugs and alcohol.
The Code of Conduct also addresses correct behavior concerning (among others):
 in traffic and parking on the grounds of Nyenrode;
 security, safety and the feeling of safety on campus;
 the surrounding environment;
 the use of all property, equipment and facilities;
 the use of electronic mail, (public domain) software and shareware and the
internet;
 housing;
 the destruction of property;
 The way Nyenrode is presented in the Media and the Social Media.
In the case of behavior which is unbefitting or irresponsible, the University Board may
take its own measures, but without countermanding those of the public prosecutor or
judge. If necessary the University Board installs a small independent committee to
investigate the issue.
In the case of a referral from the CCB or the Campus Council, the University Board
will allow the Campus Council to provide a written advice before taking a measure. The
Chairman of the Campus Council, or his representative, will be invited to the meeting
where the case and its appropriate measure(s) is/are being discussed.
An appeal against the measures taken by the Board of the University and referred to
in the third paragraph is possible if made to the Appeal Committee within 15
working days.
CHAPTER 9:
STUDENT HOUSING
Article 30
Campus Residence
30.1
Students are not required to live on campus, unless explicitly prescribed in the Program
Rules & Regulations (OER). For those students that do live on campus, the University
Board determines the general provisions under which accommodation at Nyenrode can
be rented. The occupation of accommodation on campus is based on a rental contract.
CHAPTER 10:
COMPLAINT PROCEDURES
Article 31
Lodging a compliant with the Exam Committee
31.1
In order to complain against a decision concerning academic testing (assessments), it
is possible to register a written complaint with the Exam Committee within 15
working days following the availability of the assessment result . The Exam Committee
will act on the complaint within 15 working days.
In order to complain against a decision made by the Exam Committee, it is possible to
register a written complaint with the Exam Committee within 15 working days
following the announcement of the Committee’s decision.
The complaint must include:
a. name, address (this includes postal code, city, country) of the appellant;
31.2
31.3
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31.4
31.5
31.6
31.7
b. name of the body or the official responsible for the decision against which the
complaint is lodged;
c. a clear description of the decision or, as the case may be, of the treatment
against which the complaint is directed. A copy of the decision in question
should, if possible, also be submitted. If the complaint concerns a refusal to
comply with a decision, a clear description must be given of the decision that
should have been taken in the eyes of the appellant;
d. the grounds on which the complaint is based.
All documents pertaining to the complaint should be addressed to the coordinator of
the relevant Exam Committee.
The Exam Committee will act on the complaint within 15 working days.
To appeal against a decision made by the Exam Committee, a written appeal can be
filed with the Appeal Committee.
The participant can (at his/her own risk) continue with the educational program
while the complaint is under consideration.
Article 32
Lodging a complaint with the Complaint Board
32.1
In order to complain against a decision concerning other issues than academic testing
(assessments), it is possible to register a written complaint with the Complaint Board
within 15 working days following the decision. The Complaint Board will act on the
complaint within 15 working days.
The complaint must include:
a. name, address (this includes postal code, city, country) of the appellant;
b.name of the body or the official responsible for the decision against which the
complaint is lodged;
c. a clear description of the decision or, as the case may be, of the treatment
against which the complaint is directed. A copy of the decision in question
should, if possible, also be submitted. If the complaint concerns a refusal to
comply with a decision, a clear description must be given of the decision that
should have been taken in the eyes of the appellant;
d.the grounds on which the complaint is based.
All documents pertaining to the complaint should be addressed to the coordinator of
the Complaint Board.
The Complaint Board will act on the complaint within 15 working days.
To appeal against a decision made by the Complaint Board, a written appeal can be filed
with the Appeal Committee.
The participant can (at his/her own risk) continue with the educational program
while the complaint is under consideration.
32.2
32.3
32.4
32.5
32.6
Article 33
Lodging an appeal with the Appeal Committee
33.1
To appeal against a decision made by the Exam Committee, by the Complaint Board or
by Nyenrode and its representatives, for which this statute provides, a written appeal
can be filed with the Appeal Committee within 15 working days following the
announcement of the decision against which the appeal is being made. The procedure
to be followed is described in the Nyenrode Appeal Procedure.
The appeal will, in all cases, be lodged in the form of a written statement outlining the
reasons, within 15 working days following the announcement of the decision against
which the appeal is being made. If this time-period is exceeded as a consequence of
33.2
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33.3
33.4
33.5
33.6
33.7
33.8
circumstances beyond the control of the person involved, the Appeal Committee will
disregard those grounds for a non-admissible declaration.
The appeal must include:
a.
name, address (this includes postal code, city, country) of the appellant;
b.
name of the body or the official responsible for the decision against which the
appeal is lodged;
c.
a clear description of the decision or, as the case may be, of the treatment
against which the appeal is directed. A copy of the decision in question should,
if possible, also be submitted. If the appeal concerns a refusal to comply with a
decision, a clear description must be given of the decision that should have been
taken in the eyes of the appellant;
d.
the grounds on which the appeal is based.
All documents pertaining to the appeal should be addressed to the secretary of the
Appeal Committee, and have Nyenrode's address as the place of residence
([email protected]).
The fee set for the lodging of an appeal is € 100. If the Appeal Committee decides in
favor of the appellant, this fee will be refunded.
The chairperson of the Appeal Committee will inform the appellant of possible
deficiencies in the appellant's case and will invite him/her to rectify or resolve these
within a period of time determined by the chair. Where the appellant fails to do so, the
appeal can be declared non-admissible on these grounds.
The Appeal Committee will act on the appeal within 12 weeks according to Dutch Law
(Wet Algemeen Bestuursrecht). The chairman of the Appeal Committee can make a
provisional ruling should problems arises because of this time frame.
The participant can (at his/her own risk) continue with the educational program
while the complaint is under consideration.
CHAPTER 11:
FINAL CONDITIONS
Article 34
Mandating by the University Board
34.1
The University Board can mandate the authority assigned to it in this statute.
Article 35
The scope of this statute
35.1
This statute is valid for the whole of the Nyenrode organization (see article 1.3). This
statute replaces all previous statutes.
Article 36
Date when statute takes effect
36.1
36.2
36.3
This statute will be reviewed yearly and will be established each year anew.
This statute will take effect the day after it has been laid down by the University Board.
Interim changes during the year are only possible when they are advantageous to the
group (participants, employees) concerned.
Article 37
Unforeseen cases
37.1
In all cases not covered by the provisions of this statute, the University Board has the
final decision.
- 13 -
Article 38
Final and temporary provisions
38.1
The regulations in this Statute can diverge from those stipulated in the other rules and
regulations of Universiteit Nyenrode B.V.. In such cases the University Board will
decide how the regulations should be interpreted and applied reasonably and in good
faith.
Thus laid down by the University Board.
- 14 -
Appendices
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
articles of Association of Universiteit Nyenrode B.V., its By-Laws and the Approval List
(present)
organizational chart (present)
Faculty charter (present)
Rules & Regulations Program Committee (to be written)
NBU Handbook Exam Committees (present)
Nyenrode assessment guidelines (in progress; available in September 2014)
Rules & Regulations Complaint Board (to be written)
Rules & Regulations Works Council (present; in Dutch only)
Dutch Code of Conduct for Scientific Integrity (present)
Guidelines Confidential Counselors (to be written)
Privacy Code (present in Dutch)
Nyenrode Terms of Application (present)
Dutch Code of Conduct for International Students (present)
Quality Handbook Degree Programs (present, but always a work in progress)
PhD and EDP Rules & Regulations (present)
Code of Conduct participants (present)
Code of conduct staff (to be written)
Nyenrode Appeal Procedure (present)
Rules and Regulations Secondary Activities (in progress)
- 15 -
Appendix 1:
a. Akte van Statutenwijziging d.d. 1 april 2010 (Dutch)
b. Bestuursreglement (Dutch)
VERSIE: 1 SEPTEMBER 2013
UNIVERSITEIT NYENRODE B.V.
REGLEMENT
VAN HET
COLLEGE VAN BESTUUR
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1
INHOUD
Hoofdstuk
Blz.
Hoofdstuk I: Samenstelling CvB, Functies en Taakverdeling ................................................................ 3
1.
Samenstelling............................................................................................................................. 3
2.
Functies en Taakverdeling ......................................................................................................... 3
3.
Secretaris van de Vennootschap ................................................................................................ 3
Hoofdstuk II: Taken en bevoegdheden ................................................................................................... 4
4.
Taken betreffende Vennootschap en onderneming.................................................................... 4
5.
Algemene taken en bevoegdheden............................................................................................. 4
6.
Relatie met Stichting Nyenrode ................................................................................................. 5
Hoofdstuk III: Vergaderingen van het CvB; besluitvorming.................................................................. 6
7.
Frequentie, oproeping, agenda en plaats van vergadering ......................................................... 6
8.
Aanwezigheid in en toegang tot vergaderingen......................................................................... 6
9.
Voorzitter van de vergadering; verslag...................................................................................... 6
10.
Besluitvorming binnen het CvB................................................................................................. 6
Hoofdstuk IV: Overige bepalingen ......................................................................................................... 7
11.
Tegenstrijdige belangen van Bestuurders .................................................................................. 7
12.
Vertrouwelijkheid ...................................................................................................................... 8
13.
Diversen ..................................................................................................................................... 8
Bijlage
1.
2.
3.
Blz.
Gehanteerde begrippen ............................................................................................................ 10
Taakverdeling .......................................................................................................................... 11
CvB-besluiten onderworpen aan goedkeuring Stichting Nyenrode……………………..12
Dit reglement is vastgesteld door het College van Bestuur op 28 augustus 2013 en goedgekeurd door
Stichting Nyenrode op 28 augustus 2013, en effectief met ingang van 1 september 2013.
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2
INLEIDING
0.1
Dit Reglement is een aanvulling op de bepalingen van toepasselijke wet- en regelgeving en de
statuten van de Vennootschap.
0.2
De betekenis van een aantal, al dan niet met een hoofdletter geschreven, begrippen die in dit
Reglement worden gehanteerd, is weergegeven in Bijlage 1 (Gehanteerde begrippen).
HOOFDSTUK I
SAMENSTELLING CVB, FUNCTIES EN TAAKVERDELING
1.
Samenstelling
1.1
Het aantal Bestuurders wordt vastgesteld door Stichting Nyenrode.
1.2
Het CvB zal zich er, binnen de grenzen van zijn bevoegdheden, voor inzetten dat het CvB te
allen tijde zodanig is samengesteld dat:
(a)
de leden ten opzichte van elkaar, en welk deelbelang dan ook onafhankelijk en
kritisch kunnen opereren;
(b)
ieder Bestuurder geschikt is om de hoofdlijnen van het totale beleid te beoordelen; en
(c)
ieder Bestuurder beschikt over de specifieke deskundigheid die noodzakelijk is voor
de vervulling van zijn taak.
1.3
De Bestuurders worden benoemd door Stichting Nyenrode.
2.
Functies en Taakverdeling
2.1
Stichting Nyenrode wijst één van de Bestuurders aan als Voorzitter van het CvB. De
voorzitter vervult tevens de functie van rector magnificus.
2.2
Het CvB kan een van de Bestuurders aanwijzen als Financieel Directeur en een andere
Bestuurder als Decaan, onder voorafgaande goedkeuring van Stichting Nyenrode.
2.3
De taakverdeling binnen het CvB is omschreven in Bijlage 2 (Taakverdeling).
2.4
De ondertekening namens de Vennootschap van contracten en andere stukken waarbij de
Vennootschap verplichtingen aangaat, geschiedt in beginsel door twee Bestuurders tezamen,
waaronder de Bestuurder tot wiens takenpakket het aangaan van de verplichting behoort.
3.
Secretaris van de Vennootschap
3.1
Het CvB wordt ondersteund door de secretaris van de Vennootschap, die wordt aangewezen
door het CvB in overleg met Stichting Nyenrode. De secretaris van de Vennootschap is tevens
secretaris van het bestuur van Stichting Nyenrode.
3.2
Alle Bestuurders hebben toegang tot advies van en dienstverlening door de secretaris van de
Vennootschap.
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3.3
De secretaris van de Vennootschap ziet erop toe dat juiste procedures worden gevolgd en dat
wordt gehandeld in overeenstemming met de wettelijke en statutaire verplichtingen van het
CvB. De secretaris van de Vennootschap ondersteunt de Voorzitter van het CvB bij de
organisatie van zaken betreffende het CvB (informatie, agendering, verslaglegging van
vergaderingen, evaluatie, etc.). De secretaris van de Vennootschap is als zodanig tevens
secretaris van het CvB.
3.4
De secretaris van de Vennootschap kan zijn taken uit hoofde van dit Reglement, of
onderdelen daarvan, delegeren aan een door hem in overleg met de Voorzitter van het CvB
benoemde plaatsvervanger.
3.5
De taken van de secretaris van de Vennootschap zijn nader omschreven in Bijlage 2
(Taakverdeling).
HOOFDSTUK II
TAKEN EN BEVOEGDHEDEN
4.
Taken betreffende Vennootschap en onderneming
4.1
Het CvB is belast met het besturen van Vennootschap en de met haar verbonden
onderneming, daaronder begrepen het vaststellen van de strategie en de hoofdpunten van het
beleid van de Vennootschap.
In verband met de door de Vennootschap in stand gehouden universiteit treedt het CvB op als
instellingsbestuur in de zin van de Wet op het hoger onderwijs. Het CvB draagt zorg voor de
naleving van de verplichtingen die voor de Vennootschap uit die wet voortvloeien. Als
instellingsbestuur is het CvB onder meer verantwoordelijk voor het algemeen reglement
(General Statute) en de onderwijs- en examenreglementen. Het CvB kan zich laten bijstaan
door adviescommissies, waaronder de Academic Board.
4.2
Uiterlijk twee maanden voor het begin van elk boekjaar legt de Financieel Directeur de
jaarlijkse begroting ter goedkeuring voor aan het CvB.
4.3
Op (ten minste) maandelijkse basis geeft iedere Bestuurder aan het CvB een update omtrent
de belangrijke ontwikkelingen op de gebieden van zijn takenpakket ter bespreking in de
vergadering van het CvB. Waar gepast wordt de update of een samenvatting daarvan, of
worden stukken die daar betrekking op hebben, voorafgaand aan de vergadering
rondgestuurd. Standaard stuurt de Financieel Directeur elke maand management accounts en
elke vier maanden een meer gedetailleerd financieel verslag rond.
4.4
Het CvB bespreekt ten minste eenmaal per jaar de strategie en (op basis van een management
letter) de voornaamste risico's verbonden aan de onderneming en de werking van de interne
risicobeheersings- en controlesystemen, alsmede eventuele significante wijzigingen hierin.
5.
Algemene taken en bevoegdheden
5.1
De verantwoordelijkheid voor de uitvoering van zijn taken berust bij het CvB als collectief.
5.2
Bij de vervulling van hun taak richten de Bestuurders zich naar het belang van de
Vennootschap en de met haar verbonden onderneming. Zij wegen daartoe de in aanmerking
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komende belangen van bij de Vennootschap betrokkenen af. Bestuurders vervullen hun taak
zonder mandaat en onafhankelijk van de bij de Vennootschap betrokken deelbelangen. Zij
steunen niet een bepaald belang zonder daarbij oog te hebben voor de andere betrokken
belangen.
5.3
Het CvB is verantwoordelijk voor de kwaliteit van zijn eigen functioneren.
5.4
Het CvB en zijn individuele leden hebben een eigen verantwoordelijkheid om van elkaar en
van de externe accountant alle informatie te verlangen die het CvB behoeft om zijn taak goed
te kunnen uitoefenen.
5.5
Ieder lid van het CvB heeft toegang tot de boeken, gegevens en kantoren van de
Vennootschap voor zover dit nodig is voor of dienstig kan zijn aan een goede vervulling van
zijn taak.
5.6
In aangelegenheden van materieel belang mogen namens de Vennootschap slechts
(rechts)handelingen worden verricht op basis van een toereikend besluit van het CvB of een
uitdrukkelijke delegatie van bevoegdheid. Tevens dient vooraf een zorgvuldige beoordeling
plaats te vinden, ook van juridische implicaties.
6.
Relatie met Stichting Nyenrode
6.1
Het CvB bevordert een goede werkverhouding met Stichting Nyenrode teneinde de stichting
in staat te stellen om vanuit haar functie als aandeelhouder geregeld toezicht te houden op het
beleid van het CvB en het CvB met raad terzijde te staan, en om Stichting Nyenrode in staat te
stellen haar bevoegdheden uit te oefenen.
6.2
In het kader van deze werkverhouding wordt regelmatig overleg gevoerd:
6.3

door de Voorzitter van het CvB met de voorzitter van het bestuur van Stichting
Nyenrode;

door de Financieel Directeur (en wanneer gewenst: de Voorzitter van het CvB) met
(de voorzitter van) de auditcommissie van Stichting Nyenrode; en

door leden van het CvB met leden en commissies van het bestuur van Stichting
Nyenrode, overeenkomstig de portefeuilleverdeling over en weer.
Stichting Nyenrode is bevoegd besluiten en handelingen van het CvB aan haar goedkeuring te
onderwerpen (zie artikel 15.2 van de statuten van de Vennootschap). Deze besluiten en
handelingen worden schriftelijk aan het CvB meegedeeld. Het CvB draagt er zorg voor dat
(rechts)handelingen waarvoor deze goedkeuring is vereist, niet worden verricht dan nadat
deze goedkeuring is verkregen.
Een Nederlandse vertaling van de goedkeuringslijst is opgenomen in Bijlage 3 (CvB-besluiten
onderworpen aan goedkeuring Stichting Nyenrode). Wordt deze goedkeuringslijst door
Stichting Nyenrode gewijzigd, dan wordt Bijlage 3 vervangen door een Nederlandse vertaling
van de gewijzigde goedkeuringslijst.
Bij twijfel over de uitleg van de goedkeuringslijst voert de voorzitter van het CvB overleg met
de voorzitter van het bestuur van Stichting Nyenrode en is het oordeel van laatstgenoemde
beslissend.
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6.4
Het CvB is voorts gehouden om door Stichting Nyenrode gegeven aanwijzingen op te volgen
(zie artikel 15.5 van de statuten van de Vennootschap), tenzij het belang van de Vennootschap
en de daarmee verbonden onderneming zich daartegen verzet.
6.5
Het CvB legt het jaarverslag en de jaarrekening voor aan Stichting Nyenrode, de eerste ter
bespreking, de laatste ter bespreking en vaststelling.
6.6
Het CvB verschaft aan Stichting Nyenrode alle verlangde informatie.
6.7
Het hiervoor in dit artikel 6 bepaalde laat de overigens aan Stichting Nyenrode toekomende
bevoegdheden (voortvloeiend uit de wet, de statuten van de Vennootschap en dit Reglement)
onverlet.
HOOFDSTUK III
VERGADERINGEN VAN HET CVB; BESLUITVORMING
7.
Frequentie, oproeping, agenda en plaats van vergadering
7.1
Het CvB vergadert ten minste tweemaal per maand en vaker indien een Bestuurder dat nodig
acht voor een goed functioneren van het CvB.
7.2
Vergaderingen van het CvB worden in beginsel bijeengeroepen door de secretaris van de
Vennootschap, in overleg met de Voorzitter van het CvB. Behoudens in spoedeisende
gevallen, zulks ter beoordeling van de Voorzitter van het CvB, wordt de agenda voor de
vergadering ten minste twee kalenderdagen voor de vergadering toegezonden aan de
Bestuurders.
7.3
Ieder Bestuurder heeft het recht te verlangen dat een onderwerp op de agenda van een
vergadering van het CvB wordt geplaatst.
7.4
Vergaderingen van het CvB worden over het algemeen gehouden ten kantore van de
Vennootschap, maar kunnen ook elders worden gehouden. Vergaderingen van het CvB
kunnen tevens worden gehouden door middel van conference call, video conference of andere
communicatiemiddelen, mits de deelnemers daarbij tegelijkertijd met elkaar kunnen
communiceren.
8.
Aanwezigheid in en toegang tot vergaderingen
8.1
Een Bestuurder kan zich in vergaderingen door een ander Bestuurder bij schriftelijke
volmacht doen vertegenwoordigen. Van het bestaan van een dergelijke volmacht moet aan de
voorzitter van de vergadering genoegzaam zijn gebleken.
8.2
Indien een Bestuurder regelmatig afwezig is van vergaderingen van het CvB wordt hij daartoe
ter verantwoording geroepen door de Voorzitter van het CvB.
8.3
Omtrent het toelaten tot vergaderingen van andere personen dan Bestuurders en de secretaris
van de Vennootschap beslissen de ter vergadering aanwezige en vertegenwoordigde
Bestuurders, bij meerderheid van stemmen.
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9.
Voorzitter van de vergadering; verslag
9.1
De vergaderingen van het CvB worden geleid door de Voorzitter van het CvB of, bij zijn
afwezigheid, een van de andere Bestuurders.
9.2
Van het verhandelde in een vergadering van het CvB wordt een verslag opgemaakt door de
secretaris van de Vennootschap of een andere daartoe door de voorzitter van de vergadering
aangewezen persoon. Het verslag verschaft inzicht in de besluitvorming ter vergadering. Het
verslag wordt vastgesteld door het CvB in dezelfde of de eerstvolgende vergadering.
10.
Besluitvorming binnen het CvB
10.1
De Bestuurders bevorderen zoveel mogelijk dat besluiten bij unanimiteit worden genomen.
10.2
Ieder Bestuurder heeft één stem.
10.3
Indien unanimiteit niet haalbaar blijkt en de wet, de statuten van de Vennootschap of dit
Reglement geen grotere meerderheid voorschrijven, worden besluiten van het CvB genomen
bij meerderheid van de uitgebrachte stemmen. Indien de stemmen staken is de stem van de
Voorzitter van het CvB doorslaggevend. Het CvB kan slechts besluiten nemen indien een
meerderheid van de Bestuurders ter vergadering aanwezig of vertegenwoordigd is.
10.4
Besluiten van het CvB worden in beginsel genomen in een vergadering van het CvB.
10.5
Besluiten van het CvB kunnen ook schriftelijk worden genomen, mits het desbetreffende
voorstel aan alle in functie zijnde Bestuurders is voorgelegd en geen van hen zich tegen deze
wijze van besluitvorming verzet. Schriftelijke besluitvorming geschiedt door middel van
schriftelijke verklaringen van alle Bestuurders. Een verklaring van een Bestuurder dat zich ter
zake van een schriftelijk te nemen besluit wil onthouden van stemming, dient in te houden dat
hij zich niet tegen deze wijze van besluitvorming verzet.
10.6
Het CvB mag afwijken van de bepalingen van de artikelen 10.3 (laatste zin), 10.4 en 10.5
indien de Voorzitter van het CvB dit noodzakelijk acht gezien het dringende karakter of
andere omstandigheden van de zaak, mits alle Bestuurders in staat worden gesteld deel te
nemen aan de besluitvorming. De Voorzitter van het CvB en de secretaris van de
Vennootschap stellen een verslag op van aldus genomen besluiten, dat bij de stukken voor de
volgende vergadering van het CvB wordt gevoegd.
10.7
Bij de vaststelling in hoeverre Bestuurders aanwezig of vertegenwoordigd zijn, instemmen
met een wijze van besluitvorming, of stemmen, wordt geen rekening gehouden met vacante
bestuurszetels en Bestuurders die belet hebben.
10.8
Van een door het CvB genomen besluit kan extern worden blijk gegeven door een verklaring
van de Voorzitter van het CvB of de secretaris van de Vennootschap.
HOOFDSTUK IV
OVERIGE BEPALINGEN
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11.
Tegenstrijdige belangen van Bestuurders
11.1
Een Bestuurder met een tegenstrijdig belang als bedoeld in artikel 11.2 of met een belang dat
de schijn van een dergelijk tegenstrijdig belang kan hebben (beide een (potentieel)
tegenstrijdig belang) stelt de andere Bestuurders en Stichting Nyenrode hiervan in kennis.
11.2
Een Bestuurder die een direct of indirect persoonlijk belang heeft dat tegenstrijdig is met het
belang van de Vennootschap en de met haar verbonden onderneming (een geconflicteerd
Bestuurder) neemt niet deel aan de beraadslaging en besluitvorming binnen het CvB.
11.3
Van een tegenstrijdig belang als bedoeld in artikel 11.2 is sprake, indien de Bestuurder in de
gegeven situatie niet in staat moet worden geacht het belang van de Vennootschap en de met
haar verbonden onderneming met de vereiste integriteit en objectiviteit te behartigen. Wordt
een transactie voorgesteld waarbij naast de Vennootschap ook een groepsmaatschappij van de
Vennootschap een belang heeft, dan betekent het enkele feit dat een Bestuurder enige functie
bekleedt bij de betrokken of een andere groepsmaatschappij, en daarvoor al dan niet een
vergoeding ontvangt, nog niet dat sprake is van een tegenstrijdig belang als bedoeld in artikel
11.2.
11.4
Stichting Nyenrode is bevoegd:
(a)
om te beslissen of een potentieel tegenstrijdig belang behandeld dient te worden als
een tegenstrijdig belang in de zin van artikel 11.2; en
(b)
om in geval van een (potentieel) tegenstrijdig belang alle verdere maatregelen te
treffen die het nodig acht, bijvoorbeeld dat informatie over een aangelegenheid
waarop een tegenstrijdige belang betrekking heeft, aan de geconflicteerde Bestuurder
wordt onthouden.
11.5
Een Bestuurder die in verband met een (potentieel) tegenstrijdig belang niet de taken en
bevoegdheden uitoefent die hem anders als Bestuurder zouden toekomen, wordt in zoverre
aangemerkt als een Bestuurder die belet heeft in de zin van artikel 17 van de statuten van de
Vennootschap, indien en voor zover dit artikel 11 niet een oplossing biedt.
11.6
Alle besluiten van het CvB omtrent een aangelegenheid waarbij één of meer geconflicteerde
Bestuurders zijn betrokken, zijn onderworpen aan de voorafgaande goedkeuring van Stichting
Nyenrode.
12.
Vertrouwelijkheid
Een Bestuurder mag tijdens zijn lidmaatschap van het CvB en daarna op geen enkele wijze
aan wie dan ook enige mededeling doen van informatie van vertrouwelijke aard betreffende
de onderneming van de Vennootschap en/of vennootschappen waarin zij deelneemt, die een
Bestuurder ter kennis is gekomen in het kader van de uitoefening van zijn werkzaamheden
voor de Vennootschap en waarvan hij weet of behoort te weten dat deze vertrouwelijk is,
tenzij hij zulks bij wet verplicht is. Een Bestuurder mag de hierboven omschreven informatie
op geen enkele wijze voor eigen nut aanwenden.
13.
Diversen
13.1
Aanvaarding door Bestuurders. Ieder die tot Bestuurder wordt benoemd wordt verzocht bij
de aanvaarding van de functie schriftelijk aan de Vennootschap te verklaren dat hij de inhoud
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van dit Reglement aanvaardt en daarmee instemt, en dat hij zich jegens de Vennootschap
verbindt de bepalingen van dit Reglement te zullen naleven.
13.2
Incidentele niet-naleving. Het CvB kan incidenteel besluiten dit Reglement niet na te leven,
met inachtneming van toepasselijke wet- en regelgeving.
13.3
Wijziging. Dit Reglement kan van tijd tot tijd door het CvB worden gewijzigd, maar alleen
onder voorafgaande goedkeuring van Stichting Nyenrode.
13.4
Interpretatie. In geval van onduidelijkheid of verschil van mening over de betekenis van
enige bepaling uit dit Reglement is het oordeel van de Voorzitter van het CvB daaromtrent
beslissend (behoudens artikel 6.3, laatste volzin).
13.5
Toepasselijk recht en jurisdictie. Dit Reglement wordt beheerst door Nederlands recht. De
Nederlandse rechter is exclusief bevoegd om geschillen als gevolg van of in verband met dit
Reglement (inclusief geschillen omtrent het bestaan, de geldigheid of de beëindiging van dit
Reglement) te beslechten.
13.6
Complementariteit met Nederlands recht en de statuten. Dit Reglement is een aanvulling
op het bepaalde in de Nederlandse wet en de statuten van de Vennootschap. Waar dit
Reglement niet in overeenstemming is met de Nederlandse wet of de statuten van de
Vennootschap, prevaleren die laatste. Waar dit Reglement in overeenstemming is met de
statuten van de Vennootschap maar niet in overeenstemming met de Nederlandse wet,
prevaleren die laatste.
***
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BIJLAGE 1
GEHANTEERDE BEGRIPPEN
1.
In het Reglement hebben de navolgende begrippen de daarachter vermelde betekenissen:
Bestuurder betekent een lid van het CvB.
CvB betekent het college van bestuur van de Vennootschap.
Decaan betekent de Bestuurder die overeenkomstig artikel 2.2 van het Reglement als Decaan
is aangewezen.
Financieel Directeur betekent de Bestuurder die overeenkomstig artikel 2.2 van het
Reglement als Financieel Directeur is aangewezen.
Reglement betekent het reglement van het CvB inclusief de daarbij behorende bijlagen.
Stichting Nyenrode betekent Stichting Nyenrode, een stichting naar Nederlands recht, die de
enig aandeelhouder is van de Vennootschap.
Vennootschap betekent Universiteit Nyenrode B.V. alsmede, waar passend, de
dochtermaatschappijen en eventuele andere groepsmaatschappijen van de Vennootschap
waarvan de financiële gegevens zijn opgenomen in de geconsolideerde jaarrekening van de
Vennootschap.
Voorzitter van het CvB betekent de Bestuurder die overeenkomstig artikel 2.1 van het
Reglement als zodanig is aangewezen.
2.
De term schriftelijk betekent bij brief, telefax, e-mail of enig ander elektronisch
communicatiemiddel, mits het bericht leesbaar en reproduceerbaar is, en de term schriftelijke
wordt dienovereenkomstig geïnterpreteerd.
3.
Behoudens voor zover uit de context anders voortvloeit, geldt in het Reglement:
4.
(a)
begrippen en uitdrukkingen waar aangegeven in enkelvoud hebben tevens betrekking
op het meervoud en omgekeerd;
(b)
woorden en begrippen waar aangegeven in de mannelijke vorm hebben tevens
betrekking op de vrouwelijke vorm; en
(c)
een verwijzing naar een wetsbepaling geldt als verwijzing naar zodanige
wetsbepaling met inachtneming van alle wijzigingen, uitbreidingen en vervangende
regelgeving daarvan die van tijd tot tijd zullen gelden.
Kopjes van artikelen en andere kopjes in het Reglement zijn slechts opgenomen ten behoeve
van de overzichtelijkheid en vormen geen onderdeel van het Reglement voor
interpretatiedoeleinden.
0094301-0000007 AMCO:5799714.4
10
BIJLAGE 2
TAAKVERDELING
Voorzitter van het CvB
Financieel Directeur
Secretaris
 De taken van de Voorzitter van het CvB
omvatten:
Interne en externe communicatie (Corporate,
Marketing en Communicatie);
Faculty & Research (inclusief deelname in
Research Council);
HRM (samen met de Directeur HRM);
Ondernemingsraad;
Internationale samenwerking;
LEArN (RvT functie);
Alumni, SNF, Alumni board;
Professorial Forum;
Vertrouwenspersonen;
Commissie wetenschappelijke integriteit;
Heeren V;
International Academic Council;
Academic Council;
India en China Boards (samen met Decaan);
en
- Lobby in Den Haag
 De taken van de Financieel Directeur omvatten:
Finance;
ICT;
Real Estate;
Hospitality & Service & beveiliging;
Inkoop; en
Business Accelerator.
 De taken van de secretaris omvatten:
Juridische zaken, procedures, geschillen en
contracten;
Eén ingangs- en uitgangsprincipe advocatuur
en notariaat;
Assurantieportefeuille;
Secretarisfunctie CvB, Bestuur Stichting
Nyenrode en RvT (zolang nog bestaand),
RvT Nivra Nyenrode, SJHV;
Dochtervennootschappen, RvC NNBS;
Rechtspersonen (KvK, statuten);
CAO
onderhandelingen
(samen
met
Directeur HRM);
Corporate governance; en
- Erfgoed zoals archief.
0094301-0000007 AMCO:5799714.4
Decaan
 De taken van de Decaan omvatten:
Programma’s Degree & EEOD;
NNBS;
Marketing voor de programma’s;
Accountmanagement & CRM;
Campus dean
Internationale programma’s;
International Executive Education Board;
India en China Boards (samen met Voorzitter
van het CvB);
Study Group; en
Examencommissie, CuCo en accreditaties.
11
BIJLAGE 3
CVB-BESLUITEN ONDERWORPEN AAN GOEDKEURING STICHTING NYENRODE
(Nederlandse vertaling van Annex 6, By-Laws of the Foundation Board van Stichting Nyenrode
(versie 1 september 2013))
Overeenkomstig artikel 15.2 van de statuten van Universiteit Nyenrode B.V. zijn besluiten van het
CvB over de volgende onderwerpen onderworpen aan de voorafgaande goedkeuring van Stichting
Nyenrode:
(a)
het verkrijgen, vervreemden, bezwaren, verhuren, of het wijzigen van huurcontracten inzake,
onroerend goed;
(b)
het oprichten van, deelnemen in of het nemen van een financieel belang in andere
ondernemingen of het beëindigen of verkopen van zodanige activiteiten en het opzetten van
ondernemingen;
(c)
het verkrijgen van financiering of het daartoe sluiten van overeenkomsten;
(d)
het geven van garanties boven een bedrag van EUR 50.000 in totaal;
(e)
het geven van leningen boven een bedrag van EUR 50.000 in totaal;
(f)
het doen van investeringen boven een bedrag van EUR 100.000;
(g)
het benoemen en ontslaan van key personnel (zoals te omschrijven door de
remuneratiecommissie van Stichting Nyenrode) of het vaststellen of wijzigen van hun
arbeidsvoorwaarden; de remuneratiecommissie zal fungeren als klankbord; een (opvolger van
een) lid van het senior management wordt tot het key personnel gerekend;
(h)
het verlenen van algemene of beperkte procuratie (daaronder niet begrepen specifieke ad hoc
volmachten);
(i)
het voeren van gerechtelijke procedures, zowel als eisende als verdedigende partij, met
uitzondering van het nemen van voorzorgsmaatregelen en procedures omtrent ontslag van
werknemers die niet tot het key personnel behoren;
(j)
het vaststellen van lange-termijn strategische plannen (inclusief begroting);
(k)
het vaststellen van de jaarlijkse begroting voorafgaand aan het begin van het academisch jaar,
tenzij uitdrukkelijk uitstel is verleend;
(l)
het vaststellen of wijzigen van (de criteria
controlemechanismen; dit omvat in het bijzonder:
voor)
de
organisatiestructuur
(i)
de operationele en financiële doelstellingen van Universiteit Nyenrode B.V.;
(ii)
de strategie die moet leiden tot het realiseren van de doelstellingen van Universiteit
Nyenrode B.V.; en
0094301-0000007 AMCO:5799714.4
12
en
(iii)
(m)
de randvoorwaarden die door Universiteit Nyenrode B.V. bij de strategie worden
gehanteerd, bijvoorbeeld ten aanzien van de financiële ratio’s;
elke aangelegenheid waarin een of meer leden van het CvB een tegenstrijdig belang hebben.
0094301-0000007 AMCO:5799714.4
13
Appendix 2:
Organizational Chart
Nyenrode organizational chart
01/09/2014
The University Board of Nyenrode
Dean
Rector Magnificus
Financial Director
L. Paape
M. Džoljić
R. Vetkamp
EEOD
(Dean)
Degree
(Dean)
Faculty
(Rector)
Research
(Rector)
Rector
Support departments
Financial Director
Dean
Secretarial Staff
University Board
Associate Dean
Executive programs
J. Vincken
Associate Dean
Degree Programs
D. van Gorp
Career & Personal
Development
W. van Donge
BSc Accountancy
O. Bik
MSc Accountancy
O. Bik
Post Master
Accountancy RA
O. Bik
MSc Controlling
J. Bots
Executive MSc
Controlling
J. Bots
MSc Fiscal Law
B. Jonker
MSc Management FT
A. Nijhof
MSc Management PT
G. Zwartendijk
Modular MBA
H. Kievit
IMBA
C. Nel
Head of Faculty
R. Flören
Center for Financial
Reporting & Tax
H. Langendijk
Executive Open
Programs
L. Cohen &
M. Lubbers
Executive
Customized
Programs
N. Hildebrand &
M. van Iperen
BSc BA
W. Burggraaf
EMBA
C. Nel
J. Bots
Tax Programs
R. Kamerling
Outreach Open
Programs
D. Slob
Center for Information
and Management
Accounting Control
Systems
L. Sneller
Auditing &
Assurance
B. Majoor
Center for Finance
D. Vink
Corporate
Governance & Law
M. Pheijffer
Entrepreneurship &
Stewardship
H. Kievit
Leadership &
Management
Development
R. Blomme
Strategy Center
J. v/d Velden &
B. de Wit
Marketing & Supply
Chain Management
K. Koelemeijer
Director of
Research
R. Speklé
PhD Program
I. De Loo
General Secretary &
Legal Counsellor
R. Emons
Campus Dean
H. van Hall
Human Resources
M. Slaman
Corporate Marketing
& Communications
M. Hoes
Academic Services
Center
O. Mastenbroek
Finance & Control - Facility &
Information Services
(Financial Director)
ICT Services
H.W. Kroodsma
Real Estate &
Landscaping
P.J. Benes
Hospitality & Services
J. Mors
Finance
M. Kars
Control
H. Safari
Appendix 3:
Faculty Management Charter
FACULTY MANAGEMENT
CHARTER
Nyenrode Business Universiteit
Version v2 April 2014
Established by the University Board on April 28, 2014
1
2
3
Table of Contents
1
2
3.
4
5
6
Introduction……………………………………………………………………..…..….05
Faculty……………………………………………………………………………….…06
2.1
Faculty members………………………………………………………...……………….…06
2.2
New faculty members………………………………………………………..….…..07
2.3
External lecturers ………………………………………………………….…….…07
2.4
Core groups…………………………………………………………………….…..07
Professorial policy…………………………………………………………………….…08
3.1 Appointment of professors ……………………………………………..………....……..08
3.2 Types of contracts for professors………..………………………….…………….………09
3.3 Sponsored chairs………………………….………………………….………….………10
3.4 Appraisal…………………………………..……………………………………….…….10
3.5 Personal development…………………..…………………………………………..…….10
3.6 Retirement ……………………………..…………………………….…………..……….11
3.7 Dismissal……………………………..…………………………………………..……….11
Organization of faculty …………………………………………………………………....12
4.1
Structure of faculty – Centers……………………………………………………….12
4.2
Research management………………………………………………………………..13
4.3
Workload management………………………………………………………………14
Center budgets.……………………………………………………………………………15
5.1
Internal activities ……………………………………………………………………..15
5.2
External activities…………………………………………………………………….16
Human resources policies………………………………………………………………….17
6.1
Appraisal and performance management…………………………………………….17
6.2
Faculty development ……..……………………………………………………………18
6.3
Policies for vacancies and retirement ………………………………………………....18
Appendix A – Role of the Rector with respect to Faculty ………………………………………..20
Appendix B – Job description Head of Faculty.…………………………………………………..21
Appendix C – Job description DiRector of Research…………………………………………...…22
Appendix D –Job description Center Director……………………………………………………22
Appendix E – Overview of Nyenrode centers and their directors…………………………………24
Appendix F – Example of workload spread sheet for a center…………………………………….25
Appendix G – Model contract for an agreement for a sponsored chair……………………………….29
Appendix H – Model contract for contract research………………………………………………32
Appendix I – Appraisal form Nyenrode faculty ……………………………………………...……38
Appendix J – Appointment procedure for a Professor of Nyenrode Business Universiteit…..……49
Appendix K - Criteria for recommendation to the BAC……………………………………………52
Appendix L -Regeling nevenfuncties………………………………………….…………………….54
4
1
Introduction
This report documents the vision of the Nyenrode Business Univerteit (NBU) on faculty management,
both in terms of content and organization. The very existence of a university is based on its two main
tasks: to generate and transfer knowledge. At a business university such as Nyenrode, which has been
founded for and by business, these tasks must be fulfilled within a collegial and financially sound
environment. To this end, the faculty carries out teaching and research, supervises PhD candidates,
provides publications and publicity, contributes to discussions on current social issues, acquires research
projects, (chair) sponsoring and executive education programs. Furthermore, the faculty provides
instruction and supervises the thesis projects of students and executives participating in the various
Nyenrode programs. The generation of knowledge comes from either academic or applied research. The
transfer of knowledge can be attained through many means, such as:
Teaching
Executive education
Publications
Publicity
Seminars, etc.
At Nyenrode Business Universiteit the generation and transfer of knowledge strengthen each other. It is the
responsibility of Nyenrode faculty to ensure a long-term commitment to both teaching and research. It is
one of the strengths of Nyenrode’s faculty to bridge the gap between the academic and business world. This means
making their research findings applicable for their teaching, and using input from teaching in their research
efforts. Thus, as an example, research findings will be included in the classroom, whilst interaction with
students and executives can serve as input or inspiration for future research. Such findings and inspiration
are then used in business contacts, chair sponsorships and executive education. This does not imply that
each faculty member should be an expert in both teaching and research. However, all faculty members
should remember that the university as a whole, and their centers as an entity, need to embrace both tasks.
In order to bridge the gap between the academic and business world, the center is involved in several
activities. The generation of knowledge comes from research, the transfer of knowledge is, amongst
others, achieved by teaching. Both activities strengthen each other (see the figure below). The ideal
center works for both the internal and the external market; focuses on both knowledge generation
and knowledge transfer; balances costs; and has a logical hierarchical set up with a number of full
professors, associate professors, assistant professors and PhD-students
2
Faculty
All employees in academic functions, who have a PhD or who are currently working towards a PhD,
belong to the Nyenrode faculty. However, we respect employment contracts negotiated before 01-092011 with current academic employees not having, nor working towards, a PhD. Nevertheless, such
employees run the risk that, in the foreseeable future, their teaching will be limited to BSc programs and
that their research time will be reduced. As regards to new faculty members, their appointment is
dependent on either already having a PhD or working towards one.
2.1
Faculty members
Within the Nyenrode faculty we distinguish between the following job positions:





Full professor [Hoogleraar]
Associate professor [UHD]
Assistant professor [UD or Postdoc]
PhD student
Lecturer
Nyenrode does not use the possibility to appoint a bijzonder hoogleraar (endowed professor; as defined in
Section 9.55 of the WHW, the Higher Education and Research Act of the Netherlands).
In the past, Nyenrode has used a number of other job functions and, as already mentioned, as an
employer Nyenrode honors and respects former contracts. However, only the job functions mentioned
above are used for new contracts for current and future faculty members.
It is of importance for the academic work and the overall stature of Nyenrode as a university that strong
external relations are maintained with fellow academicians and business practitioners in a structured way.
Therefore the following external academic titles can be used, once appointment as such is approved by
the Rector.
Visiting fellow; all those external academics with whom the Nyenrode faculty works on joint
research and/or teaching. The duration of such an appointment can range from 6 to 24 months.
Visiting professor; an external professor who wishes to conduct joint research and/or teaching
with the Nyenrode faculty. This is either on invitation by Nyenrode (as part of a joint research
program) or by an individual application due to personal and professional interests and contacts.
An appointment usually is for a period of one year.
Distinguished visiting professor; external professors with established international track records
and full recognition in the academic world. They will have accepted Nyenrode’s invitation to
become academic ambassadors both to and for the University, either as an honorary member of
the faculty and/or as catalysts for joint research and teaching initiatives. An appointment usually is
for a period of one year.
Honorary doctor; a Nyenrode title for exemplary performance in business, science and/or
society based on personal merit and a professional fit with Nyenrode’s overall mission and
vision. In principle this is an appointment for life.
Apart from these external academic titles, Nyenrode will use the title Executive Lecturer, which is especially
intended for lecturers who bring in their business input for our degree and our executive education
programs. Executive lecturers have no academic agenda nor the ambition to obtain a PhD. They will not be
part of the Nyenrode faculty, yet they are important and well-respected members of the Nyenrode
community. (The Rules and Regulations concerning the appointment of Executive Lecturers can be found in
the Nyenrode Quality Handbook).
2.2
New faculty members
Clear requirements for each vacancy are defined by the Head of Faculty in coordination with Center
Director. This results in the drafting of a professional profile, that in any case is based on the
following principles::
Faculty members should either have a PhD or be in the process of doing a PhD.
Newly appointed faculty members need to have excellent teaching skills.
Each faculty member should contribute to at least three of the following four areas: teaching,
research, contributions to the institute, and contributions to the community at large.
Candidates should preferably have a strong connection with the corporate world.
2.3
External lecturers
In addition to the Nyenrode core faculty, external lecturers are used in the different programs. In
particular, within the Accountancy & Controlling programs, a number of courses in bachelor programs or
master courses are taught by freelance lecturers.
The selection of external lecturers always has to be approved by the Center Director, because the center
is responsible for the quality of teaching. As supply and demand come together in a center, it is pivotal
that the allocation of internal faculty and external lecturers is supervised by the center. Clear and ex ante
communication about the remuneration of the external lecturer is necessary; internal transfer pricing is a
poor guideline for external compensation. When an external teacher is employed, the center will only be
credited for the hours used for coordination and for the exams (and just for coordination in case of
executive education). In the event that an external teacher also takes care of the examination, the center
will only be credited for coordination. The actual costs, paid to the external teachers, will be directly
charged to the relevant degree or the EEOD program.
2.4
Core Groups
Some Centers use Core Groups (Kerngroepen). These have three different responsibilities:
Course development
Development of assessments and exams
Supervision of external teaching faculty
Core Group Chairs report to the Center Director.
3
Professorial policy
3.1
Appointment of professors
Nyenrode maintains a very strict procedure for appointing full professors. (A full overview of the
procedure for appointing full professors can be found in Appendices J and K.) Before a candidate can
become a full professor at Nyenrode, he or she is first screened by an advisory committee
(Benoemingsadviescommissie (BAC)) set up specifically for the relevant chair. (see in Appendix J.) This
advisory committee is made up of two members from Nyenrode, has at least two members from two
other universities and a chairperson. The committee interviews candidates and provides independent
advice to the Academic Board and the University Board. The Rector Magnificus has the final authority
whether or not to appoint the candidate; he can decide to consult the other Dutch universities as part of
the decision making process.. Each professor appointed will be part of a Nyenrode center. This procedure
is also applicable to persons who already are professors at other universities.
Nyenrode has specified some important criteria for considering the eligibility of current associate
professors to be appointed full professor. The set of criteria represent a threshold standard that candidates
must meet or exceed. These criteria also apply to outside candidates.
Additional remarks:
•
Meeting the requirements does not automatically imply an appointment as full professor. The
criteria are essential pre-conditions, but meeting them is not sufficient in and of itself.
•
The list of criteria is not necessarily exhaustive, and additional requirements may be formulated
(implicitly or explicitly), depending on the specific position and/or circumstances.
•
All appointments are at the discretion of the Rector in consultation with the Academic Board,
having first heard the advice of the advisory committee (BAC)..
An appointment can only be considered if the position:
•
is financially viable, and
•
fits the Nyenrode strategy [and the Nyenrode structural plan, when completed].
A potential candidate will only be considered for appointment if he or she meets or exceeds the Nyenrode
standards in both the areas of research and teaching. In addition, he or she needs to have a demonstrable
professorial behavior in line with the positioning of Nyenrode. The criteria for these three areas are
explained below.
1 Research
In the area of research, candidates should meet the following cumulative requirements:
•
The candidate holds a PhD degree.
•
The candidate’s academic publications (excluding his or her PhD thesis) are worth at least 10
publication points in the Nyenrode Research Output Rating System.
•
At least two of these additional publications have received a rating of three or more points in the
Nyenrode Research Output Rating System.
2 Teaching
In the field of teaching, candidates should meet the following cumulative requirements:
•
The candidate has a history of teaching excellence, and his or her course evaluations show
consistent scores that are above the average for the program of which the courses form a part.
•
The candidate has significant experience in course development, either in degree programs or in
executive education, and has demonstrated ability for taking the lead in development efforts.
•
The candidate is able to address different audiences and has taught successfully in various different
programs (MSc, MBA, etc.).
3 Professorial behavior; in line with positioning NBU
Candidates should fit the Nyenrode profile (by business, for business) and should represent the Nyenrode
trinity Leadership, Entrepreneurship and Stewardship (LES). Their professional behavior must be
consistent with their professorial roles and duties.
The fit with Nyenrode and the LES trinity can be attributed to many different dimensions of the
candidate’s performance, behavior and/or personality, and it is nearly impossible to fully specify the
specific criteria in advance. Indications of this fit include, but are not limited to, the following:
•
•
•
•
•
•
•
•
The candidate has taken on significant responsibilities to serve the Nyenrode community, such as a
Program Directorship or a Center Directorship.
The candidate has taken the initiative and/or responsibility for projects that have substantial
relevance to the Nyenrode community or to the broader academic community to which he or she
belongs.
Leadership in the academic, professional, or public debate sphere.
The candidate has a track record in research or teaching that extends beyond the functional borders
of his or her specific subject area.
Proven commercial qualities.
A track record in research funding acquisition.
The candidate shows true scholarship within and outside of his or her subject area.
The candidate is a role model for students and has proven capabilities for guiding (PhD) students
towards successful academic and business careers.
An appointment to full professor is initially for a limited period of one year. A review will be conducted
prior to the end of this period to determine whether a next, successive appointment is appropriate, or if
the appointment will be terminated. If necessary, conditions can be attached to the initial appointment,
which will be evaluated during the period of appointment at intervals that are specified in the appointment
letter. For professors on the Nyenrode payroll the appointment is reconsidered every four years. For the
labor contract Dutch Law is followed.
A newly appointed professor is expected to give his inaugural address between 9 and 18 months after the
appointment.
3.2
Types of contracts for professors
Depending on the situation, NBU concludes one of the following contracts when a professor is appointed:
 On the payroll
o Salary is paid by Nyenrode; in some instances this can be invoiced to a third party
 Not on the payroll, but contracted = “zero appointment”
o This professor works on the basis of compensation of 20,000 euros (according to the
internal fees), yet is not paid. The fee of 20,000 euros is income for the Center with which
the professor is affiliated.
o Hours worked on top of this can be invoiced to Nyenrode, according to a pre-determined
fee.
o The Center Director and the professor are both responsible for monitoring when the
20,000 euro mark has been exceeded.
o They report this to the Head of Faculty who then approves extra hours worked for
declaration.
o The appointment is for the period of one year; an extension (also for a period of one year)
will be reconsidered well before the end of that year.
 Not on the payroll, but on the chair’s sponsor’s payroll
 Retired professors (Emeritus)
o These professors are not paid, yet are allowed to be a supervisor to PhD students for five
years after retirement. This period cannot be extended.
No matter what kind of contract a professor has, he or she should always be involved in teaching in the
Nyenrode programs and should always have a research schedule.
3.3
Sponsored chairs
NBU accepts sponsorship for chairs. Details of the sponsorship are laid down in a contract between NBU
and the sponsoring party (see Appendix H). A request for the installment of a sponsored chair can be
submitted to the Academic Board. The Rector will make the final decision about the installment, having
heard the advice of the Academic Board. The procedure for the appointment of a professor to the
sponsored chair is the same as that for the appointment of a regular professor
Nyenrode will only accept a sponsored chair if:
•
•
•
There is a minimum annual payment of 50,000 euros (equaling an appointment of 0.2 FTE);
There is a minimum period of five years;
The subject fits within the NBU strategy
The subject fits within and enhances the research done at NBU;
NBU has the option of open recruitment for filling the vacancy.
•
Professors on a sponsored chair are expected to give an annual report about their activities.
3.4
Appraisal
Each year, professors participate in an appraisal interview which is conducted by the director of the
Center to which the professor belongs. Employees with an appointment of 0.4 FTE or more will be
interviewed by two people. During the appraisal, strengths and weaknesses are identified and targets for
the next year are agreed upon. In addition to the annual appraisal, the Head of Faculty and the Rector
review the appointment as professor every four years. The decision on continuing the appointment as
professor is to be made by the Rector.
3.5
Personal development
NBU pursues an active policy to enhance the career of its employees. To this end, it is possible to
participate in a personal development project, which starts during the person’s PhD study period. After
obtaining the PhD degree, the former PhD student can be appointed as assistant professor, provided that
NBU sees the potential for a long-term faculty career. After a period of usually no less than five years (yet
possibly longer), a promotion from assistant professor to associate professor may follow. The criteria that
must be satisfied for this are:

the appointment fits in with the NBU strategy [and the NBU faculty structural plan when
available];
Furthermore, the faculty member:
 has acquired at least five research points;
 has at least one three-point publication;
 has a record as a successful teacher with several evaluations that consistently meet or exceed the
average for the program;
 has sufficient experience with course development;
 has demonstrated leadership in his or her subject field;
 is actively involved in the Nyenrode community.
 has acquired the BKO certificate
As previously stated regarding the appointment to full professor), meeting the requirements does not
automatically imply an appointment as associate professor. The criteria are essential pre-conditions, and
meeting them is not sufficient in and of itself. All appointments are at the discretion of the Rector in
consultation with the Academic Board, having heard the advice of the Head of Faculty and the Director of
Research.
The next step, appointment to full professor, can be taken after a period typically lasting five years, and if
the candidate does fulfill the criteria for full professorship earlier described. If all these criteria are met, an
appointment will be made as Hoogleraar A (Professor A).
The final step in the career path is to be promoted to Hoogleraar B (Professor B). The following criteria
are applied to this promotion:
•
•
•
•
•
The candidate fulfills all criteria relevant for a full professor appointment,
The candidate has been Hoogleraar A for a period that usually exceeds five years;
The candidate makes a very substantial contribution to his or her scientific field;
The candidate should make a very substantial contribution to the educational process at NBU;
Internal candidates also have to make a substantial contribution to the Nyenrode community.
External candidates who have been a professor at another university can be appointed Hoogleraar B
provided they meet the aforementioned criteria, with the exception of the last criterion.
Once again, meeting the requirements does not automatically guarantee appointment as Hoogleraar B.
This can only take place if the candidate has the endorsement of the Academic Board and even then, the
final decision lies with the Rector.
Within the scope of the NBU career policy, young, promising PhD students and assistant and associate
professors are encouraged to fulfill the requirements laid down for a full professorship . This process is
monitored by the Center Director, the Head of Faculty and the Director of Research.
3.6
Retirement
NBU applies the following rules to the retirement of a professor:
 The appointment of a professor ends at the legal retirement age (as stipulated by law and by the
current Nyenrode CAO).
 Nyenrode and the retiring professor have to start looking for a successor (if it is determined that a
successor is appropriate) in such a timeframe that ensures that the proceedings are finalized before
the retirement of the chair holder. Extensions of the appointment beyond the legal age of
retirement are rarely given. Some of the reasons for giving them might be:
o The appointment of a successor is not yet finalized.
o One or more projects have not been completed.
Furthermore, it is important to note that: f an extension is granted, this will apply to a period lasting
until the end of the academic year if the candidate reaches the legal retirement age during the period
from September to December, or until the end of the following academic year (birthday in January
to August).
 If it is deemed absolutely necessary, a second extension may be granted for another academic year.
A third extension is not possible.
 When a professor retires, Nyenrode provides confirmation of this in writing. The professor has
become an Emiritus.
 A retired professor is allowed to fulfill the role of supervisor for PhD students for five years after
retirement. This period cannot be extended.
 A retired professor may keep his Nyenrode email address for five years after retirement.
3.7
Dismissal
NBU adheres to the provisions of the WHW, Section 9.19, with regard to dismissal.
4
Organization of faculty
The Rector bears overall responsibility for the faculty (appendix A). Daily responsibility is delegated to the
Head of Faculty and the Director of Research, whilst the entire faculty is organized in centers, each
headed by a Center Director. (Full function descriptions of the Head of Faculty, the DiRector of Research
and the Center Director can be found in Appendixes B , C, and D respectively).
4.1
Structure of faculty - Centers
The university is organized along two complementary axes:
(1) a faculty which is allocated in subject-defined academic fields of expertise (hereafter referred
to as ‘centers’), and
(2) a division into educational (academic) programs, both degree programs and executive education
programs.
Underlying the center structure is a (longer-term) structure plan as part of the Nyenrode strategy. In this
plan choices are made as to which academic areas of expertise are to be embedded in the university and
the investments required for them. This plan is of paramount strategic importance, since it largely
establishes the academic resources of the university. The structure plan provides a basic structure per
center, i.e. the teaching and research capacity which can be financed sustainably in regular operations.
Centers are required to:
(1) meet the educational needs of the programs, and
(2) contribute by means of research to the knowledge development within the discipline in
question.
The Center Director has the overall responsibility for costs and efficient faculty deployment. This means
that (s)he is responsible for the optimal deployment of the faculty in line with his/her budgetary constraints.
The Center Directors are accountable (both ex ante and ex post) to the Head of Faculty and the Rector.
Within the centers, faculty members are involved in teaching (typically in courses in programs, which are
part of the center’s focal discipline) and research. Typically, the research topics should be associated with the
mission and markets of Nyenrode. Within the center, there should always be consistency and balance
between teaching and research activities. However, this does not imply that each faculty member has to be
equally strong in both areas. On the other hand, it cannot be so that a faculty member is not involved in one
of these areas. At a center level, the faculty has to be focused on both areas. The same is true for the
bridging of the gap between the business and academic world. At a center level, the faculty must be able to
bridge the gap, which does not imply that an individual faculty member has to be an expert in both worlds.
On the other hand, it does not fit the Nyenrode strategy if a faculty member has no understanding of or no
interest in one of these worlds. Currently, Nyenrode has nine different centers (Appendix E).
The basic structure of the centers is related to the structural demand for education, taking into account
that this demand in part is met through the employment of external lecturers. To that end, the Center
Directors are in charge of building and developing a network of external freelance teachers. However, the
ratio between faculty and external lecturers must be such that Nyenrode’s educational signature is
safeguarded and the academic responsibility is sufficiently embedded in the structure of the university. At
the same time, this ratio must be such that the financial sustainability of the basic formation of the Center
is robust, since revenue streams are volatile.
The basic structure of the centers also includes provision for research time. The usual practice is that
qualifying members of the faculty must be able to spend an average of 35% of their time on academic
research. However, a maximum of 5% can be spent on general activities that benefit the university. The
Center Director in consultation with the Head of Faculty decide on who qualifies for research time (this is
part of the appraisal cycle). Those faculty members who choose not to pursue a research agenda, or fail to
attain a PhD (see PhD Rules and Regulations), may be subject to a substantial lowering of their dedicated
research time.
The basic structure of the centers is supplemented by the funds associated with long-term external
research funding obtained through chair sponsorships, research grants or structural research for third
parties. These resources are, of course, to be used within the framework agreed on with the external
parties.
The organizational structure in terms of program management (including executive education) follows the
lines of the different product-market combinations being served. Program management is accountable for
the results of the programs in terms of both revenue and costs. In this respect, program management is
bound by the budgetary framework agreed on with the Dean and Associate Dean. Program management is
accountable (both ex ante and ex post) to the Dean. Program management takes delivery from the centers
of the courses given by the (internal and external) teachers; the centers are responsible for the academic
quality of both course content and the (internal and external) teachers. The Center Director follows the
needs and preferences of program management as far as center policy allows. A center may, if required,
delegate the hiring-in of external teachers to the program director, but the center remains responsible for
the academic performance of the external teachers. Furthermore, Center Directors and their faculty can
bring forward new ideas for courses and program designs, although these then have to be approved by the
Program Director.
4.2
Research management
Nyenrode is strongly committed to academic research. As an academic institution, research is crucial to
our license to operate, and we continue to invest quite heavily in a healthy and productive research
environment. Nyenrode also subscribes wholeheartedly to the idea of academic freedom. Consequently,
Nyenrode allows its faculty members freedom of inquiry and publication, and does not interfere in
individual research agendas – provided that they meet the usual academic standards. Nyenrode research
is mission-driven, i.e. ‘for business by business’ with the intention to transform individuals, organizations
and lastly society in conformance with the Nyenrode trinity of Leadership, Entrepreneurship and
Stewardship.
Although Nyenrode also relies on external sponsoring, a major source of research funding is the Nyenrode
budget itself. As indicated in the previous paragraph as a generic rule, each individual faculty member gets
to spend 35% of his or her appointment on research and research-related activities (excluding
commissioned research; hours spent on such projects should be charged to the client organization).
Highly talented and/or productive researchers (including postdocs) can be granted additional research
time by the Rector. In such cases, the center budget (including billability expectations) will be adjusted
accordingly. Centers are granted some leeway to reallocate research time between center members to
accommodate center level research priorities and individual research agendas. However, over a longer
period of time (3-4 years), centers should preserve a balance in which individual members can claim
approximately similar relative amounts of research time. Centers can also choose to dedicate part of the
available research time to activities to nurture the public debate (e.g. columns, blogs, et cetera). However,
even though Nyenrode values such contributions, the emphasis at the center level should be on academic
research.
Research productivity is monitored and evaluated at both the center level and the level of the individual.
Centers are required to prepare a yearly research plan, specifying research projects, faculty involvement,
expected duration, and projected (intermediate) outcomes. This research plan is subject to review and
approval by the Head of Faculty and the Director of Research. Centers are required to report on a yearly
basis on the realization of this plan. Individual research productivity is monitored as part of the annual
appraisal. Research productivity is measured yearly over a three-year window. In case of systematic
underperformance, individual research time may be reduced. A decision to this effect needs approval by
the Rector and will be incorporated in subsequent center budgets.
Nyenrode has an emphasis on fundamental research that is relevant to its stakeholders. Because we prefer
researchers to focus on the needs of the business community rather than on easy hits, Nyenrode refrains
from formulating generic research output targets. It is nevertheless quite clear that Nyenrode expects high
quality research output, and that both centers and individual faculty members should be able to
demonstrate that their use of research resources is effective. To guide center-level and individual
publication strategies, and to support monitoring, Nyenrode has adopted the ABS Academic Journal
Quality Guide as its main frame of reference with a few additions to accommodate Dutch peer-reviewed
journal publications, books, and PhD-supervision. Working papers and conference presentations are not
counted as research output, but they will be included in the evaluations as evidence of an active and
productive research agenda. Research reports that do not enter the public domain (e.g. reports with a
circulation restricted to specific organizations) will not count as research output for monitoring and
evaluation purposes.
4.3
Workload management
As a generic rule, each individual faculty member needs to spend 65% of his or her appointment on
internal and external activities (see above) that generate income for the center. For a full time faculty
member, this implies that s(he) has 1080 hours yearly for generating income. If a faculty member works
part-time, this number of hours will be pro-rated (e.g. 540 hours yearly for generating income for a 0.5
contract).
Each faculty member is expected to keep track of his/her workload, as well as the Center Director for the
entire center faculty. (Please see Appendix F for a spreadsheet example of a workload overview of a
center.) It is expected that the Center Director manages the workload of each faculty member in the
center. The workload should not be higher than the aforementioned 65%, unless:
-
short-time reallocation of research time between center members is decided upon within the
center, or
systematic underperformance in academic research warrants a higher workload after
approval by the Rector (see previous paragraph).
The other 35% of his/her appointment is to be spent mainly on research activities. However, a
maximum of 5% could also be spent on general activities that benefit the university, such as
committee work, intake interviews, general meetings, etc.
If the total workload of the center as a whole is around 65%, but some faculty members within this
center have a structural workload that is higher than 65%, the Center Director should evaluate the center
structure. Subsequently, the director should prepare a plan in order to prevent this structural mismatch
in workload among center members in the future. This plan needs approval of the Head of Faculty. If
the total workload of the center is structurally higher than 65%, then an increase in faculty members is in
order. Also, the opposite is true when the workload is structurally lower than 65%.
5
Center budgets
Each center is responsible for its yearly budget together with its costs and revenues. The center costs
mainly stem from internal personnel costs. However, other important costs are those for offices and ICT,
those for acquiring external revenues, the hiring of external personnel, and costs for faculty development
and conferences.
The revenues for a center are both internal and external, although the distribution among these revenues
varies greatly among centers. Both the internal and external activities and their streams of revenue are
discussed in the following paragraphs.
5.1
Internal activities
Within a center the faculty members are involved with both the generation and the transfer of
knowledge. Among these activities are:
Teaching in degree programs. A Program Directorof a degree program requests the Center Director to
develop and/or teach a course. It is the responsibility of the Center Director to select the teacher.
This includes the possible selection of external staff. The Program Directorcan disagree about the
teacher chosen (e.g. because of the quality reports about the teacher, or because the
background/interests of the teacher do not match the requirements of the program and so on). If
the Program Director and the Center Director cannot come to an agreement, the Dean will make a
final decision. The center will be credited for the efforts of teaching with a certain number of
hours, according to the rules of internal transfer pricing. The rule is that for each hour of teaching,
the center is credited with three additional hours for coordination, preparation and assessment
(1:3-ratio) If students in a course are split in more groups the ratio is 1:1.5(which implies only extra
hours for teaching and coordination) . When an external teacher is used, the center will only be
credited for the applicable hours for coordination and exams. The actual costs paid to the external
teachers will be directly charged to the degree program.
Teaching executive and open programs. Here, the same principles apply as for the teaching in degree
programs. However, since an exam is normally not part of an executive or open program, the
center will not be credited for the one hour for exams per hour taught. So only 2 additional hours
will be credited (1:2-ratio).
Thesis supervision. Each center will have one thesis coordinator. All requests for thesis supervision
will go directly to this coordinator. (S)he will refer the students to the most equipped supervisor
that is available within or possibly outside the center. The center will be credited for a given
number of hours notwithstanding the actual hours spend on supervision. For example, the number
of hours is 25 for thesis supervision in the FTMSc, plus an extra 6 hours for the second reader.
PhD supervision. Each full professor has the right to supervise PhD’s. In fact, it is expected that full
professors supervise PhD’s. These candidates can be both internal as well as external. As a rule,
centers are not credited for PhD supervision, since it is not only part of the academic responsibility
of a professor, but should also aid their research agenda. However, some professors charge
external candidates a nominal amount for their supervision or share NWO-funds with other
universities for the supervision of PhD candidates from other universities. Those funds will be
credited to a center.
Management responsibilities. Quite a few faculty members have a certain degree of management
responsibilities at Nyenrode (e.g. a program director). Those hours will not be credited to a
center through the transfer pricing system, but a set percentage of their formation will be charged
to the relevant program (e.g. a full time faculty member with a 60 percent appointment as a
Program Director will be on the payroll of the center for only 0.4 FTE).
1
The following activities can be considered to fall under coordination: recruiting, coaching, monitoring and
evaluating internal and external teachers, plus the design and maintenance of courses/programs.
5.2
External activities
Faculty members also perform external activities involving both the generation and transfer of knowledge.
All revenues stemming from these activities are part of the center budget. Among these activities are:
Sponsored chairs. Nyenrode bridges the academic and business communities. Sponsored chairs and
contract research are good ways to finance this bridging role. It enables the establishment of longterm research programs and facilitates the hiring of research personnel/internal PhD’s/research
assistants. Furthermore, it provides the opportunity to get access to business data. The professor
keeping the chair is responsible for the interaction with the sponsor. (S)he will write an annual
report on the activities of the chair that will be discussed with the sponsor. Please see Appendix G
for a Model contract agreement for a sponsored chair.
Contract or commissioned research. Another way to bridge the gap between the academic and business
communities is contract research. Here an external organization provides a center or faculty
members with a certain assignment. Although contract research is primarily focused on the
benefits for the external organization, it can certainly aid the faculty towards academic research
and the funding thereof. Furthermore, it can provide the faculty access to business data.
Acquisition time should be considered as part of the commissioned research and be included in
the contract. Unsuccessful acquisition time will not be included in the overview of billable hours
of a faculty member. Please see Appendix G for a Model contract for contract research (in
Dutch).
External lectures/teaching. Occasionally, Nyenrode faculty provides external lectures and/or teaching
for external organizations. These activities fit nicely in the knowledge cycle. The external
organizations are billed separately for these activities.
Center specific programs. In order to foster the entrepreneurial spirit in the faculty, it is possible for
centers and their faculty members to start center-specific programs. Mainly, these are open
programs that are in an experimental stage. Based on a research program within a center, they
develop an open program that has not been tested in the external market. These activities can
only occur after consultation and approval of the Dean. After a proven success (mostly after three
or four repeats) the total program is handed over to EEOD. In the development stage all costs
and revenues are directly charged to the center. After the handing over to EEOD, only internal
revenues will be credited to the center.
6
Human resources policies
In this section, an overview is given of the human resources policies for the Nyenrode faculty. First, the
policies and procedures for the appraisal of current faculty are presented. Then the initiatives for faculty
development are discussed, and finally, the faculty career opportunities and the policies for recruitment and
retirement are described.
6.1
Appraisal and performance management
The yearly appraisal interview is the key element of the yearly cycle of planning, guiding, developing,
coaching, evaluating and rewarding of the contribution by faculty members to research, teaching,
acquisition and contributions to Nyenrode. The performance cycle follows the academic year. Appraisal
interviews are held in May/June, before the summer recess, at the end of the academic year. For the
appraisals, the standard Nyenrode faculty appraisal form is used (see Appendix I for the current form).
The appraisal interview is also the moment to review the (yearly) goals and objectives for the next year.
Setting goals and objectives should be done prior to the start of the academic year or at the start of a new
appointment.
Each faculty member makes sure that an overview of his or her contribution to the four areas is
submitted to the Center Director and, if applicable, to the second person involved, at least two weeks
prior to the appraisal interview. In more detail, this overview should contain the following:
Research: an overview of all publications in the last three years (taken from FRIS) and an
overview of research in progress, contributions to conferences (and visits of), contributions to
public debate (including columns and interviews). Plus for full professors, an overview of the
current PhD students under supervision.
Teaching: an overview of contributions to all degree and executive programs (including the
number of day parts) and the evaluations (if available).
Acquisition and commercial activities: an overview of all efforts to develop and or sell new or existing
programs, courses, seminars to companies and or individual participants and/or research related
programs and activities (chair sponsoring, contract research and other).
Contribution to the Nyenrode academic community: See Appendix I for an overview of possible
contributions the Nyenrode academic community.
Appraisal interview
The appraisal interview is held by the direct superior (usually the Center Director or the Head of
Faculty for the Center Directors) and ideally a second person (e.g. Dean, Head of Faculty, Head of
Research, Professor, Head of HR) in order to improve the quality and objectiveness of the
conversation. A second person is mandatory with appointments of 0,4 FTE or more.
Ideally the appraisal interview is part of an ongoing discussion about “performance” and the outcome
should therefore be no surprise to anyone. Other moments for discussions about performance are the
start of the academic year, the end of the calendar year or an evaluation moment for key programs.
It is the mutual responsibility of a faculty member and his or her direct superior to take the initiative to
start and to have meaningful monitoring discussions during the year. This is of even more relevance if the
performance is behind expectations and/or circumstances arise that are likely to cause stagnation in
performance (e.g. frictions in relations with superior or colleagues, health or private issues, changes in
programs).
Outcomes of the appraisal interview
Financial. All appraisals are discussed in an University Board meeting in August. The outcome of
the yearly appraisal interview has a direct impact on the periodic salary increase and, in case of an
extraordinary performance, incidental incentives can be awarded. These can take different forms,
such as allocation of extra research time, the possibility to visit another scientific institution or a
conference and of course financial ones, ranging from an extra 500 euro’s to an extra month’s
salary. No periodic salary increase will be given if the performance is rated under par.
Promotion (job title and or salary scale). The start of the new academic year is the most logical moment
for changes in job title and/or salary scale. Another moment is the successful defense of a PhD
dissertation. Nyenrode follows an adapted version of the Dutch Universities salary structure that is
contained in the Collective Labor Agreement of VSNU (Association of Cooperating Dutch
Universities).
If a faculty member has other functions, on top of his/her employment at Nyenrode these should be
approved of beforehand by the Center Director (see appendix L). The interaction between the different
jobs can be a subject of the appraisal interview.
6.2
Faculty development
Faculty development is a process that is guided to a high degree by the direct supervisor. In the early stages
of a faculty members’ career, guidance is provided by the promoter of the PhD student. A starting point in
faculty development is the mentoring and coaching of faculty members in their main tasks, and also
stimulating them to take up all activities as described in the Knowledge Cycle as referred to earlier in chapter
1.
In the yearly appraisal interview agreements can be made on following additional courses and or
activities such as:
With regard to teaching: courses (external) and or coaching (external) as mentor/advisor (internal).
Furthermore it is advisable to follow internal sessions organized on an incidental base by faculty
members (as recently held on blended learning or case-based teaching).
With regard to research: courses organized by the PhD school/program and external courses on
e.g. quantitative methods, action learning. Organizing internal support, feedback on developing
research progress. Participating in academic brown bag presentations and research network
sessions.
Nyenrode has adopted the VSNU developed BKO-system for the qualification of teaching. All faculty
members are expected to have obtained their BKO certificate at the end of the academic year 20152016.
Retention and promotion are always linked to the personal development and performance of each faculty
member as documented in the appraisal interview. When it is clear that a faculty member has more
potential than for the job (s)he is doing, a proposal for promotion is prepared by the Center Director and
presented to the Head of Faculty concerned. If (s)he agrees, the proposal is sent to the Rector and/or
University Board for a final decision. In cases where a faculty member is doing his/her
job very well, but promotion is not an option, the University Board can decide to grant a gratification.
If a faculty member is falling short of the expectations, and improvement is no longer possible, contracts
are terminated.
6.3
Policies for vacancies and retirement
Vacancies for all faculty positions require permission in advance from the Rector, Head of Faculty, Head
of HR and the CFO. An official form is used to register the vacancy permissions. Positions should fit the
strategic and center plan and financial resources should be available (e.g. via research funding, teaching or
research projects).
Recruitment
All positions are posted on the Nyenrode [email protected] page. For every vacancy, all Nyenrode
employees are informed via a short message on Nyenrode’s intranet to ensure that any internal
candidates have the opportunity to apply. Vacancies for professors are published via Academic Transfer
and for international candidates at career.edu (via Academic Transfer). When it is expected that extra
media attention is needed, social media (via networks of Nyenrode faculty) and additional websites and
printed media are used to announce vacancies.
Selection
For full professorship, a procedure known as a BAC (appointment advisory committee) is formed to
advise the Rector about appointments (see appendix J. For other positions (PhD student, postdoc,
assistant professor, associate professor), the key elements of the selection procedure are interviews with
at least: Head of Faculty, Center Director, two center members, HR representative and a member of
another center (to assess fit with Nyenrode)
Nyenrode distinguishes between the following contracts:
Temporary: four years for PhD positions, between one and two year for Post-Doc positions. PhD
contracts are usually offered in an initial contract of one year, followed by a second contract of
three years (or in a one year, one year, two year sequence).
Permanent: following Dutch Law, indefinite contracts are offered after a series of three contracts
of one year. If the law changes, Nyenrode of course implement the new rules.will follow the
law. For all professors, the first contract will always be a contract for one year, which can be
converted into an indefinite contract if the performance is beyond any doubt. In other cases,
the contract will be renewed for one year.
Appointments without financial obligations: for (full) professors whose main appointment is for another
company, or who are on a consultancy or free lance basis, an appointment without financial
obligation is offered. This implies that the professor is appointed, without a financial obligation
for Nyenrode. If the workload is higher than 20,000 euro, based on the internal transfer price, fees
can be charged by this professor. The standard/default fee for professors working for Nyenrode
is 520 euro per day part.
Introduction of faculty members and visiting faculty is taken care of by the center. The Center Director
needs to ensure that the new faculty member has all facilities and services required such as a room key,
access to the Nyenrode network, an e-mail account etc.. To accommodate this process, Nyenrode has
developed the form ‘request services start of employment’ (verzoek services indiensttreding), which can be
found in Appendix O.) The Center Director also introduces the new faculty member to direct colleagues
within the center and other important contacts (e.g. Rector, Dean Degree Programs and Research, library
personnel and program staff of degree and executive education). The HR department provides an
introduction handbook which explains the most important facts and procedures needed to ensure a good
start at Nyenrode
Retirement
Faculty members retire at the legal retirement age (as stipulated by Dutch law and by the current
Nyenrode CAO). Exceptions are only made if: the succession is problematic or special projects have to
be completed (see also paragraph 4.x).
Appendix A – Role of the Rector with respect to Faculty
The Rector will lead the university’s faculty and its output and is responsible for:
Contributing to the university’s mission, vision and strategic goals and translating these into
strategic plans for research
Implementation of the strategic plans for research
Organizational excellence by leading faculty & support staff to fulfill their roles as needed to
realize mission, vision and strategic goals
Internationalization of faculty
The progress and quality of performance management (including yearly appraisals) of
faculty and support staff
The accountability of faculty
Structural engagement of the business world, representing Nyenrode Business University,
ensuring solid contacts and input from business to feed the strategy for the program and
research portfolio
Appendix B – Job description Head of Faculty
The Head of Faculty reports to the Rector Magnificus. The most important lines of
communication are with Head of Research, Associate Dean of Degree Programs, Associate
Dean Executive Education and Organization Development, Dean, CFO and Head of HR.
Member of the MT of Degree Programs and Research. Direct reports are Center Directors. The
Head of Faculty is a member of the Academic Board.
With regard to the faculty, the Head of Faculty will be responsible for:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Developing and implementing a strategy for the faculty that fits in with the overall strategy of
Nyenrode
Updating and monitoring faculty management procedures
Monitoring the faculty in quantity, quality and accountability
Monitoring the financial results of centers and the faculty as a whole
Being responsible for a good working atmosphere
Appointing new members, both internal and external (e.g. visiting faculty)
Ensuring a generic framework for developing center plans
Developing the policy concerning free-lance faculty and monitoring its implementation
Developing the policy and monitor it with regard to ancillary work
Developing policies with regard to the internationalization of faculty and monitoring the
internalization
Stimulating and monitoring the development of individual faculty members
Appraising all professors in cooperation with the Rector and Center Directors
Shaping frameworks for the appointment of faculty and the salaries involved, including
incentives if needed
Representing the Rector as required
Any other areas of responsibility as considered appropriate by the Dean Degree Programs and
Research
Appendix C – Job description Director of Research
The Director of Research reports to the Rector. The most important lines of communication are with the
Head of Faculty, Center Directors, and the Academic Service Center. The Director of Research is member
of the Academic Board. Direct reports are the program director of the individual PhD-track and the
program director of the Executive Doctorate Program.
The principal role of the Director of Research is to contribute to a vibrant and stimulating research
environment within Nyenrode, and to design, implement and maintain appropriate structural
mechanisms, policies, and instruments to support a healthy research output.
In more detail, specific responsibilities include:
Initiation and coordination of research strategy initiatives and research management policies to
support Nyenrode’s overall strategy
Integration of research in faculty management (joint with the Head of Faculty)
Initiation and coordination of research-related faculty development programs
Contributing to, and supervision of, center level research planning and resource allocation
Contributing to the strategy and management of faculty and degree programs
Monitoring of research productivity
Academic oversight of Nyenrode’s doctorate programs (EDP and the individual PhD program)
Development of Nyenrode’s technical research infrastructure (database access, statistical
software, et cetera)
Appendix D – Job description Center Director
The Center Director reports to the Head of Faculty.. The most important lines of communication are
with other Center Directors, Director of Research, Associate Dean of Degree Programs, Associate Dean
Executive Education and Organization Development, Program Directors, the Controller(s) and the HR
Department.
Direct reports are all faculty members working for the Center and the Center’s secretary and/or
Center Coordinator (depending on the size and nature of the center) .
The Center Director is responsible for:
Developing and implementing a long-term Center Plan within the structure plan that fits in
with the overall strategy of Nyenrode and covers research, education, public debate
Building a basic structure and freelance network to meet, in a high-quality way,
the educational needs of the programs, and to contribute by means of research to the
knowledge development within the disciplines covered by the Center
Monitoring the Center’s faculty in terms of quantity and quality and accountability
Stimulating and monitoring the development of individual faculty members
Research planning and monitoring of the generation and transfer of knowledge in the
Center’s field of study
Ensuring a long-term commitment of each faculty member to both teaching and research
Monitoring the balance between teaching and research activities within the Center
A good working atmosphere
Preparing the Center’s budget, and monitoring the financial results of the Center
Effective and efficient deployment of faculty in line with the budgetary constraints
Implementing and monitoring faculty management procedures with regard to the Center
Appraising all Center members
Linking the business and academic world within the field(-s) of study
Acquiring resources for external research funding and sponsoring of chairs within the
applicable rules concerning external financiers
Appendix E – Overview of Nyenrode centers and their directors
Center
Director
•
Auditing & Assurance
Barbara Majoor
•
Information and Management Accounting Control Systems
Lineke Sneller
•
Corporate Governance and Law
Mercel Pheijfer (a.i)
•
Entrepreneurship & Stewardship
Henk Kievit
•
Finance
Dennis Vink
•
Financial Reporting & Tax
Henk Langendijk
•
Leadership & Management Development
Rob Blomme
•
Marketing & Supply Chain Management
Kitty Koelemeijer
•
Strategy
Jeroen van der Velden/Bob de Wit
Appendix F - Example of workload spread sheet for a center
A
1
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
Internal and external income of center
2
3
Internal income
Total
hours
328
184
84
168
108
12
180
16
50
24
14
80
40
24
60
30
150
90
100
12
28
0
1782
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
Course
Ent - Entrepreneurship
Entrepreneurship part I, II, III
Entrepreneurship
Focused course
Entrepreneurship
Introduction to Entrepreneurship
Cooperatief Ondernemerschap & Klantw.
KD-schap en nakijken eindopdr.
Public Entrepreneurship
Nyenrode Commissarisen Cyclus (2x)
Russian Professonals
EPST
Indian High Professionals
ARP
THESES EMBA
THESES Procurement MBA
THESES FTMSc
THESES PTMSc
Suriname Ondernemen
AMP
Polen project
FOM
TOTAL
Department
Degree
Program
FTMSc
Degree
PTMSc
Degree
IMBA
Degree
IMBA
Degree
EMBA
Degree
EMBA
Degree
NyVU Mod.1
Degree
NyVU Mod.1
Degree
PSMBA
Strategy
NCC
Internat. Cntr
Open
CLIC
EMDC
LAPD
EU
Degree
PTMSc
Degree
EMBA
Degree
ProcMBA
Degree
FTMSc
Degree
PTMSc
Internat. Cntr Open
EMDC
EMDC
Degree
MSc GM/FM
CLIC
EMDC
Total
HOURS
Revenu
faculty 1
faculty 2
faculty 3
faculty 4
faculty 5
faculty 6
42.640
150
16
25
40
29
23.920
58
58
6
10.920
21.840
14.040
1.560
23.400
2.080
6.500
50
3.120
24
1.820
14
10.400
5.200
40
3.120
12
12
7.800
30
30
3.900
30
19.500
90
30
30
11.700
30
30
13.000
100
1.560
12
3.640
28
0
280
176
107
76
335
231.660
faculty 7
40
6
0
0
0
80
6
0
120
TOTAL EXTERNAL STATUS
Center
(ext)
300
28 CERTAIN
128
56 CERTAIN
0
84 CERTAIN
0
168 CERTAIN
0
108 CERTAIN
0
12 CERTAIN
0
180 CERTAIN
0
16 CERTAIN
50
0 CERTAIN
24
0 CERTAIN
14
0 CERTAIN
80
0 CERTAIN
40
0 CERTAIN
24
0 EXPECTED
60
0 EXPECTED
30
0 EXPECTED
150
0 EXPECTED
60
30 EXPECTED
100
0 EXPECTED
12
0 EXPECTED
28
0 EXPECTED
0
0 EXPECTED
1100
682
29
30
31
External income
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
Project
Postma Leerstoel
Cultuur Management Organisatie
Familiebedrijven en Bedrijfsoverdracht
Familiebedrijven en Bedrijfsoverdracht
Achmea
Health
Masterclass Foodretail
Beleiding PhD De Vaan
Masterclass Familiebedrijven
Social Venturing
Masterclass Health
Masterclass Health
Health projecten
RondeTafel Toezichthouders in Zorg
Health Bundel
TOTAL external income
For
Postma
Heijn
BTBerk
ABNAMRO
Achmea
VEROZ
SMF
De Vaan
BTBerk
Diverse
Health
OLV
Phil/Rabo
Health
N.W.O.
Total
10.000
13.600
80.000
55.000
220.000
75.000
13.800
2.400
9.000
10.000
100.000
50.000
100.000
10.000
40.000
788.800
Direct
Total minus
Costs
Overhead
costs
8.900
1.100
0
2.000
1.496
10.104
9.000
8.800
62.200
3.000
6.050
45.950
170.000
24.200
25.800
20.000
8.250
46.750
1.000
1.518
11.282
0
264
2.136
4.500
990
3.510
3.000
1.100
5.900
60.000
11.000
29.000
25.000
5.500
19.500
35.000
11.000
54.000
6.000
1.100
2.900
18.000
4.400
17.600
365.400
86.768
336.632
Total
hours
0
78
478
353
198
360
87
16
27
45
223
150
415
22
135
HOURS
Projectleider
faculty 1
faculty 2
faculty 3
faculty 4
faculty 5
Faculty 1
Faculty 2
78
Faculty 3
100
378
Faculty 3
100
253
Faculty 6
Faculty 2
360
Faculty 3
87
Faculty 2
16
Faculty 3
27
Faculty 6
45
Faculty 2
223
Faculty 2
105
Faculty 2
415
Faculty 2
22
Faculty 2
135
faculty 6
TOTAL EXTERNAL STATUS
Center
(ext)
0
0 CERTAIN
78
0 CERTAIN
478
0 CERTAIN
353
0 CERTAIN
198
0 CERTAIN
360
0 CERTAIN
87
0 CERTAIN
16
0 CERTAIN
27
0 EXPECTED
45
0 EXPECTED
223
0 EXPECTED
105
45 EXPECTED
415
0 CERTAIN
22
0 EXPECTED
135
0 EXPECTED
faculty 7
198
0
2.589
52
53
Total
54
55
56
57
58
59
available
billable (certain)
billable (with acquisition)
200
1354
745
45
0
198
0
2542
faculty 1
faculty 2
faculty 3
faculty 4
faculty 5
faculty 6
faculty 7 TOTAAL
721
1076
538
426
430
215
108
2793
350
618
825
46
133
204
120
2206
480
1530
852
121
335
204
120
3642
60
61
62
workload (certain)
workload (with acquisition)
49%
67%
57%
142%
153%
158%
11%
28%
31%
78%
95%
95%
112%
112%
79%
130%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Appendix G – Model contract for an agreement for a sponsored chair
Sponsorship Agreement
The undersigned:
1. The private company with limited liability UNIVERSITY NYENRODE BV, Breukelen
address Straatweg 25, hereinafter referred to as "Nyenrode", duly represented by .............. (fill in
name)
and
2. ...................... (SPONSOR), established in ...................( fill in location of firm) at the address
.................. .. (fill in address), hereinafter called "Sponsor", duly represented by .............( fill in
name),
Considering:
• Nyenrode focuses on conducting research, teaching and – more generally – functions as a
research and knowledge center for the benefit of companies active in professional services, or
companies which mainly consist of professional knowledge workers and from which they derive
their value.
• Sponsor wishes through its engagement to contribute to the development of knowledge and
conducting research on developments that can contribute to the further scaling up of the
.................. ... (fill in sector) within the Dutch economy.
• The parties wish to enter into a sponsorship agreement aimed at the sponsoring of
........................... (fill in project) at Nyenrode.
33
Agree as follows:
Article 1
Destination of sponsorship fees
1. The sponsor is willing to act as sponsor for .......................... (fill in project) and therefore
provides the sponsorship fee of …… (fill in fee amount) to Nyenrode.
2. Nyenrode commits to spend the received sponsorship on.......................... (fill in project), taking
into account the agreement attached as an annex to this project outline.
3. Nyenrode will report annually to the sponsor on the progress, activities and current projects of
the ....................... (fill in project).
Article 2
Independence
The parties recognize and acknowledge the importance of ensuring the independence and
functioning of Nyenrode and........................... ( fill in project).
Article 3
No consideration
The sponsor cannot claim any service in return from Nyenrode under the present agreement.
Article 4
Duration and Termination
1. The agreement is valid for the duration of ..................(fill in number) years, with effect from
................. ......... (fill in date), and therefore ends by law on ......................... (fill in date).
2. Parties will review the cooperation annually and, no later than one year before the expiry of the
agreement, the parties will take action to comment on a possible renewal of the agreement.
3. Termination of the agreement is only possible if during the annual evaluation based on the
issue report presented by Nyenrode the sponsor shows that there is insufficient quality regarding
................. (fill in project) and Nyenrode – despite written notice subject to a period of 30 days –
defaults on its obligations under the agreement. Premature cancellation must be made by
registered letter with a notice period of twelve months at the end of a calendar month.
34
Article 5
Payments
1. Payment by the Sponsor under this agreement of the sponsorship fee to Nyenrode is..............
(fill in amount) per year in advance. All prices are excluding VAT. Nyenrode will annually invoice
the sponsorship fee at the start of the year.
2. Payment must be made within 30 days after the invoice date, failing which the sponsor will
owe statutory interest and the overall judicial and extrajudicial (attorney) fees, which amount to a
minimum of € 250.
3. Given the nature of the agreement, there will be no VAT charged over the invoice amount
unless the tax authorities decide differently.
Article 6
Disputes
Disputes under this agreement shall be settled by the Court of Utrecht, unless Nyenrode chooses
a different jurisdiction.
Signed in duplicate at Breukelen on ......................( fill in date)
Prof. Dr. Miša Džoljić
Universiteit Nyenrode B.V.
Sponsor
35
Appendix H – Model contract for contract research
The undersigned:
1.
Nyenrode Business Universiteit, having its registered office in Breukelen, the Netherlands, hereinafter referred to
as ‘Nyenrode’ and legally represented in this matter by Prof. Dr. Maurits van Rooijen,
and
2.
….., legally represented in this matter by the …..,
hereinafter referred to as ‘the research party’,
have contracted as follows:
Article 1 Project Description
a.
Nyenrode undertakes to carry out activities, hereinafter referred to as ‘the project’, for the
benefit of the research party.
b.
In specific terms, this means ….
Article 2 Quality
Nyenrode will conduct the joint venture to the best of its knowledge and ability, applying criteria and standards
that are no lower than those normally applicable to projects that Nyenrode carries out for its own benefit.
Article 3 Implementation
36
a.
Prof. Dr. .... will lead the project on behalf of Nyenrode. The representative named in the preamble will act on
behalf of the research party, being legally authorized to act on behalf of the research party and to make decisions relating
to the project.
b.
If desired, the research party can, in consultation with the project leader, call in its own expertise regarding
the implementation.
c.
If desired, Nyenrode will, in consultation with the research party, involve third parties in the implementation in
the form of teaching staff / supervisors.
d.
The engagement of ‘third parties’, as referred to in the foregoing paragraphs, must under no
circumstances negatively affect the quality of the project.
e.
If either the research party or Nyenrode considers that there is sufficient reason, based on the activities performed up
to point, then the research party and Nyenrode are both entitled to initiate an interim meeting to discuss progress.
Article 4 Duration
a.
The project will end on …. by the latest.
Article 5 Confidentiality
a.
With regard to third parties, Nyenrode guarantees to maintain full confidentiality of all commercial
information, relating for example to business resources, business operations or other data emanating from the research
party, of which it gains knowledge by whatever means. In
particular, Nyenrode accepts the duty to withhold from third parties confidential information relating
to customers of the research party.
37
b.
Nyenrode is not permitted to reproduce the commercial information relating to the contract or to allow third parties to
see it except insofar as is necessary in connection with the implementation of the contract and, if necessary, with the written
permission of the research party.
c.
All data, documents and other commercial information that the research party puts at Nyenrode’s disposal in
connection with the contract remain the property of the research party at all times and are to be returned immediately upon
demand from the research party.
d.
If applicable, Nyenrode will also contractually oblige any personnel and third parties that it involves in the
implementation of the contract to adhere to the obligations set out in this article.
e.
this:
The obligations of Nyenrode and the research party, referred to in this article, do not relate to know-how, insofar as
already formed part of public knowledge or literature at the time when it was furnished or obtained;
was already possessed by Nyenrode at the time it was furnished or obtained;
will, no matter what Nyenrode or the research party does or neglects to do, form part of public knowledge or
literature after it is furnished or obtained;
or
is legally obtained, after being furnished or obtained by Nyenrode and the research party, from a third party that
has not received this know-how directly or indirectly for the research party or Nyenrode and is entitled to make it public.
Article 6 Intellectual property rights
a.
The research party will own all intellectual property rights relating to all project results that Nyenrode develops
specifically for the research party. The research party can use these project results as it sees fit, providing Nyenrode is named as
the source in print on the materials.
38
b.
Nyenrode will continue to hold the intellectual property rights to all project descriptions that it develops for general
purposes.
c.
In the event of a party wanting to use intellectual property that belongs to the other party, the parties will consult
with each other regarding the nature and scope of this use and the conditions under which it will take place.
Article 7 Announcement
The research party and Nyenrode accept full responsibility for the fulfillment of these contractual obligations by the
personnel and auxiliary personnel they employ in the implementation of this contract. Research party and Nyenrode undertake
to expressly point out the obligations in this contract to the relevant personnel and auxiliary personnel.
Article 8: Liability
Nyenrode and the research party are liable to each other for direct damage or loss, insofar as this has been caused by
negligence, gross culpability or deliberate action on the part of Nyenrode or any of the research party’s employees. The liability
of the parties is limited to the total fee, excluding BTW (Dutch VAT), that Nyenrode receives for the project from the
principal.
Article 9 Fees and payments
a.
The total fee due to Nyenrode from the research party for the performance of the multi-year project is € .... excluding
BTW. This is based on a time specification of …. hours at € .... hour (excluding BTW).
b.
Payment is due 30 days after the invoice is sent.
39
c.
Payment is to be made to account number 65.73.11.391 with the ING Bank in Breukelen, the Netherlands, in
the name of Nyenrode Research, citing the reference code shown on the relevant invoice. The invoice will be sent retrospectively.
Invoice address:
Nyenrode Business Universiteit
Financiële Zaken
Postbus 130
3620 AC Breukelen
Article 10 Special stipulations
a.
Prof. Dr. .... is to inform the research party (in writing if the research party so desires) regarding the progress
and content of the activities. The research party and Prof. Dr. …. will also make further agreements regarding their
involvement, the structure of the study and the way in which the research results are used.
b.
If there is any question of conflicting interests, Nyenrode will not perform research commissioned by
others unless given prior written permission by the research party.
Article 11 Changes
Neither this contract nor any of its stipulations can be verbally changed or terminated, and no change or termination
will be binding unless done in writing and signed by both parties.
Article 12 Commencement
This contract will come into effect on ….
40
Article 13 Titles
The titles used in the articles of this contract are included only for convenience and are not to affect the scope or
operation of this contract.
Article 14 Under Dutch Law
The articles stated in this contract are subject to the Law of the Netherlands.
Drawn up and signed in duplicate,
On behalf of <organization>
place
date
<signature>
On behalf of Nyenrode Business Universiteit
place
date
<signature>
<name>
Prof. Dr. Miša Džoljić
<Position>
Rector Magnificus
41
Appendix I – Appraisal form Nyenrode faculty
Date of interview:
/
/
of faculty member:
Date of birth:
Position:
/ Name of manager:
/ Department name:
Number of unallocated leave days:
Date of previous interview: /
/
/
Scale:
/
Since:
/
/ Name
Specific arrangements relating to leave days:
(All information can be found in the RAET system, to which all managers have
access)
1.
Does the person hold a managerial function in addition to faculty
membership?
No (go to question 2).
Yes (complete management box).
Management box
What is the evaluee’s opinion of the past year (self evaluation) and what is the evaluator’s opinion of
it?
Which important results have the evaluee and his/her team achieved? (This should also be discussed from
the angle of entrepreneurship.)?
In which specific way(s) has the manager demonstrated management of the team (ability to inspire
loyalty and cooperation)?
Has the evaluee demonstrated commercial aptitude? If so, how has this been manifested in practical
terms?
What is the evaluator’s assessment of the general management skills: budget control, planning, proactiveness, self-reliance etc.?
42
2. Objectives and agreements set in previous evaluation/last year
Which objectives and agreements were made last year, and to which extent have they been realized?
3. Internationalization
To which extent has the faculty member contributed to and realized the strategic objective of
internationalization for 2011/2012? Describe this as specifically as possible.
What is the assessment of these contributions?
Not realized
Partly realized
Realized
Exceeded
Top performance
4. Core tasks (see also the pre-filled overview of contributions with regard to each element):
a. Education: In which way(s) does the faculty member contribute to the NBU’s various
programs? Does it meet the quality standards?
What is the assessment of these contributions?
Not realized
Partly realized
Realized
Exceeded
Top performance
What could contribute to improvement of the upcoming year’s performance?
b. Research: What academic contributions does the faculty member make in his/her field via
research and development? (Publications, publicity, contract research, doctoral candidates (for
professors)
What is the assessment of these contributions?
Not realized
Partly realized
Realized
Exceeded
Top performance
What could contribute to improvement of the upcoming year’s performance?
43
c. Acquisition and commercial activities: acquisition of new clients, sponsorships, research fees,
acquisition/development of programs for executive education, recruitment of students for
programs etc. (Quantify, insofar as possible, in figures and financial contribution)
What is the assessment of these contributions?
Not realized
Partly realized
Realized
Exceeded
Top performance
What could contribute to improvement of the upcoming year’s performance?
d.
Contributions to the Nyenrode Academic Community (see Nyenrode faculty charter for examples)
What is the assessment of these contributions?
Not realized
Partly realized
Realized
Exceeded
Top performance
What could contribute to improvement of the upcoming year’s performance?
Overall evaluation of core tasks (including billability)
Not realized
Partly realized
Realized
Exceeded
Top performance
5. Other objectives
1.
2.
3.
4.
Cooperation between colleagues in the department
Cooperation between colleagues in Nyenrode
Contribution to development of executive education
Contribution to innovation
Describe the results achieved per objective as specifically as possible.
What is the assessment of these contributions?
44
Not realized
Partly realized
Realized
Exceeded
Top performance
Additional agreements and evaluations:
6. Formulate the objectives and agreements for the future (adhering to the SMART formula
as much as possible).
Final evaluation of overall performance:
Not realized
Partly realized
Realized
Exceeded
Top performance
Based on this appraisal, is the staff member eligible for a periodic bonus? (insofar as this is
possible within the scale)
YES / NO
Reasons:
Secondary Activities
Where the evaluee’s function is graded higher than Scale 10.0, and the appointment is more than 0.5
fte, please complete the secondary activity block.
Are all secondary activities registered (see the pre-filled overview of contributions) including
revenues and time spent and are they agreed upon?
Tick box for mutual agreement
Signed by:
Manager:
Date:
/
/
Staff member:
Date:
/
/
Staff member agreement
YES /
NO
Explanation if applicable:
45
Next scheduled appointment:
Date:
I
I
HR department:
Date:
I
I
Discussed with University Board:
Date:
I
I
46
Dear faculty member,
In accordance with the faculty management charter we ask you if you could please fill out this form and
send it to your Center Director and head of faculty at least two weeks in advance of your appraisal? If
you have insufficient space, please feel free to add more rows to the tables.
Publications in international journals (2009-14)
Please list your publications below and their rating according to the Nyenrode Output Rating System
Publication
Rating
Publications in Dutch journals (2009-12)
47
Books and book chapters (2009-12)
Presentations at academic conferences (2009-12)
Other publications including contributions to public debate (2009-12)
48
Overview of PhD students under supervision (2009-12)
Overview of teaching and other contributions to degree and executive programs (2011-12)
Could you please also list the number of day parts spend on teaching and the evaluation scores for each
course/program?
Course name
Number of day parts
teaching
Evaluation score
49
Overview of thesis supervision and 2nd reader activities (2011-12)
Students
Program (e.g. FTMSc)
Supervisor or 2nd reader
Overview of acquisition efforts (e.g. chair sponsoring, contract research, executive programs
and degree programs) (2011-12)
50
Overview of other contribution to the Nyenrode community (please check if applicable)
Attending academic events such as:
Inaugural address
PhD Defense
Graduation ceremony
Please check below
Contributing to program related activities such as:
Information session and open days
Selection interview
Recruitment activities
Membership of exam committee
Other contributions such as:
Mentoring (international) students
Center related tasks as managing the budget, thesis coordination
Member of academic council
Member of curriculum committee
Board member of personnel association Edornijen
Member of works council (Ondernemingsraad)
Organizing academic brown bag meetings
Other contribution (please list):
Overview of secondary activities (nevenactiviteiten) (for faculty members whose function is higher than scale
10 and whose appointment is more than 0,5 FTE)
Secondary activity
•
•
•
•
•
•
•
•
•
•
•
•
51
Examples of Contributions to the Nyenrode Community
Attending academic events such as:
Opening of the Academic year
Meeting Professors
Center meetings
Inaugural address
A PhD Defense
Graduation
Academic brown bag presentations
Research network meetings
Faculty meeting and all staff meetings
Contributing to program-related activities such as:
Information sessions
Selection interviews
Membership of exam committee
Other contributions such as:
Mentoring new faculty members
Mentoring (international) students
Center-related tasks such as managing the budget, thesis coordination
Member of academic council
Member of curriculum committee
Board member of personnel association Edornijen
Member of works council (Ondernemingsraad)
52
Appendix J – Appointment procedure for a Professor of Nyenrode
Business Universiteit
1. A vacancy arises for a professor at Nyenrode Business Universiteit.
2. A profile sketch will be drawn up, including a task description.
3. In order to find a suitable candidate, selection may take place via an open procedure, but it may also be done
on the basis of recommendation.
4. An appointment advisory committee (benoemingsadviescommissie, BAC) will be set up (see note on the
procedure for the BAC).
5. The BAC will be given the task of issuing an advisory report, with reasons, concerning the recommendation
for the appointment of this candidate to the position of professor. All the reports on which this nomination
is based are confidential.
6. The appointment advisory committee will assess the candidate on the basis of the following guidelines:
a. Having a doctorate;
b. Academic contributions to the development of the field, as demonstrated by the number and
content of publications, invitations to give lectures and other research output;
c.
Knowledge of the relevant subject, acquired in academic education and/or professional
practice;
d. Proven didactic qualities, clarity of thinking and the ability to express oneself;
e. Ability to work with others;
f.
Support for the objectives of Nyenrode Business Universiteit and the willingness and suitability to
participate in this university;
g. Leadership ability;
h. Proven administrative and organizational qualities;
i.
The final evaluation is to result in an overall judgment regarding the candidate’s
ability to act as an inspiring, authoritative and leading member of staff.
7. The appointment advisory committee will draw up a reasoned recommendation. The profile sketch and the
curriculum vitae, including list of publications, are to be included as appendices to the recommendation.
8. If desired, the appointment advisory committee is to provide a verbal explanation of its report.
9. If the Rector agrees with the recommendation, this will be followed by a nomination decree, an appointment decree
and a press release. Because the appointment advisory committee includes two external professors, the prevailing
policy of Nyenrode Business Universiteit waives the need to announce the proposed appointment to the sister
faculties with a request to lodge any relevant objections.
53
1
Vacancy
Formation
Expansion
Other,
e.g. proposal for
University Board / Rector
Dean
Financing
2
Profile sketch, job requirements
Rector / Dean /
P&O
3
Setting up of appointment advisory committee
Dean proposes BAC members
3 Nyenrode professors, 2 external professors
Rector appoints BAC
Secretary records this
Attempt to get related subject area
4a
Recruitment
Rector / P&O
4b
Selection of candidate(s)
Rector / Secretary
5
Decision based on BAC’s recommendation
Rector
6
Proposed appointment
Rector / University Board
7
Nomination decree
University Board
8
Appointment
Rector / P&O
9
Press Release
Secretary / Corporate
Communication
10
Inaugural lecture (preferably within 1 year)
Under guidance from chair of
BAC
Explanatory notes:
54
All the aforementioned people will receive the relevant correspondence during the 10 steps.
The University Board has its main role in steps 1, 6 and 7. This fulfills the responsibility of the
University Board.
If the appointment involves someone who is already a professor somewhere else, the procedure
applies from step 6, with the proviso that P&O (Human Resources) is also brought into the proposed
appointment (in connection with employment terms) at that stage.
‘Secretary’ is the Head of the Academic Services Center.
Approved by the Executive Board on 6 December 2010
HB, procedure BAC December 2010
55
Appendix K – Criteria for recommendation to the BAC
This policy document specifies some important criteria Nyenrode applies when considering the eligibility of
current associate professors to be appointed full professor. The set of criteria represent a threshold standard
that candidates must meet or surpass. These criteria also apply to outside candidates for a (sponsored or
internally funded) full professor position.
Please note:



Meeting the requirements does not automatically imply an appointment as full professor. The criteria
are essential preconditions, but meeting them is not sufficient in and by itself.
The list of criteria is not necessarily exhaustive, and additional requirements may be formulated
(implicitly or explicitly), depending on the specific position and/or circumstances.
All appointments are at the discretion of the Rector in consultation with the Academic Board,
having heard the advice of the BAC.
An appointment can only be considered if the position:


is financially viable, and
fits the Nyenrode structure plan.
A potential candidate will only be considered for appointment if he or she meets or surpasses the Nyenrode
standards in both the areas of research and teaching. On top of that, he or she needs to have a demonstrable
track record in the Nyenrode values Leadership, Entrepreneurship, and Stewardship. The criteria in these
three areas are explained below.
1: Research
In the area of research, candidates should meet the following cumulative requirements:



The candidate holds a PhD-degree.
The candidate’s academic publications (excluding his or her PhD-thesis) are worth at least 10
publications points in the Nyenrode Research Output Rating System.
Of these additional publications, at least two are rated 3 points or higher in the Nyenrode Output
Rating System.
2: Teaching
In the field of teaching, candidates should meet the following cumulative requirements:



The candidate has a history of teaching excellence, and his or her course evaluations show consistent
scores above the average score for the program of which the courses are part.
The candidate has significant experience in course development, either in degree programs or in
executive education, and has demonstrated ability to take the lead in development efforts.
The candidate is able to serve different audiences and has taught successfully in various different
programs (MSc, MBA, etc.).
3: Professorial behaviour; in line with positioning NBU
Candidates should fit the Nyenrode profile (by business for business) and should represent the Nyenrode
trinity Leadership, Entrepreneurship and Stewardship (LES). Their professional behaviour is consistent with
their professorial roles and duties.
The fit with Nyenrode and the LES trinity can be rooted in many different dimensions of one’s functioning,
behaviour and/or personality, and it is hardly possible fully to specify the specific criteria in advance.
Indications of this fit include, but are not limited to, the following:
56








The candidate has accepted significant responsibilities to serve the Nyenrode community, e.g. a
Program Directorship or a Center Directorship.
The candidate has taken the initiative and/or responsibility for projects that have substantial
relevance to the Nyenrode community or to the broader academic community to which he or she
belongs.
Leadership in the academic, professional, or public debate.
The candidate has a track record in research or teaching that crosses the functional borders of his or
her specific subject area.
Proven commercial qualities.
A track record in research fund acquisition.
The candidate shows true scholarship within and outside his or her subject area.
The candidate is a role model for students and has proven capabilities to guide (PhD) students
towards successful academic and business careers.
57
Appendix 4:
Rules & Regulations Program Committee (not available yet)
Appendix 5:
Handbook for Exam Committees
Handbook for Exam Committees
Nyenrode Business Universiteit
Date: May 2, 2014
Central Exam Committee
& Academic Services Center
Adopted by the University Board on May 19, 2014 following consultation with the Central Exam
Committee.
Table of Contents
1
Introduction
3
2
2.1
2.2
2.2.1
2.2.2
2.3
2.4
Exam Committees: independence and expertise
Position of Exam Committees within the organization
Independence
Independence in respect of the governing body of the institution
Independence and composition
Expertise
Conclusion
4
4
5
5
6
6
7
3
3.1
3.2
3.2.1
3.2.2
3.2.3
3.2.4
3.2.5
3.3
3.4
3.4.1
3.4.2
3.5
3.5.1
3.5.2
3.6
Exam Committees at Nyenrode Business Universiteit
Installation of the Exam Committee
Composition of the Exam Committee
Profiles of individual members
External members
Exclusion from membership
Appointment of members
Termination of membership
Development of expertise
Tasks of the Chair
Chair
Vice Chair
Support for Exam Committees
Independence of the official secretary
Student Advisors
Meetings
8
8
8
9
10
11
11
12
12
13
13
13
13
15
15
15
4
4.1
4.2
4.3
Activities of Exam Committees
Tasks and powers of Exam Committees
Decisions
Complaints handling
16
16
20
21
Appendices
Appendix I
Appendix II
Appendix III
Organogram
References
Statutory Frameworks
2
1
Introduction
Exam Committees perform an important task at Nyenrode Business Universiteit: they are responsible
for assuring the quality of exams and final examinations. Their purpose is to determine, in an
independent and expert way, that each student has satisfied the requirements for the award of a
degree set by the program concerned. This means that Exam Committees fulfill a vital role in
monitoring the quality of the process leading to the awarding qualifications. After all, students,
researchers, stakeholders and supervisory bodies must have faith in the fact that Nyenrode Business
Universiteit awards its qualifications with all due care.
Thanks to the amendment of the Wet op het hoger onderwijs en wetenschappelijk onderzoek (Dutch
Higher Education and Scientific Research Act, abbreviated as “WHW” in Dutch) through the Wet
versterking besturing (Dutch Governance Strengthening Act, abbreviated as “Wvb” in Dutch), as of 1
September 2010 Exam Committees acquired more substantive tasks and their independent position
has been strengthened.
In order to function optimally, it is essential that the governing body of the institution (represented
by the Dean) guarantees that the Exam Committees can operate independently and with due
expertise, and it is important that (the members) of the Exam Committees are well aware of the
frameworks within which they must perform their statutory tasks. The aim of this handbook is to
inform the educational management and Exam Committees about the statutory frameworks within
which the Exam Committees should operate and the way in which they can properly perform their
tasks in this context. To this end, Chapter 2 goes into more detail regarding the terms
“independence” and “expertise”. Chapter 3 describes how these terms are put into practice at
Nyenrode Business Universiteit (institution-wide) and the composition of the committees. In
conclusion, Chapter 4 sets out the activities of the Exam Committees. This chapter sets out the
statutory responsibilities and tasks with an explanation of each task.
3
2
Exam Committees: independence and expertise
With the adoption of the Wet versterking besturing, “independence and expertise” became the
major features that Exam Committees must demonstrate (WHW, Section 7.12.a. and the Explanatory
Memorandum). This independence and expertise apply to the position of Exam Committees within
the organization, the composition and appointment of members as well as the tasks and powers of
Exam Committees.
This chapter looks at the position of Exam Committees within the organization from the perspective
of the WHW, and further examines the terms “independence” and “expertise”. The concrete
elaboration of these two terms at Nyenrode Business Universiteit is set out in the next chapter.
2.1
Position of Exam Committees within the organization
The main focus of the Act is on the program (Section 7.3.). A program is a cohesive set of units of
study focused on well-described attainment levels. The goal and content of the program are set out
in the Rules & Regulations (Onderwijs- en Examenregeling, OER) which are approved by the Dean.
In addition to the Dean, three statutory entities are directly involved in assuring the quality of a
program:
• The Program Director
• The Program Committee
• The Exam Committee.
WHW, Section 7.12. Exam Committee
1. Every program or group of programs of the institution has an Exam Committee.
2. The Exam Committee is the body that determines, in an objective and expert manner, if a student
meets the conditions set down in the Rules & Regulations (OER) regarding the knowledge, insight
and skills required for the award of a qualification.
The governing body of the institution appoints or installs each of these persons or committees. In the
case of universities, the “governing body of the institution” is represented by the Dean (WHW,
Section 9.15, paragraph e). The Program Director, Program Committee and Exam Committee can be
appointed for more than one program, as long as the activities always concern individual programs.
An OER is also set for each program.
4
The tasks of the Program Director, Program Committee and Exam Committee are divided as follows:
• The Program Director is responsible for the structure and implementation of the program as
described in the OER, and ensures that the teaching and the program meet the quality standards.
• The Program Committee advises the Program Director and the Dean (and Associate Dean) on the
OER and the way in which it is implemented (WHW, Section 9.18, paragraphs a and b).
• The Exam Committee advises the Program Director and the Dean on the OER regarding exam
regulations and, for each individual student, assesses the results of the education provided
within the framework of the program’s OER. The Exam Committee is, after all, the body that
determines, in an objective and expert manner, if a student meets the conditions set down in the
OER regarding the knowledge, insight and skills required for the award of a qualification (WHW,
Section 7.12.).
Due to its supervisory role, it is important that the Exam Committee can perform its tasks and
exercise its authority independently and with due expertise. The terms “independence” and
“expertise” are examined in more detail below.
2.2
Independence
2.2.1 Independence in respect of the governing body of the institution
The independent position of the Exam Committee in respect of the governing body of the institution
(in the case of Nyenrode Business Universiteit represented by the Dean) was confirmed and
strengthened through the most recent amendment to the WHW in 2012 (Wet versterking besturing).
The Explanatory Memorandum states the following regarding the independence of the Exam
Committee in respect of the governing body of the institution:
The independent functioning of the Exam Committee in respect of the University Board means that
although the University Board installs the Exam Committee, the institution must ensure that the Exam
Committee can carry out its work independently within the institution. This also means, for example,
that the University Board cannot impose any obligations on the Exam Committee regarding the
assessment of students. The Board does, however, have final responsibility for the quality of the
education provided and the awarding of qualifications (WHW, Section 7.10a, paragraph 1); an Exam
Committee must act within the boundaries of the OER. This also guarantees that the way in which
exams are conducted is in line with the program framework.
In other words: the Dean approves the Rules & Regulations (OER) and thus has final responsibility for
the quality of the education provided. The Exam Committee assesses if students have met the
requirements set down in the OER and, after this assessment, the institution awards a Bachelor’s or
Master’s Degree.
5
2.2.2 Independence and composition
In addition to independence in terms of its position in the organization in respect of those
responsible for the quality of the education provided (Dean, Program Director), the Exam
Committee’s independence should also be demonstrated by its composition.
External members
The Wet versterking besturing has already made it possible for Exam Committees to include an
external member. This will be a legal requirement from September 2015. The idea behind this is that
external members can provide an important safeguard in terms of quality assurance and can
contribute to the expertise of the Exam Committee as a whole.
During the debate on the Wet versterking besturing whether or not members of the management
would be able to sit on Exam Committees was also discussed. This is not set down in the Act, but the
Explanatory Memorandum includes a recommendation that managers with financial or line
responsibility should not be allowed to sit on Exam Committees.
In respect of assuring the quality of Exam Committees and the quality assurance they provide, the
State Secretary has announced that two major points of the WHW are to be amended:
1) In the future, an Exam Committee must always have at least one external member.
2) Managers with financial responsibility cannot sit on an Exam Committee.
The concrete elaboration of these two points is discussed in more detail in the next chapter (in
paragraph 3.2).
2.3
Expertise
The Education Inspectorate’s report entitled Boekhouder of wakend oog (Accountant or Watchful
Eye) showed that Exam Committees assess their expertise as “satisfactory” or “very satisfactory”.
However, there were differences in the type of expertise. Whereas Exam Committees indicated they
had “very satisfactory” knowledge of the programs and the OER, this classification was seen
significantly less frequently regarding knowledge of assessment and statutory frameworks. In
addition, the same study showed Exam Committees mainly fulfill their task in terms of procedures
and far less in terms of substantive aspects.
With the introduction of the Wet versterking besturing, the emphasis in terms of the responsibility of
Exam Committees has shifted to the substantive aspects of examinations. In the WHW, for example,
assuring the quality of exams and final examinations is listed explicitly as a task (WHW, Section 7.12b,
paragraph 1 under a). To this end, it is necessary that the members of Exam Committees have a high
degree of subject-matter expertise, expertise in assessment and knowledge of the statutory
frameworks.
The Exam Committee as a whole must cover these different areas of expertise. When an Exam
Committee is being compiled, the Dean can therefore choose to require each individual member to
possess expertise in the different areas, or to have the Exam Committee made up of members with
6
different subject-matter expertise and an expert in assessments. Nyenrode has chosen for Exam
Committees as a whole to possess the necessary expertise (cf. page 8). Every member of an Exam
Committee should possess basic knowledge of the statutory framework. The institution is obliged to
allow the Exam Committees and examiners sufficient opportunity for professional development. 1
2.4
Conclusion
The emphasis on the independent functioning of Exam Committees sometimes leads to the
interpretation that they have the power to impose their ‘own’ quality criteria on a student or
program, whereby the danger arises that the Program Management and the Exam Committee can
result in disagreements. This is, however, not the case: Exam Committees assess the realized quality
against the (quality) requirements and provisions of the OER approved by the Dean. If an Exam
Committee observes that these requirements and provisions are not being met, it has several
intervention instruments at its disposal. In this regard, consultation with the Program Director is
important.
1
Policy response to the reports on alternative final projects, Ministry of Education, Culture and Science, 20 May 2011.
7
3
Exam Committees at Nyenrode Business Universiteit
3.1
Installation of the Exam Committee
As stated in Chapter 2, the Dean installs an Exam Committee for a program or group of programs.
The Program Directors concerned advise the Associate Dean of Degree Programs who makes
recommendations to the Dean. The most important criterion when installing an Exam Committee is
that together the members possess sufficient subject-matter expertise to safeguard the quality of
the program(s) that fall under it.
3.2
Composition of the Exam Committee
Nyenrode Business Universiteit has a central Exam Committee and three sub-committees:
• Accountancy & Controlling Exam Committee
• General Management Exam Committee
• Nyenrode New Business School Exam Committee*.
* The Nyenrode New Business School (NNBS) Exam Committee reports to the Dean of the NNBS. The
Chair of the Nyenrode New Business School Exam Committee attends the meetings of the central
Exam Committee.
A list of the Exam Committees and the programs that fall under the various sub-committees is
appended to this document (Appendix I).
It applies at Nyenrode Business Universiteit that each Exam Committee consists of a minimum of
three members. Preferably, the Exam Committee should be supplemented by an external member.
External members will become mandatory on the introduction of the new legislation (cf. 3.2.2.).
When compiling the Exam Committee (and therefore when appointing its members), it is important
to take into account that the subject-matter expertise and assessment expertise of the Exam
Committee as a whole should be assured. In addition, it is of importance to meet the statutory
obligation that a minimum of one member of the Exam Committee is a lecturer within the program
or programs for which the Exam Committee is installed. At Nyenrode Business Universiteit, it applies
that the Chair is tied to the program that falls under the Exam Committee concerned (or tied to at
least one program when a group of programs is involved). The reason for this is that in many
instances the Chair is the first point of contact in the event of a decision, request or statement. In
practice, this role can best be fulfilled when the Chair is close to the program, physically as well as in
terms of content.
8
3.2.1 Profiles of individual members
The Exam Committee as a whole must possess sufficient subject-matter expertise as well as
assessment expertise. Subject-matter expertise can be assured by appointing members of the Faculty
involved with the program or one of the group of programs. In addition, it is important that within
the committee there is sufficient knowledge of the structure of the program(s). The preference is
that the members of the Exam Committee have been teaching within the program or have been
involved in developing the content of the program for a minimum of three years. Assessment
expertise can be assured by adding an assessment expert to the committee. Moreover, one of the
members must be “independent” and capable of making well-considered decisions if a conflict of
interests arises. Taking the above arguments into account, the profile for internal members is as
follows:
An internal member of an Exam Committee:
1. Is a member of the Faculty of Nyenrode Business Universiteit*;
2. In the first year of membership, follows a training course on his/her area of expertise within the
framework of his/her tasks on Exam Committee 2 (cf. paragraph 3.3);
3. Possesses the ‘soft’ trait of independence and is capable of making a well-considered decision in
the event of any conflict of interests. Independence means:
• being independent in behavior;
• daring to maintain and defend a personal standpoint that is in opposition to that of
others (and to any one-sided interest) in the interest of the quality of the program;
• actions in this regard are objective and critical;
• recognizing and anticipating situations in which personal and quality interests are
(potentially) in conflict.
Preferably:
4. Has been involved in teaching within the program(s) or has been involved in developing a new
program for a minimum of three years.
*In the case of the NNBS, freelance lecturers.
The Program Director(s), via the Associate Dean of Degree Programs or the Exam Committee itself,
can nominate new members to the Dean. However, such nominations are not binding. At minimum,
the Dean assures that the Exam Committee is listened to regarding the appointment of new
members (WHW Section 7.12a, paragraph 3); the Exam Committee has an advisory role in this
regard.
Due to the ‘weight’ of the Exam Committee, at least one of the members (preferably the Chair)
should be a professor or associate professor of the program(s) concerned. This adds to the status of
the Exam Committee.
2
Applicable to sitting members as of 1 January 2013.
9
3.2.2 External members
In 2015, it will be mandatory to add an external member to the Exam Committee. Under the current
legislation (2014), the presence of an external member is still optional. The goal of including an
external member is formulated as: […] In addition, attracting external experts from outside the
program can increase external legitimacy regarding the assessment and examinations. 3 The external
expert thus adds an external perspective to the quality assurance of the assessments and
examinations of the programs that fall under the Exam Committee. The same Explanatory
Memorandum (2011) states that the external expert can be a fellow subject-matter expert at
another institution or from a different discipline within the same institution. It may be someone who
is an expert in the field of assessment, or someone from the professional field (in the Netherlands or
abroad).
External members may not be involved as lecturers in the management and development of the
education provided in the programs that fall under the Exam Committee, and should come from a
different background. Apart from these conditions, no other institution-wide criteria have been set.
This allows the Dean the freedom to draw up a profile (possibly for each Exam Committee) that is in
the best possible alignment with the character and needs of the program (or group of programs) that
falls under the Exam Committee concerned.
Recommendation: the appointment of external members to the Exam Committees from a different
discipline within Nyenrode Business Universiteit to guarantee an objective view. This can be realized
quickly. Note: the Educational Quality Advisor of the Academic Services Center will keep abreast of
the developments (and legislation) regarding external members and report them to the Chairs of the
Exam Committees.
Intermezzo: profile of an assessment expert
• Has knowledge and insight into the (faculty) assessment policy framework.
• Has knowledge and insight into the standard quality criteria for assessments (validity, reliability,
transparency and workability).
• Is able to apply the quality criteria to the usual research university (in Dutch: WO) assessment
formats (open questions, multiple-choice questions, essays, papers, theses, etc.).
• Is able to assess the quality of formative assessment formats.
• Has insight into the quality and shortcomings of the usual assessment formats.
• Has insight into the standard methods for determining the caesura. 4
• Is able to perform an elementary item analysis (reliability, p-value, Point-Biserial correlation,
etc.).
• Is able to perform an elementary analysis of assessment results (e.g. linking it to earlier results
and course evaluations).
• Is able to provide adequate feedback.
3
Explanatory Memorandum to the amendment to the WHW in connection with improving quality assurance, December
2011.
4
In assessment theory, caesura refers to the score that forms the cut-off point between a pass and a fail.
10
Preferably:
• Teaching experience at research university level (WO).
• Is familiar with digital assessment.
3.2.3 Exclusion from membership
The State Secretary has announced that new legislation will state that managers with financial
responsibility will be excluded from being members of exam committees. In addition, there are
several officials who will not be eligible for membership due to the incompatibility of membership
with their other tasks. Nyenrode Business Universiteit has therefore decided that the following
officials are excluded from sitting on Exam Committees:
• Members of the Supervisory Board
• Members of the University Board
• Dean and Associate Dean of Degree Programs
• Directors of Colleges or Graduate Schools
• Program Directors
• Directors of Operations/Operational Managers
• Chairs of the Program Committees (PCs) of the programs that fall under the Exam Committees
• Chair of the Works Council
• Student Advisors.
The first 6 officials are excluded from membership due to their line management or financial
management responsibilities regarding the education provided. The Chairs of the PCs are excluded
from membership due to the incompatibility of the tasks of the PCs (advising the Program
Management) with those of the Exam Committees (monitoring the programs as a whole) regarding
monitoring quality. The Chair of the Works Council is also excluded, given that the Works Council
assesses the HR aspects of the OER. Finally, Student Advisors are excluded from membership due to
a possible conflict of interests between the interests of the student on the one hand, and the
decisions of the Exam Committee on the other. In addition to the officials mentioned above, the
Dean may exclude other officials from membership if this is desired.
3.2.4 Appointment of members
The Dean appoints the members of the Exam Committee. The law (WHW) stipulates no term for such
appointments. This means that, in principle, members are appointed for an indefinite period. To
guarantee the continuity of knowledge and decision-making within the Exam Committee, it is
desirable that a new member is appointed to each sub-committee every four years. The NNBS
appoints members for periods of 1 year.
As a rule, the Exam Committee or the Program Director nominates a candidate member to the Dean.
The Dean then assesses whether the candidate member meets the criteria set for subject-matter and
assessment expertise, and consults the members of the Exam Committee on the nomination via the
Chair of the Exam Committee. The Exam Committee has an advisory role in this (WHW, Section
7.12a, paragraph 3). 5
5
Parliamentary Document 31821, number7.
11
An appointment letter is then sent to the candidate member concerned. If the appointment of a
Chair is involved, this will be specifically stated in the appointment letter. Should the Dean have any
reason not to wish to appoint the candidate in question as a member, he/she will contact the
Associate Dean and Program Director(s) for further consultation.
3.2.5 Termination of membership
The membership of a member of the Exam Committee terminates if:
• the member is going to take on a position that is incompatible with membership of the Exam
Committee;
• the member’s employment is terminated (for internal members);
• the member wishes to terminate the membership;
• the member is going to teach within one of the programs that falls under the Exam Committee
(for external members*).
*A separate letter and procedure will be drawn up in due course regarding this point (cf. 3.2.2).
In addition to the reasons above, it may be the case that an Exam Committee member no longer
performs satisfactorily. In such instances, the only way to terminate the membership is by a decision
of the Dean, possibly in combination with immediate suspension. When this point was debated in the
House of Representatives, the suspension of a member was, however, referred to by the Minister as
a far-reaching measure and this can only take place if this measure is proportionate. 6 Such a decision
should therefore be taken on an individual basis. As a rule, the Exam Committee, its Chair or the
Program Director informs the Associate Dean of Degree Programs of any unsatisfactory performance
on the part of (a member of) the Exam Committee, and the Associate Dean of Degree Programs
apprises the Dean of the situation.
3.3
Development of expertise
The institution is obliged to offer the members of the Exam Committee sufficient opportunity for the
development of expertise.7 At Nyenrode Business Universiteit, this obligation is fulfilled as follows:
• On appointment, each new Exam Committee members receives a copy of the Handbook for
Exam Committees (currently under development) and the OER of the program(s);
• Every year, at least one training course is organized for the Exam Committee members to
develop their expertise.
6
7
Parliamentary Document 31821, number 7.
Policy response to the reports on alternative final projects, Ministry of Education, Culture and Science, 20 May 2011.
12
3.4
Tasks of the Chair
Each Exam Committee at Nyenrode Business Universiteit has a Chair.
3.4.1 Chair
The Exam Committee elects its Chair. The Dean appoints as Chair the person nominated by the Exam
Committee. The Chair is responsible for the independence and expertise of the Exam Committee in
its functioning, and is accountable for this. Moreover, the Chair should be a competent process
monitor; he/she should allow the experts to be heard.
The Chair of the Exam Committee:
a. is responsible for the independence and expertise of the Exam Committee in its functioning, and
is accountable for this;
b. is accountable for and defends the policy and decisions made in respect of internal and external
parties such as the Appeal Committee;
c. signs certificates and diploma supplements;
d. advises the Dean, on behalf of the Exam Committee, regarding the appointment of members of
the Exam Committee;
e. prepares meetings together with the official secretary;
f. chairs the meetings of the Exam Committee;
g. contributes to the drawing up of the annual report and approves the annual report.
Due to the task of external representation, it is preferable that the Chair is a professor or associate
professor within one of the programs that falls under the Exam Committee concerned.
3.4.2 Vice Chair
In the absence of the Chair, or if the Chair is not independent regarding a particular matter, the Vice
Chair can replace the Chair. In such instances, the Vice Chair has the same duties and powers as the
Chair, but may only sign diplomas under the statement “b.a.” (Dutch for “in the absence of”). The
Vice Chair is elected from the members of the Exam Committee.
3.5
Support for Exam Committees
The Dean ensures that each Exam Committee is supported by an official secretary. These official
secretaries are not members of the Exam Committees.
Official secretary (Accountancy & Controlling and General Management):
a. Organizes meetings (in consultation with the Chair) and sends out invitations and meeting
documents to the Exam Committee members;
b. Takes the minutes of Exam Committee meetings and ensures that the minutes and decisions are
archived;
c. Contributes to the annual report in collaboration with the Chair;
d. Handles and monitors correspondence on behalf of the Exam Committee;
13
e. Regarding cases: responsible for compiling dossiers, handling correspondence, managing the
Exam Committee’s dossiers, holding preliminary consultation with the Program Management,
gathering information, searching for precedents, discussing cases with the Chair, advising on
decision-making and communicating decisions;
f. Can, in the event of standard decisions, handle the requests of students on behalf of the Exam
Committee, if mandated to do so;
g. Contributes to the proposed positions and decisions of the Exam Committee with due
observance of the relevant decision-making frameworks, procedures and statutory provisions
(for example, the OER, assessment policy, WHW);
h. Monitors the procedural progress of the decision-making;
i. Plays a monitoring role regarding the implementation of the decisions of the Exam Committee by
the Program Management, and, if necessary, supports/advises the Program Management
regarding the application of underlying procedures;
j. Monitors compliance with the R&R/OER* of the programs that fall under the Exam Committee;
k. Makes an inventory of changes to the R&R/OER* of the programs that fall under the Exam
Committee, and consults with the Chair on the practical application of such changes;
l. Manages the Exam Committee’s archives;
m. If necessary, looks into, explains and advises on the R&R/OER (and any financial consequences
thereof ) and Exam Committee policy to the Program Management;
n. If necessary, looks into, explains and advises students on the exam regulations. In practice, this
also takes place via the Program Management.
*regarding the sections that have to do with exam regulations.
Specifically for the General Management Exam Committee
o. Creates, manages and maintains spreadsheets with the academic records of all degree programs
(in the near future: SAN);
p. Responsible for entering grades, the final check that the calculations of GPA/rankings/Cum Laude
have been performed correctly and for the uniformity of grade lists/academic records of
graduating students.
Specifically for the Accountancy & Controlling Exam Committee
q. Supervises the archiving of documents intended for student dossiers and/or the sending of
relevant information to the Program Management for archiving in digital student dossiers.
The official Secretary of the Nyenrode New Business School only performs a few of the activities
detailed above.
Note: the details of the job profile for the position of official secretary can vary from one Exam
Committee to another.
14
3.5.1 Independence of the official secretary
The position of official secretaries is an important area for attention within the framework of
independence. In order to perform their tasks, official secretaries must be able to function
independently of the educational management.
The Student Advisor (within Accountancy & Controlling) in many cases that arise, has the role of
advocating for the student. This role is in conflict with the duties of the official secretary to convey a
decision of the Exam Committee to the student, or possibly to handle the decision on behalf of the
Exam Committee. It is therefore not desirable that a Student Advisor fulfils the role of official
secretary to an Exam Committee.
3.5.2 Student Advisors
Students of the Accountancy & Controlling programs can turn to Student Coaches for counseling and
advice. Within General Management, this role is fulfilled by the Program Management. At the
Nyenrode New Business School, the Student Advisors are the contacts for students. The Exam
Committee can invite a Student Advisor or a representative from the Program Management to act as
a consultant to the Exam Committee.
3.6
Meetings
The Exam Committee meets a minimum of twice a year. Decisions are made by a majority of the
members. The Chair and the official secretary will consult more frequently about, for example, the
requests of students. The meetings of the Exam Committee are, in principle, closed. The Exam
Committee can invite guests to attend meetings, including a Student Advisor, Educational Quality
Advisor or a Program Director. The subjects that are dealt with at plenary meetings include advising
on the OER and on the assessment policy of a program, and finalizing the assessment forms for the
final projects of bachelor’s and master’s programs. The official secretary takes the meeting minutes
and is also responsible for setting down the decisions and advice of the Exam Committee and for
communicating them to the parties involved.
The Central Exam Committee meets four times a year.
15
4
Activities of Exam Committees
4.1
Tasks and powers of Exam Committees
The Exam Committee must assure the quality of exams and diplomas. To this end, the legislature has
given Exam Committees the following tasks and powers:
1. To determine, in an objective and expert manner, if a student meets the requirements set down
in the Rules & Regulations (OER) in respect of the knowledge, insight and skills necessary for
being awarded a qualification (WHW, Section 7.12, paragraph 2).
2. To assure the quality of exams and final examinations (WHW, Section 7.12b, paragraph 1 under
a).
3. To set down guidelines and instructions within the framework of the OER in order to assess and
approve the results of exams and final examinations (WHW, Section 7.12b, paragraph 1 under b).
4. To grant exemptions from taking one or more exams (WHW, Section 7.12b, paragraph 1 under
d).
5. To take measures in the event of fraud (WHW, Section 7.12b, paragraph 2).
6. To assign examiners to conduct exams and determine the results thereof (WHW, Section 7.12c).
7. To award certificates and related diploma supplements, as proof that a final examination was
passed (WHW, Section 7.11, paragraphs 2 and 4).
8. To grant permission for a student to follow a flexible study program, for which the final
examination leads to the award of a qualification (WHW, Section 7.12b, paragraph 1 under c).
9. To issue a transcript stating the exams passed to persons who have passed more than one exam
but to whom no certificate can be awarded (WHW Section 7.11, paragraph 5).
10. To draw up an annual report of its activities (WHW, Section 7.12.b, paragraph 5).
Accreditation
The way in which the Exam Committee performs its statutory tasks plays an increasingly more
important role in accreditations, including that of the Accreditation Organization of the Netherlands
and Flanders (NVAO).
Mandates
The tasks of the Exam Committee can be mandated to persons and committees. In this regard, it is
important that it is clearly set down to whom the tasks are mandated and what responsibilities are
covered by the mandate and under what conditions.
1.
Determining, in an objective and expert manner, if a student meets the requirements set down
in the Rules & Regulations (OER) in respect of the knowledge, insight and skills necessary for
being awarded a qualification (WHW, Section 7.12, paragraph 2).
16
This means that the Exam Committee must assess if the student has achieved the attainment level of
the program. If a student has passed all components of the exam in accordance with the provisions
of the OER, the qualification can be awarded. The sum of the learning objectives of the individual
components should, after all, lead at a minimum to the set attainment levels being achieved. The
Exam Committee can determine that passing the individual program components will be closed with
a final exam. In such cases, this requirement must be set down in the OER.
Within this task, the Exam Committee is also the body that is authorized, in special cases, to deviate
from the provisions of the OER (i.e. the application of the bachelor-before-master requirement).
Several examples of this are: permitting a modified exam or final examination format, extending the
period of validity of an exam result, replacing individual units of study with a different unit of study
that has the same learning objective and deviating from possibly mandatory participation in a
practical exercise. Moreover, the Exam Committee can determine, under conditions to be set by the
Exam Committee itself, that not every exam needs to be passed in order to record a pass for the final
examination. 8
Recommendation: to draw up house rules for each Exam Committee which contain the most
common rules on how an Exam Committee acts (including mandates). To this end, the Academic
Services Center will deliver a format that the Exam Committees themselves can fill in (in connection
with the different procedures involved).
2.
Assuring the quality of exams and final examinations (WHW, Section 7.12b, paragraph 1 under
a).
WHW, Section 7.12b, paragraph 1 under a states that the Exam Committee has the task of assuring
the quality of exams and final examinations. This provision was included in the Act based on the
findings of the Education Inspectorate that Exam Committees spend too little time on “quality
assurance and the quality policy involving exams and final examinations”.
Drawing up and implementing an assessment policy is an important tool in assuring the quality of
exams and final examinations. The Central Exam Committee of Nyenrode Business Universiteit has
installed an Assessment Committee that draws up the assessment policy and performs the tasks
involved in assuring the quality of exams and final examinations.
Assessment Committee
The Assessment Committee consists of representatives from the three sub-committees and other
faculty members, and is supported by a secretary and an advisory official from the Academic Services
Center. The Assessment Committee submits its assessment policy to the Central Exam Committee to
be decided on. The Assessment Committee reports on an annual basis to the Central Exam
Committee and, if required, provides information in the interim.
8
WHW, Section 7.10, paragraph 2.
17
It is important to note that, officially, the Exam Committee remains responsible, even though the
Assessment Committee does the actual work. The Exam Committee should therefore ascertain that
the Assessment Committee performs its tasks in a manner that meets the requirements that the
Exam Committee sets in this regard. During an accreditation procedure, the Exam Committee is
accountable for the aspect ‘assessment’. The Exam Committee can assign a representative from one
of the sub-committees and/or the Assessment Committee for this.
3.
Setting down guidelines and instructions within the framework of the OER in order to assess
and approve the results of exams and final examinations (WHW, Section 7.12b, paragraph 1
under b).
The Exam Committee should advise the Dean annually on the Rules & Regulations (OER). In this way,
the Exam Committee can add substance to the quality assurance of the program’s assessment
program.
4.
Granting exemptions from taking one or more exams (WHW, Section 7.12b, paragraph 1
under d).
The Exam Committee has the power to grant a student an exemption for one or more subjects. The
way in which this task is carried out is set down in the OER of the program concerned. Whether or
not an exemption can be granted is assessed against the OER. It is therefore necessary that the
grounds for granting exemptions are set down in the OER of the relevant program. 9 Section 7.13,
paragraph 2 under r of the WHW clearly states that these grounds could lie in exams or final
examinations taken earlier in the higher education system, and in knowledge and skills acquired
outside the higher education system. Broadly speaking, one condition for granting an exemption is
that the replacement component has roughly the same learning objective as the component of the
curriculum for which an exemption is granted. The reasons that constitute the basis for granting an
exemption should be set out clearly and transparently and archived in the proper manner. In
addition, it is possible for the Exam Committee to have included in the OER components that are
frequently used to replace standard components of the curriculum. In such instances, a request for
an exemption is ‘automatically’ approved.
The granting of exemptions can be mandated to a person or a committee, but the Exam Committee
remains responsible. The Exam Committee should set down who is authorized to grant exemptions
and under what conditions (e.g. a description of standard cases, the procedure and the delivery of
reports on a yearly basis).
5.
Taking measures in the event of fraud (WHW, Section 7.12b, paragraph 2).
The Exam Committee is the body that must take measures in the event of fraud.
9
WHW, Section 7.13 paragraph 2, under r.
18
Recommendation: the drawing up of a uniform regulation (guidelines) in which the definitions of
fraud and plagiarism and guidelines for sanctions to be imposed are elaborated.
6.
Assigning examiners to conduct exams and determine the results thereof (WHW, Section
7.12c).
An important instrument available to the Exam Committee for its task of assuring the quality of
exams and final examinations, is the assigning of examiners. By law, this task lies with the Exam
Committee.
In the fall of 2013, the Assessment Committee submitted a proposal to the Central Exam Committee
regarding the appointment of examiners.
7.
Awarding certificates and related diploma supplements, as proof that an exam was passed
(WHW, Section 7.11, paragraphs 2 and 4).
The Exam Committee is the body that awards the certificate to the student once it has been
determined that the student has met the requirements (cf. 1).
The certificate and diploma supplement must be signed by the Chair of the Exam Committee. In
special cases, one of the other members of the Exam Committee (with the exception of the external
member) may sign the certificate and diploma supplement. The official secretary or members of staff
who are not members of an Exam Committee are not permitted to sign the certificate and diploma
supplement.
8.
Granting permission for a student to follow a flexible study program, for which the exam leads
to the award of a qualification (WHW, Section 7.12b, paragraph 1 under c).
Nyenrode Business Universiteit currently has no flexible study programs (fall 2013). The expectation
is that in the future such programs will be possible (expansion of the modular structure of programs).
The prior approval of the Exam Committee will then be a condition for determining if a flexible
program is of the required level and if the study load and attainment levels of the program are
satisfactory.
9.
Issuing a transcript stating the exams passed to persons who have passed more than one
exam but to whom no certificate can be awarded (WHW Section 7.11, paragraph 5).
The Exam Committee has the power to issue a transcript to students who have passed more than
one exam, but to whom no certificate can be awarded. Such a transcript lists the exams that were
passed. This can be important for students if, for example, they are transferring from one program to
another and are entitled to an exemption from a component of the new program based on the
results achieved earlier.
19
The issuing of such transcripts can be mandated to a person or a committee, but the Exam
Committee remains responsible. The Exam Committee should set down who is authorized to sign
such transcripts and under what conditions (e.g. the procedure and the delivery of a report to the
Exam Committee on an annual basis).
10. Drawing up an annual report of its activities (WHW, Section 7.12.b, paragraph 5).
The Exam Committee should submit an annual report on its activities to the Dean. The aim of this
annual report is:
1) To ensure the accountability of the Exam Committee to the Dean;
2) To deliver input for the Program Director, Associate Dean of Degree Programs and the Dean on
any improvements to the quality of the education;
3) To provide management information. This information is often requested in the accreditation
procedure of a program.
4.2
Decisions
The Exam Committee may make decisions on many different matters. How the Exam Committee
makes its decisions will be set out in the house rules (cf. the Recommendation on p. 17). Examples of
decisions set down in the WHW include:
• Decisions to grant exemptions.
• Approval of the examination schedules of students.
• Decisions to award a qualification. In other words, the decision that a student has achieved the
attainment levels of the program.
• Decisions to award a distinction, such as Cum Laude.
• Decisions to allow a different form of examination for a student with a disability.
• Decisions involving the general assessment policy of a program, for example, approving an
assessment form for final projects.
• Drawing up guidelines for examiners.
• Imposing sanctions for fraud and plagiarism.
• Assigning examiners.
• Decisions on requests for an extension of the period of validity of an exam.
• Decisions on permitting additional opportunities to take an exam.
• Determining alternative program composition (for example, when a curriculum revision is
concerned).
• Approval of study units successfully completed abroad.
• Decisions to approve a flexible study program.
20
Not every decision needs to be made by the full Exam Committee. The Chair can make several of the
decisions referred to above independently. 10 The decision-making process, however, must be
transparent. It is therefore up to the Exam Committee to set down in the regulations who is
authorized to make what types of decision. The guidelines below can be used to this end:
• The gravity of the decision. In the event that an appeal may be lodged against a decision, for
example, against the imposition of sanctions for fraud or plagiarism, it is desirable that the
decision is made by the full Exam Committee.
• Decisions involving the assessment or examination policy of a program (determining alternative
final projects, guidelines for examiners), should always be made by the full Exam Committee.
• A request that has never arisen earlier, will at least be submitted to the Chair.
• The official secretary can deal with standard decisions (e.g. replacing a subject that has been
passed earlier). Decisions of this type must be well documented, for example in a separate
document entitled “Decisions of the Exam Committee”.
In the event that a decision must be made by the full Exam Committee, the decision will be made by
a majority vote. If the vote is tied, the Chair’s vote will break the tie. If the decision is to be sent to
the party or parties involved, the Chair must sign the decision. In the event of so-called ‘standard
decision’, the decision can be signed by another person with the designation i.o. (on behalf of) or b.a.
(in the absence of).
4.3
Complaints handling
Students should, in the first instance, submit any complaints concerning exams or final examinations
to the Exam Committee of the program involved, with the exception of objections or appeals. When
handling complaints, the Exam Committee applies the principle of the right to a hearing and to
present counter-arguments: both the student and lecturer will be heard. At least one member of the
Exam Committee, in addition to the Chair, should be involved in handling complaints. If a student
submits a request or complaint to the Exam Committee that concerns an examiner who is a member
of the Exam Committee, the examiner concerned may not take part in handling the request or
complaint. 11
10
11
In due course, this should be included in the house rules (currently under development).
WHW, Section 7.12b, paragraph 4.
21
APPENDIX I ORGANOGRAM
22
APPENDIX II REFERENCES
The following sources were used in writing this Handbook for Exam Committees:
Statutory Framework
Wet op het hoger onderwijs en wetenschappelijk onderzoek (Higher Education and Scientific Research
Act, WHW).
Wet versterking besturing (Governance Strengthening Act, Wvb), Government Gazette 119, 2010.
Memorie van Toelichting (Explanatory Memorandum).
Kamerstuk (Parliamentary Document) 31821, number 7.
Ministry of Education, Culture & Science (OCW) and the Ministry of Economic Affairs, Agriculture &
Innovation (EL&I)
Kwaliteit in verscheidenheid. Strategische Agenda Hoger Onderwijs, Onderzoek en
Wetenschap, 1 July 2011.
Inspectie van het onderwijs (Education Inspectorate)
Boekhouder of wakend oog, May 2009.
Tussenrapportage alternatieve afstudeertrajecten in het hoger onderwijs, October 2010.
Alternatieve afstudeertrajecten en de bewaking van het eindniveau bij Hogeschool
InHolland, April 2011.
Alternatieve afstudeertrajecten en de bewaking van het eindniveau in het Hoger Onderwijs, April
2011.
Accreditation Organisation of the Netherlands and Flanders (NVAO)
Rapport van Bevindingen NVAO- Commissie onderzoek Hogeschool InHolland, April 2011.
Beoordelingskaders ten behoeve van het accreditatiestelsel, 6 December 2010.
Onderwijsraad (Education Council of the Netherlands)
Advisering over Examinering, een stand van zaken, August 2008.
23
APPENDIX III RELEVANT SECTIONS OF THE WHW
Section 7.10. Exams and final examinations
1. Every exam involves investigating the knowledge, insight and skills of the examinee, as well as an
assessment of the findings of that investigation.
2. If the exams for units of study that belong to a program or the propadeutic phase of a bachelor’s
program have been successfully completed, the final examination has been taken, insofar as the
Exam Committee has not determined that the final examination also consists of an investigation that
it must conduct as set down in the first paragraph.
Section 7.11. Certificates and transcripts
1. As proof that an exam has been passed, the examiner or examiners concerned issue the relevant
document.
2. As proof that a final examination has been passed, the Exam Committee awards a certificate, after
the governing body of the institute has declared that all procedural requirements for the award have
been met. One certificate is awarded per program. The final examination passed is listed on the
certificate together with the relevant information that includes but is not restricted to:
a. the name of the institution and the name of the program involved as stated in the register
referred to in Section 6.13;
b. the units of study included in the final examination;
c. if appropriate, the related competencies, taking into account Section 7.6, first paragraph;
d. the degree awarded as referred to in Section 7.10a, first or second paragraph, and
e. the date on which the program was last accredited or the date of the initial accreditation
of the program as referred to in Section 5a.11, second paragraph, and
f. if a joint program or joint final project is concerned as referred to in Section 7.3b, the name
of the institution, or for a joint program, the institutions, that jointly provided the program or
final project.
3. The person entitled to be awarded a certificate, in accordance with the rules determined by the
governing body of the institution, can request the Exam Committee to delay the award.
4. The Exam Committee adds a supplement to the final examination certificate. The aim of the
supplement is to provide insight into the nature and content of the completed program, in part with
a view to the international recognition of programs. The supplement contains at least the following
information:
a. the name of the program and the name of the institution that provided the program;
b. whether the program falls under academic education or higher professional education;
c. a description of the content of the program, and
d. the study load of the program.
The supplement is in either English or Dutch and is in line with the standard European format.
5. A person who has passed more than one exam and to whom a certificate, as referred to in
paragraph two, cannot be awarded, receives on request a transcript issued by the Exam Committee
concerned which at least states the exams which the person has passed.
24
Section 7.12. Exam Committee
1. Every program or group of programs of the institution has an Exam Committee.
2. The Exam Committee is the body that determines, in an objective and expert manner, if a student
meets the conditions set down in the Rules & Regulations (OER) regarding the knowledge, insight
and skills required for the award of a qualification.
Section 7.12a. Exam Committee: appointment and composition
1. The governing body of the institution installs the Exam Committee and appoints the members
based on their expertise in the field of the program or group of programs concerned. At least one
member should be tied as a lecturer to the program or to one of the programs in the group of
programs that falls under the Exam Committee.
2. The governing body of the institution ensures that the Exam Committee has the required expertise
and that its independent functioning is properly assured.
3. The governing body of the institution interviews candidate members before appointing them to
an Exam Committee.
Section 7.12b. Tasks and powers of the Exam Committee
1. In addition to the powers referred to in Sections 7.11 and 7.12, second paragraph, the Exam
Committee has the following tasks and powers:
a. assuring the quality of exams and final examinations with no prejudice to the stipulations
in Section 7.12c;
b. drawing up guidelines and instructions within the framework of the OER as referred to
in Section 7.13 in order to assess and approve the results of exams and final examinations;
c. the granting of permission, by the Exam Committee most eligible to do so, to a student to
follow a program compiled as described in Section 7.3d, for which the final examination leads
to the award of a qualification, whereby the Exam Committee also indicates to which
program of the institution this program is considered to belong in terms of the application of
this Act, and
d. the granting of exemptions from one or more exams.
2. If a student or external student commits fraud, the Exam Committee can withdraw that person’s
right to take one or more exams or final examinations indicated by the Exam Committee for a period
determined by the Exam Committee that does not exceed one year. In cases of serious fraud, at the
proposal of the Exam Committee, the governing body of the institution can terminate the enrollment
of the person involved.
3. The Exam Committee sets rules for performing its duties and exercising its powers as referred to in
the first paragraph under a, b and d, and in the second paragraph for the measures it can take in this
regard. The Exam Committee, under conditions it sets, can decide that not every exam has to be
passed to determine that a final examination has been passed.
4. If a student submits a request or complaint to the Exam Committee that involves an examiner who
is a member of that Exam Committee, the examiner concerned may not participate in the handling of
that request or complaint.
5. Every year, the Exam Committee draws up a report on its activities and submits it to the governing
body of the institution or the Dean.
25
Section 7.12c. Examiners
1. The Exam Committee assigns examiners to conduct exams and determine the results thereof.
2. The examiners provide the Exam Committee with the requested explanations.
Section 7.13. Rules & Regulations (OER)
1. The governing body of the institution draws up Rules & Regulations (OER) for every program or
group of programs. The OER contains adequate and clear information on the program or group of
programs.
2. With no prejudice to other stipulations of the Act in this regard, the OER sets out per program or
group of programs the applicable procedures, rights and obligations regarding the education
provided and exams. This includes at least the following:
a. the content of the program and of the associated examinations;
b. the content of the specializations within a program;
c. the quality of the knowledge, insight and skills a student should have acquired at the end
of the program;
d. where necessary, the structure of practical exercises;
e. the study load of the program and of each unit of study it comprises;
f. the further regulations as referred to in Sections 7.8b, sixth paragraph and 7.9, fifth
paragraph;
g. the master’s programs to which Section 7.4a, eighth paragraph has been applied;
h. the number and sequence of the exams as well as the times at which these can be taken;
i. the full-time, part-time or dual-program structure of the program;
j. where necessary, the order in which, the timeframes and the number of times per
academic year in which there is an opportunity to take the exams and final examinations;
k. where necessary, the period of validity of exams that have been passed, subject to the
authority of the Exam Committee to extend such periods of validity;
l. whether the exams will be oral or written or taken in a different way, subject to the
authority of the Exam Committee to make exceptions in special cases;
m. the way in which students with a disability or chronic illness are given a reasonable
opportunity to take exams;
n. oral exams being open to the public, subject to the authority of the Exam Committee to
make exceptions in special cases;
o. the timeframe within which the result of an exam is made known as well as if and how this
timeframe can be deviated from;
p. the way in which and the period in which persons who have taken a written exam may
inspect their assessed work;
q. the way in which and the period in which questions and assignments set or given within
the framework of an exam conducted in writing are made available, together with the
standards that were used to assess this exam;
26
r. the grounds on which the Exam Committee can grant exemptions from one or more exams
based on exams or final examinations passed earlier within the higher education system, or
on knowledge and experience acquired outside the higher education system;
s. where necessary, that the passing of exams is a condition for eligibility to take other
exams;
t. where necessary, the obligation to participate in practical exercises with a view to being
eligible to take the exam concerned, subject to the authority of the Exam Committee to grant
an exemption from this obligation and to impose replacement requirements if it so chooses;
u. monitoring students’ progress and individual student counseling, and
v. if applicable: the way in which students are selected for special courses within a program
as referred to in Section 7.9b.
3. The OER sets out how a person can put into effect the right to follow a higher education bachelor’s
program as referred to in Section 7.8a, fifth paragraph and what requirements must be met in this
regard.
27
Appendix 6:
Nyenrode Assessment Guidelines (not available yet)
Appendix 7:
Rules & Regulations Complaint Board (not available yet)
Appendix 8:
Rules and Regulations Works Council
REGLEMENT ONDERNEMINGSRAAD
Versie: januari 2012
I
Begripsbepalingen
Artikel 1
Dit reglement verstaat onder:
ondernemer:
Nyenrode Business Universiteit B.V.
.
onderneming:
Nyenrode Business Universiteit B.V.
wet:
de Wet op ondernemingsraden
bedrijfscommissie:
de Algemene Bedrijfscommissie
werknemersorganisaties: de verenigingen van werknemers bedoeld in
artikel 9 lid 2 onder a van de wet.
II
Samenstelling en zittingsduur
Artikel 2
1.
De ondernemingsraad bestaat uit 9 leden.
2.
De ondernemingsraad kiest uit zijn midden een voorzitter en een
plaatsvervangende voorzitter en een secretaris.
3.
De voorzitter, of bij diens verhindering de plaatsvervangende voorzitter,
vertegenwoordigt de ondernemingsraad in rechte.
Artikel 3
1.
Elke twee jaar treedt de helft van de OR-leden af..
2.
De aftredende leden zijn terstond herkiesbaar, met inachtneming van artikel
3.
3.
Een OR-lid kan maximaal twee termijnen van vier jaar lid zijn van de OR. Na
twee jaar geen lid te zijn geweest, wordt men weer herkiesbaar
III
Voorbereiding van de verkiezing, actief en passief kiesrecht,
kandidaatstelling
Artikel 4
1.
De organisatie van de verkiezing van de leden van de ondernemingsraad
geschiedt onder verantwoordelijkheid van de ondernemingsraad.
2.
De ondernemingsraad kan de organisatie van de verkiezing opdragen aan
een commissie.
Artikel 5
1.
Kiesgerechtigd zijn de personen die gedurende ten minste zes maanden in de
onderneming werkzaam zijn.
2.
Verkiesbaar tot lid van de ondernemingsraad zijn de personen die gedurende
ten minste een jaar in de onderneming werkzaam zijn.
Artikel 6
1.
De ondernemingsraad bepaalt na overleg met de ondernemer de datum van
de verkiezingen alsmede de tijdstippen van aanvang en einde van de
stemming. De secretaris van de ondernemingsraad doet van een en ander
mededeling aan de ondernemer, aan de in de onderneming werkzame
personen en aan de werknemersorganisaties. Tussen het doen van deze
mededeling en de datum waarop de verkiezing wordt gehouden, liggen ten
minste 9 weken.
2.
De datum van de verkiezing ligt niet eerder dan 4 weken en niet later dan
2 weken voor de afloop van de zittingsperiode van de aftredende leden van
de ondernemingsraad.
3.
De ondernemingsraad of de door hem ingestelde verkiezingscommissie kan
zich bij de verkiezingen laten bijstaan door een of meer stembureaus, die elk
bestaan uit ten hoogste drie in de onderneming werkzame personen.
Artikel 7
1.
Uiterlijk negen weken voor de verkiezingsdatum stelt de ondernemingsraad
een lijst op van de in de onderneming werkzame personen die op de
verkiezingsdatum kiesgerechtigd zijn respectievelijk verkiesbaar zijn, en
maakt deze lijst in de onderneming bekend.
2.
Kandidaatstelling geschiedt door indiening van een lijst van een of meer
kandidaten bij de secretaris van de ondernemingsraad. Deze verstrekt een
gedagtekend bewijs van ontvangst, gesteld ten name van degene die de lijst
heeft ingediend.
3.
Tot uiterlijk 6 weken voor de verkiezingsdatum kunnen werknemersorganisaties kandidatenlijsten indienen.
4.
Binnen 1 week nadat de in lid 3 bedoelde termijn is verstreken, bepaalt de
ondernemingsraad het aantal handtekeningen dat ten minste nodig is voor de
indiening van een kandidatenlijst door diegenen die geen lid zijn van een
werknemersorganisatie
5.
Tot uiterlijk 3 weken voor de verkiezingsdatum kunnen de in lid 4 bedoelde
kandidatenlijsten bij de secretaris van de ondernemingsraad worden
ingediend.
6.
Bij elke kandidatenlijst wordt van iedere daarop voorkomende kandidaat de
schriftelijke verklaring overgelegd inhoudend dat hij de kandidatuur
aanvaardt.
7.
De naam van een kandidaat mag slechts op één kandidatenlijst voorkomen.
Artikel 8
1.
De ondernemingsraad onderzoekt of de ingediende kandidatenlijsten en de
daarop voorkomende kandidaten voldoen aan de vereisten van de wet en van
dit reglement.
2.
De ondernemingsraad verklaart een kandidatenlijst die niet aan de in het
vorige lid bedoelde vereisten voldoet, ongeldig en deelt dit onverwijld
schriftelijk en met opgave van redenen mede aan degene(n) die de lijst heeft
(hebben) ingediend. Gedurende één week na deze mededeling bestaat de
gelegenheid de lijst aan de gestelde vereisten aan te passen.
3.
De kandidatenlijsten worden uiterlijk 2 weken voor de verkiezingsdatum door
de ondernemingsraad aan de in de onderneming werkzame personen bekend
gemaakt.
Artikel 9
Indien er niet meer kandidaten zijn gesteld dan er plaatsen zijn te vervullen in de
ondernemingsraad, vinden er geen verkiezingen plaats en worden de gestelde
kandidaten geacht te zijn gekozen.
IV
Wijze van stemmen bij verkiezingen
Artikel 10
1. De verkiezing geschiedt bij geheime schriftelijke stemming.
2. Door of namens de ondernemingsraad wordt op de verkiezingsdatum op de
daartoe door de ondernemingsraad aangewezen plaatsen aan iedere
kiesgerechtigde persoon een gewaarmerkt stembiljet uitgereikt. Op dit
stembiljet staan de kandidaten vermeld. Dadelijk na invulling doet de
kiesgerechtigde persoon dit stembiljet in een daartoe bestemde bus, tenzij
het stembiljet per post wordt verzonden.
3. Ieder kiesgerechtigde persoon kan voor ten hoogste twee andere
kiesgerechtigde personen een stembiljet invullen, mits hij door deze personen
schriftelijk daartoe is gemachtigd.
V
Kiesstelsel
Artikel 11
Iedere kiesgerechtigde wijst op het stembiljet uit gestelde kandidaten zoveel
kandidaten aan als er zetels in de ondernemingsraad te bezetten zijn, met
dien verstande dat hij op iedere kandidaat slechts één stem kan uitbrengen.
Artikel 12
1. Na het einde van de stemming stelt de ondernemingsraad het aantal geldige
stemmen vast dat op elke kandidaat is uitgebracht.
2. Ongeldig zijn de stembiljetten:
a. die niet door of namens de ondernemingsraad zijn gewaarmerkt;
b. waarop niet duidelijk de keuze van de stemgerechtigde blijkt;
c. waarop niet het vereiste aantal stemmen is uitgebracht;
d. waarop andere aantekeningen voorkomen dan de aanwijzing van de
verkozen kandidaten.
Artikel 13
1. Gekozen zijn de kandidaten die achtereenvolgens het hoogste aantal stemmen
op zich hebben verenigd. Indien voor de laatste te bezetten zetel(s) meerdere
kandidaten zijn die een gelijk aantal stemmen op zich hebben, beslist tussen hen
het lot.
2. De uitslag van de verkiezing wordt door de ondernemingsraad vastgesteld en
volledig bekend gemaakt aan de ondernemer, aan de in de onderneming
werkzame personen, en aan de werknemersorganisaties die de kandidatenlijsten
hebben ingediend.
Artikel 14
De gebruikte stembiljetten worden door de secretaris van de ondernemingsraad
in een of meer gesloten enveloppen ten minste drie maanden bewaard.
VI
Voorziening in tussentijdse vacatures
Artikel 15
1. In geval van een tussentijdse vacature in de ondernemingsraad wijst de
ondernemingsraad tot opvolger van het betrokken lid aan de kandidaat die
blijkens de uitslag van de laatstgehouden verkiezing daarvoor als eerste in
aanmerking komt.
2. De aanwijzing geschiedt binnen een maand na het ontstaan van de vacature.
Artikel 13, tweede lid, is van overeenkomstige toepassing.
3. Indien er geen opvolger als bedoeld in het eerste lid aanwezig is, wordt in de
vacature voorzien door het houden van een tussentijdse verkiezing, tenzij binnen
zes maanden een algemene verkiezing plaatsvindt.
VII
Bezwaarregeling
Artikel 16
1. Tegen een besluit van de ondernemingsraad met betrekking tot:
a. de bepaling van de datum van de verkiezing en de tijdstippen van begin
en einde van de stemming (artikel 6 lid 1),
b. de opstelling van de lijst van kiesgerechtigde en verkiesbare personen
(artikel 7 lid 1),
c. de vaststelling van het aantal handtekeningen dat nodig is voor de
indiening van een kandidatenlijst door degenen die geen lid zijn van een
werknemerorganisatie welke een kandidatenlijst heeft ingediend (artikel 7
lid 4),
d. de geldigheid van een kandidatenlijst (artikel 8),
e. de vaststelling van de uitslag van de verkiezing (artikel 13 lid 2),
f. de voorziening in een tussentijdse vacature (artikel 15), kan iedere
belanghebbende binnen een week na de bekendmaking van het besluit
bezwaar maken bij de ondernemingsraad.
2.
De ondernemingsraad beslist onverwijld op het bezwaar en treft daarbij zo
nodig de noodzakelijke voorzieningen.
VIII Werkwijze en secretariaat
Artikel 17
1.
De ondernemingsraad komt in vergadering bijeen in de navolgende gevallen:
a.
op verzoek van de voorzitter,
b.
op gemotiveerd verzoek van ten minste twee leden.
2.
De voorzitter bepaalt tijd en plaats van de vergadering. Een vergadering op
verzoek van leden van de ondernemingsraad wordt gehouden binnen 14
dagen nadat hun verzoek daartoe bij de voorzitter is ingekomen.
3.
De bijeenroeping geschiedt door de secretaris, door middel van een
schriftelijke kennisgeving aan de leden. De bijeenroeping geschiedt ten
minste zeven dagen vóór de te houden vergadering, behoudens in
spoedeisende gevallen.
4.
Een vergadering kan slechts plaatsvinden indien de meerderheid van de
leden van de ondernemingsraad aanwezig is.
5.
Bij ontstentenis van de voorzitter en van diens plaatsvervanger kiest de
ondernemingsraad uit de aanwezige leden een voorzitter voor de
vergadering.
Artikel 18
1.
De ondernemingsraad benoemt een secretaris.
2.
De secretaris is belast met het bijeenroepen van de ondernemingsraad, het
opmaken van de agenda, het opstellen van het verslag van de vergadering,
alsmede met het voeren van de briefwisseling en het beheren van de voor de
ondernemingsraad bestemde en van de ondernemingsraad uitgaande
stukken.
Artikel 19
1.
De secretaris maakt in overleg met de voorzitter voor iedere vergadering een
agenda op. Ieder lid van de ondernemingsraad kan bij de secretaris een
voorstel indienen voor plaatsing van een onderwerp op de agenda.
2.
De secretaris maakt de agenda bekend aan de leden van de
ondernemingsraad, aan de ondernemer en aan de in de onderneming
werkzame personen. Behoudens in spoedeisende gevallen geschiedt de
bekendmaking ten minste 7 dagen vóór de vergadering van de
ondernemingsraad.
Artikel 20
1.
De ondernemingsraad beslist bij gewone meerderheid van stemmen. Ter
bepaling of aan dit voorschrift wordt voldaan tellen de blanco stemmen niet
mee.
2.
Over zaken wordt mondeling en over personen wordt schriftelijk gestemd.
3.
Indien bij een besluit met betrekking tot de benoeming van een persoon geen
van de kandidaten bij de eerste stemming de gewone meerderheid haalt,
vindt herstemming plaats tussen de twee kandidaten die bij de eerste
stemming de meeste stemmen kregen. Bij deze herstemming is diegene
gekozen, die alsdan de meeste stemmen op zich heeft verenigd. Indien de
stemmen staken beslist het lot.
4.
Bij staking van stemmen over een voorstel tot een door de ondernemingsraad
te nemen besluit dat geen betrekking heeft op een te benoemen persoon,
wordt dit voorstel op de eerstvolgende vergadering opnieuw aan de orde
gesteld. Indien dan wederom de stemmen staken, wordt het voorstel geacht
te zijn verworpen.
Artikel 21
1.
Zo spoedig mogelijk na iedere vergadering van de ondernemingsraad maakt
de secretaris een verslag van die vergadering en zendt het toe aan de leden
van de ondernemingsraad.
2.
De secretaris maakt na het verstrijken van 7 dagen na de toezending het
verslag bekend aan de in de onderneming werkzame personen en aan de
ondernemer, tenzij binnen die termijn een lid van de ondernemingsraad een
met redenen toegelicht bezwaar heeft gemaakt tegen de inhoud van het
verslag. Het aan de in de onderneming werkzame personen bekend te maken
verslag bevat geen gegevens waaromtrent geheimhouding moet worden
betracht ingevolge het bepaalde artikel 20 van de wet.
3.
Indien een bezwaar als bedoeld in het vorige lid is gemaakt, maakt de
secretaris het verslag eerst bekend nadat de ondernemingsraad over het
verslag heeft beslist.
Artikel 22
1.
De secretaris maakt jaarlijks vóór 1 april een verslag op van de
werkzaamheden van de ondernemingsraad en van de commissies van de
raad in het afgelopen jaar. Dit verslag behoeft de goedkeuring van de raad.
2.
De secretaris maakt het jaarverslag zo spoedig mogelijk na de goedkeuring
bekend aan de ondernemer en aan de in de onderneming werkzame
personen, alsmede aan het bevoegde districtshoofd van de Arbeidsinspectie
en de bedrijfscommissie.
IX
Slotbepaling
Artikel 23
1.
Dit reglement kan worden gewijzigd en aangevuld bij besluit van de
ondernemingsraad.
2.
Alvorens de wijziging of aanvulling vast te stellen, stelt de ondernemingsraad
de ondernemer in de gelegenheid daarover zijn standpunt kenbaar te maken.
3.
In de vergadering waarin wordt besloten het reglement te wijzigen of aan te
vullen dienen ten minste twee derde van de leden van de ondernemingsraad
aanwezig te zijn.
4.
Een zodanig besluit behoeft ten minste een meerderheid van twee derde der
uitgebrachte stemmen. Ter bepaling of aan dit voorschrift is voldaan tellen de
blanco stemmen niet mee.
5.
De ondernemingsraad verstrekt onverwijld een exemplaar van de wijziging of
aanvulling aan de ondernemer en aan de bedrijfscommissie.
Appendix 9:
The Netherlands Code of Conduct for Scientific Practice
The Netherlands Code of Conduct for Scientific Practice
Principles of good scientific teaching and research
2004, revision 20121
Association of Universities in the Netherlands
1
The code of conduct for scientific practice (December 2004) has been slightly revised in May 2012. A rule has
been added that every scientist is expected to maintain and promote integer scientific conduct. And an obligation is added for every scientist to publish any additional occupation to his academic position.
Code of Conduct for Scientific Practice
TABLE OF CONTENTS
The Netherlands Code of Conduct for Scientific Practice
Preamble
3
Principles and best practices
I.
Scrupulousness
5
5
II.
Reliability
6
III. Verifiability
7
IV. Impartiality
8
V.
9
Independence
Commentary
10
Dilemmas
11
NB: to enhance the readability, this Code uses ‘he’ to refer to the third person
singular; in all instances the reader is requested to interpret this as ‘he/she’.
2
Code of Conduct for Scientific Practice
The Netherlands Code of Conduct for Scientific Practice
Preamble
1. This Netherlands Code of Conduct for Scientific Practice was drawn up at the
request of the Association of Universities in the Netherlands (Vereniging van
Universiteiten, VSNU). The wish for a Code of Conduct stems from the generally shared conviction that (employees of) institutes that fulfil a societal role
are held to a proper exercise of their duties. Rules that establish correct practice should be entrusted to paper to provide common ground and, if necessary, ground for admonishment.
2. The Code applies to scientific practice, which is understood to include scientific teaching and research at all universities in the Netherlands. More precisely, the Code is intended for the individual scientific practitioner. This Code
does not aim to provide guidelines for university administration.
3. The Code presumes the administratively autonomous university that safeguards the academic liberty of the scientific practitioners engaged there. It is
the university’s responsibility to let this liberty fit into the frameworks of the
established education and research programmes.
4. At the same time, the Code presumes that the university is a collaborative
venture of diverse stakeholders in the university. Stakeholders are the staff
and the students, but also the government, community entities and the corporate world. The integrity of each scientific practitioner is an essential condition for maintaining stakeholders’ faith in science. Integrity is the cornerstone
of good scientific practice.
5. The Code contains principles that all scientific practitioners allied with a university (teachers and researchers) should observe individually, among each
other and towards society. The principles can be read as general notions of
good scientific practice; they are not intended as supplementary judicial
rules. The overarching principle is that every scientific practitioner is bound to
the frameworks established by Dutch and international legislation. These legal frameworks are not discussed in this Code of Conduct. A second overarching principle is transparency; every scientific practitioner must (be able
to) demonstrate how he puts these principles into practice.
6. The Code describes desirable conduct and is, in this regard, complementary
to the regulations established by the universities and the National Committee
for Scientific Integrity Regulations (Landelijk Orgaan Wetenschappelijke Integriteit, LOWI) on how to deal with undesirable conduct. Therefore, this
Code does not contain sanction rules or complaints procedures.
7. The principles defined in this Code are detailed further in ‘best practices’.
These best practices, which provide a certain set of norms for the conduct of
3
Code of Conduct for Scientific Practice
teachers and researchers, reflect the national and international understanding of good scientific teaching and research. Under particular circumstances,
deviation may be justified. The applicability of the provisions depends on the
concrete circumstances under which the scientific practitioner operates.
Moreover, the circumstances under which the university operates are also
regularly subject to change. Nonetheless, every practitioner must, if required,
be able to explain and motivate if – and if so, to what extent and why – he is
at variance with the best practices of the university Code of Conduct (the rule
“apply or explain”).
8. The Code consists of this preamble, the principles and the best practices. The
Code is divided into five parts:
I.
Scrupulousness
II.
Reliability
III.
Verifiability
IV.
Impartiality
V.
Independence
The Code is followed by a commentary on the principles. Finally, a number of
dilemmas have been added to encourage reflection and discussion.
9. All universities and their scientific staff will make the necessary effort to familiarise themselves with the content of this Code without delay. In addition,
the universities will ensure that the Code is discussed by the academic community, particularly by incorporating the Code of Conduct into the teaching of
aspiring scientists (in the graduate and post-graduate courses). This will enhance the awareness of what good scientific teaching and research entails.
10.This Code obliges researchers not only to conform but also to actively maintain and promote the rules for integer scientific conduct in his academic circle.
11.The Netherlands Code of Conduct for Scientific Practice was established by
the General Board of the Association of Universities (Algemeen Bestuur van
de Vereniging van Universiteiten) on 17 December 2004, and came into force
as from 1 January 2005. The Code is revised on May 25 2012.
4
Code of Conduct for Scientific Practice
PRINCIPLES AND BEST PRACTICES
I. Scrupulousness
Principle
Scientific activities are performed scrupulously, unaffected by
mounting pressure to achieve.
Best Practice
I.1
Scrupulousness is expressed through precision and nuance in providing
scientific instruction and conducting scientific research and the publishing of results thereof.
I.2
Every scientific practitioner demonstrates respect for the people and
animals involved in scientific teaching and research. Research on human subjects is only permitted upon their freely given informed consent and if there are no or just the slightest of risks. The privacy of
subjects involved is sufficiently protected. If research on humans or
animals poses any kind of risk, the significance of the research must
justify taking that risk.
I.3
Accurate source references serve to ensure that credit is awarded
where credit is deserved. This also applies to information gathered via
the Internet.
I.4
Authorship is acknowledged. Rules common to the scientific discipline
are observed.
I.5
Scrupulousness is not restricted to the transfer of information, but also
applies to relations among scientific practitioners and with students.
I.6
Good mentorship is essential: a student and junior staff member are in
a position of dependency. The responsibilities of persons involved in
teaching and research are clearly defined and observed at all times.
I.7
A scientific practitioner avoids personal relationships that may give rise
to reasonable doubt concerning the objectivity of his decisions, or that
may result in any form of coercion or exploitation of a hierarchically
subordinate person.
I.8
The assessment of study performance is based on explicit criteria that
have been announced in advance. Teachers are prepared to explain
every assessment, while students are sufficiently aware of the matter
on which they will be assessed.
I.9
A scientific practitioner ensures that he maintains the level of expertise
required to exercise his duties. He does not accept duties for which he
lacks the necessary expertise. If necessary, he actively indicates the
limits of his competence.
I.10
Damages as a result of errors or negligence are repaired to the best of
one’s ability.
I.11
A scientific practitioner is co-responsible for the quality of the educational programme in which he provides instruction, and for the scientific and societal value of the research programmes in which he
participates. He acts according to his own preferences only insofar as
this is reconcilable with this responsibility.
5
Code of Conduct for Scientific Practice
II. Reliability
Principle
Science’s reputation of reliability is confirmed and enhanced
through the conduct of every scientific practitioner. A scientific
practitioner is reliable in the performance of his research and in
the reporting, and equally in the transfer of knowledge through
teaching and publication.
Best Practice
II.1
The selective omission of research results is reported and justified. The
data has indeed been collected. The statistical methods employed are
pertinent to the acquired data.
II.2
Speculation spurred by results of scientific research is recognizably
presented as such. This does not include conclusions on the basis of
the presented results. Suggestions for follow-up research may rest on
speculation, in the form of an interpretation of the acquired results.
II.3
The system of peer review can only function on the assumption that
intellectual property is recognized and respected.
II.4
A scientific practitioner provides a complete and honest overview of his
skills whenever a decision concerning his career or duties is pending.
II.5
In transferring information in education, a selective representation of
available knowledge is either avoided or justified. A clear distinction is
made between transferred knowledge and personal opinion or related
speculation.
6
Code of Conduct for Scientific Practice
III. Verifiability
Principle
Presented information is verifiable. Whenever research results
are publicized, it is made clear what the data and the conclusions are based on, where they were derived from and how
they can be verified.
Best Practice
III.1
Research must be replicable in order to verify its accuracy. The choice
of research question, the research set-up, the choice of method and
the reference to sources studied is accurately documented.
III.2
The quality of data collection, data input, data storage and data processing is guarded closely. All steps taken must be properly reported
and their execution must be properly monitored (lab journals, progress
reports, documentation of arrangements and decisions, etc.).
III.3
Raw research data are stored for at least five years. These data are
made available to other scientific practitioners at request.
III.4
Raw research data are archived in such a way that they can be consulted at a minimum expense of time and effort.
III.5
The source of all educational material, including oral information transfer, is stated.
7
Code of Conduct for Scientific Practice
IV. Impartiality
Principle
In his scientific activities, the scientific practitioner heeds no
other interest than the scientific interest. In this respect, he is
always prepared to account for his actions.
Best Practice
IV.1
Scientific practitioners give others room to take their own intellectual
stance. This applies particularly in case of a hierarchical relation, like
the relation between a teacher and a student or a tutor and a PhD student.
IV.2
The choice of methods and criteria is guided solely by the goal of
truth-finding, and not by external goals such as commercial success or
political influence.
IV.3
A reviewer consults his conscience as to whether he can offer an impartial assessment of a manuscript, for instance when it concerns a
competing research group.
IV.4
In assessing the performance of others (peer review in education, research and manuscripts), a scientific practitioner heeds arguments of
scientific substance. He refrains from assessing a manuscript if he is in
any way involved in the education or research concerned.
IV.5
A scientific practitioner only defends a certain scientific viewpoint if
that viewpoint is based on sufficient scientific grounds. Competing
viewpoints must be mentioned and explained.
IV.6
Exclusively assigning one’s own study books in education is avoided, in
any case at undergraduate level.
IV.7
In its annual report, every university reports on its registration of sideline activities by its staff.
IV.8
Every scientific practitioner allied with a university publishes an actual
and complete list of his sideline activities on, or accessible through, the
website of the university.
8
Code of Conduct for Scientific Practice
V. Independence
Principle
Scientific practitioners operate in a context of academic liberty
and independence. Insofar as restrictions of that liberty are inevitable, these are clearly stated.
Best Practice
V.1
Whenever a scientific practitioner is commissioned to provide instruction or conduct research, he is allowed – once the parameters have
been defined – to execute the assignment without interference by the
commissioning party. The research question is of interest to science,
aside from the commissioning party’s particular concern. The method
employed is scientifically valid. The commissioning party has no influence on the research results.
V.2
Commissioned assignments demonstrably contribute to scientific
teaching or research.
V.3
There is no unclarity as to the identity of the commissioning party of a
certain scientific activity, the relation between the commissioning party
and the executing party, the existence of consultancy relations or other connections, etc.
V.4
The publication of scientific research results is guaranteed. Arrangements with an external financier always stipulate that the scientific
practitioner is at liberty to publish the results within a specified, reasonable period.
V.5
External financiers of executed projects are identified by name. For research this means that their names are stated in the publication; for
education this means that they are referred to in the course announcement and teaching material.
9
Code of Conduct for Scientific Practice
Commentary on the principles set forth in the Code
I.
Scrupulousness:
Main entry: Scrupulous
1: having moral integrity : acting in strict regard for what is considered right
or proper
2: punctiliously exact : <working with scrupulous care>
The actions of a scientific practitioner are scrupulous if they are performed
with the dedication and the precision that the proper exercise of the profession requires. Although the scientific practitioner’s concern in regard to this
principle shall be primarily aimed at promoting the aims for which the profession is intended, the principle of scrupulousness also means not inflicting
unnecessary or disproportional damage to the interests of third parties.
II.
Reliability:
1 : the quality or state of being reliable
2 : the extent to which an experiment, test, or measuring procedure yields
the same results on repeated trials
A scientific practitioner acts reliably if he does not fail the justified expectations of others regarding the exercise of his profession.
Reliability concerns both the conduct of the scientific practitioner and his
written work. A very specific meaning of the term reliability is found in the
statistical concept of reliability, which concerns the analysis of experimentally acquired data. Whenever relevant, publications make mention of this
statistical uncertainty of research results. Within the context of this Code,
the principle of reliability is understood in its broadest sense.
III. Verifiability:
capable of being verified [Verify: to establish the truth, accuracy or reality of]
Conduct is verifiable if it is possible for others to assess whether it complies
with relevant standards (for instance of quality or decency).
IV.
Impartiality:
Main Entry: impartial
not partial or biased : treating or affecting all equally
A scientific practitioner is impartial if he does not let personal interest, preference, affection or prejudice affect his judgment and decisions.
V.
Independence:
the quality or state of being independent [Independent: not subject to control
by others; not requiring or relying on something else]
10
Code of Conduct for Scientific Practice
When presenting insights as correct and relevant, a scientific practitioner is
independent if he allows himself to be influenced by another person’s
judgement only to the degree that this judgement is deserving of scientific
authority.
The definitions of the principles provided in cursive derive from Merriam Webster
Online (www.m-w.com).
11
Code of Conduct for Scientific Practice
Dilemmas
The authors of this Code of Conduct are well aware that this Code does not solve
all problems. One can think or actually know of ‘grey areas’ and dilemmas to
which the Code is not directly applicable. To encourage discussion of the Code
and its limitations, a number of such cases are set out below.
I. Dilemmas regarding scrupulousness
I.a
A well-known scientist has a reputation for his intuitive approach. This
approach tends to result in a number of ‘loose ends’ which he leaves to
his subordinates to tie up. Without their contribution (‘the dirty work’),
his ideas would not progress beyond the status of interesting observations. Nevertheless, the scientific community wholly credits this group
production to the well-known figure, who clearly relishes the recognition. Is this acceptable?
I.b
May you relinquish restraint in formulating moral and political viewpoints in the media, if your colleagues see no need for preserving nuance and casually express viewpoints which you perceive to be wrong?
I.c
A certain researcher is a true perfectionist. Because he refuses to publish research results before they comply with standards that exceed
those of his colleagues, the total output of his research group threatens to be lower than seems desirable for the upcoming visitation. May
his colleagues expect him to lower his standards?
II. Dilemmas regarding reliability
II.a
A teacher is held in high esteem by his students because of his enthusiasm and eloquence. However, carried away by his own passion he
sometimes paints pictures that transgress the limits of current
knowledge, without indicating this transgression. Is this acceptable?
II.b
A researcher has collected a large amount of data and has published
results on a socially relevant subject. On the basis of these results, he
expresses critical views on this subject. Subsequent to receiving a
commission in his area of competence from a third-party stakeholder
(the government), he writes a report that is markedly more positive in
tone. This shift is based on a slight modification in a number of presuppositions and statistical significance levels, which he attributes to
an advance in insight and improved measuring methods. The report is
assigned a key role in the government’s decision making, but colleague researchers are outraged. Is the researcher reproachable?
12
Code of Conduct for Scientific Practice
III. Dilemmas regarding verifiability
III.a
A researcher has performed commissioned research on the basis of an
agreement that the results remain confidential for two years; in that
period the client can use the results for his own (financial) gain. After
two years, the researcher publishes the results in a renowned journal.
An interested yet sceptical colleague wishes to access the raw data to
verify whether the claims in the article are justified, but the researcher
refuses to release the data on the basis of the commission contract.
This states that the raw data should remain confidential for five years,
after which the researcher may destroy the data. Is this acceptable?
III.b
A teacher has written a study book intended for first year students. To
increase its readability he has not used source references, offering instead a list of further reading recommendations per chapter. In writing
the book, he nevertheless made extensive use of the work of colleagues from all over the world. Should he have made detailed mention of this?
IV. Dilemmas regarding impartiality
IV.a
A scientist is asked for a reference to support a candidate for a substantial individual subsidy. He strongly suspects that other candidates
have received inflated references. Should he nevertheless offer a thoroughly honest and impartial assessment?
IV.b
A teacher is involved in compiling a list of compulsory literature for a
course. He proposes a book of his own, for which he receives royalties.
If his book is listed, should he be required to transfer the ensuing income?
IV.c
Researchers have patented a certain discovery, and now wish to capitalize on this patent. This requires additional research, which they
would like to perform at their own institute. Is this acceptable or
should they establish an independent entity (e.g. an Ltd.)?
V. Dilemmas regarding independence
V.a
How much influence may a client have on the research problem statement? Or on the intended approach and method? (When) is he entitled
to steer the course of the research? Or of the research reporting?
V.b
A particular research project that has been submitted to open tender is
amenable to two different research methods. Method A is expensive
but very reliable. Method B is much cheaper, yet much less reliable. A
researcher is considering submitting a proposal, and judges Method A
to be the most appropriate. May he nevertheless choose for Method B
13
Code of Conduct for Scientific Practice
in his proposal, in an attempt to increase his chances of winning the
commission?
V.c
May you modify a research proposal in an NWO*-programme to suit
the theoretical preferences of the heads of the programme, which can
sometimes be deduced from the programme description?
(*Netherlands Organisation for Scientific Research)
14
Code of Conduct for Scientific Practice
Colophon
The text of the Netherlands Code of Conduct for Scientific Practice was written
by a VSNU-working group consisting of the following persons:
-
Prof. P.F. van der Heijden, Rector Magnificus Universiteit van Amsterdam
(chairman);
Prof. J. Fokkema, Rector Magnificus Delft University of Technology;
Prof. S.W.J. Lamberts, Rector Magnificus Erasmus University Rotterdam;
Prof. G.P.M.F. Mols, Rector Magnificus Universiteit Maastricht;
Prof. G.A. den Hartogh, professor of Ethics and its history, Faculty of Humanities, Universiteit van Amsterdam;
Dr. M.E.A. Stouthard, research manager Amsterdam Centre for Health and
Health Care Research, Universiteit van Amsterdam;
Dr. A.A. Post, senior research policy advisor, Universiteit van Amsterdam
(secretary).
Amsterdam, 25 October 2004
15
Appendix 10:
Guidelines Confidential Counselors (in Dutch)
Regeling Ongewenst gedrag/Ongewenste omgangsvormen Inleiding Nyenrode wil als goede werkgever een werkklimaat scheppen waarin medewerkers elkaars integriteit en de integriteit van studenten respecteren. De regeling Ongewenst gedrag/Ongewenste omgangsvormen richt zich op het stopzetten van ongewenst gedrag naar aanleiding van een klacht op het gebied van (seksuele) intimidatie, discriminatie of pesten op de werkvloer. Ook studenten kunnen een beroep op de regeling doen, in het geval dat het ongewenste gedrag wordt uitgeoefend door een Nyenrode‐medewerker. In voorkomende gevallen kan ongewenst gedrag leiden tot sancties voor de persoon die zich er schuldig aan maakt. Met deze regeling voldoet Nyenrode aan de eis van artikel 3 lid 2 van de Arbeidsomstandighedenwet. Dit artikel verplicht werkgevers in Nederland om binnen het algemene arbeidsomstandighedenbeleid beleid te voeren op voorkoming, en indien dat niet mogelijk is, beperking van psychosociale arbeidsbelasting. De hieronder beschreven regeling dient beschouwd te worden als een nadere uitwerking hetgeen hieromtrent in het Algemeen Statuut van Universiteit Nyenrode B.V. is bepaald. 1 Begripsbepalingen 1.1 Ongewenste omgangsvormen 1.1.1 Directe of indirecte ongewenste uitlatingen of handelingen, die tot uiting komen in verbaal, non‐
verbaal, fysiek of psychisch gedrag jegens een persoon, wat door deze als ongewenst en ongewild wordt ervaren en een inbreuk vormt op diens integriteit, op een zodanige manier dat dit leidt tot psychosociale (arbeids‐)belasting waaronder te verstaan seksuele intimidatie, discriminatie, agressie en geweld en pesten. Onder seksuele intimidatie wordt verstaan enige vorm van verbaal, non‐verbaal of fysiek gedrag met een seksuele connotatie dat als doel of gevolg heeft dat de waardigheid van een persoon wordt aangetast, in het bijzonder wanneer een bedreigende, vijandige, beledigende, vernederende of kwetsende situatie wordt gecreëerd. Onder discriminatie wordt verstaan het behandelen van een werknemer (of student) op een andere wijze dan een ander in een vergelijkbare situatie wordt, is of zou worden behandeld op grond van godsdienst, levensovertuiging, politieke gezindheid, ras, geslacht, nationaliteit, homo‐ of heteroseksuele gerichtheid, burgerlijke staat, leeftijd, handicap of chronische ziekte. Onder agressie en geweld wordt verstaan voorvallen waarbij een werknemer (of student) psychisch of fysiek wordt lastig gevallen, bedreigd of aangevallen onder omstandigheden die rechtstreeks verband houden met het verrichten van arbeid. Onder pesten wordt verstaan alle vormen van intimiderend gedrag met een structureel karakter, van een of meerdere werknemers (collega’s, leidinggevenden) gericht tegen een werknemer of een groep van werknemers (of student(‐en)) die zich niet kan of kunnen verdedigen tegen dit gedrag. 1.2 Werkgever De klachtenregeling is van toepassing voor medewerkers van Universiteit Nyenrode B.V. 1.3 Medewerker1 Hij die als werknemer op basis van een arbeidsovereenkomst naar burgerlijk recht in dienst is. 1
Onder medewerker wordt zowel een man als een vrouw verstaan. 1.4 1.5 1.6 1.7 1.8 1.9 1.10 1.11 1.12 1.13 Gelijkgesteld met een werknemer worden zij die aan de werkgever ter beschikking zijn gesteld door middel van uitzendovereenkomst, inhuurovereenkomst, detacheringovereenkomst, als stagiair of anderszins bij werkgever werkzaam zijn. College van Bestuur Het College van Bestuur (in het vervolg afgekort als CvB)van Universiteit Nyenrode B.V.. Klager2 De medewerker of student die in overeenstemming met dit reglement een klacht indient. Beklaagde3 De medewerker tegen wie in overeenstemming met dit reglement een klacht met betrekking tot ongewenste omgangsvormen is ingediend. Klacht Een melding bij de werkgever in overeenstemming met dit reglement door een medewerker of student betreffende ondervonden ongewenst gedrag binnen de sfeer van de werkgever. Commissie van onderzoek De commissie die door het CvB van Universiteit Nyenrode B.V. wordt ingesteld en samengesteld is conform dit reglement, die eveneens volgens dit reglement een bij haar ingediende klacht beoordeelt op ontvankelijkheid, de klacht onderzoekt, behandelt en over de afdoening daarvan advies uitbrengt aan de directie over de gegrondheid van de klacht en adviseert over de te nemen maatregelen. Vertrouwenspersoon Een persoon die als zodanig is benoemd en is opgeleid in het kader van ondersteuning van klager bij klachten aangaande ongewenste omgangsvormen. Direct betrokkenen Onder direct betrokkenen worden verstaan klager en beklaagde, de raadslieden klager en beklaagde. Ingeval de klager door een raadsman en vertrouwenspersoon wordt bijgestaan wordt laatstgenoemde ook tot de direct betrokkenen gerekend. Betrokkenen Alle overige bij de behandeling van de klacht betrokkenen zoals getuigen en deskundigen. Uitspraak Het besluit van het CvB op het door de Commissie van Onderzoek uitgebrachte advies. Personeelsvertegenwoordiging De OR van Universiteit Nyenrode B.V. . 2. Vertrouwenspersoon Inleiding In vele gevallen zijn ‘slachtoffer’ en ‘veroorzaker’ van ongewenst gedrag in staat zelf een dergelijke situatie tot beëindiging te brengen. Soms lukt dat niet, bijvoorbeeld omdat het ‘slachtoffer’ zich dermate geïntimideerd voelt, dat contact met de ‘veroorzaker’ niet haalbaar is of omdat contact tussen ‘slachtoffer’ en ‘veroorzaker’ niet leidt tot een voor beiden acceptabele conflictoplossing. 2
3
Onder klager wordt zowel een man als een vrouw verstaan Onder beklaagde wordt zowel een man als een vrouw verstaan Opvang van het ‘slachtoffer’ kan dan geboden zijn, evenals begeleiding bij het ondernemen van stappen om een eind te maken aan de seksuele intimidatie, geweld, agressie of discriminatie, bijvoorbeeld door bemiddeling tussen ‘partijen’. Deze regeling seksuele intimidatie en discriminatie” voorziet met een ‘informele’ klachtenbehandeling in opvang en begeleiding van leden van de universitaire gemeenschap die geconfronteerd worden met seksuele intimidatie, geweld, agressie of discriminatie, veroorzaakt door medewerkers, stagiaires of uitzendkrachten van Nyenrode. Voor opvang, begeleiding en bemiddeling zijn vertrouwenspersonen aangesteld. De aard en ernst van de seksuele intimidatie of discriminatie kunnen zodanig zijn dat het indienen van een formele klacht de voorkeur geniet. Ook wanneer de ‘informele’ klachtenbehandeling door de vertrouwenspersoon niet tot het gewenste resultaat heeft geleid, kan het indienen van een formele klacht overwogen worden. 2.1 De directie benoemt in overleg met de OR vertrouwenspersonen. Nyenrode kent minimaal twee vertrouwenspersonen, onder wie tenminste één vrouw; zij zijn medewerker van Nyenrode. 2.2 Taken en bevoegdheden vertrouwenspersoon in het kader van klachtafhandeling Tot de taken van de vertrouwenspersoon worden gerekend:  het fungeren als aanspreekpunt voor de medewerker die naar zijn mening is geconfronteerd met ongewenste omgangsvormen;  het samen met de klager nagaan van de mogelijkheden om een einde te maken aan de klacht;  het bemiddelen tussen klager en beklaagde;  het opvangen, begeleiden en van advies dienen van de klager, alsmede het zonodig doorverwijzen naar een professionele hulpverlenende instantie;  het door middel van het inschakelen van een deskundige of bemiddelaar c.q. mediator trachten tot een oplossing te komen, in casu tot het stoppen van de ongewenste omgangsvormen; onder voorwaarde van goedkeuring van de opdracht (via HR of CvB naar gelang de omvang van de opdracht);  het adviseren c.q. behulpzaam zijn van de klager over eventueel verder te nemen stappen;  het ondersteunen en begeleiden van de medewerker of student die is geconfronteerd met ongewenste omgangvormen bij het indienen van een klacht bij de Commissie van Onderzoek, alsmede bij het horen door de Commissie van Onderzoek; het (gezamenlijk met andere vertrouwenspersonen) verzorgen van een jaarverslag;  de vertrouwenspersonen overleggen jaarlijks een anoniem overzicht m.b.t. de aard en omvang van de door hen behandelende klachten aan het CvB. In die verslaglegging kunnen de vertrouwenspersonen aanbevelingen doen in meer algemene zin, gericht op het voorkómen van alle vormen van ongewenst gedrag;  het verlenen van nazorg aan de medewerker die is geconfronteerd met ongewenste omgangsvormen;  de vertrouwenspersoon verricht in principe geen handelingen ten behoeve van de klager dan met instemming van betrokkene. 2.3 Geheimhouding De vertrouwenspersoon is gehouden aan geheimhouding van de hem/haar ter kennis gekomen feiten die de privacy van de medewerker die naar zijn mening is geconfronteerd met ongewenste omgangsvormen kunnen schaden. Slechts met uitdrukkelijke toestemming van de betrokken medewerker kan hiervan worden afgeweken. Deze plicht tot geheimhouding vervalt niet nadat de vertrouwenspersoon niet meer als zodanig werkzaam is. 2.4 Verschoningsrecht Aan de vertrouwenspersoon komt binnen de wettelijke kaders het recht van verschoning toe. 2.5 2.6 Het bepaalde in 2.3 en 2.4 geldt, voor zover wettelijke bepalingen niet anders bepalen. Faciliteiten vertrouwenspersoon 
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3. 3.1 3.2 3.3 3.4 4. 4.1 4.2 De vertrouwenspersoon kan – voor het zo goed mogelijk vervullen van zijn/haar taak – gesprekken voeren met klagers binnen en buiten de gebouwen en terreinen van Universiteit Nyenrode B.V. . De vertrouwenspersoon kan in het kader van de hem/haar opgelegde taak besluiten gesprekken te voeren met anderen dan de klagers die zich tot hem/haar wenden. De vertrouwenspersoon wordt in de gelegenheid gesteld zich ten behoeve van een melding of klacht te oriënteren op algemene zaken betreffende Universiteit Nyenrode B.V. , als ook op specifieke zaken die met een melding of klacht te maken hebben. De vertrouwenspersoon is bevoegd externe deskundigen te raadplegen. Hij/zij zal dit doen in overleg met het CvB van Universiteit Nyenrode B.V.. Een en ander brengt met zich mee dat hier in voorkomende gevallen, binnen grenzen van redelijkheid en billijkheid, budgettaire ruimte voor wordt vrijgemaakt. Indienen van de klacht. In geval andere wegen (waaronder direct contact, melding bij leidinggevenden van de beklaagde, bemiddeling of anderszins) niet tot een bevredigende oplossing leiden, wordt de klacht schriftelijk aanhangig gemaakt door de klager (daarbij eventueel begeleid door de vertrouwenspersoon) bij het CvB. De schriftelijke klacht dient te worden gezonden aan het CvB. In de schriftelijke klacht beschrijft klager de klacht, vermeldt hij de naam van beklaagde en de periode waarbinnen een en ander heeft plaatsgevonden. Eveneens wordt een beschrijving gegeven van de door de klager al ondernomen stappen. Anonieme klachten worden niet in behandeling genomen; klachten namens anderen ingediend evenmin. Commissie van onderzoek Commissie van onderzoek Binnen uiterlijk drie werkdagen na ontvangst van een ingediende klacht wordt door het CvB een Commissie van Onderzoek ingesteld. Leden van de Commissie van Onderzoek De commissie wordt ondersteund door een secretaris, die geen deel uit maakt van de commissie en niet stemgerechtigd is. De commissie bestaat in ieder geval zowel uit een man en een vrouw. 4.3 Bevoegdheden van de Commissie van Onderzoek 4.3.1 Het staat de Commissie van Onderzoek vrij een ieder te horen en alle benodigde informatie in te winnen voor zover zij dat nodig acht voor haar oordeelsvorming. De gevraagde informatie zal slechts gemotiveerd kunnen worden geweigerd als het verstrekken daarvan inbreuk zou maken op de privacy van een (andere) mede‐ werker(s), tenzij de andere medewerker er geen bezwaar tegen heeft dat hij in de kwestie wordt betrokken. 4.3.2 De commissie kan na overleg met het CvB interne en externe deskundigen raadplegen en/of inschakelen. 4.3.3 De commissie kan gevraagd en ongevraagd advies geven om een voorlopige voorziening te treffen:  indien dit voor het welzijn van de klager of de beklaagde noodzakelijk is;  indien sprake is van een voor één of meer direct betrokkenen onhoudbare situatie;  indien dit voor de voortgang van het onderzoek noodzakelijk wordt geoordeeld. 4.3.4 De commissie oordeelt over de al dan niet gegrondheid van de klacht en adviseert ten aanzien van de te nemen maatregelen. 4.4 Wraking en verschoning 4.4.1 De leden van de Commissie van Onderzoek mogen niet direct of indirect betrokken zijn bij het onderwerp waarover een klacht is ingediend. Klager en/of beklaagde kan in dit geval een lid van de Commissie van Onderzoek wraken. Een verzoek tot wraking dient deugdelijk te zijn gemotiveerd. Leden van de Commissie van Onderzoek kunnen zich verschonen. 4.4.2 De Commissie van Onderzoek oordeelt over een wrakingsverzoek. Ingeval van wraking en/of verschoning wordt de plaats van het betreffende lid van de klachtencommissie ingenomen door een andere door het CvB aan ter wijzen persoon. 5. De behandeling van de klacht 5.1 Het CvB bevestigt de klager per omgaande de ontvangst van de klacht en gaat over tot het instellen van een Commissie van Onderzoek (inclusief secretaris) 5.2 Het CvB doet de Commissie van Onderzoek de klacht vertrouwelijk toekomen 5.3 De commissie oordeelt binnen tien werkdagen na instelling over de ontvankelijkheid daarvan. De klacht wordt niet ontvankelijk verklaard indien:  de klacht niet betrekking heeft op ongewenste omgangsvormen zoals bedoeld in deze regeling  de klacht anoniem is ingediend of namens anderen is ingediend  de klager al eerder een klacht heeft ingediend die betrekking had op dezelfde feiten  de klacht nog in behandeling is bij een vertrouwenspersoon  indien een klacht wordt ingediend die niet is behandeld door een vertrouwenspersoon, kan de commissie in overleg treden met de klager en haar/hem verzoeken de klacht alsnog eerst in te dienen bij een vertrouwenspersoon  het CvB kan ‐ al dan niet op instigatie van de commissie ‐ te allen tijde besluiten tot het treffen van rechtspositionele maatregelen ten aanzien van degene tegen wie een klacht is ingediend, alsmede tegen klager indien blijkt dat een klacht ongegrond is. 5.4 Indien de klacht ontvankelijk is verklaard, wordt de beklaagde daarvan door de secretaris schriftelijk in kennis gesteld. Beklaagde ontvangt een uitnodiging om voor de commissie te verschijnen en ontvangt een afschrift van de klachtbrief. 5.5 Bij de behandeling van de klacht houdt de klachtencommissie één of meer zittingen waarbij zij klager, beklaagde en eventuele getuigen afzonderlijk van elkaar hoort. Indien nodig zal de commissie nadere informatie opvragen. Een medewerker die wordt opgeroepen, is verplicht te verschijnen. 5.6 Klager en beklaagde kunnen zich ten aanzien van de klachtenprocedure laten bijstaan door een persoon van hun keuze. 5.7 De zittingen van de klachtencommissie zijn besloten. Van iedere zitting wordt, onder verantwoordelijkheid van de commissie een schriftelijk verslag door de secretaris opgemaakt. 5.8 Ten aanzien van de hoorzittingen van de commissie geldt het onderstaande:  klager en beklaagde hebben, tenzij naar het oordeel van de commissie zwaarwegende omstandigheden zich daartegen verzetten, recht op inzage van alle verslagen. Klager en beklaagde worden in een tweede ronde van hoor en wederhoor in de gelegenheid gesteld hun zienswijze op de verslagen kenbaar te maken. 6. Rapportage en advies 6.1 De commissie van onderzoek brengt binnen zes weken nadat de klacht ontvankelijk is verklaard, schriftelijk rapport uit aan de directie. Indien de termijn van zes weken niet kan worden gehaald, wordt dit, met redenen omkleed, aan klager en beklaagde meegedeeld, alsmede de termijn waarbinnen het rapport wordt uitgebracht. De termijn kan eenmalig met maximaal zes weken worden verlengd. 6.2 Het rapport van de commissie omvat in ieder geval onderstaande punten: a. de gegevens van klager en beklaagde en de hiërarchieke dan wel functionele relatie ten opzichte van elkaar; b. de inhoud van de klacht; c. de gronden waarop de klacht ontvankelijk is verklaard danwel; d. de gronden waarop de klacht al dan niet gegrond wordt verklaard; e. het advies aan de directie inzake te nemen maatregelen. 7. Besluit 7.1 Binnen tien werkdagen nadat de Commissie van Onderzoek haar rapport heeft uitgebracht, zendt het CvB een schriftelijk gemotiveerde beslissing aan klager, beklaagde en de Commissie, waarbij wordt aangegeven in welke mate het advies van de Commissie al dan niet wordt gevolgd. Het CvB kan, mits gemotiveerd, afwijken van het advies van de Commissie van Onderzoek. 7.2 Indien een klacht gegrond wordt verklaard, kan beklaagde een rechtspositionele maatregel worden opgelegd. Tevens kunnen voor klager maatregelen worden vastgesteld waarbij een veilige werkomgeving wordt gecreëerd. Indien seksuele intimidatie of discriminatie is geconstateerd neemt het CVB in beginsel maatregelen van arbeidsrechtelijke aard. 7.3 Indien geen sprake is geweest van seksuele intimidatie of discriminatie schenkt het CvB op passende wijze aandacht aan de positie van de beklaagde en eventueel aan die van de klager. 7.4 Van de in lid 1 bedoelde conclusie, alsmede van de eventueel op grond daarvan getroffen maatregelen, geeft het CvB kennis aan de klager, de beklaagde, de vertrouwenspersonen en de leden van de commissie van onderzoek. 7.5 De maatregelen die door het CvB kunnen worden getroffen zijn onder meer: 
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schriftelijke waarschuwing of berisping; schorsing of op non‐actiefstelling; ontzegging van de toegang tot gebouwen en terreinen van de universiteit gedurende de periode van schorsing of op non‐actiefstelling; ontslag. 8. Geheimhoudingsplicht De leden van de Commissie van Onderzoek, evenals de secretaris van de commissie en voorts allen die bij de behandeling van de klachtenprocedure zijn betrokken, zijn verplicht tot geheimhouding van al wat hen ter kennis is gekomen. 9. Rechtspositie medewerkers 9.1 Geen enkele medewerker zal in zijn positie binnen Universiteit Nyenrode B.V. worden geschaad, omdat hij of zij, op welke wijze dan ook, betrokken is geweest bij een klachtenprocedure zoals neergelegd in deze regeling. Dit beginsel is niet van toepassing indien ten aanzien van beklaagde na een gegrond verklaarde klacht een rechtspositionele maatregel wordt getroffen. 9.2 In het geval dat de Commissie van Onderzoek van mening is dat sprake is van het indienen van een valse klacht, dan heeft het CvB de bevoegdheid, maatregelen te nemen tegen de klager. 10. Verslaglegging Het Hoofd HR brengt jaarlijks vóór 1 februari van enig kalenderjaar aan het CvB en aan de OR schriftelijk verslag uit over de werkzaamheden van Commissie(‐s) van Onderzoek in het voorafgaande kalenderjaar. De rapportage geschiedt zonder vermelding van persoonlijke gegevens. 11. Klachtendossiers De onderzoekscommissie houdt een zelfstandige registratie bij van de bij hen ingediende klachten en de behandeling ervan. Slechts de leden van de commissie, het CvB, de juridisch adviseur en het Hoofd HR van Nyenrode hebben inzage in dat archief. Alle registraties ten behoeve van het archief van de commissie worden gehouden op de afdeling HR. De op een klacht betrekking hebbende gegevens worden vijf jaren na afhandeling van die klacht vernietigd. Jaarlijks wordt door Hoofd HR een anoniem overzicht van de aard en omvang van de door de commissie behandelende klachten overlegd aan het CVB. In die verslaglegging kunnen de leden van de commissie aanbevelingen doen in meer algemene zin, gericht op het voorkómen van ongewenst gedrag.. Het naar aanleiding van een klacht genomen besluit wordt bewaard in het personeelsdossier van betrokkene. 12 Beroep Indien de medewerker het niet eens is met de wijze waarop de klacht is behandeld of waarop aan de klacht is tegemoet gekomen, kan hij in beroep gaan bij het Bestuur van Stichting Nyenrode tot uiterlijk 1 maand nadat het CvB het besluit schriftelijk aan hem heeft meegedeeld. 13. Onvoorziene omstandigheden Indien zich omstandigheden voordoen waarin deze regeling niet voorziet, beslist het CvB na advies van de commissie. 14 Slotbepaling Indien de melding van seksuele intimidatie of discriminatie betrekking heeft op een lid van het CvB worden de in deze regeling aan hen toegekende bevoegdheden uitgeoefend door het Bestuur van Stichting Nyenrode. Vertrouwenspersonen Vertrouwenspersoon zijn: Marianne Lammers, telefoonnummer 1519, kamer 1‐64, AH gebouw André Nijhof, telefoonnummer 1232, kamer 2‐73, AH gebouw Pieter‐Jan Benes; telefoonnummer 1462, kamer 2‐64, AH gebouw Marjolijn Oussoren; telefoonnummer 5833, kamer 117 De Rooij gebouw Appendix 11:
Privacy Code (in Dutch)
GEDRAGSCODE Bescherming Persoonsgegevens van Universiteit Nyenrode B.V. in het
kader van de Wet bescherming persoonsgegevens
Hoofdstuk 1. Algemene bepalingen
Artikel 1
In deze GEDRAGSCODE wordt verstaan onder:
a. persoonsgegeven: elk gegeven betreffende een geïdentificeerde of identificeerbare natuurlijke
persoon;
b. verwerking van persoonsgegevens: elke handeling of elk geheel van handelingen met
betrekking tot persoonsgegevens, waaronder in ieder geval het verzamelen, vastleggen,
ordenen, bewaren, bijwerken, wijzigen, opvragen, raadplegen, gebruiken, verstrekken door
middel van doorzending, verspreiding of enige andere vorm van terbeschikkingstelling,
samenbrengen, met elkaar in verband brengen, alsmede het afschermen, uitwissen of
vernietigen van gegevens;
c. bestand: elk gestructureerd geheel van persoonsgegevens, ongeacht of dit geheel van
gegevens gecentraliseerd is of verspreid is op een functioneel of geografisch bepaalde wijze,
dat volgens bepaalde criteria toegankelijk is en betrekking heeft op verschillende personen;
d. verantwoordelijke: Universiteit Nyenrode B.V. die, alleen of te zamen met anderen, het doel
van en de middelen voor de verwerking van persoonsgegevens vaststelt (hierna ook te
noemen “Nyenrode);
e. bewerker: degene die ten behoeve van de verantwoordelijke persoonsgegevens verwerkt,
zonder aan zijn rechtstreeks gezag te zijn onderworpen;
f. betrokkene: degene op wie een persoonsgegeven betrekking heeft (in het bijzonder: de
student of de deelnemer);
g. derde: ieder, niet zijnde de betrokkene, de verantwoordelijke, de bewerker, of enig persoon die
onder rechtstreeks gezag van de verantwoordelijke of de bewerker gemachtigd is om
persoonsgegevens te verwerken;
h. ontvanger: degene aan wie de persoonsgegevens worden verstrekt;
i. toestemming van de betrokkene: elke vrije, specifieke en op informatie berustende wilsuiting
waarmee de betrokkene aanvaardt dat hem betreffende persoonsgegevens worden verwerkt;
j. Onze Minister: de Minister van Justitie;
k. het College bescherming persoonsgegevens of het College: het College als bedoeld in artikel
51;
l. functionaris: de functionaris voor de gegevensbescherming als bedoeld in artikel 62;
m. voorafgaand onderzoek: een onderzoek als bedoeld in artikel 31;
n. verstrekken van persoonsgegevens: het bekend maken of ter beschikking stellen van
persoonsgegevens;
o. verzamelen van persoonsgegevens: het verkrijgen van persoonsgegevens.
Artikel 2
1. Deze GEDRAGSCODE is van toepassing op de geheel of gedeeltelijk geautomatiseerde
verwerking van persoonsgegevens, alsmede de niet geautomatiseerde verwerking van
persoonsgegevens die in een bestand zijn opgenomen of die bestemd zijn om daarin te worden
opgenomen.
Artikel 3
1. Deze GEDRAGSCODE is niet van toepassing op de verwerking van persoonsgegevens voor
uitsluitend journalistieke, artistieke of literaire doeleinden, behoudens de overige bepalingen van
dit hoofdstuk, alsmede de artikelen 6 tot en met 11, 13 tot en met 15, 25 en 49.
Artikel 4
1. Deze GEDRAGSCODE is van toepassing op de verwerking van persoonsgegevens in het kader
van activiteiten van een vestiging van Nyenrode in Nederland.
Artikel 5
1. Indien de betrokkene minderjarig is en de leeftijd van zestien jaren nog niet heeft bereikt, of onder
curatele is gesteld, dan wel ten behoeve van de betrokkene een mentorschap is ingesteld, is in de
plaats van de toestemming van de betrokkene die van zijn wettelijk vertegenwoordiger vereist.
2. Een toestemming kan door de betrokkene of zijn wettelijk vertegenwoordiger te allen tijde worden
ingetrokken.
Hoofdstuk 2. Voorwaarden voor de rechtmatigheid van de verwerking van persoonsgegevens
Paragraaf 1. De verwerking van persoonsgegevens in het algemeen
Artikel 6
Persoonsgegevens worden in overeenstemming met de GEDRAGSCODE en op behoorlijke en
zorgvuldige wijze verwerkt.
Artikel 7
Persoonsgegevens worden voor welbepaalde, uitdrukkelijk omschreven en gerechtvaardigde
doeleinden verzameld.
Artikel 8
Persoonsgegevens mogen slechts worden verwerkt indien:
a. de betrokkene voor de verwerking zijn ondubbelzinnige toestemming heeft verleend;
b. de gegevensverwerking noodzakelijk is voor de uitvoering van een overeenkomst waarbij de
betrokkene partij is, of voor het nemen van precontractuele maatregelen naar aanleiding van
een verzoek van de betrokkene en die noodzakelijk zijn voor het sluiten van een
overeenkomst;
c. de gegevensverwerking noodzakelijk is om een wettelijke verplichting na te komen waaraan
Nyenrode onderworpen is;
d. de gegevensverwerking noodzakelijk is ter vrijwaring van een vitaal belang van de betrokkene;
e. de gegevensverwerking noodzakelijk is voor de goede vervulling van een publiekrechtelijke
taak door het desbetreffende bestuursorgaan dan wel het bestuursorgaan waaraan de
gegevens worden verstrekt, of
f. de gegevensverwerking noodzakelijk is voor de behartiging van het gerechtvaardigde belang
van Nyenrode of van een derde aan wie de gegevens worden verstrekt, tenzij het belang of de
fundamentele rechten en vrijheden van de betrokkene, in het bijzonder het recht op
bescherming van de persoonlijke levenssfeer, prevaleert.
Artikel 9
1. Persoonsgegevens worden niet verder verwerkt op een wijze die onverenigbaar is met de
doeleinden waarvoor ze zijn verkregen.
2. Bij de beoordeling of een verwerking onverenigbaar is als bedoeld in het eerste lid, houdt
Nyenrode in elk geval rekening met:
a. de verwantschap tussen het doel van de beoogde verwerking en het doel waarvoor de
gegevens zijn verkregen;
b. de aard van de betreffende gegevens;
c. de gevolgen van de beoogde verwerking voor de betrokkene;
d. de wijze waarop de gegevens zijn verkregen en
e. de mate waarin jegens de betrokkene wordt voorzien in passende waarborgen.
3. Verdere verwerking van de gegevens voor historische, statistische of wetenschappelijke
doeleinden, wordt niet als onverenigbaar beschouwd, indien Nyenrode de nodige voorzieningen
heeft getroffen ten einde te verzekeren dat de verdere verwerking uitsluitend geschiedt ten
behoeve van deze specifieke doeleinden.
4. De verwerking van persoonsgegevens blijft achterwege voor zover een geheimhoudingsplicht uit
hoofde van ambt, beroep of wettelijk voorschrift daaraan in de weg staat.
Artikel 10
1. Persoonsgegevens worden niet langer bewaard in een vorm die het mogelijk maakt de betrokkene
te identificeren, dan noodzakelijk is voor de verwerkelijking van de doeleinden waarvoor zij worden
verzameld of vervolgens worden verwerkt.
2. Persoonsgegevens mogen langer worden bewaard dan bepaald in het eerste lid voor zover ze
voor historische, statistische of wetenschappelijke doeleinden worden bewaard, en Nyenrode de
nodige voorzieningen heeft getroffen ten einde te verzekeren dat de desbetreffende gegevens
uitsluitend voor deze specifieke doeleinden worden gebruikt.
Artikel 11
1. Persoonsgegevens worden slechts verwerkt voor zover zij, gelet op de doeleinden waarvoor zij
worden verzameld of vervolgens worden verwerkt, toereikend, ter zake dienend en niet
bovenmatig zijn.
2. Nyenrode treft de nodige maatregelen opdat persoonsgegevens, gelet op de doeleinden waarvoor
zij worden verzameld of vervolgens worden verwerkt, juist en nauwkeurig zijn.
Artikel 12
1. Een ieder die handelt onder het gezag van Nyenrode of van de bewerker, alsmede de bewerker
zelf, voor zover deze toegang hebben tot persoonsgegevens, verwerkt deze slechts in opdracht
van Nyenrode, behoudens afwijkende wettelijke verplichtingen.
2. De personen, bedoeld in het eerste lid, voor wie niet reeds uit hoofde van ambt, beroep of wettelijk
voorschrift een geheimhoudingsplicht geldt, zijn verplicht tot geheimhouding van de
persoonsgegevens waarvan zij kennis nemen, behoudens voor zover enig wettelijk voorschrift hen
tot mededeling verplicht of uit hun taak de noodzaak tot mededeling voortvloeit. Artikel 272,
tweede lid, van het Wetboek van Strafrecht is niet van toepassing.
Artikel 13
Nyenrode legt passende technische en organisatorische maatregelen ten uitvoer om
persoonsgegevens te beveiligen tegen verlies of tegen enige vorm van onrechtmatige verwerking.
Deze maatregelen garanderen, rekening houdend met de stand van de techniek en de kosten van de
tenuitvoerlegging, een passend beveiligingsniveau gelet op de risico's die de verwerking en de aard
van te beschermen gegevens met zich meebrengen. De maatregelen zijn er mede op gericht
onnodige verzameling en verdere verwerking van persoonsgegevens te voorkomen.
Artikel 14
1. Indien Nyenrode persoonsgegevens te zijnen behoeve laat verwerken door een bewerker, draagt
hij zorg dat deze voldoende waarborgen biedt ten aanzien van de technische en organisatorische
beveiligingsmaatregelen met betrekking tot de te verrichten verwerkingen. De verantwoordelijke
ziet toe op de naleving van die maatregelen.
2. De uitvoering van verwerkingen door een bewerker wordt geregeld in een overeenkomst of
krachtens een andere rechtshandeling waardoor een verbintenis ontstaat tussen de bewerker en
Nyenrode.
3. Nyenrode draagt zorg dat de bewerker
a. de persoonsgegevens verwerkt in overeenstemming met artikel 12, eerste lid en
b. de verplichtingen nakomt die op Nyenrode rusten ingevolge artikel 13.
4. Is de bewerker gevestigd in een ander land van de Europese Unie, dan draagt Nyenrode zorg dat
de bewerker het recht van dat andere land nakomt, in afwijking van het derde lid, onder b.
5. Met het oog op het bewaren van het bewijs worden de onderdelen van de overeenkomst of de
rechtshandeling die betrekking hebben op de bescherming van persoonsgegevens, alsmede de
beveiligingsmaatregelen als bedoeld in artikel 13 schriftelijk of in een andere, gelijkwaardige vorm
vastgelegd.
Artikel 15
Nyenrode draagt zorg voor de naleving van de verplichtingen, bedoeld in de artikelen 6 tot en met 12
en 14, tweede en vijfde lid van dit hoofdstuk.
Paragraaf 2. De verwerking van bijzondere persoonsgegevens
Artikel 16
Nyenrode verwerkt geen persoonsgegevens betreffende iemands godsdienst of levensovertuiging,
ras, politieke gezindheid, gezondheid, seksuele leven, alsmede persoonsgegevens betreffende het
lidmaatschap van een vakvereniging is verboden behoudens het bepaalde in deze paragraaf.
Hetzelfde geldt voor strafrechtelijke persoonsgegevens en persoonsgegevens over onrechtmatig of
hinderlijk gedrag in verband met een opgelegd verbod naar aanleiding van dat gedrag.
Artikel 17
Niet van toepassing
Artikel 18
Het verbod om persoonsgegevens betreffende iemands ras te verwerken als bedoeld in artikel 16, is
niet van toepassing indien de verwerking geschiedt:
a. met het oog op de identificatie van de betrokkene en slechts voor zover dit voor dit doel
onvermijdelijk is;
b. met het doel personen van een bepaalde etnische of culturele minderheidsgroep een
bevoorrechte positie toe te kennen ten einde feitelijke nadelen verband houdende met de
grond ras op te heffen of te verminderen en slechts indien:
1°.
dit voor dat doel noodzakelijk is;
2°.
de gegevens slechts betrekking hebben op het geboorteland van de betrokkene, van
diens ouders of grootouders, dan wel op andere, bij wet vastgestelde criteria, op grond
waarvan op objectieve wijze vastgesteld kan worden of iemand tot een minderheidsgroep
als bedoeld in de aanhef van onderdeel b behoort, en
3°.
de betrokkene daartegen geen schriftelijk bezwaar heeft gemaakt.
Artikel 19
1. Het verbod om persoonsgegevens betreffende iemands politieke gezindheid te verwerken als
bedoeld in artikel 16, is niet van toepassing indien de verwerking geschiedt:
a. door instellingen op politieke grondslag betreffende hun leden of hun werknemers dan wel
andere tot de instelling behorende personen, voor zover dit gelet op het doel van de instelling
noodzakelijk is voor de verwezenlijking van haar grondslag, of
b. met het oog op de eisen die met betrekking tot politieke gezindheid in redelijkheid kunnen
worden gesteld in verband met de vervulling van functies in bestuursorganen en
adviescolleges.
2. In het geval als bedoeld in het eerste lid, onder a, worden geen persoonsgegevens aan derden
verstrekt zonder toestemming van de betrokkene.
Artikel 20
Niet van toepassing
Artikel 21
1. Het verbod om persoonsgegevens betreffende iemands gezondheid te verwerken als bedoeld in
artikel 16, is niet van toepassing indien de verwerking geschiedt door:
a. niet van toepassing
b. niet van toepassing
c. Nyenrode als opleidingsinstelling voor zover dat met het oog op de speciale begeleiding van
studenten of deelnemers of het treffen van bijzondere voorzieningen in verband met hun
gezondheidstoestand noodzakelijk is;
d. niet van toepassing
e. niet van toepassing
f. Nyenrode als werkgever of instellingen die te zijnen behoeve werkzaam zijn voor zover dat
noodzakelijk is voor:
1°.
een goede uitvoering van wettelijke voorschriften, pensioenregelingen of collectieve
arbeidsovereenkomsten die voorzien in aanspraken die afhankelijk zijn van de
gezondheidstoestand van de betrokkene of
2°.
de reïntegratie of begeleiding van werknemers of uitkeringsgerechtigden in verband
met ziekte of arbeidsongeschiktheid.
2. In de gevallen als bedoeld in het eerste lid worden de gegevens alleen verwerkt door personen die
uit hoofde van ambt, beroep of wettelijk voorschrift, dan wel krachtens een overeenkomst tot
geheimhouding zijn verplicht. Indien Nyenrode gegevens persoonlijk verwerkt en op hem niet
reeds uit hoofde van ambt, beroep of wettelijk voorschrift een geheimhoudingsplicht rust, is hij
verplicht tot geheimhouding van de gegevens, behoudens voor zover de wet hem tot mededeling
verplicht of uit zijn taak de noodzaak voortvloeit dat de gegevens worden meegedeeld aan
anderen die krachtens het eerste lid bevoegd zijn tot verwerking daarvan.
3. Het verbod om andere persoonsgegevens als bedoeld in artikel 16 te verwerken, is niet van
toepassing voor zover dit noodzakelijk is in aanvulling op de verwerking van persoonsgegevens
betreffende iemands gezondheid als bedoeld in het eerste lid, onder a, met het oog op een goede
behandeling of verzorging van de betrokkene.
4. Persoonsgegevens betreffende erfelijke eigenschappen mogen slechts worden verwerkt voor
zover deze verwerking plaatsvindt met betrekking tot de betrokkene bij wie de betreffende
gegevens zijn verkregen, tenzij:
a. een zwaarwegend geneeskundig belang prevaleert of
b. de verwerking noodzakelijk is ten behoeve van wetenschappelijk onderzoek of statistiek.
In het geval als bedoeld onder b, is artikel 23, eerste lid, onder a, en tweede lid, van
overeenkomstige toepassing.
5. Bij algemene maatregel van bestuur kunnen omtrent de toepassing van het eerste lid, onder b en
f, nadere regels worden gesteld.
Artikel 22
1. Het verbod om strafrechtelijke persoonsgegevens te verwerken als bedoeld in artikel 16, is niet
van toepassing indien de verwerking geschiedt door Nyenrode die deze heeft verkregen krachtens
de Wet politiegegevens of de Wet justitiële en strafvorderlijke gegevens.
2. Het verbod is niet van toepassing op Nyenrode die deze gegevens ten eigen behoeve verwerkt ter:
a. beoordeling van een verzoek van betrokkene om een beslissing over hem te nemen of aan
hem een prestatie te leveren of
b. bescherming van zijn belangen voor zover het gaat om strafbare feiten die zijn of op grond van
feiten en omstandigheden naar verwachting zullen worden gepleegd jegens hem of jegens
personen die in zijn dienst zijn.
3. De verwerking van deze gegevens over personeel in dienst van Nyenrode, vindt plaats
overeenkomstig regels die zijn vastgesteld in overeenstemming met de procedure als bedoeld in
de Wet op de ondernemingsraden.
4. Het verbod is niet van toepassing wanneer deze gegevens ten behoeve van derden worden
verwerkt:
a. niet van toepassing
b. indien deze derde een rechtspersoon betreft die in dezelfde groep is verbonden als bedoeld in
artikel 2:24b van het Burgerlijk Wetboek, of
c. indien passende en specifieke waarborgen zijn getroffen en de procedure is gevolgd, bedoeld
in artikel 31.
5. Het verbod om andere persoonsgegevens als bedoeld in artikel 16, te verwerken, is niet van
toepassing voor zover dit noodzakelijk is in aanvulling op de verwerking van strafrechtelijke
gegevens voor de doeleinden waarvoor deze gegevens worden verwerkt.
6. Het verbod is niet van toepassing op verwerkingen van strafrechtelijke gegevens door en ten
behoeve van publiekrechtelijke samenwerkingsverbanden van verantwoordelijken of groepen van
verantwoordelijken indien de verwerking noodzakelijk is voor de uitvoering van de taak van deze
verantwoordelijken of groepen van verantwoordelijken en bij de uitvoering is voorzien in zodanige
waarborgen dat de persoonlijke levenssfeer van de betrokkene niet onevenredig wordt geschaad.
7. Het tweede tot en met zesde lid is van overeenkomstige toepassing op persoonsgegevens
betreffende een door de rechter opgelegd verbod naar aanleiding van onrechtmatig of hinderlijk
gedrag.
8. Bij algemene maatregel van bestuur kunnen regels worden gesteld over de passende en
specifieke waarborgen, bedoeld in het vierde lid, onder c.
Artikel 23
1. Onverminderd de artikelen 17 tot en met 22 is het verbod om persoonsgegevens als bedoeld in
artikel 16, te verwerken niet van toepassing voor zover:
a. dit geschiedt met uitdrukkelijke toestemming van de betrokkene;
b. de gegevens door de betrokkene duidelijk openbaar zijn gemaakt;
c. dit noodzakelijk is voor de vaststelling, de uitoefening of de verdediging van een recht in
rechte;
d. dit noodzakelijk is ter verdediging van de vitale belangen van de betrokkene of van een derde
en het vragen van diens uitdrukkelijke toestemming onmogelijk blijkt;
e. dit noodzakelijk is ter voldoening aan een volkenrechtelijke verplichting of
f. dit noodzakelijk is met het oog op een zwaarwegend algemeen belang, passende waarborgen
worden geboden ter bescherming van de persoonlijke levenssfeer en dit bij wet wordt bepaald
dan wel het College ontheffing heeft verleend. Het College kan bij de verlening van ontheffing
beperkingen en voorschriften opleggen;
g. de gegevens worden verwerkt door het College of een ombudsman als bedoeld in artikel 9:17
van de Algemene wet bestuursrecht en dit noodzakelijk is met het oog op een zwaarwegend
algemeen belang, voor de uitvoering van de hun wettelijk opgedragen taken en bij die
uitvoering is voorzien in zodanige waarborgen dat de persoonlijke levenssfeer van de
betrokkene niet onevenredig wordt geschaad.
2. Het verbod om persoonsgegevens als bedoeld in artikel 16, te verwerken ten behoeve van
wetenschappelijk onderzoek of statistiek is niet van toepassing voor zover:
a. het onderzoek een algemeen belang dient,
b. de verwerking voor het betreffende onderzoek of de betreffende statistiek noodzakelijk is,
c. het vragen van uitdrukkelijke toestemming onmogelijk blijkt of een onevenredige inspanning
kost en
d. bij de uitvoering is voorzien in zodanige waarborgen dat de persoonlijke levenssfeer van de
betrokkene niet onevenredig wordt geschaad.
3. Verwerkingen als bedoeld in het eerste lid, onder e, worden bij de Europese Commissie gemeld.
Onze Minister wie het aangaat verricht de melding indien de verwerking bij wet is voorzien. Het
College verricht de melding indien het voor de verwerking ontheffing heeft verleend.
Artikel 24
1. Een nummer dat ter identificatie van een persoon bij wet is voorgeschreven, wordt bij de
verwerking van persoonsgegevens slechts gebruikt ter uitvoering van de betreffende wet dan wel
voor doeleinden bij de wet bepaald.
2. Bij algemene maatregel van bestuur kunnen andere dan in het eerste lid bedoelde gevallen
worden aangewezen waarin een daarbij aan te wijzen nummer als bedoeld in het eerste lid, kan
worden gebruikt. Daarbij kunnen nadere regels worden gegeven over het gebruik van een zodanig
nummer.
Hoofdstuk 3. Gedragscodes
Artikel 25
1. Nyenrode kan het College verzoeken te verklaren dat de in de voorgenomen GEDRAGSCODE
opgenomen regels, gelet op de bijzondere kenmerken van de sector of sectoren van de
samenleving waarin Nyenrode werkzaam is, een juiste uitwerking vormen van deze wet of van
andere wettelijke bepalingen betreffende de verwerking van persoonsgegevens. Indien een
gedragscode voorziet in beslechting van geschillen over de naleving ervan, kan het College de
verklaring slechts afgeven indien is voorzien in waarborgen met betrekking tot de
onafhankelijkheid.
2. Het eerste lid is van overeenkomstige toepassing op wijzigingen of verlengingen van bestaande
gedragscodes.
3. Het College neemt het verzoek slechts in behandeling, indien naar zijn oordeel de verzoeker of
verzoekers voldoende representatief zijn en de betrokken sector of de sectoren in de code
voldoende nauwkeurig zijn omschreven.
4. Een beslissing op een verzoek als bedoeld in het eerste lid, geldt als een besluit in de zin van de
Algemene wet bestuursrecht. Op de voorbereiding ervan is afdeling 3.4 van die wet van
toepassing.
5. De verklaring geldt voor de termijn waarvoor de gedragscode zal gaan gelden echter niet voor
langer dan vijf jaar na het tijdstip waarop de verklaring is bekend gemaakt. Wordt de verklaring
gevraagd voor een wijziging van een gedragscode waarvoor reeds eerder een verklaring is
afgegeven, dan geldt deze voor de duur van de eerder afgegeven verklaring.
6. De verklaring wordt, tezamen met de gedragscode waarop zij betrekking heeft, door de zorg van
het College in de Staatscourant geplaatst.
Artikel 26
1. Bij algemene maatregel van bestuur kunnen voor een bepaalde sector nadere regels worden
gesteld inzake de in de artikelen 6 tot en met 11 en 13 geregelde onderwerpen.
2. Het College geeft in zijn jaarverslag aan in hoeverre naar zijn oordeel toepassing van het eerste lid
wenselijk is.
Hoofdstuk 4. Melding en voorafgaand onderzoek
Paragraaf 1. De melding
Artikel 27
1. Een geheel of gedeeltelijk geautomatiseerde verwerking van persoonsgegevens, die voor de
verwezenlijking van een doeleinde of van verscheidene samenhangende doeleinden bestemd is,
wordt gemeld.
2. Een niet geautomatiseerde verwerking van persoonsgegevens, die voor de verwezenlijking van
een doeleinde of van verscheidene samenhangende doeleinden bestemd is, wordt gemeld indien
deze is onderworpen aan een voorafgaand onderzoek.
3. Nyenrode meldt de verwerking alvorens daarmee te beginnen bij het College of bij de functionaris.
Artikel 28
1. De melding behelst een opgave van:
a. de naam en het adres van Nyenrode;
b. het doel of de doeleinden van de verwerking;
c. een beschrijving van de categorieën van betrokkenen en van de gegevens of categorieën van
gegevens die daarop betrekking hebben;
d. de ontvangers of categorieën van ontvangers aan wie de gegevens kunnen worden verstrekt;
e. de voorgenomen doorgiften van gegevens naar landen buiten de Europese Unie;
f. een algemene beschrijving om een voorlopig oordeel te kunnen geven over de gepastheid van
de voorgenomen maatregelen om, ter toepassing van artikel 13 en 14, de beveiliging van de
verwerking te waarborgen.
2. De melding behelst het doel of de doeleinden waarvoor de gegevens of de categorieën van
gegevens zijn of worden verzameld.
3. Een wijziging in de naam of het adres van Nyenrode wordt binnen een week gemeld. Wijzigingen
in de opgave die betrekking hebben op de onderdelen b tot en met f van het eerste lid, worden
telkens binnen een jaar na de voorafgaande melding gemeld voor zover zij blijken van meer dan
incidentele aard te zijn.
4. Een verwerking die afwijkt van hetgeen overeenkomstig het eerste lid, onder b tot en met f, is
gemeld, wordt vastgelegd en bewaard gedurende ten minste drie jaren.
5. Bij of krachtens algemene maatregel van bestuur kunnen nadere regels worden gesteld over de
wijze waarop de melding dient te geschieden.
Artikel 29
1. Bij algemene maatregel van bestuur kan worden bepaald dat daarbij aan te geven verwerkingen
van gegevens waarbij de inbreuk op de fundamentele rechten en vrijheden van de betrokkene
onwaarschijnlijk is, zijn vrijgesteld van de melding, bedoeld in artikel 27.
2. Daarbij worden vastgesteld:
a.
b.
c.
d.
e.
de doeleinden van de verwerking,
de verwerkte gegevens of categorieën van verwerkte gegevens,
de categorieën van betrokkenen,
de ontvangers of categorieën ontvangers aan wie de gegevens worden verstrekt, en
de periode gedurende welke de gegevens worden bewaard.
3. Bij algemene maatregel van bestuur kan worden bepaald, indien dit noodzakelijk is met het oog op
de opsporing van strafbare feiten in een bepaald geval, dat daarbij aan te geven verwerkingen van
gegevens door verantwoordelijken die krachtens de wet met opsporing zijn belast, worden
vrijgesteld van de melding. Daarbij kunnen compenserende waarborgen ter bescherming van
persoonsgegevens worden vastgesteld. De verwerkte gegevens kunnen slechts worden gebruikt
voor de doeleinden die bij die algemene maatregel van bestuur uitdrukkelijk zijn vermeld.
4. De verplichting tot melding is niet van toepassing op openbare registers die bij de wet zijn
ingesteld alsmede op verstrekkingen aan een bestuursorgaan ingevolge een wettelijke
verplichting.
Artikel 30
1. Zowel het College als de functionaris houden een register bij van de bij hen aangemelde
gegevensverwerkingen. Het register bevat ten minste de inlichtingen die zijn opgegeven krachtens
artikel 28, eerste lid, onder a tot en met e.
2. Het register kan door een ieder kosteloos worden geraadpleegd.
3. Nyenrode verstrekt een ieder die daarom verzoekt de inlichtingen als bedoeld in artikel 28, eerste
lid, onder a tot en met e, omtrent de van de aanmelding vrijgestelde gegevensverwerkingen.
4. Het derde lid is niet van toepassing op:
a. een gegevensverwerking die is vrijgesteld krachtens artikel 29, derde lid;
b. openbare registers die bij de wet zijn ingesteld.
Paragraaf 2. Voorafgaand onderzoek
Artikel 31
1. Het College stelt voorafgaand aan een verwerking een onderzoek in indien Nyenrode:
a. een nummer ter identificatie van personen voornemens is te verwerken voor een ander
doeleinde dan waarvoor het nummer specifiek bestemd is teneinde gegevens in verband te
kunnen brengen met gegevens die worden verwerkt door een andere verantwoordelijke, tenzij
het gebruik van het nummer geschiedt voor de gevallen als omschreven in artikel 24;
b. voornemens is gegevens vast te leggen op grond van het gericht verzamelen van informatie
door middel van eigen onderzoek zonder de betrokkene daarvan op de hoogte te stellen, of
c. voornemens is ten behoeve van derden strafrechtelijke gegevens of gegevens over
onrechtmatig of hinderlijk gedrag te verwerken, anders dan in de gevallen genoemd in artikel
22, vierde lid, onderdelen a en b.
2. Het eerste lid, onder b, is niet van toepassing op openbare registers die bij de wet zijn ingesteld.
3. Het eerste lid, onderdeel c, is niet van toepassing op gegevensverwerkingen die reeds door een
andere verantwoordelijke voor voorafgaand onderzoek zijn voorgelegd en ten aanzien waarvan het
College een verklaring als bedoeld in artikel 32, vijfde lid, heeft afgegeven.
4. Bij wet of algemene maatregel van bestuur kunnen andere gegevensverwerkingen die een
bijzonder risico inhouden voor de persoonlijke rechten en vrijheden van de betrokkene worden
aangewezen waarop het eerste lid van toepassing is. Het College geeft in zijn jaarverslag aan in
hoeverre naar zijn oordeel een dergelijke aanwijzing wenselijk is.
5. Het College meldt een verwerking als bedoeld in het eerste lid, onder c, bij de Europese
Commissie.
Artikel 32
1. Een gegevensverwerking waarop artikel 31, eerste lid, van toepassing is, wordt als zodanig door
Nyenrode bij het College gemeld.
2. De melding van een zodanige gegevensverwerking verplicht Nyenrode de verwerking die hij
voornemens is te verrichten, op te schorten totdat het onderzoek van het College is afgerond dan
wel hij een bericht heeft ontvangen dat niet tot nader onderzoek wordt overgegaan.
3. In geval van een melding van een gegevensverwerking waarop artikel 31, eerste lid, van
toepassing is, besluit het College schriftelijk binnen vier weken na de melding of het tot nader
onderzoek overgaat.
4. In het besluit tot nader onderzoek over te gaan geeft het College aan binnen welke termijn het
voornemens is dit onderzoek te verrichten. Deze termijn bedraagt niet langer dan twintig weken.
5. Het nader onderzoek, bedoeld in het vierde lid, leidt tot een verklaring omtrent de rechtmatigheid
van de gegevensverwerking.
6. De verklaring van het College geldt als een besluit in de zin van de Algemene wet bestuursrecht.
Op de voorbereiding ervan is afdeling 3.4 van die wet van toepassing.
Hoofdstuk 5. Informatieverstrekking aan de betrokkene
Artikel 33
1. Indien persoonsgegevens worden verkregen bij de betrokkene, deelt Nyenrode vóór het moment
van de verkrijging de betrokkene de informatie mede, bedoeld in het tweede en derde lid, tenzij de
betrokkene daarvan reeds op de hoogte is.
2. Nyenrode deelt de betrokkene zijn identiteit en de doeleinden van de verwerking waarvoor de
gegevens zijn bestemd, mede.
3. Nyenrode verstrekt nadere informatie voor zover dat gelet op de aard van de gegevens, de
omstandigheden waaronder zij worden verkregen of het gebruik dat ervan wordt gemaakt, nodig is
om tegenover de betrokkene een behoorlijke en zorgvuldige verwerking te waarborgen.
Artikel 34
1. Indien persoonsgegevens worden verkregen op een andere wijze dan bedoeld in artikel 33, deelt
Nyenrode de betrokkene de informatie mede, bedoeld in het tweede en derde lid, tenzij deze reeds
daarvan op de hoogte is:
a. op het moment van vastlegging van hem betreffende gegevens, of
b. wanneer de gegevens bestemd zijn om te worden verstrekt aan een derde, uiterlijk op het
moment van de eerste verstrekking.
2. Nyenrode deelt de betrokkene zijn identiteit en de doeleinden van de verwerking mede.
3. Nyenrode verstrekt nadere informatie voor zover dat gelet op de aard van de gegevens, de
omstandigheden waaronder zij worden verkregen of het gebruik dat ervan wordt gemaakt, nodig is
om tegenover de betrokkene een behoorlijke en zorgvuldige verwerking te waarborgen.
4. Het eerste lid is niet van toepassing indien mededeling van de informatie aan de betrokkene
onmogelijk blijkt of een onevenredige inspanning kost. In dat geval legt Nyenrode de herkomst van
de gegevens vast.
5. Het eerste lid is evenmin van toepassing indien de vastlegging of de verstrekking bij of krachtens
de wet is voorgeschreven. In dat geval dient de Nyenrode de betrokkene op diens verzoek te
informeren over het wettelijk voorschrift dat tot de vastlegging of verstrekking van de hem
betreffende gegevens heeft geleid.
Hoofdstuk 6. Rechten van de betrokkene
Artikel 35
1. De betrokkene heeft het recht zich vrijelijk en met redelijke tussenpozen tot de Nyenrode te
wenden met het verzoek hem mede te delen of hem betreffende persoonsgegevens worden
verwerkt. Nyenrode deelt de betrokkene schriftelijk binnen vier weken mee of hem betreffende
persoonsgegevens worden verwerkt.
2. Indien zodanige gegevens worden verwerkt, bevat de mededeling een volledig overzicht daarvan
in begrijpelijke vorm, een omschrijving van het doel of de doeleinden van de verwerking, de
categorieën van gegevens waarop de verwerking betrekking heeft en de ontvangers of
categorieën van ontvangers, alsmede de beschikbare informatie over de herkomst van de
gegevens.
3. Voordat Nyenrode een mededeling doet als bedoeld in het eerste lid, waartegen een derde naar
verwachting bedenkingen zal hebben, stelt hij die derde in de gelegenheid zijn zienswijze naar
voren te brengen indien de mededeling gegevens bevat die hem betreffen, tenzij dit onmogelijk
blijkt of een onevenredige inspanning kost.
4. Desgevraagd doet Nyenrode mededelingen omtrent de logica die ten grondslag ligt aan de
geautomatiseerde verwerking van hem betreffende gegevens.
Artikel 36
1. Degene aan wie overeenkomstig artikel 35 kennis is gegeven van hem betreffende
persoonsgegevens, kan Nyenrode verzoeken deze te verbeteren, aan te vullen, te verwijderen, of
af te schermen indien deze feitelijk onjuist zijn, voor het doel of de doeleinden van de verwerking
onvolledig of niet ter zake dienend zijn dan wel anderszins in strijd met een wettelijk voorschrift
worden verwerkt. Het verzoek bevat de aan te brengen wijzigingen.
2. Nyenrode bericht de verzoeker binnen vier weken na ontvangst van het verzoek schriftelijk of dan
wel in hoeverre hij daaraan voldoet. Een weigering is met redenen omkleed.
3. Nyenrode draagt zorg dat een beslissing tot verbetering, aanvulling, verwijdering of afscherming zo
spoedig mogelijk wordt uitgevoerd.
4. Indien de persoonsgegevens zijn vastgelegd op een gegevensdrager waarin geen wijzigingen
kunnen worden aangebracht, dan treft hij de voorzieningen die nodig zijn om de gebruiker van de
gegevens te informeren over de onmogelijkheid van verbetering, aanvulling, verwijdering of
afscherming ondanks het feit dat er grond is voor aanpassing van de gegevens op grond van dit
artikel.
5. Het bepaalde in het eerste tot en met vierde lid is niet van toepassing op bij de wet ingestelde
openbare registers, indien in die wet een bijzondere procedure voor de verbetering, aanvulling,
verwijdering of afscherming van gegevens is opgenomen.
Artikel 37
1. Indien een gewichtig belang van de verzoeker dit eist, voldoet Nyenrode aan een verzoek als
bedoeld in de artikelen 35 en 36, in een andere dan schriftelijke vorm, die aan dat belang is
aangepast.
2. Nyenrode draagt zorg voor een deugdelijke vaststelling van de identiteit van de verzoeker.
3. De verzoeken, bedoeld in de artikelen 35 en 36, worden ten aanzien van minderjarigen die de
leeftijd van zestien jaren nog niet hebben bereikt, en ten aanzien van onder curatele gestelden
gedaan door hun wettelijke vertegenwoordigers. De betrokken mededeling geschiedt eveneens
aan de wettelijke vertegenwoordigers.
Artikel 38
1. Als Nyenrode naar aanleiding van een verzoek op grond van artikel 36 persoonsgegevens heeft
verbeterd, aangevuld, verwijderd of afgeschermd, zal Nyenrode aan derden aan wie de gegevens
daaraan voorafgaand zijn verstrekt, zo spoedig mogelijk kennis geven van de verbetering,
aanvulling, verwijdering of afscherming, tenzij dit onmogelijk blijkt of een onevenredige inspanning
kost.
2. Nyenrode doet aan de verzoeker, bedoeld in artikel 36, desgevraagd opgave van degenen aan wie
hij de mededeling heeft gedaan.
Artikel 39
1. Nyenrode kan voor een mededeling als bedoeld in artikel 35 een bij of krachtens algemene
maatregel van bestuur vast te stellen vergoeding van kosten verlangen die ten hoogste € 5
bedraagt.
2. De vergoeding wordt teruggegeven in geval Nyenrode op verzoek van de betrokkene, op
aanbeveling van het College of op bevel van de rechter tot verbetering, aanvulling, verwijdering of
afscherming is overgegaan.
3. Het bedrag genoemd in het eerste lid kan in bijzondere gevallen bij algemene maatregel van
bestuur worden gewijzigd.
Artikel 40
1. Indien gegevens het voorwerp zijn van verwerking op grond van artikel 8, onder e en f, kan de
betrokkene daartegen bij Nyenrode te allen tijde verzet aantekenen in verband met zijn bijzondere
persoonlijke omstandigheden.
2. Nyenrode beoordeelt binnen vier weken na ontvangst van het verzet of het verzet gerechtvaardigd
is. Indien het verzet gerechtvaardigd is beëindigt hij terstond de verwerking.
3. Nyenrode kan voor het in behandeling nemen van een verzet een vergoeding van kosten
verlangen, die niet hoger mag zijn dan een bij of krachtens algemene maatregel van bestuur vast
te stellen bedrag. De vergoeding wordt teruggegeven in geval het verzet gegrond wordt bevonden.
4. Dit artikel is niet van toepassing op openbare registers die bij de wet zijn ingesteld.
Artikel 41
1. Indien gegevens worden verwerkt in verband met de totstandbrenging of de instandhouding van
een directe relatie tussen Nyenrode of een derde en de betrokkene met het oog op werving voor
commerciële of charitatieve doelen, kan de betrokkene daartegen bij Nyenrode te allen tijde
kosteloos verzet aantekenen.
2. In geval van verzet treft Nyenrode de maatregelen om deze vorm van verwerking terstond te
beëindigen. Nyenrode doet aan de betrokkene desgevraagd binnen vier weken opgave van de
genomen maatregelen. Indien de kennisgeving niet binnen vier weken kan worden gedaan, deelt
Nyenrode uiterlijk vier weken na de datum van ontvangst van het verzoek mede binnen welke
termijn de kennisgeving wel kan worden gedaan.
3. Als Nyenrode persoonsgegevens verwerkt voor het in het eerste lid bedoelde doel, neemt
Nyenrode passende maatregelen om betrokkenen de mogelijkheden bekend te maken tot het
doen van verzet.
4. Als Nyenrode persoonsgegevens verwerkt voor het in het eerste lid bedoelde doel, draagt
Nyenrode zorg dat, indien daartoe rechtstreeks een boodschap aan de betrokkene wordt
toegezonden, deze daarbij telkens wordt gewezen op de mogelijkheid tot het doen van verzet.
Artikel 42
1. Niemand kan worden onderworpen aan een besluit waaraan voor hem rechtsgevolgen zijn
verbonden of dat hem in aanmerkelijke mate treft, indien dat besluit alleen wordt genomen op
grond van een geautomatiseerde verwerking van persoonsgegevens bestemd om een beeld te
krijgen van bepaalde aspecten van zijn persoonlijkheid.
2. Het eerste lid is niet van toepassing, indien het daar bedoelde besluit:
a. wordt genomen in het kader van het sluiten of uitvoeren van een overeenkomst en
1°.
aan het verzoek van de betrokkene is voldaan of
2°.
passende maatregelen zijn genomen ter bescherming van zijn gerechtvaardigd
belang, of
b. zijn grondslag vindt in een wet waarin maatregelen zijn vastgelegd die strekken tot
bescherming van het gerechtvaardigde belang van de betrokkene.
3. Een passende maatregel als bedoeld in het tweede lid, onder a, is getroffen indien de betrokkene
in de gelegenheid is gesteld omtrent het besluit als bedoeld in het eerste lid, zijn zienswijze naar
voren te brengen.
4. In het geval, bedoeld in het tweede lid, deelt Nyenrode de betrokkene de logica mee die ten
grondslag ligt aan de geautomatiseerde verwerking van hem betreffende gegevens.
Hoofdstuk 7. Uitzonderingen en beperkingen
Artikel 43
Nyenrode kan de artikelen 9, eerste lid, 30, derde lid, 33, 34 en 35 buiten toepassing laten voor zover
dit noodzakelijk is in het belang van:
a.
b.
c.
d.
de veiligheid van de staat;
de voorkoming, opsporing en vervolging van strafbare feiten;
gewichtige economische en financiële belangen van de staat en andere openbare lichamen;
het toezicht op de naleving van wettelijke voorschriften die zijn gesteld ten behoeve van de
belangen, bedoeld onder b en c, of
e. de bescherming van de betrokkene of van de rechten en vrijheden van anderen.
Artikel 44
1. Indien een verwerking plaatsvindt door instellingen of diensten voor wetenschappelijk onderzoek of
statistiek, en de nodige voorzieningen zijn getroffen om te verzekeren dat de persoonsgegevens
uitsluitend voor statistische en wetenschappelijke doeleinden kunnen worden gebruikt, kan
Nyenrode een mededeling als bedoeld in artikel 34 achterwege laten en weigeren aan een
verzoek als bedoeld in artikel 35 te voldoen.
2. Indien een verwerking plaatsvindt van persoonsgegevens die deel uitmaken van
archiefbescheiden die ingevolge de artikelen 12 of 13 van de Archiefwet 1995 zijn overgebracht
naar een archiefbewaarplaats, kan Nyenrode een mededeling als bedoeld in artikel 34 achterwege
laten.
Hoofdstuk 8. Rechtsbescherming
Artikel 45
Niet van toepassing
Artikel 46
1. Indien een beslissing is genomen op een verzoek als bedoeld in de artikelen 30, derde lid, 35, 36
en 38, tweede lid, alsmede een beslissing naar aanleiding van de aantekening van verzet als
bedoeld in de artikelen 40 of 41 kan de belanghebbende zich tot de rechtbank Utrecht wenden met
het schriftelijk verzoek, Nyenrode te bevelen alsnog een verzoek als bedoeld in de artikelen 30,
derde lid, 35, 36 of 38, tweede lid, toe of af te wijzen dan wel een verzet als bedoeld in de artikelen
40 of 41 al dan niet te honoreren.
2. Het verzoekschrift moet worden ingediend binnen zes weken na ontvangst van het antwoord van
Nyenrode. Indien de verantwoordelijke niet binnen de gestelde termijn heeft geantwoord, moet het
verzoekschrift worden ingediend binnen zes weken na afloop van die termijn.
3. De rechtbank wijst het verzoek toe, voor zover zij dit gegrond oordeelt. Alvorens de rechtbank
beslist, stelt zij zo nodig de belanghebbenden in de gelegenheid hun zienswijze naar voren te
brengen.
4. De indiening van het verzoekschrift behoeft niet door een advocaat te geschieden.
5. De derde afdeling van de vijfde titel van het Tweede Boek van het Wetboek van Burgerlijke
Rechtsvordering is van overeenkomstige toepassing.
6. De rechtbank kan partijen en anderen verzoeken binnen een door haar te bepalen termijn
schriftelijke inlichtingen te geven en onder hen berustende stukken in te zenden. Nyenrode en
belanghebbende zijn verplicht aan dit verzoek te voldoen. De artikelen 8:45, tweede en derde lid,
en 8:29 van de Algemene wet bestuursrecht zijn van overeenkomstige toepassing.
Artikel 47
1. De belanghebbende kan zich ook binnen de termijn bepaald voor het beroep op grond van de
Algemene wet bestuursrecht, dan wel die, bedoeld in artikel 46, tweede lid, tot het College wenden
met het verzoek te bemiddelen of te adviseren in zijn geschil met Nyenrode, dan wel gebruik
maken van een geschillenbeslechtingsregeling op grond van een gedragscode ten aanzien
waarvan een verklaring is afgegeven als bedoeld in artikel 25, eerste lid. In dat geval kan in
afwijking van artikel 6:7 van de Algemene wet bestuursrecht het beroep nog worden ingesteld, dan
wel de procedure ingevolge artikel 46 nog aanhangig worden gemaakt nadat de belanghebbende
van het College of ingevolge een geschillenbeslechtingsregeling op grond van een gedragscode
ten aanzien waarvan een verklaring is afgegeven als bedoeld in artikel 25, eerste lid, bericht heeft
ontvangen dat de behandeling van de zaak is beëindigd, doch uiterlijk zes weken na dat tijdstip.
2. Tijdens de behandeling van het beroep en de procedure, bedoeld in het eerste lid, kunnen de
instanties die zijn belast met de behandeling van het geschil, het advies van het College inwinnen.
Artikel 48
De instanties die zijn belast met de behandeling van het geschil, zenden afschrift van hun uitspraak
aan het College.
Artikel 49
1. Indien iemand schade lijdt doordat ten opzichte van hem in strijd wordt gehandeld met de in deze
GEDRAGSCODE gegeven voorschriften zijn de volgende leden van toepassing, onverminderd de
aanspraken op grond van andere wettelijke regels.
2. Voor nadeel dat niet in vermogensschade bestaat, heeft de benadeelde recht op een naar
billijkheid vast te stellen schadevergoeding.
3. Nyenrode is aansprakelijk voor de schade of het nadeel, voortvloeiende uit het niet-nakomen van
de in het eerste lid bedoelde voorschriften. De bewerker is aansprakelijk voor die schade of dat
nadeel, voor zover ontstaan door zijn werkzaamheid.
4. Nyenrode of de bewerker kan geheel of gedeeltelijk worden ontheven van deze aansprakelijkheid,
indien hij bewijst dat de schade hem niet kan worden toegerekend.
Artikel 50
1. Indien Nyenrode of de bewerker handelt in strijd met het bij of krachtens deze wet bepaalde en
een ander daardoor schade lijdt of dreigt te lijden, kan de rechter hem op vordering van die ander
zodanig gedrag verbieden en hem bevelen maatregelen te treffen tot herstel van de gevolgen van
dat gedrag.
2. Een verwerking kan niet ten grondslag worden gelegd aan een vordering van een rechtspersoon
als bedoeld in artikel 1:2, derde lid, van de Algemene wet bestuursrecht of artikel 3:305a van het
Burgerlijk Wetboek, voor zover degene die door deze verwerking wordt getroffen, daartegen
bezwaar heeft.
Hoofdstuk 9. Toezicht
Paragraaf 1. Het College bescherming persoonsgegevens
Artikel 51
1. Er is een College bescherming persoonsgegevens dat tot taak heeft toe te zien op de verwerking
van persoonsgegevens overeenkomstig het bij en krachtens de wet bepaalde. Tevens houdt het
College toezicht op de verwerking van persoonsgegevens in Nederland, wanneer de verwerking
plaatsvindt overeenkomstig het recht van een ander land van de Europese Unie.
2. Het College wordt om advies gevraagd over voorstellen van wet en ontwerpen van algemene
maatregelen van bestuur die geheel of voor een belangrijk deel betrekking hebben op de
verwerking van persoonsgegevens.
Artikel 52
1. Het College vervult overigens de taken, hem bij wet en ingevolge verdrag opgedragen.
2. Het College vervult zijn taken in onafhankelijkheid.
Artikel 53
Niet van toepassing
Artikel 54
Niet van toepassing
Artikel 55
Niet van toepassing
Artikel 56
Niet van toepassing
Artikel 57
Niet van toepassing
Artikel 58
Niet van toepassing
Artikel 59
Niet van toepassing
Artikel 60
Niet van toepassing
Artikel 61
Niet van toepassing
Paragraaf 2. De functionaris voor de gegevensbescherming
Artikel 62
Nyenrode kan een eigen functionaris voor de gegevensbescherming benoemen, onverminderd de
bevoegdheden van het College ingevolge hoofdstuk 9 en 10 van deze wet.
Artikel 63
1. Als functionaris kan slechts worden benoemd een natuurlijke persoon die voor de vervulling van
zijn taak over toereikende kennis beschikt en voldoende betrouwbaar kan worden geacht.
2. De functionaris kan wat betreft de uitoefening van zijn functie geen aanwijzingen ontvangen van
Nyenrode of van de organisatie die hem heeft benoemd. Hij ondervindt geen nadeel van de
uitoefening van zijn taak. Nyenrode stelt de functionaris in de gelegenheid zijn taak naar behoren
te vervullen. De functionaris kan de kantonrechter verzoeken te bepalen dat Nyenrode gevolg
dient te geven aan hetgeen in de tweede volzin is bepaald.
3. De functionaris oefent zijn taken eerst uit nadat Nyenrode hem heeft aangemeld bij het College.
Het College houdt een lijst bij van aangemelde functionarissen.
4. De functionaris is verplicht tot geheimhouding van hetgeen hem op grond van een klacht of een
verzoek van betrokkene is bekend geworden, tenzij de betrokkene in bekendmaking toestemt.
Artikel 64
1. De functionaris ziet toe op de verwerking van persoonsgegevens overeenkomstig het bij en
krachtens de wet bepaalde. Het toezicht strekt zich uit tot de verwerking van persoonsgegevens
door Nyenrode.
2. Indien op de verwerking een krachtens artikel 25 vastgestelde gedragscode van toepassing is,
strekt het toezicht mede uit tot de naleving van deze code.
3. Nyenrode draagt zorg dat de functionaris ter vervulling van zijn taak over bevoegdheden beschikt
die gelijkwaardig zijn aan de bevoegdheden zoals geregeld in Titel 5.2 van de Algemene wet
bestuursrecht.
4. De functionaris kan aanbevelingen doen aan Nyenrode die strekken tot een betere bescherming
van de gegevens die worden verwerkt. In gevallen van twijfel overlegt hij met het College.
Hoofdstuk 10. Sancties
Paragraaf 1. Bestuursdwang
Artikel 65
Het College is bevoegd tot oplegging van een last onder bestuursdwang ter handhaving van de bij of
krachtens deze wet gestelde verplichtingen.
Paragraaf 2. Bestuurlijke boeten
Artikel 66
Het College kan aan Nyenrode een bestuurlijke boete opleggen van ten hoogste EUR 4 500 ter zake
van overtreding van het bij of krachtens artikel 27, 28 of 79, eerste lid, bepaalde.
Artikel 67 [Vervallen per 01-07-2009]
Artikel 68 [Vervallen per 01-07-2009]
Artikel 69 [Vervallen per 01-07-2009]
Artikel 70 [Vervallen per 01-07-2009]
Artikel 71
De werking van de beschikking tot oplegging van de bestuurlijk boete wordt opgeschort totdat de
bezwaartermijn is verstreken of, indien bezwaar is gemaakt, op het bezwaar is beslist.
Artikel 72 [Vervallen per 01-07-2009]
Artikel 73 [Vervallen per 01-07-2009]
Artikel 74
Onze Minister kan beleidsregels vaststellen over de uitoefening van de bevoegdheid van het College
tot de oplegging van boeten.
Paragraaf 3. Strafrechtelijke sancties
Artikel 75
1. Nyenrode is zich er van bewust dat hij, wanneer hij in strijd handelt met hetgeen bij of krachtens
artikel 4, derde lid, 27, 28, 78, tweede lid, onder a, of 79, eerste lid, is bepaald, wordt gestraft met
geldboete van de derde categorie.
2. Nyenrode is zich er van bewust dat hij, wanneer hij een feit als bedoeld in het eerste lid, opzettelijk
begaat, wordt gestraft met gevangenisstraf van ten hoogste zes maanden of geldboete van de
vierde categorie.
3. De in het eerste lid strafbaar gestelde feiten zijn overtredingen. De in het tweede lid strafbaar
gestelde feiten zijn misdrijven.
4. Met de opsporing van de in dit artikel omschreven feiten zijn behalve de bij of krachtens artikel 141
van het Wetboek van Strafvordering aangewezen ambtenaren belast de door Onze Minister
daartoe aangewezen ambtenaren van het secretariaat van het College.
Appendix 12:
Nyenrode Terms of Application (see website)
Appendix 13:
Dutch Code of Conduct International Students
Code of Conduct international student
higher education
Revised 1 March 2013
Preamble
Considering that
Dutch higher education aims to further improve and strengthen international co-operation,
and the Netherlands wishes to brand itself abroad as a knowledge society together with its
higher education institutions;
Higher education institutions in principle give equal treatment to Dutch and international
students, but the provision of information to and care for international students require further
regulation in some respects;
The higher education institutions wish to attract good international students and to establish
a streamlined and co-ordinated guideline for the relation between international students and
Dutch institutions using this Code of Conduct;
It is important for the higher education institutions to give international students a clear and
unambiguous picture of the system of higher education in the Netherlands and the education
provided in accordance with the description in the Diploma Supplement as determined by the
Dutch Ministry of Education, Culture and Science (Ministerie van OCW);
Within that framework, the higher education institutions wish to provide clear, accessible and
unambiguous information on the quality of the study programme, their position within the
Dutch system of higher education, the services and provisions offered to international
students, the costs of study and living, as well as the admission requirements for
international students;
The higher education institution may only use the Dutch government’s internationalisation
policy instruments provided that the institution maintains a proper relationship with the
international student;
The Dutch government assumes that higher education institutions that subscribe to,
implement and support this Code of Conduct act with due care towards the international
student;
The Dutch government has decided that the signing of the Code of Conduct by the higher
education institutions is a precondition for granting residence permits to non-nationals of the
EU/EEA or Switzerland to study at the level of higher education;
Page 1 of 12
Through its offices abroad, the Dutch government supports and provides relevant information
to higher education institutions that subscribe to, implement and support this Code of
Conduct;
The higher education institutions that subscribe to this Code of Conduct consider it to be a
precondition for a proper relationship between the international student and the higher
education institution;
By signing this code, the higher education institution is obliged to comply with the obligations
set out in the Code of Conduct and to act in the spirit of the Code of Conduct with respect to
matters not set out in the Code of Conduct;
In order to achieve the abovementioned objectives, further agreements should be made to
have the Code of Conduct be supplementary to the existing legal framework. The existing
legal framework includes at any rate Articles 7.28 of the Higher Education and Research Act
(WHW) and 3.41 of the Aliens Decree 2000 (Vreemdelingenbesluit) and Chapter B3 of the
Aliens Act Implementation Guidelines2000 (Vreemdelingencirculaire).
The higher education institutions have agreed to comply with the following lines of
conduct and acts:
1
Definitions
Agent:
An individual, company or other organisation that, provides services whether or not on a
commercial basis, to prospective international students desiring to study in the Netherlands
or that provide services to higher education institutions to recruit international students.
Parties concerned:
The international student, the registered higher education institutions, the Dutch Association
of Universities of Applied Sciences (HBO-raad), the Dutch Council of Training and Education
(NRTO) and the Association of Universities in the Netherlands (VSNU), as well as the
Ministries of Foreign Affairs (BZ), Education, Culture and Science (OCW), Economic Affairs
(EZ) and Security and Justice (VenJ).
Code of Conduct:
The current Code of Conduct for international students in higher education.
International student:
A student with a foreign nationality who, in case of a third-country national on the basis of a
residence permit granted to this effect, desires to continue, continues or has continued
his/her education at a higher education institution in the Netherlands.
Page 2 of 12
Exchange student:
An international student who continues, will continue or has continued his/her education at a
higher education institution in the Netherlands in the context of a formal exchange program
set up for a period of at least 3 months up to 12 months and who is not enrolled and
graduated as a regular student.
Higher education institution:
An institution:
- subsidised, recognised or a corporation in accordance with the Higher Education and
Research Act (WHW);
- subsidised within the framework of Article 2 of the Ministry of Foreign Affairs (Grant)
Framework Act (Kaderwet subsidies Ministerie van Buitenlandse Zaken) and the
Ministry of Foreign Affairs Grant Regulations 2006 (Subsidieregeling Ministerie van
Buitenlandse Zaken 2006), or
- that provides higher education, accredited as referred to in Article 5.2 and
that has signed this Code of Conduct and has been registered as a participating institution by
the Register Administrator.
National Commission:
The commission as referred to in Section 7.
Register:
The public Register of higher education institutions that have signed the Code of Conduct
and that is maintained by the Register Administrator.
Register Administrator:
The Education Executive Agency (Dienst Uitvoering Onderwijs).
Education:
All higher education - including the preparatory year - that is offered to international students
by or under the responsibility of the higher education institution.
Preparatory year:
Preparatory education - including preparatory language education - lasting no more than one
year, which is offered to international students by or under the responsibility of the higher
education institution with the objective of admission to the regular study programme.
Admission to the study programme:
The positive outcome of the evaluation by the higher education institution of at least
preparatory education, language skills and diplomas of the international student who
requests to be admitted and registered for a specific study programme.
Registration:
The administrative action by the higher education institution upon the request of the admitted
international student with the ensuing rights and obligations related to following educational
programmes.
Page 3 of 12
Umbrella organisations:
HBO-raad, NRTO and VSNU.
Third-country nationals:
International students from other countries than Switzerland or the Member States of the
EU/EEA.
Reference period:
The period in which an admitted international student is registered at one and the same
higher education institution.
Proportional nominal study load:
The nominal study load for one academic year (registration period).
2
Information provision
2.1
The higher education institution provides, amongst others through the website, timely
reliable and easily accessible information to international students concerning:
a. the accreditation of the study programme as referred to in Article 5.2;
b. the quality criteria that study programmes must comply with and the internal
policies guaranteeing such quality;
c. a description of the study programme and the certificate that will be obtained, and
the examination regulations (or comparable regulations) or a summary thereof;
d. the admission requirements of the study programme, including policies for
admission and registration and the associated costs as referred to in Section 3 and
4;
e. the language of teaching;
f. supplementary charges required by the higher education institution from the
international student for the abovementioned services or for services as referred to
in Sections 3, 4 and 5;
g. the standardization of the student progress as referred to in Section 5, including
the agreement request as referred to in Article 4.6;
h. this Code of Conduct.
The abovementioned information preferably includes a description of the knowledge
and skills that the international student will have acquired after having successfully
completed the study programme,.
2.2
The information provided by the higher education institution to international students
based on this Code of Conduct is to be in English or in the language used in the
study programme, or in the native language of the international student.
Page 4 of 12
2.3
3
The higher education institution ensures that its advertising and presentations clearly
indicate the nature of the higher education institution and its education programmes.
When recruiting international students, it will act in accordance with the rules and
standards laid down in the Advertising Code of the Netherlands Advertising Code
Commission (Nederlandse Reclame Code Commissie), particularly general code (I)
and the special advertising code for courses(II-b). The higher education institution
uses a name in the English language that clearly reflects the nature of the institution.
Agents
3.1
If the higher education institution commissions an agent to recruit international
students, the higher education institution will ensure that the agent acts in the spirit of
this Code of Conduct. The recruitment process can be contracted out partly or wholly,
but the higher education institution remains responsible for the admission of
international students.
3.2
The higher education institution will conclude a written agreement with anyone
granted the competency as an agent to recruit international students and only hires
agents who have extensive knowledge of the Dutch higher education system. The
higher education institution will not hire agents of questionable integrity and honesty
and ensures that its agent has access to current and adequate information of the
educational programmes of the institution. The higher education institution
immediately takes corrective measures if it becomes aware that an agent is behaving
in a negligent, careless or incompetent manner, or is involved in false, misleading or
unethical advertising and recruitment, including activities that can damage the good
name of Dutch higher education. The higher education institution also regularly
informs itself of the experiences of international students.
3.3
The international student pays the study costs and any admission fees to the higher
education institution or, in case of joint or double degree programmes, to the
designated (foreign) higher education institution.
3.4
If recruitment or broker costs are to be paid to the agent, the agreement between the
higher education institution and the agent must set out who pays these costs to the
agent.
3.5
The higher education institution will make arrangements with the agent concerning
supervision of his acts. Upon request of the National Commission (see Section 7), the
higher education institution provides the agreement with agents for inspection. The
higher education institution sets out in the agreement with agents that the agreement
can be provided to third parties for inspection.
Page 5 of 12
4
Admission to and registration in the study programme
4.1
An international student who applies for admission and registration with the higher
education institution must demonstrate the required preparatory education, sufficient
language skills (see Article 4.2), and diplomas required for admission to the specific
study programme. The higher education institution determines the preparatory
education requirements prior to the recruitment of international students for the study
programme in question and checks prior to admission whether the international
student meets the requirements.
4.2
With respect to the education it offers to international students, the higher education
institution determines the minimum language requirements that the international
student must meet and makes sure that he/she actually meets these requirements.
For study programmes in Dutch, the provisions of Article 7.28, second paragraph
WHW apply.
For study programmes in English, a minimum of an academic IELTS test with an
overall band score of at least 6.0 (six) for the B and M level is required.
For preparatory education with a length of 6 up to 12 months, a minimum requirement
of 5.0 IELTS applies; for preparatory education of 6 months or shorter, a minimum
requirement of 5.5 IELTS is required.
For the scores of other accepted language tests than IELTS, the table below1 applies:
IELTS, TOEFL, TOEIC and Cambridge ESOL scores
4.3
IELTS
TOEFL
Paper
TOEFL
Computer
TOEFL
Internet
TOEIC2
Cambridge
ESOL
7.5
625
263
113
790
CPE - C
7.0
600
250
100
780
6.5
575
232
90
720
6.0
550
213
79/80
670
5.5
525
196
70
620
5.0
500
173
60
600
CAE - C
FCE - C
Contrary to the provisions of Article 4.2, a higher education institution may exempt
international students who have had their preparatory education in English, from
having to take a mandatory language test. The National Commission may request
that the higher education institution provides a statement from the NUFFIC,
confirming that the preparatory education has been followed in the English language.
1 The table is not meant to mutually compare language tests and/or scores. It is only meant to formulate the minimum scores
for the accepted language tests referred to for the admission of international students.
2 As long as the modules ‘Speaking and Writing’ and ‘Listening and Reading’ were successfully completed.
Page 6 of 12
In case of an exchange programme for a study in English, in the agreement between
the transmitting and receiving institution arrangements are made in respect of the
minimum English level of the international student. Upon request of the National
Commission, the higher education institution provides the agreement with the
transmitting institution for inspection.
The higher education institution for applied science programmes in the area of arts
may refer to modified requirements for the level of English language skills. This
concerns study programmes registered in the study programmes in the area of arts of
the module Language and Culture in the CROHO. With respect to these study
programmes, legal supplementary requirements (Article 7.26a WHW) apply, primarily
in connection with the required artistic quality. These study programmes assess the
English language skills within the framework of the selection process and students
are therefore exempted from the obligation to take a language test as described in
Article 4.2. In view of the special nature of these study programmes, the examination
board determines the desired language level and sets this out in the Education and
Examinations Regulations.
4.4
If the international student either does not meet the requirements set out by the
higher education institution, the higher education institution notifies the international
student in writing providing a motivation of any refusal to admit and/or register the
international student. The higher education institution also indicates any legal
remedies that the international student can resort to with respect to the refusal.
4.5
The higher education institution may charge a fee for assessment of language skills,
preparatory education, and diplomas. The higher education institution making the
admission and/or registration to the study programme contingent on the successful
completion of a preparatory year, will ensure beforehand that the international student
can be expected to successfully complete the preparatory year.
4.6
As part of the registration process, the higher education institution requests the
admissible third-country national to agree in writing with the procedure used by the
higher education institution to report the third-country national to the IND (whether or
not with prior notice), in case the registration is terminated or after having established
that the third-country national has not made satisfactory student progress as referred
to in Articles 5.5 and 5.6.
5
Offers to and assistance to international students
5.1
The higher education institution meets the national legal requirements that apply to
the institution.
5.2
The institution offers international students only duly accredited degree education,
within the meaning of the WHW. Furthermore, education can be offered based on the
law of other countries if it has been accredited by an accreditation organization in the
higher education area and the decisions of which are recognized by the relevant
authorities.
Page 7 of 12
Short term programmes at the level of higher education – not being a preparatory
year – may also be offered to international students, as long as they are reducible to
accredited programmes which are offered by the same institution.
5.3
The higher education institution will ensure that teachers have sufficient command of
the language in which the study programmes are being taught.
5.4
The higher education institution makes clear which services it provides to
international students with respect to obtaining a visa and a residence permit,
housing, introduction and assistance. In accordance with Article 2.1, the higher
education institution clearly specifies in its information material which services it
provides and what the associated costs are.
5.5
At the end of each academic year, the institution determines the annual student
progress of the international student, except for the exchange student. Satisfactory
student progress is considered: 50% (or more) of the proportional nominal study load
for a full or partial academic year. Contrary to this, international students must
successfully complete the preparatory year.
In case of insufficient student progress, the institution will examine the cause, for
instance by conducting a student's progress discussion with a student advisor.
In case the international student does not study at all, does not study enough or
cannot handle the level, the IND is notified of the lack of progress of the third-country
national within one month after establishing the fact. In case of personal
circumstances as referred to in Article 7.51 WHW as well as in Article 2.1 of the
WHW Implementation Decree, which can be regarded as valid reasons for
unsatisfactory student progress, binding agreements are made with the international
student so that the study can be completed in time. In such cases the IND will not be
notified of the lack of progress of the third-country national.
Only one exception for not notifying the IND about the lack of progress of the thirdcountry national as a result of the same personal circumstances will be made per
reference period.
The institution records any unsatisfactory progress and any personal circumstances
as well as, in case of a third-country national, the fact that the IND was not notified.
5.6
The IND will be informed as soon as the institution establishes the fact that a thirdcountry national has terminated his/her registration at the institution.
Page 8 of 12
5.7
6
The higher education institution is obliged to actually provide the study programme
offered. If the study programme is cancelled for valid reasons, cancellation cannot
take place after three months prior to the commencement of the study programme,
with the exception of short term courses and customised programmes. If the
international student is already in the Netherlands with the objective to follow this
study programme, the higher education institution is obliged to find a suitable
alternative in consultation with the international student, and to inform the
international student which procedures must be followed to that effect.
Register of participating higher education institutions and the tasks and
authorities of the Register Administrator
6.1
The higher education institution requests the Register Administrator for inclusion in
the Register, and provides the signed Code of Conduct.
6.2
The Register Administrator publishes the Register on its website in Dutch and in
English. The Rules and Regulations forming part of this Code of Conduct contain
further provisions pertaining to the register .
6.3
Based on the information provided by the applicant, the Register Administrator
decides within a month and informs the applicant in writing of the decision. The
application is rejected, if the applicant does not meet the conditions and obligations
as referred to in the Code of Conduct, including the accreditation of study
programmes by accreditation organisations as referred to in Article 5.2. The
application is also rejected if it is submitted before the period as referred to in Article
7.8 has passed.
6.4
A higher education institution may either be removed from the Register by the
Register Administrator at its own request or by order of the National Commission in
accordance with the provisions of Article 7.8. Removal by the Register Administrator
also takes place in case an institution has ceased to exist.
6.5
The Register Administrator publishes addition to or removal from the Register of a
higher education institution on its website, and notifies the IND and NUFFIC about it.
6.6
Without prejudice to the other tasks referred to in this Code of Conduct, the tasks of
the register administrator consist of:
a) registering complaints;
b) preparing annual reports for approval by the National Commission;
c) providing information to parties concerned.
6.7
Complaints concerning the Register Administrator can be submitted with the chair of
the National Commission, after the internal complaint procedure of the register
administrator has been completed.
Page 9 of 12
7
National commission
7.1
The umbrella organisations will establish a National Commission and define the
competences of this commission. The umbrella organisations appoint members to the
National Commission for a (renewable) term of office of three year. By publication on
its website, the Register Administrator informs the parties concerned of the
composition of the National Commission.
7.2
The National Commission is independent and consists of five members. The VSNU
appoints two members and two substitute members, the HBO-raad appoints two
members and two substitute member and the NRTO appoints one member and one
substitute member. The National Commission appoints a chair who is not a part of
the circle of interested parties.
Should any complaint relate to or originate from a higher education institution that has
a member in the Commission, the member concerned steps down and is replaced by
a substitute member from another higher education institution.
7.3
The task of the National Commission is to monitor compliance with the Code of
Conduct and to assess the actions of the higher education institutions in the light of
the Code of Conduct. The commission does so by, among other things, dealing with
petitions that may be submitted based on the Code of Conduct in accordance with the
procedure as described in Section 4 of the Rules and Regulations.
7.4
After consulting with the umbrella organisations, the National Commission draws up
Rules and Regulations that form an integral part of this Code of Conduct so that the
Commission can perform its tasks. These Rules and Regulations also specify the
petitions (see Article 7.6) interested parties can submit, how these are handled and
what the possible sanctions are if the petition is considered well-founded.
7.5
Any party concerned believing that a higher education institution has not acted in
accordance with this Code of Conduct can lodge a petition with the National
Commission in writing.
Prior to lodging a petition with the Commission, the petitioner first submits the
complaint to the competent authority of the higher education institution.
The higher education institution ensures that existing or, if necessary, new internal
complaint procedures are available for complaints under the Code of Conduct.
7.6
If the petitioner is of the opinion that the higher education institution has not settled a
complaint properly or is still of the opinion that the higher education institution does
not comply with the Code of Conduct, he/she may submit the reason for the
complaint, and the response thereof received from the higher education institution, to
the National Commission.
Page 10 of 12
7.7
If after hearing the arguments of both parties, the National Commission establishes
that a higher education institution does not comply with this Code of Conduct, the
Commission informs the higher education institution and the person submitting the
request of its decision and any consequences thereof.
7.8
If the National Commission decides to remove a higher education institution from the
Register, it will also decide on the duration of removal and under which conditions the
higher education institution can be included in the register again.
7.9
The National Commission notifies the higher education institution, the petitioner, the
IND and OCW in writing within one month after its decision has been taken.
7.10 The Register Administrator acts as secretary of the National Commission. The
secretary informs the Education Inspectorate of all well founded petitions that have
been submitted to the National Commission.
8
Commencement date and modifications
8.1
The modifications to the Code of Conduct take effect on 1 March 2013.
8.2
If a party concerned proposes a modification to the Code of Conduct because of
legislative requirements, or when modifications to the Code of Conduct are desirable
or necessary for other reasons, the proposed modification is submitted to the
umbrella organisations. Modifications can only be effective after the National
Commission has given its approval based on recommendations by the umbrella
organisations, unless mandatory legislation prohibits this. The Register Administrator
ensures publication of the modification and distribution of the modified Code of
Conduct.
8.3
Every five years, the content and operation of the Code of Conduct is evaluated by, in
any event, the institutions involved, the parties concerned and the Register
Administrator. On the basis of this evaluation, the Code of Conduct, whether changed
or not, will be adopted and signed by the higher education institutions. The initiative
for the evaluation will be taken by the National Commission.
Page 11 of 12
Appendix
The new text of the Code of Conduct and the associated Rules and Regulations come into
effect on 1 March 2013. However, transitional arrangements apply in relation to Article 5.5:
Article 5.5: Unsatisfactory student progress procedure
The provisions of Article 5.5 take effect after the entry into force of the Modern Migration
Policy Act. The following provisions apply until then:
As soon as the higher education institution becomes aware that the international
student no longer follows the study programme without having urgent or important
reasons for this, the higher education institution notifies the Immigration and
Naturalization Service (IND). The higher education institution indicates upon request
how this obligation will be carried out.
List of abbreviations
BZ:
CAE:
CPE:
CROHO:
ESOL:
EZ:
FCE:
HBO-raad:
IELTS:
IND:
NRTO:
NUFFIC:
OCW:
TOEFL:
TOEIC:
VenJ:
VSNU:
WHW:
Dutch Ministry of Foreign Affairs
Cambridge Certificate in Advanced English
Cambridge Certificate of Proficiency in English
Central Register of Higher Education Study Programmes. Degree programmes
that are officially recognized are registered in CROHO
English for Speakers or Other Languages
Dutch Ministry of Economic Affairs
Cambridge First Certificate in English
Dutch Association of Universities of Applied Sciences
International English Language Testing System
Dutch Immigration and Naturalization Service
Dutch Council of Training and Education
Dutch Organisation for International Cooperation in Higher Education
Dutch Ministry of Education, Culture and Science
Test of English as a Foreign Language
Test of English for International Communications
Dutch Ministry of Security and Justice
Association of Universities in the Netherlands
Dutch Higher Education and Research Act
Page 12 of 12
Appendix 14:
Quality Handbook Degree
Quality Handbook for the
Degree Programs
a work in continuous progress
Quality Handbook for the Degree Programs (15 March 2014)
1
Edition:
Compiled by:
Contact person:
Status:
updated 15 March 2014
Program management of the degree programs & Academic Services Center
C. de Wit
Approved October 2013
Quality Handbook for the Degree Programs (15 March 2014)
2
Table of contents
TABLE OF CONTENTS ...................................................................................................................... 3
INTRODUCTION ................................................................................................................................. 7
RACI – PDCA model & abbreviations ................................................................................................................ 9
Table of contents Appendices (separate document)...................................................................................... 10
1 NYENRODE GENERAL ................................................................................................................ 11
1.1 Mission and Vision ................................................................................................................................... 11
1.2 General Statute ........................................................................................................................................ 11
1.3 Organizational structure ........................................................................................................................... 12
1.3.1 University Board ...................................................................................................................................... 12
1.3.2 Faculty (internal and external) ................................................................................................................ 13
1.3.2.1 Centers ............................................................................................................................................. 13
1.3.2.2 Head of Faculty ................................................................................................................................. 13
1.3.2.4 Director of Research ......................................................................................................................... 14
1.3.2.5 Center Director ................................................................................................................................. 14
1.3.2.6 External faculty ................................................................................................................................. 14
1.3.3 Academic Board ....................................................................................................................................... 15
1.3.4 Dean and Associate Dean of Degree Programs ....................................................................................... 15
1.3.5 Program Director and Program Manager ................................................................................................ 15
1.3.6 Committees and boards concerning degree programs ........................................................................... 16
1.4 International academic partners .............................................................................................................. 17
1.5 Formal registration programs and diplomas (DUO / CROHO) ................................................................... 18
1.5.1 CROHO ..................................................................................................................................................... 19
1.5.2 Verification of diplomas / Diploma description ....................................................................................... 19
1.6 Campus community [under construction] ................................................................................................ 20
1.6.1 Campus Code of Conduct ........................................................................................................................ 21
1.6.2 Committees overseeing life on campus ................................................................................................... 24
1.6.3 Student bodies ......................................................................................................................................... 25
2. DEGREE EDUCATION ................................................................................................................ 26
2.1 Nyenrode’s educational philosophy ......................................................................................................... 26
2.1.1 LES (Leadership, Entrepreneurship and Stewardship) ............................................................................. 26
2.1.2 Head, Heart and Hands trinity ................................................................................................................. 27
2.1.3 Didactic approach Nyenrode ................................................................................................................... 27
2.2 Degree program ....................................................................................................................................... 28
2.2.1 Organizational structure degree program ............................................................................................... 28
2.2.2 Rules and regulations (OER) .................................................................................................................... 29
Article 7.13. Onderwijs- en examenregeling of the Wet op het hoger onderwijs en wetenschappelijk
onderzoek (WHW)............................................................................................................................................ 30
2.2.3 Key program details ................................................................................................................................. 31
2.3 Designing a new program or redesigning a program ................................................................................ 33
2.4 Program evaluation .................................................................................................................................. 39
2.5 International experiences within the degree programs ........................................................................... 41
3 QUALITY MANAGEMENT SYSTEM ......................................................................................... 43
3.1 Introduction ............................................................................................................................................. 43
3.1.1 Dutch National Qualifications Framework (NQF) .................................................................................... 43
3.1.2 Dublin Descriptors ................................................................................................................................... 45
Quality Handbook for the Degree Programs (15 March 2014)
3
3.2 Internal quality assurance ........................................................................................................................ 47
3.2.1 Quality assurance board & committees .................................................................................................. 47
3.2.2 Evaluations............................................................................................................................................... 48
3.2.3 Quality of the educational faculty ........................................................................................................... 48
3.2.4 Academic Services Center (quality control department) .................................................................... 49
3.3 External quality assurance ........................................................................................................................ 50
3.2.1 Accreditation Organization of the Netherlands and Flanders (NVAO) .................................................... 51
3.2.1.2 Initial accreditation (new programs) ................................................................................................ 52
3.2.1.3 Re-accreditation concerns existing programs .................................................................................. 52
3.2.2 EQUIS ....................................................................................................................................................... 54
3.2.2.2 The EQUIS accreditation process ..................................................................................................... 55
3.2.3 AMBA ....................................................................................................................................................... 56
3.2.4 Commissie Eindtermen Accountantsopleiding (CEA) .............................................................................. 59
3.2.6 Time schedule accreditations 2013-2017 ................................................................................................ 59
3.3 Rankings ................................................................................................................................................... 60
3.3.1 The Financial Times (FT) ranking.............................................................................................................. 61
3.3.1.1 Overview of the used ranking criteria .............................................................................................. 64
3.3.2 Nationale Studenten Enquete (NSE) - Studiekeuze123 ........................................................................... 66
3.3.3 Eduniversal Masters Ranking's ................................................................................................................ 67
4 MARKETING AND RECRUITMENT ......................................................................................... 68
4.1 CRM instructions ...................................................................................................................................... 68
4.2 Marketing activities for the degree programs [to be included] ................................................................. 69
4.3 Recruitment ............................................................................................................................................. 69
4.3.1 Roles and responsibilities recruitment .................................................................................................... 70
4.3.2 Values of recruitment: ............................................................................................................................. 73
4.3.3 Dos and Don’ts of recruitment: ............................................................................................................... 73
4.3.4 Alumni involved in recruitment (Ambassadorship) ................................................................................. 74
4.3.5 List of recruitment avenues: .................................................................................................................... 74
5 ADMISSION ................................................................................................................................... 75
5.1 Admissions criteria ................................................................................................................................... 76
5.1.1 Tests ......................................................................................................................................................... 76
5.1.1. GMAT test........................................................................................................................................... 77
5.1.1.2 English tests ...................................................................................................................................... 77
5.1.1.3 LTP test ............................................................................................................................................. 77
5.1.1.4 Mathematics courses ...................................................................................................................... 78
5.2 Scholarships ............................................................................................................................................. 78
5.3 Visa application information and deadline (for international students) ................................................... 79
6
PROGRAM PREPARATION AND PROGRAM DELIVERY .............................................. 81
6.1 Program Preparation ................................................................................................................................ 81
6.1.1 Planning ................................................................................................................................................... 81
6.1.2 Informing and preparing new students ................................................................................................... 83
6.1.3 Preparation of study materials ................................................................................................................ 84
6.2 EDUCATIONAL STAFF ............................................................................................................ 86
6.2.1 Educational quality .................................................................................................................................. 86
6.2.3 Hiring internal and external lecturers ...................................................................................................... 86
6.2.3 Briefing lecturers ..................................................................................................................................... 88
6.3 Support and counseling of student ........................................................................................................... 89
6.3.1 Counseling ............................................................................................................................................... 89
Quality Handbook for the Degree Programs (15 March 2014)
4
6.3.2. Student career advice and personal development ................................................................................. 89
6.3.3 Student drop out ..................................................................................................................................... 90
6.4 Thesis projects .......................................................................................................................................... 91
6.4.1 Steps in a thesis project ........................................................................................................................... 92
6.5 Process of graduation ............................................................................................................................... 93
6.6 Archives of the degree programs [under construction] ............................................................................ 93
6.7 Students and legal liability ....................................................................................................................... 93
7 TESTING AND ASSESSMENT [UNDER CONSTRUCTION] ................................................ 94
7.1 Exam committees ..................................................................................................................................... 94
7.1.1 Regulations Exam Committees ................................................................................................................ 94
7.1.2 Annual report Exam Committee .............................................................................................................. 94
7.2 Appointment of examiners ....................................................................................................................... 94
7.3 Quality of testing and assessment ............................................................................................................ 95
7.3.1 Assessment Committee ........................................................................................................................... 95
7.3.2 Assessment policy based on best-practice .............................................................................................. 95
7.3.3 Designing the exam ................................................................................................................................. 97
7.3.4 Conducting the exam ............................................................................................................................... 97
7.3.5 Determining grades ................................................................................................................................. 97
8 ALUMNI .......................................................................................................................................... 98
8.1 Alumni education ................................................................................................................................... 100
8.2 Alumni survey ........................................................................................................................................ 100
8.3 Alumni body: VCV................................................................................................................................... 100
8.3 Roles and responsibilities ....................................................................................................................... 101
Quality Handbook for the Degree Programs (15 March 2014)
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Quality Handbook for the Degree Programs (15 March 2014)
6
Introduction
Nyenrode’s ambition is to deepen the knowledge of our students to make them sustainable leaders,
robust accountants and agile and creative entrepreneurs. We aim to deliver a high standard of
education and research and in order to do so, we need to work continuously on quality and
incorporate this into all day to day activities of the university. This means quality management at all
levels, from program management to research to the support services.
This handbook is a tool for quality control and quality improvement for the degree programs. It
describes the quality policies and goals of the university, management practices and key processes
and it supplies guidelines and best practices. The aim of the quality handbook is:
1. To support the achievement of the university’s strategic goals and ambition including further
‘modularisering’ of our degree programs
2. To serve as a management tool for the quality assurance of the university’s operations and
results
3. To align processes and procedures where needed and possible in view of our operational
excellence efforts
4. To regularly review processes and procedures as part of continuous improvement efforts
5. To be able to show the required information in case of an external audit (accreditations)
6. To describe procedures and key processes and by doing so, creating guidelines to act upon
7. Providing information to (new) colleagues
The quality management of Nyenrode is in accordance with the Deming cycle. It is incorporated in all
day to day activities of the university. The Deming cycle refers to a four steps management method
used in business for the quality control. It preaches continuous improvement of processes and
products. It is also known as Plan Do Check Act (PDCA) or Plan Do Study Act (PDSA).




PLAN: Establish your goal. Choose a process and set
objectives.
DO: Implement the plan and begin collecting data on
the results.
CHECK(or STUDY): Evaluate, study the results and the
data collected in step DO.
ACT : Decide what changes to make in order to improve
the process. Act on the results
Plan
Act
Do
Check
The handbook applies to the whole Nyenrode community. Each one of us is responsible for a small
part of the quality delivered. The handbook provides an overview of insight in the descriptions of the
procedures and processes regarding the degree programs. It at the same time, facilitates reviewing
them and asking ourselves: is this indeed the best way to proceed, are adjustments needed or is
there another and maybe even better way to achieve our goal?
We started the process of compiling this handbook with the development of a supply chain model for
the degree programs. (See appendix 1.2) With this model we intended all the main processes and
Quality Handbook for the Degree Programs (15 March 2014)
7
procedures of the degree programs in a structured way. Although this is pictured as a circle where
step 1 is followed by step 2 and onwards , it is not always sequential in a particular order as the steps
are interwoven. The model begins with the design phase. This is where a new program is designed.
The process is almost the same as in the phase were an existing program is being altered
(redesigned). The reasons for redesign can be to improve the program or the need to add new
skills/courses into the curriculum. For a redesign phase information is used that is acquired from the
stakeholders (students (evaluation step); alumni (alumni step); comments from the corporate world
(design & review step). Almost in the same way as being done when a new program is designed.
Therefore design and redesign are combined into one phase (step).
There are many connections between the steps. The model provided merely us a way to simplify and
structure the processes and procedures regarding the degree programs and it guided us in compiling
this quality handbook especially what kind of information needed be include.
Structure of the manual
As said earlier this handbook describes the quality policies and goals of the university, management
practices and key processes and it supplies guidelines and best practices. There are difference
between degree programs and therefore the reader must keep in mind that the descriptions are on a
broader level. The processes and guidelines may varieties from one program to another.
1. The first chapter is about Nyenrode in general: our mission and vision; the organizational
structure and specifically the different functions and committees involved with education;
formal registration of the degree programs (CRHOHO & DUO) and information about the
campus community.
2. The second chapter is about the degree education: the educational philosophy of Nyenrode;
organizational structure of the degree programs, key program details; designing and
redesigning a program.
3. The quality management system of Nyenrode will be discussed in chapter three. This
involves our internal quality system and the external quality system (accreditations (NVAO,
EQUIS, AMBA, CEA) and rankings (Financial Times, NSE (Studiekeuze123), Eduniversal).
4. Chapter four is about Marketing and Recruitment. At the moment the information about
marketing is under construction and this will be included later. This chapter starts with our
Customer Relations Management system (CRM) and also describe the recruitment process,
the roles and responsibilities, the do’s and the don’ts and the challenges facing recruitments.
5. The admission processes are described in chapter 5 (admission tests, scholarships, Visa
applications.
6. Chapter six is about program preparation and program delivery: planning, educational staff,
support and counseling of students, thesis projects, graduation etc.
7. Testing and assessment is the subject of chapter seven. Since a lot of the policy concerning
this subject is currently being reviewed and adjusted it will be described briefly. More
information will follow once the policies are formal.
8. The last chapter is about our alumni. Our alumni are important to us and we try to keep in
contact with them and also seek their involvement (with Nyenrode and within our
programs).
Quality Handbook for the Degree Programs (15 March 2014)
8
RACI – PDCA model & abbreviations
In this handbook a combination of the responsibility assignment matrix (RACI model) and the PDCA
cycle from Deming is been used. Below follows an explanation of the model.
PCDA stands for:
 PLAN: Establish your goal. Choose a process and set objectives.
 DO: Implement the plan and begin collecting data on the results.
 CHECK (or STUDY): Evaluate, study the results and the data collected in step DO.
 ACT : Decide what changes to make in order to improve the process. Act on the results
RACI model make use of the following roles:
 R (Responsible ) Whoever is responsible needs to make sure that the process works as
planned.
 A (Accountable) The person(s) who is(are) accountable for the action. If necessary, he/she
needs to make the final decision.
 C (Consulted): Those whose opinions are sought, typically experts in subject matter and with
whom there is two-way communication.
 I (Informed): Those who are kept up-to-date on progress, often only on completion of the
task and with whom there is just one-way communication.



Notes
There can only be one “A” role within the process but there can be more than one party
fulfilling the “R” roles.
Someone with an “A” or “C” role must also automatically be informed, i.e. also fulfill the “I”
role.
The following abbreviations are used:
AB
AdBo
AEQ
AS
ASC
BKO
C
CD
CM&C
Dean
EC
= Academic Board
= Advisory Board (Curatorium)
= Advisor Educational Quality
= Assessment Committee
= Academic Services Center
= BKO Committee
= Center
= Center Director
= Corporate Marketing & Communications
= Dean
= Exam Committee
Quality Handbook for the Degree Programs (15 March 2014)
Fac
HF
HRM
PC
P Com
PD
PM
RD
Rector
UB
= Faculty
= Head of Faculty
= HRM
= Program Coordinator
= Program Committee
= Program Director
= Program Manager
= Research Director
= Rector Magnificus
= University Board
9
Table of contents Appendices (separate document)
Appendix 1.1 General Statute
Appendix 1.2 Supply chain model degree programs
Appendix 1.3 Organizational chart Nyenrode Business Universiteit
Appendix 1.4 Relevant committees concerning degree programs
Appendix 2.1 Learning outcomes versus LES individual programs
Appendix 2.2 Rules and Regulations master of Science in Management 2012-2013
Appendix 2.3 Key degree program details
Appendix 2.4 Sample alumni survey Bachelor and Master Accountancy
Appendix 3.0 BKO policy
Appendix 3.1 NVAO accreditation
Appendix 3.2 EQUIS accreditation
Appendix 3.3 CEA Overzicht “Eindterm per onderwijseenheid”
Appendix 3.4 FT rankings
Appendix 3.5 Eduniversal Masters Ranking's
Appendix 4.1 Visa Application procedure IMBA & IMBA (2012)
Appendix 5.1 Codes of Conduct international students and rules and regulations
Appendix 5.2 Memo Test of English to the Academic Board
Appendix 5.3 Sample: EMBA registration form and payment schedule
Appendix 6.1 Sample introduction letter external lecturers
Appendix 6.2 Tariffs lectures accountancy and controlling program
Appendix 6.3 Proposal tariffs Fiscal Law 2013-2014
Appendix 6.4 Sample Career & Personal Development: Course outline IMBA 2012/2013
Appendix 6.5 Career and Personal Development (CPD) in EMBA
Appendix 6.6 Sample thesis regulations
Appendix 6.7 Flow chart thesis project
Appendix 6.8 List of graduation activities
Appendix 7.1 Assessment policy [to be included]
Appendix 8.1 Samples of Nyenrode seminars open for alumni
Quality Handbook for the Degree Programs (15 March 2014)
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1 Nyenrode general
Nyenrode Business Universiteit is a fully private higher educational institution. In 1946 captains of
industry from leading Dutch corporations as KLM, Shell, Unilever, Philips and Akzo, took the initiative
to start an institute where an action-inclined, internationally focused generation of new business
leaders would be educated. The main goal was to the rebuild the economic position of the
Netherlands and Dutch enterprises after WWII.
Nyenrode has been granted university status in 1982 by the Dutch Ministry of Education. From 1992
we received no government funding and this makes us the only private university in the Netherlands.
By achieving the university status Nyenrode can award officially recognized doctoral degrees as well
as bachelor’s and master’s degrees on the completion of programs accredited by the Dutch
authorities. Although parts of the Dutch Higher Education and Research Act (Wet op het Hoger
Onderwijs en Wetenschappelijk onderzoek, WHW), that regulates government-funded programs,
also apply to the programs offered by Nyenrode, the University is free to set its own rules on e.g. the
selection of students, program management, examinations and student participation in university
government.
Nyenrode offers programs for all career phases, bachelors, masters, MBA programs and we also have
open and customized executive programs. Nyenrode’s educational philosophy goes beyond the mere
transfer of knowledge and this is represented in the way how we incorporate our Nyenrode trinity
“Leadership, Entrepreneurship and Stewardship” (LES) and our “Head, Heart and Hands” philosophy
in our programs. This will be explained in chapter two.
1.1 Mission and Vision
Mission
Nyenrode Business Universiteit serves society by educating and shaping talented students,
managers, and professionals. We develop responsible leaders, entrepreneurs and organizations
through action-oriented education and research.
Vision
Nyenrode Business Universiteit, preferred partner of students and organizations worldwide, is a top20 European education and research community and a member of a global network of top business
and finance schools.
1.2 General Statute
Nyenrode has a General Statute and each degree program has a set of more detailed Rules and
Regulations (OER) based on this Statute. The General Statute is for the whole Nyenrode community
(staff and students). Each year the General Statute will be reviewed and if necessary adjusted by the
Legal advisor, head of the Academic Services Center and the chair of the Exam Committee. See
appendix 1.1 for the current General State.
Quality Handbook for the Degree Programs (15 March 2014)
11
1.3 Organizational structure
The governance structure of Nyenrode as of September 1, 2013 is depicted in the following figure
and also in appendix 1.3 (organizational chart of Nyenrode Business Universiteit).
The Nyenrode Foundation Board (consisting of alumni, academics and representatives of the
corporate world) holds the responsibility for the well being of two formal entities (Nyenrode Estate &
Universiteit Nyenrode B.V.) of which it has full ownership. It safeguards and oversees Nyenrode’s
perceived and actual position in business and science as well as its overall financial performance.
In this capacity, the Nyenrode Foundation Board acts as a
Board of Trustees to the University Board of Universiteit
Nyenrode
Nyenrode B.V. The Foundation has installed a couple of
Foundation
committees to assist the University Board in its
supervision of the performance of the University Board
of Universiteit Nyenrode B.V.
 Audit Committee
Universiteit
Nyenrode B.V.
 Real Estate Committee
 Remuneration Committee
 Strategic Committee
Nyenrode BBA
Nyenrode Services
 Corporate Governance Committee
B.V.
B.V.
Universiteit Nyenrode B.V. is the limited liability company
that holds the shares Nyenrode BBA B.V and Nyenrode
Services B.V. In addition to the formal reporting and
Nyenrode New Business
responsibility lines, the International Academic Council
School B.V.
was established. The International Executive Education
Board was established in 2010.
According the law (Wet op de Ondernemingsraden (WOR)) Nyenrode does have a worker council.
This is a body composed of employees within the university which has the task of safeguarding the
interests both of Nyenrode and of her employees.
Students are indirectly involved in the management of the university through their monthly meetings
with the Rector Magnificus and/or the Dean. They also have meetings with program management.
1.3.1 University Board
The University Board consists of the Rector Magnificus (Chair), the Dean and the Financial Director.
They are supported by the Secretary of the University. Each member of the University Board has
specific responsibilities.
 Rector Magnificus: faculty, research, HRM, corporate marketing & communication, legal affairs,
academic services, works council.
 Dean: degree programs, executive education & organizational development, dean of
campus/community manager, international relations.
 Financial Director: finance, ICT, hospitality, real estate.
Quality Handbook for the Degree Programs (15 March 2014)
12
1.3.2 Faculty (internal and external)
The fundamental main tasks of any university is to generate and transfer knowledge. It is the faculty
who generate knowledge and transfer this to the students or to the public via publications for
example. The faculty carries out teaching and research, supervises PhD candidates, provides
publications and publicity, contributes to discussions on current social issues, acquires research
projects, (chair) sponsoring and executive education programs. Furthermore, the faculty provides
instruction and supervises the thesis projects of students and executives participating in the various
Nyenrode programs. All employees in an academic functions who have a PhD or who are currently
working towards a PhD belong to the Nyenrode faculty. The are five job functions:
1. Full professor
2. Associate professor
3. Assistant professor
4. PhD student
5. Executive lecturer
It is the responsibility of Nyenrode faculty to ensure a long-term commitment to both teaching and
research. By making their research findings applicable for their teaching, and using input from
teaching in their research efforts, the faculty is acting as a bridge for the gap between the academic
and business world.
In the “Faculty Management Charter” the vision of the university’s faculty management, both in
terms of content and organization has been documented (see intranet).
1.3.2.1 Centers
The entire faculty is organized in nine centers headed by a Center Director (see appendix 1.3 and the
Faculty charter on Intranet) The centers structure plan is based on the choices that were made as to
which academic areas of expertise are to be embedded in the university. This plan is of paramount
strategic importance, since it largely establishes the academic resources of the university. The Rector
Magnificus bears the overall responsibility for the faculty. Daily responsibility is delegated to the
Head of Faculty and the Director of Research. The Research Director formulates research policy and
monitors the research conducted by the nine centers and is responsible for the PhD and EDP policy.
The Center Directors are overall responsible for the generation and transfer of knowledge in their
field of study.
1.3.2.2 Head of Faculty
Daily responsibility of the faculty is delegated to the Head of Faculty. This function is for filled by two
people. Each center is responsible to one of the Head of Faculty (see appendix 1.3). The
responsibilities of the Head of Faculty are:
 Developing a strategy for the faculty that fits in with the overall strategy of Nyenrode
 Monitoring the faculty both in quantity and quality
 Being responsible for a good working atmosphere
 Appointing new members, both internal and external
 Responsibility for a generic framework for developing center plans
 Developing the policy concerning freelance faculty members and monitoring the implementation
 Monitoring the development of individual faculty members
 Appraising all professors in cooperation with the Dean and center directors and
Quality Handbook for the Degree Programs (15 March 2014)
13

Shaping frameworks for the appointment of faculty and the salaries involved, including
incentives if needed.
1.3.2.4 Director of Research
The main responsibilities of the Director of Research:
 Formulating and monitoring the implementation of the research policy, including the PhD and
EDP policy
 Monitoring and evaluating research productivity
 Bearing responsibility for the development of the Research Courses aiming to further integrate
research within the curriculum of programs and
 Developing co-operation with (inter)national partners concerning research and faculty exchange.
1.3.2.5 Center Director
The Center Directors are overall responsible for the generating and transfer of knowledge in their
field of study. They also have the supervision of external faculty. Main responsibilities:
 The development of content by affiliated faculty members
 Developing and implementing a long-term Center Plan within the structure plan that fits in with
the overall strategy of Nyenrode and covers research, education, public debate
 Is in charge of building and developing a network of external freelance teachers. The centers are
responsible for the academic quality of both course content and the (internal and external)
teachers. The whole of the basic structure and freelance network must be such that the center
can, in a high-quality way:
o meet the educational needs of the programs, and
o contribute by means of research to the knowledge development within the discipline in
question.
 Carrying the overall responsibility for costs and efficient faculty deployment
 Monitoring the Center’s faculty in terms of quantity and quality and accountability
 Together with the faculty members generation and transfer of knowledge in their field of study
 Research planning and monitoring of the generation and transfer of knowledge in the Center’s
field of study
 Linking the business and academic world within the field(-s) of study
 Acquiring resources for external research funding and sponsoring of chairs within the applicable
rules concerning external financiers.
1.3.2.6 External faculty
Nyenrode realizes that establishing strong external relations with fellow academics and business
practitioners is important to a business school. Therefor in addition to the core faculty, external
freelance lecturers or teachers may be used. See more about external lectures in chapter 6.2 and see
also the Faculty Management Charter on Intranet. We have set up a structure of the following
external academic titles:
 Visiting fellow; all those external academics with whom the Nyenrode faculty works on joint
research and/or teaching.
 Visiting professor; an external professor who wishes to conduct joint research and/or teaching
with the Nyenrode faculty. This is either on invitation by Nyenrode (as part of a joint research
Quality Handbook for the Degree Programs (15 March 2014)
14



program) or by an individual application due to personal and professional interests and contacts.
Distinguished visiting professor; external professors with established international track records
and full recognition in the academic world who have accepted Nyenrode’s invitation to become
academic ambassadors both to and for the University, either as an honorary member of the
faculty and/or as catalysts for joint research and teaching initiatives.
Honorary doctor; a Nyenrode title for exemplary performance in business, science and/or society
based on personal merit and a professional fit with Nyenrode’s overall mission and vision.
In addition to the above, Nyenrode recognizes two specific programs to further strengthen its
ties with the business world.
1. Researcher in residence; this program invites managers and professionals to conduct
practice-based research under supervision of the Nyenrode faculty in addition to their
regular work. This research can be on company specific issues, but also on general business
themes and issues.
2. Executive in residence; an exclusive program in which recognized business leaders and
executives are invited to act as ambassadors for Nyenrode. This can be in a fundraising
capacity or in any other way aimed at furthering the profile and position of Nyenrode as a
leading institute for higher business education, nationally as well as internationally.
1.3.3 Academic Board
Chaired by the Rector includes the Dean, the Associate Dean degree programs as well as Head of
Faculty and Director of Research and the Chief Financial Officer. The Academic Board advices the
Executive Board on:
 Academic quality policies for both the educational and the research process
 The appointment of Professors
 The appointment of Honorary Doctors
 Issues concerning Faculty management
 Awarding of PhDs and EDPs
 Approval of new programs within the Educational Portfolio of Nyenrode
1.3.4 Dean and Associate Dean of Degree Programs
The Dean and the Associate Dean are responsible for all degree programs; this concerns the content
as well as the profitability and quality control. They report to the Academic Board (content and
academic quality) and the Executive Board (profitability and general quality).
1.3.5 Program Director and Program Manager
Each degree program is headed by a Program Director and a Program Manager. The Program
Director is responsible for the content of the program, as well as, together with the Program
Manager, for all other aspects of the program. Program Director and Program Manager report to the
Dean and Associate Dean of Degree Programs.
Quality Handbook for the Degree Programs (15 March 2014)
15
1.3.6 Committees and boards concerning degree programs
To assurance quality within the degree programs several committees are installed to monitor the
performance including the academic quality and assessment aspects of the Nyenrode degree
programs. See appendix 1.4 for the current committees and their members.
 Program Committee: consists of faculty members and students. The committee advises the
Program Management, the Associate Dean of Degree Programs and the Dean concerning
the rules and regulations for the program and formulate advices concerning all educational
aspects of the program. Furthermore, the committee can advise the Program Management
(invited or uninvited and at any time) on various aspects of the program. The Program
Committee receives the evaluation of the courses and meets at least twice a year.
 Exam Committee: composed of faculty members, is responsible for all issues related to
assessment, such as the setting of exams, the organization and coordination of the exams,
the nomination of examiners and setting of assignments. It is also responsible for the quality
assurance of all assessments within the programs. The Exam Committee advises the Dean
about assessment issues and they Committee reports annually to the University Board.
 Assessment Committee: has the task of guaranteeing the quality procedures and policy
regarding examination. This task are delegated to the Assessment Committee by the central
Exam Committee. It will also advise the Exam Committee regarding complaints about exams.
The committee will also produce an annual report concerning the quality of examination, to
be discussed annually in the central Exam Committee meeting.
 Curriculum Committee: The Curriculum Committee is an internal Quality Assurance
Committee, that reviews the various NBU programs. The Curriculum Committee meets at
least four times a year and discusses the curriculum development of all degree programs at
Nyenrode and plays a role in all program accreditation processes by assessing the SelfAssessment Report.
 Advisory Board: This advisory board builds upon the direct link with the professional sector
for which the students in the program are aiming. It gives advice regarding the competencies
that are being trained and also about issues that are relevant for the sector.
 Complaints Committee (appointed by the University Board): handles all complaints that are
outside the jurisdiction of the Exam Committee.
 Appeal Committee (appointed by the University Board): will handle an appeal by a student or
a group of students concerning a decision taken by of in name of the University Board, with
the exception of a decision of a general nature.
 Campus Dean: guards and fosters the general climate on campus as well as the general
climate of the Nyenrode Community as a whole. The Campus Dean is accountable to the
Dean.
 Campus Committee Board (CCB): watches over affairs on campus and devotes itself to
improving campus life and the facilities and works in close cooperation with the Campus
Dean. All members of the CCB act as a point of contact for the students, Nyenrode Visitors
and external parties which are involved in Campus life.
 The Heeren Vijf (the Board of the Nieuwe Compagnie van Verre ‘N.C.V.’): handles N.C.V.
related cases according to the articles of association and regulations of the N.C.V. An N.C.V.
related case is a case resulting from an activity organized by the Board of the N.C.V., an
official Committee of the N.C.V., a ‘jaarclub’ (in spe), a ‘dispuut’ or a ‘genootschap’.
Quality Handbook for the Degree Programs (15 March 2014)
16




Campus Council (Campusraad): is the independent legal body or court of the student
Association N.C.V. and is appointed as such at the annual GPV of N.C.V. The reactive role of
the Campus Council is to exercise authority to undertake action when it has received a
complaint form by a campus inhabitant, the CCB or any committee of the N.C.V.. As such, the
Campus Council maintains law and order on the Nyenrode Estate and protects the privacy
and integrity of all campus inhabitants and visitors. An appeal can be brought against the
pronouncement of the Campus Council (not if the case has been referred to the Board of the
University). The appeal rules as set out in article 33 apply, except that the Chairman of the
Appeal Committee in this case is the Secretary of the University Board or in his/her absence
the Campus Dean. A student living on Campus will be included in the appeal committee.
During an appeal the judgment will be suspended. After this appeal no further appeal is
possible.
Confidential Counselors: Nyenrode appoints confidential counselors both for students and
for personnel. There are at least two for personnel (one female, one male) and three for
students (including at least one female and one male). The names and contact data for those
persons are published on the Nyenrode intranet and on the student portals. The Confidential
Counselors work according to Guidelines Confidential Counselors. When the situation
requires so the University Board appoints a small independent committee to investigate the
situation and come with recommendations. The Confidential Counselors report annually
about the trends and developments to the University Board and to the Works Council.
Works Council: in accordance with Dutch Law (Wet op de Ondernemingsraden (WOR)) a
Works Council has been established. The Works Council and the University Board arrange
how their mutual cooperation takes form.
Committee for Scientific Integrity: Nyenrode adheres to the Dutch Code of Conduct for
Scientific Integrity as defined by Vereniging Nederlandse Universiteiten (VSNU).
o The University Board appoints a Committee for Scientific Integrity.
o The University Board appoints a Confidential Councilor for Scientific Integrity
Both the Committee and the Confidential Councilor work according to the protocol Scientific
Integrity as defined in the Dutch Code of Conduct for Scientific Integrity.
1.4 International academic partners
Nyenrode engages with reputable academic partners on the basis of reciprocity. The number of
partners abroad is kept limited with the intention to develop quality and comprehensive relations for
mutual benefit and growth. On the longer term Nyenrode aims to elaborate on the partnerships for
joint programs.
Currently Nyenrode is actively working on establishing and intensifying the relations with the
institutions in Europe, USA, China, India and South Africa stated below. These partners have been
designated by the Executive Board as strategically important and investments in time and finances
will be towards these partners.
The markets where Nyenrode’s partners are located stretch the globe and are valuable for students
Quality Handbook for the Degree Programs (15 March 2014)
17
and faculty as these are important international markets (developed and developing) and provide
cultural diversity. An important and basic ingredient is the exchange of students and faculty. Faculty
serves as an agent for intensifying relations between Nyenrode and its partners. Our key
international academic partners are:
Africa : University of Stellenbosch Business School (South Africa)
Asia: Indian Institute of Foreign Trade (New Delhi, India)
Renmin University of China (Beijing, China)
S.P. Jain Insitute of Management & Research (Mumbai, India)
College of Management of Chang Gung University (Taiwan)
Europe: Moscow International Higher Business School (Russia)
University of Cambridge Judge Business School (UK)
University of St. Gallen (CH)
USA: Northeastern University (USA)
University of Oregon - Lundquist College of Business (USA)
On the longer term Nyenrode seeks to develop its academic partnerships further to establish joint
ventures enhancing Nyenrode’s international profile and actively engaging in international markets.
The aim to enhance the relations between each the partners and to develop academic and cultural
interchange in the areas of education, research, and other activities. For example Nyenrode signed a
contract on March 2014 with the College of Management of Chang Gung University (Taiwan) were
the parties agreed to extensively cooperate in the next two years and explore the possibilities
towards the internationalization of higher education. The areas of cooperation are: exchange of
faculty, researchers and students, provide full and/or partial tuition waivers for qualified students,
joint research projects, conferences and cultural programs and the exchange of academic materials,
publications, and other documentation.
International Study Centers in Europe
In 2012, Nyenrode officially signed an agreement with Study Group, an organization providing
university preparation programs with an extensive recruitment network worldwide. With Study
Group, Nyenrode will establish an International Study Center (ISC) at Nyenrode and following that
five more in major European markets by partnerships with business schools.
1.5 Formal registration programs and diplomas (DUO / CROHO)
The Dutch Minister of Education, Culture, and Science has commissioned The Dienst Uitvoering
Onderwijs (DUO) the responsibility for the execution of several acts and regulations regarding
education, such as student grants and information management. Most of the administrative tasks are
done for government funded educational institutes. Nyenrode students can not make a claim on
some of the services the DUO offers to students from public funded schools. Services such as
acquiring a copy of a diploma (this is stored by the CROHO for public funded schools). DUO is also
considering to store the diplomas of private education institutes, but it is unknown when this will
actually happening.
Quality Handbook for the Degree Programs (15 March 2014)
18
1.5.1 CROHO
One task of the DUO is to register and publish educational data of higher education institutes in the
central register (Centraal Register Opleidingen Hoger Onderwijs (CROHO)). According to the Dutch
law (WHW) this registering is a requirement:
 for the public funding of higher educational institutes
 for study grants
 for the awarding of recognized (by the government) degrees
For Nyenrode only the awarding of recognized degrees applies. The tables below shows the
programs (past and present) that are registered and their details. Each educational institute has one
BRIN number.
 Nyenrode Business Universiteit the BRIN number is: 01MC.
 New Business School in Amsterdam: 30FW.
The CROHO can be access publicly via this link. The university themselves is responsible for supplying
the right information in case of the following changes:
New institute - Termination of institute - New program & Termination of a program
Change of name institute
- Change of name program
Change of location (city)
- Adding extra location
The contact person within Nyenrode for the CROHO is the head of the Academic Services Center.
Program
Degree
Isat no
Accountancy*
Accountancy
Accountancy
AccountancyAccounting &
Auditing*
Controlling
Executive Master of
Finance & Control
Management
Bedrijfskunde*
Management
Bedrijfskunde*
Bachelor
Bachelor
Master
Master
New Business
Fiscaal Recht
* Program has ended
Form
56435
56435
60060
66435
BRIN
no
01MC
01MC
01MC
01MC
Parttime
Parttime
Parttime
Parttime
Date start
application
1-8-1996
1-9-2003
6-11-2007
1-9-2003
End
program
30-6-2006
Master
Post
Master
Master
Master
Master
Master
66436
75019
01MC
01MC
Parttime
Parttime
1-9-2003
15-12-2006
66420
66420
64420
06420
01MC
01MC
01MC
01MC
Fulltime
Fulltime
Parttime
Parttime
1-9-2003
1-8-1996
1-9-2003
1-8-1996
HBO
Bachelor
Master
30025
30FW
Fulltime
1-9-2010
23-8-2016
60687
01MC
Parttime
23-9-2013
22-9-2019
5-11-2007
End date
accreditation
ended
31-12-2013
31-12-2013
ended
31-12-2013
24-4-2018
31-8-2004
31-122007
31-12-2014
ended
31-12-2014
ended
CROHO details per program
1.5.2 Verification of diplomas / Diploma description
When someone wants to study or work in a foreign country, a diploma-description gives foreign
Quality Handbook for the Degree Programs (15 March 2014)
19
authorities insight into the level of education that the person has received. Diploma-descriptions are
issued for diploma's that are recognized by the Dutch Ministry of Education. Applications for a
diploma-description can be submitted at:
1. Nuffic : The Dutch Ministry of Education, Culture and Science has appointed Nuffic to serve
as the national information center for academic and professional credential recognition. In
this capacity they represent the Netherlands in the networks of information centers created
by the European Union (the NARIC network) and the Council of Europe and UNESCO (the
ENIC network). These networks work closely together in developing and implementing policy
for the recognition of diplomas, degrees and study periods, thereby promoting mobility. For
a fee Nuffic offers the following services and products in the field of credential evaluation:
a. Evaluation of foreign diplomas (for program management): Nuffic issues
recommendations on the value of higher or secondary education diplomas obtained
outside the Netherlands. Where possible, the foreign diploma is compared to a
Dutch diploma. Apart from evaluating the diploma, information is also provided
wether a study program or an educational institution is officially recognized.
b. Evaluation of Dutch diplomas (for students): Nuffic prepares ‘diploma descriptions’
for individuals who have been awarded a higher education diploma in the
Netherlands, and who wish to work or study abroad. These descriptions provide
information about academic qualifications obtained in the Netherlands, and also
offer a suggestion on how the qualification should be evaluated in the country in
which it is presented.
2. SBB (Stichting Samenwerking Beroepsonderwijs Bedrijfsleven) for diploma's of senior
secondary vocational education and apprenticeship courses. National Reference Point (NRP)
is a part of SBB. The NRP is the contact point for those in search of information on vocational
education in the Netherlands and other European countries. They are part of the European
network of NRPs. The objective of this network is to increase the transparency of national
qualifications, which will promote the study and employment mobility within the EU.
3. DUO for diploma's of courses of general secondary education. For Nyenrode students they
can only confirm that a diploma is legal for programs that are registered in the CROHO
register (see table above). For this paid service the DUO needs to see/receive the original
documents from the student.
Websites
Nuffic (diploma recognition)
Stichting Samenwerking Beroepsonderwijs Bedrijfsleven
National Reference Point (NRP)
DUO
1.6 Campus community [under construction]
Nyenrode Business Universiteit is housed on a 140-acre estate with a 13th century castle as focal
point. The magnificent landscaped grounds bordered by the river Vecht and the Amsterdam Rhine
Canal are a major asset in their own right. A deer park, maze, rose garden, and a lane of century-old
chestnut trees are just some of the many fine features.
Quality Handbook for the Degree Programs (15 March 2014)
20
The community-like campus has ever been located on this stunning estate, and due to the intensive
nature of Nyenrode programs, offers students clear benefits. Since the start of Nyenrode as a
Business School it has been tradition to share rooms. The bonding experience this provides, often
guaranteed a life long friendship. A side from this, its location is close to the classrooms, the student
accommodation is a comfortable place to live, work and relax with colleagues. The on-campus
facilities includes a library with data links to a wide network of external sources, classrooms with
multi-media equipment, cubicles for project and group work, a student restaurant, a gym and fitness
center, plus a tennis court and running circuit.
1.6.1 Campus Code of Conduct
The distinction and tone of an educational program will be measured, in large part, by the pride
which its program participants and graduates take in themselves and their institution. The aim of
Nyenrode is to train a select group of women and men to take a leadership role in their future
business careers, a role that can be attained only by the individual’s superior performance of her or
his responsibilities in a competitive work place, a capacity to earn the respect and esteem of others,
and a reputation for integrity.
Our education builds upon Nyenrodes three core values: Leadership, Entrepreneurship and
Stewardship. This trinity of values goes back to Nyenrodes roots and represents core values
that have been embedded in its identity since its foundation. Leadership enables people to
 recognize the moment
 where they can make a meaningful contribution
 which is desirable for the system
 and have both the courage and ability to seize that moment
Entrepreneurship encourages a pro-active and creative mindset with which to achieve these goals. As
history demonstrates, Leadership and Entrepreneurship combined can be used for both good and
evil. Stewardship therefore takes an important role in completing the trinity, balancing Leadership
and Entrepreneurship with a strong sense of responsibility and care. Stewardship concerns the moral
compass: what you do should reflect on what the system needs; it must be subservient to the whole.
Stewardship is related to concepts such as corporate responsibility, sustainability, integrity and
including social and environmental issues in the business agenda.
In short, success, satisfaction, and leadership in business and life will depend on a person’s self
reliance, the ability to harness the commitment and energies of other people, sensitivity to the
concerns and sensibilities of others, and an accurate perception by the community that you play the
game fairly.
A community of learning is no different. So, accepting membership into the Nyenrode community as
a program participant entails an obligation to promote the community’s welfare by assuming the
rights and responsibilities listed below. Each individual member of this community is responsible for
her or his own actions and is expected to respect the rights of others.
It is the responsibility of all Nyenrode program participants to familiarize themselves with the rights
Quality Handbook for the Degree Programs (15 March 2014)
21
and responsibilities as stipulated in this Code of Conduct. If violation of these rights and
responsibilities is suspected, then
every member of the Nyenrode Community has the right to confront the suspected violator(s).
Should such confrontation not result in behavior in accordance with the values stated in the Code, a
disciplinary procedure will or may be initiated.
The Code of Conduct is not written with the specificity of a criminal statute and is not designed to
define misconduct in exhaustive terms.
Rights of Nyenrode community citizenship
Membership of the Nyenrode community affords every program participant certain rights that are
essential to the University’s educational mission and its character as a community.
In the first place, program participants have the right to be treated fairly by the educators. This
means, at least, that:
 The educators have to strive for teaching excellence. It is their duty to prepare themselves
carefully. Program participants have the right to clear classroom communication, timely
assessment and an explanation of their grades.
 The educators have to show respect for program participants. Program participants have the
right to appropriate respect for their feelings, interests, needs, contributions, and intellectual
freedom. Educators must avoid manipulation, coercion, or exploitation of program
participants (especially directed at securing monetary, ego, or sexual gratification) and
should demonstrate a sensitivity to cultural and personal diversity by avoiding racial, sexual,
religious and ethnic discrimination.
 The educators have to maintain objectivity and fairness. Examinations should be carefully
prepared and written work should be graded in an impartial manner.
Secondly, program participants have the right:
 to have access to participate in the academic and non-academic opportunities offered by
Nyenrode, subject to applicable standards or requirements.
 to be free from discrimination on the basis of race, color, gender, sexual orientation, religion,
national or ethnic origin, age or disability.
 to freedom of thought and expression.
 to fair judicial process in the determination of accountability for conduct.
Responsibilities of Nyenrode comunnity citizenship
Program participants are expected to exhibit responsible behavior regardless of time or place. Failure
to do so may result in disciplinary action by Nyenrode. Attempts to commit acts not in accordance
with this Code, or assisting others to commit acts not in accordance with this Code, shall be treated
in the same manner, i.e. as completed violations and subject to the same sanctions. Responsible
behavior includes but is not limited to the following obligations:
General
 To comply with state and local laws.
 To comply with policies and regulations of Nyenrode (e.g. ICT Rules, Program Rules,
Quality Handbook for the Degree Programs (15 March 2014)
22








Regulations “OER”, Nyenrode house rules).
To respect all members of the Nyenrode Community and other program participants’ Rights
of Nyenrode Community Citizenship.
To respect the health and safety of others. This includes acts or threats of physical and/or
psychological violence against another person and disorderly conduct.
To refrain from harassment or disrespectful behavior of any sort.
To refrain from bringing, or using, any form of weapons and illegal drugs to the Estate.
To refrain from disturbing the estate including its animals as well as its buildings. This
includes intentionally disrupting the classroom or otherwise interfering with the right of
others in the class to learn, as well as eating in the classroom or leaving litter behind
To refrain from non professional conduct during the project thesis. This includes, but is not
limited to, compliance with the Code of Conduct expressed by the sponsoring organization.
To refrain from intentionally furnishing false information to Nyenrode. This includes marking
or otherwise indicating the presence in class of another Program participant who is not
actually present, or misrepresent her or his own presence or absence. This also includes
misrepresentations in seeking financial aid, program participant housing, or other Nyenrode
benefits.
Every Program Participant shall cooperate without reservation in supporting the disciplinary
procedure to identify, determine, and prevent academic misconduct. A program participant
who is requested to furnish information or evidence for the disciplinary procedure shall
respond fully and truthfully to all inquires.
Academic Conduct
 To act in accordance with the Dutch Code of Scientific Integrity.
 To refrain from cheating in any form. In addition to the conduct customarily regarded as
cheating, conduct of the following types shall also be seen as cheating in an academic
community:
 For Participants this includes amongst others:
- turning in any examination or assignment which is not entirely the Program
participant’s own work, unless otherwise expressly authorized;
- using crib notes on a test;
- copying from another program participant during a test;
- using unfair methods to learn what was on a test before it was given;
- copying from another program participant during a test without their knowledge;
- helping someone else to cheat on a test;
- copying material and turning it in as your own work (plagiarism)
- fabricating or falsifying a bibliography;
- - turning in work done by someone else but representing it as one’s own;
- - receiving substantial, unpermitted help on an assignment;
- - collaborating on an assignment when the instructor asked for individual work;
- - copying any material from a published source without footnoting it;
- - not taking active part in group assignments.
Confidentiality
Quality Handbook for the Degree Programs (15 March 2014)
23


Participants that have access to confidential or secret information will treat this information
in an appropriate way. They will not use or disclose confidential information at any time,
unless expressly permitted by the disclosing party.
Participants will in no way use or disclose any sensitive information about other participants,
other participants’ organizations, faculty or guest speakers that is discussed in the class
room.
Classroom Conduct
 To refrain from disturbing the classes. This includes intentionally disrupting the classroom or
otherwise interfering with the right of others in the class to learn. This also includes:
o Using digital communication devices, such as cell phones, for any other purpose then
educational ones. The devices remain out of sight unless the program participants
are requested by teaching staff to use it;
o Being late. Program participants that arrive at the class room after the door has
closed and the lecture has begun wait until the first break to join the lecture.
o Whispering or talking. Although interactivity during lectures is very much
appreciated and stimulated, bilaterals are very disturbing for those who teach and
for those who are actively listening and therefor they are considered as not
permissible.
 The general dress code in the class room is smart casual. This means shorts, flip flops or
summer wear alike is not acceptable. During guest lectures the dress code is business attire,
meaning a suit both for men and women.
Library and Nyenrode ICT Services (ICT)
 To refrain from stealing, damaging, defacing or misusing the property of the library or the
ICT. This includes the building, the collection, the software and the equipment. This also
includes obeying the copyright rules in using the information sources and software from the
library and ICT.
 To act according to the rules as described in the library rules and regulations.
 To act according to the rules as described in the ICT rules and regulations.
1.6.2 Committees overseeing life on campus
The following persons and committees are appointed/installed to oversee, safeguard and regulate
life on the campus:



Campus Dean (DoC)/Community Manager: guards and fosters the general climate on
campus as well as the general climate of the Nyenrode Community as a whole. The DoC is
not only for the students on campus but for each and everyone within the Nyenrode
Community.
Campus Committee Board (CCB): watches over affairs on campus and devotes itself to
improving campus life and the facilities and works in close cooperation with the Campus
Dean. All members of the CCB act as a point of contact for the students, Nyenrode Visitors
and external parties which are involved in Campus life.
Complaints Committee (appointed by the University Board): handles all complaints that are
Quality Handbook for the Degree Programs (15 March 2014)
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





outside the jurisdiction of the Exam Committee.
Appeal Committee (appointed by the University Board): will handle an appeal by a student or
a group of students concerning a decision taken by of in name of the University Board, with
the exception of a decision of a general nature.
The Heeren Vijf (the Board of the Nieuwe Compagnie van Verre ‘N.C.V.’): handles N.C.V.
related cases according to the articles of association and regulations of the N.C.V. An N.C.V.
related case is a case resulting from an activity organized by the Board of the N.C.V., an
official Committee of the N.C.V., a ‘jaarclub’ (in spe), a ‘dispuut’ or a ‘genootschap’.
Campus Council (Campusraad): is the independent legal body or court of the student
Association N.C.V. and is appointed as such at the annual GPV of N.C.V. The reactive role of
the Campus Council is to exercise authority to undertake action when it has received a
complaint form by a campus inhabitant, the CCB or any committee of the N.C.V.. As such, the
Campus Council maintains law and order on the Nyenrode Estate and protects the privacy
and integrity of all campus inhabitants and visitors. An appeal can be brought against the
pronouncement of the Campus Council (not if the case has been referred to the Board of the
University). The appeal rules as set out in article 33 apply, except that the Chairman of the
Appeal Committee in this case is the Secretary of the University Board or in his/her absence
the Campus Dean. A student living on Campus will be included in the appeal committee.
During an appeal the judgment will be suspended. After this appeal no further appeal is
possible.
Confidential Counselors: Nyenrode appoints confidential counselors both for students and
for personnel. There are at least two for personnel (one female, one male) and three for
students (including at least one female and one male). The names and contact data for those
persons are published on the Nyenrode intranet and on the student portals. The Confidential
Counselors work according to Guidelines Confidential Counselors. When the situation
requires so the University Board appoints a small independent committee to investigate the
situation and come with recommendations. The Confidential Counselors report annually
about the trends and developments to the University Board and to the Works Council.
Committee for Scientific Integrity: Nyenrode adheres to the Dutch Code of Conduct for
Scientific Integrity as defined by Vereniging Nederlandse Universiteiten (VSNU).
o The University Board appoints a Committee for Scientific Integrity.
o The University Board appoints a Confidential Councilor for Scientific Integrity
Both the Committee and the Confidential Councilor work according to the protocol Scientific
Integrity as defined in the Dutch Code of Conduct for Scientific Integrity.
Works Council: in accordance with Dutch Law (Wet op de Ondernemingsraden (WOR)) a
Works Council has been established. The Works Council and the University Board arrange
how their mutual cooperation takes form.
1.6.3 Student bodies
Quality Handbook for the Degree Programs (15 March 2014)
25
2. Degree education
2.1 Nyenrode’s educational philosophy
Nyenrode’s educational philosophy is beyond the mere transfer of knowledge and is represented by
our Nyenrode Trinity “Leadership, Entrepreneurship and Stewardship (LES) and our ‘Head, Heart and
Hands’ philosophy. Our educational philosophy is:
To serve society by educating and shaping talented students, managers, and professionals
and to develop responsible leaders, entrepreneurs and organizations through actionoriented education and research.
2.1.1 LES (Leadership, Entrepreneurship and Stewardship)
Nyenrode Business Universiteit embraces three values: Leadership, Entrepreneurship and
Stewardship. This trinity guides all activities within Nyenrode. They go back to Nyenrode’s roots and
represent core values that have been embedded in its identity since the founding. Nyenrode was
established by the Dutch business world in the belief that the demands of an continuously changing
world are best met when the value of knowledge is increased through emphasizing the skills needed
to use it.
1. Leadership can be expressed as the ability to recognize the decisive moment where one can
make a meaningful contribution and have both the courage and ability to seize that moment.
2. Entrepreneurship is the ability to successfully pursue opportunities in an innovative way. It
requires a mindset open for innovation and risk-taking in order to remain competitive in an everchanging marketplace.
3. Stewardship makes the difference between good and ineffective leadership and
entrepreneurship by adding a sense of responsibility and care to our activities. Stewardship
requires that what is done should reflect the system’s (i.e. work or study) needs. Stewardship is
built on corporate responsibility, sustainability and integrity and it adds social and environmental
issues to the business agenda. People who embrace the concept of stewardship are working for
the common interests of the community.
By focusing on the Nyenrode Trinity, we recognize that the (business) community needs people who:
 want to be leaders not by function, but with the ambition to add value to the community;
 recognize the decisive moment where they can make a meaningful contribution and have both
the courage and ability to seize that moment;
 have a positive attitude towards innovation, risk-taking, getting things done in order to compete
in a changing marketplace and pursuing opportunities regardless of the limited resources they
control;
 approach their actions with a long-term perspective, bearing in mind the impact and
dependencies of a broad range of stakeholders, e.g. the society at large and future generations.
They should be responsible, diligent and manage time, money, talents and other resources with
consideration for all stakeholders;
 believe in the concept of “life-long learning” which is based on the fact that knowledge and skills
Quality Handbook for the Degree Programs (15 March 2014)
26

need permanent maintenance in an ever-changing business world;
understand that keeping a constant focus on the development of the individual and the
organization is indispensable for meeting the demands of the environment.
2.1.2 Head, Heart and Hands trinity
Nyenrode wants to go further then the mere transfer of knowledge and this is represented by: ‘Head,
Heart and Hands’. This means that academic rigor based on solid theory (‘Head’) is combined with
personal development (‘Heart’) and practical relevance (‘Hands’). It is derived from our LES values.
The figure below shows the integration of the LES trinity and the Nyenrode educational philosophy.
See appendix 2.1 for the integration of LES in the learning outcomes of the programs.
1. The ‘Head’ component relates to knowledge of
business administration the functional areas
and the environment of organizations, i.e.
understanding academic knowledge.
2. The ‘Heart’ component relates to the
professional and personal development. Those
are essential for the students in order to
internalize the models, concepts and theories
for the benefit of the organization they (will)
work in, i.e. acquire academic knowledge.
3. The ‘Hands’ component relates to the abilities
of the students of translating theory into
practice, i.e. being able to achieve anything in
the business world and/ or organizations.
Figure: LES trinity & the Nyenrode educational philosophy
2.1.3 Didactic approach Nyenrode
The didactic approach can be characterized through the following key-words:
 focus on the individual learning process;
 focus on the dynamics of the learning processes of knowledge, skills and application; knowledge
based & both case study and real life based academic education;
 broad based education and profiling according to one’s own talent and choice;
 business oriented research;
 responsibility and complexity;
 development (attitude, self-motivation, self-responsibility) geared education;
 the real- life business confrontation;
 action learning.
Action learning
An important part of our educational approach is action learning. Action learning is an educational
approach aiming at generating meaning from direct experiences. It focuses on the learning process of
the individual and uses context to bring students out of their comfort zone.
Quality Handbook for the Degree Programs (15 March 2014)
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Life long learning
Nyenrode embraces the concept of life long learning. Students at each stage of their career can
follow programs at Nyenrode with the purpose of further development. Whether they are
professionals with management aspirations, bachelors with an urge to get ahead or Board Members
with dilemmas at their operating level. Nyenrode has experienced, top level trainers, academics and
programs for every responsibility and knowledge level.
Just in time education
Nyenrode provides life-long career development at each pivotal moment of a professional’s career.
This also implies offering programs before or just after the next career step. The people who benefit
from this are professionals, managers, directors, executives and non executives. At Nyenrode they
can be ready for the next step, just in time, with the most recent insights.
2.2 Degree program
The educational programs offered by Nyenrode can be split into two groups:
1. Executive education that consist of open and customized programs;
2. Degree awarding education that consist of the bachelor, master and MBA programs but also the
PhD and the EDP programs.
The main differences between the two groups is that the degree programs must be accredited the
NVAO or AMBA in order to grant a degree (diploma). The executive programs are not accredited and
therefore to supply a certificate after completion of the program.
2.2.1 Organizational structure degree program
The organizational chart below shows all degree programs. The PhD program and the EDP programs
are under the responsibility of the Rector and directly fall under the Director of Research. The other
degree programs are the responsibility of the Dean and directly under the Associate Dean Degree
Programs.
The University Board Of Nyenrode
Dean
Rector Magnificus
Financial Director
L. Paape
M. Džoljić
J.P. de Smeth
Associate Dean
Degree Programs
D. van Gorp
Director of
Research
R. Speklé
Career & Personal
Development
Accountancy
Controlling
MSc Accountancy
PD O. Bik
PM C. Rams
MSc Controlling
PD J. Bots
PM M. Smulders
BSc Accountancy
PD O. Bik
PM C. Rams
Executive MSc
Controlling
PD J. Bots
PM M. Smulders
MBA
Management
MSc Fiscaal Recht
PD B. Jonker
PM N. Vos
Post Master
Accountancy RA
PD O. Bik
PM C. Rams
BSc BA
PD W. Burggraaf
MSc Management
part-time
PD G. Zwartendijk
PM H. Wentzel
IMBA
PD C. Nel
PM S. Wang
MSc Management
Full-time
PD A. Nijhof
PM H. Wentzel
Modular MBA
PD H. Kievit &
J. Schaveling
PM C. Smits
MBA F&F
Individual PhD
I. De Loo
EMBA
PD C. Nel
PM S. Wang
MBA BIT
EDP
A. Kil
MBA P&P
Organizational structure degree program
Quality Handbook for the Degree Programs (15 March 2014)
28
Each program is lead by a Program Director and a Program Manager with the assistant of a Program
Management team. The Program Director is responsible for the content of the program, as well as,
together with the Program Manager, for all other aspects of the program. Program Director and
Program Manager report to the Dean and Associate Dean Degree Programs.
The Dean and the Associate Dean are responsible for all degree programs; this concerns the content
as well as the profitability and quality control. They report to the Academic Board (content and
academic quality) and the Executive Board (profitability and general quality).
The Director of Research is responsible for the coordination of the research at Nyenrode. Therefore
he is responsible for the PhD school and for the Executive Doctorate Program (EDP).
Committees
There are several committees involved in the degree programs (see also chapter 1 and appendix 1.4).
 The Exam Committee is responsible for the quality assurance of all assessments within the
degree programs at Nyenrode.
 The Assessment Committee is set up by the Exam Committee to offer assistance. It shall monitor
the quality of exams from all degree programs and will give advice and support to individual
assessors in making assessments.
 Program Committee (Opleidingscommissie): Each degree program has a dedicated Program
Committee consisting of three faculty members and three student representatives from different
cohorts. The Program Committee has the following tasks in line: giving advice about the
educational and exam policies; reviewing annually the execution of the educational and exam
policy; giving solicited or unsolicited advice to program management and dean on all matters
concerning the education in the concerning degree program.
 Advisory Board: This advisory board builds upon the direct link with the professional sector for
which the students in the program are aiming. It gives advice regarding the competencies that
are being trained and also about issues that are relevant for the sector.
2.2.2 Rules and regulations (OER)
Nyenrode has a General Statute (chapter 1 and appendix 1.1) and each degree program has a set of
Rules and Regulations (R&R) (in Dutch: Onderwijs Examen Regeling (OER)) based on this Statute. This
is required by law and describes the way things are organized for the program (see article 7.13 of the
WHW below). A student must be able to get a very good impression about what he/she can expect
the program to deliver from the R&R/OER. (See appendix 2.2 for sample.) In the Nyenrode degree
programs the rules and regulations are essential to maintaining the integrity of the educational
process and assessment regime.
The R&R/OER are valid for one academic year, and cannot be changed during that year, unless the
change is in favor of the students. In the R&R/OER the period of its validity should be clearly stated.
The following cycle needs to be adhered to
1. The Program Director formulates the new R&R/OER for the next Academic Year. (OctoberNovember)
2. The proposed R&R/OER is submitted to the Opleidingscommissie/Program Committee for
Quality Handbook for the Degree Programs (15 March 2014)
29
advice (December-January)
3. The proposed R&R/OER is submitted to the Exam Committee for advice, especially
concerning the parts concerning assessment (February-March)
4. The Program Director finalizes the R&R/OER and submits it to the Dean for validation (AprilMay)
5. The Dean validates the R&R/OER (May)
6. The R&R/OER is communicated to the students and is published on the website of Nyenrode.
The cycle will be monitored by the Dean and the Academic Services Center.
The R&R/OER should have the same basic structure for all the degree programs. The R&R/OER is a
program specific addition to the General Statute of Nyenrode. The language of the R&R/OER is the
same as the language in which the program is taught.
Article 7.13. Onderwijs- en examenregeling of the Wet op het hoger onderwijs en
wetenschappelijk onderzoek (WHW)
1. Het instellingsbestuur stelt voor elke door de instelling aangeboden opleiding of groep van
opleidingen een onderwijs- en examenregeling vast. De onderwijs- en examenregeling bevat
adequate en heldere informatie over de opleiding of groep van opleidingen.
2. In de onderwijs- en examenregeling worden, onverminderd het overigens in deze wet
terzake bepaalde, per opleiding of groep van opleidingen de geldende procedures en rechten
en plichten vastgelegd met betrekking tot het onderwijs en de examens. Daaronder worden
ten minste begrepen:
a. de inhoud van de opleiding en van de daaraan verbonden examens,
b. de inhoud van de afstudeerrichtingen binnen een opleiding,
c. de kwaliteiten op het gebied van kennis, inzicht en vaardigheden die een student
zich bij beëindiging van de opleiding moet hebben verworven,
d. waar nodig, de inrichting van praktische oefeningen,
e. de studielast van de opleiding en van elk van de daarvan deel uitmakende
onderwijseenheden,
f. de nadere regels, bedoeld in de artikelen 7.8b, zesde lid, en 7.9, vijfde lid,
g. ten aanzien van welke masteropleidingen toepassing is gegeven aan artikel 7.4a,
achtste lid,
h. het aantal en de volgtijdelijkheid van de tentamens alsmede de momenten waarop
deze afgelegd kunnen worden,
i. de voltijdse, deeltijdse of duale inrichting van de opleiding,
j. waar nodig, de volgorde waarin, de tijdvakken waarbinnen en het aantal malen per
studiejaar dat de gelegenheid wordt geboden tot het afleggen van de tentamens en
examens,
k. waar nodig, de geldigheidsduur van met goed gevolg afgelegde tentamens,
behoudens de bevoegdheid van de examencommissie die geldigheidsduur te
verlengen,
l. of de tentamens mondeling, schriftelijk of op een andere wijze worden afgelegd,
behoudens de bevoegdheid van de examencommissie in bijzondere gevallen anders
te bepalen,
m. de wijze waarop studenten met een handicap of chronische ziekte redelijkerwijs in
de gelegenheid worden gesteld de tentamens af te leggen,
n. de openbaarheid van mondeling af te nemen tentamens, behoudens de
bevoegdheid van de examencommissie in bijzondere gevallen anders te bepalen,
o. de termijn waarbinnen de uitslag van een tentamen bekend wordt gemaakt alsmede
of en op welke wijze van deze termijn kan worden afgeweken,
Quality Handbook for the Degree Programs (15 March 2014)
30
p. de wijze waarop en de termijn gedurende welke degene die een schriftelijk
tentamen heeft afgelegd, inzage verkrijgt in zijn beoordeelde werk,
q. de wijze waarop en de termijn gedurende welke kennis genomen kan worden van
vragen en opdrachten, gesteld of gegeven in het kader van een schriftelijk
afgenomen tentamen en van de normen aan de hand waarvan de beoordeling heeft
plaatsgevonden,
r. de gronden waarop de examencommissie voor eerder met goed gevolg afgelegde
tentamens of examens in het hoger onderwijs, dan wel voor buiten het hoger
onderwijs opgedane kennis of vaardigheden, vrijstelling kan verlenen van het
afleggen van een of meer tentamens,
s. waar nodig, dat het met goed gevolg afgelegd hebben van tentamens voorwaarde is
voor de toelating tot het afleggen van andere tentamens,
t. waar nodig, de verplichting tot het deelnemen aan praktische oefeningen met het
oog op de toelating tot het afleggen van het desbetreffende tentamen, behoudens
de bevoegdheid van de examencommissie vrijstelling van die verplichting te
verlenen, al dan niet onder oplegging van vervangende eisen,
u. de bewaking van studievoortgang en de individuele studiebegeleiding, en
v. indien van toepassing: de wijze waarop de selectie van studenten voor een speciaal
traject binnen een opleiding, bedoeld in artikel 7.9b, plaatsvindt.
3. In de onderwijs- en examenregeling wordt aangegeven hoe een persoon het recht zijn
bacheloropleiding in het hoger beroepsonderwijs te vervolgen, bedoeld in artikel 7.8a, vijfde
lid, kan effectueren en aan welke eisen hij daarvoor moet voldoen.
2.2.3 Key program details
The figure and the table on the next page shows the degree programs and some of their details. See
appendix 2.3 for more key details of the programs.
Overview Nyenrode programs
Quality Handbook for the Degree Programs (15 March 2014)
31
Bachelor
Study
Start
BA in Business Administration
Fulltime / 4 years
September, February
BA in Accountancy
Parttime / 4,5 years
End of August
Master & Post Master
MSc in Management
Parttime / 32 months
Februari
MSc in Management
Fulltime / 16 months
September
MSc in Accountancy & Post Master Parttime / 3 years (excl. preFeb, May, July, Sept
RA
master and 1 year post master)
MSc in Controlling
Parttime / 1,5 year (excl. PreJanuary, September
master
Executive Master of Finance and
Parttime / 2,5 years
March, September
Control (EMFC/RC)
Master Fiscaal Recht
Parttime / 2,5 years
January 2014
Masters for RA’s
Parttime / 1 year
August
Managerial Controlling
Parttime / 1 year
September
Schakeltraject Accounting &
Parttime / 1 year
September
Controlling
Fiscaal recht
Parttime / 2+ years
February / September
MBA
Executive MBA
Parttime / 21 months
April
International MBA
Fulltime / 1 year
October
Modular MBA
MBA in Business & IT
Modular | min. 18 months
September, January
MBA in Food & Finance
Modular | min. 18 months
September, January
MBA in Public & Private
Modular | min. 18 months
September, January
Doctoral Porgrams
Individual PhD
Parttime / max. 8 years
January
Executive Doctorate Program (EDP Parttime / min. 4 years
April
Language
English
Dutch
Dutch
English
Dutch
Dutch
Dutch
Dutch
Dutch
Dutch
Dutch
Dutch
English
English
English
Dutch
Dutch
English
English
Details Nyenrode degree programs
Quality Handbook for the Degree Programs (15 March 2014)
32
2.3 Designing a new program or redesigning a program
To decide whether Nyenrode should change her program portfolio (either by adding new programs
or changing existing program we must answer the following two question:
1. To what extent do the degree programs meet the criteria of the accreditation bodies in
question (NVAO, EQUIS, AMBA and CEA) and those of Nyenrode?
2. To what extent is the current program portfolio in need of modification?
To answer these questions, Nyenrode has developed a six-step process which is monitored by the
Academic Board:
1. Permission from the Academic Board to start the curriculum change
2. PD & PM prepare a new curriculum (formulating the criteria that a program should meet)
3. Assessment of the market
4. Approval Curriculum Committee (CuCo)
5. Approval of the Academic Board
6. Final decision made by the University Board
Permission to
start the
curruiculum
change
PD & PM
prepare a new
curriculum
Assement of
the market
Send to for
approval to
CuCo
Send to
Academic
Board for
approval
Final
decsion by
University
Board
Step 1. Permission from the Academic Board to start the curriculum change
A permission from the Dean in consulting with the Academic Board, must be received before the
whole process of changing a curriculum can be started.
Step 2. PD & PD prepare a new curriculum (formulating criteria)
Step 2 concerns the definition of a set of criteria to be used for the assessment of Nyenrode’s
programs. In this process the mission and vision of Nyenrode will be taken in consideration and the
criteria set for the external accreditations (NVAO, EQUIS, AMBA and CEA) and the internal
accreditation by Nyenrode’s Curriculum Committee (CuCo) in their evaluation of new education
programs. Below, we mention the criteria on the basis of which an individual programs is assessed.
1. Strategic choice. To what extent does the program contribute to Nyenrode’s strategy? In
other words, is this program necessary for the realization of this strategy?
2. NVAO requirements: The 16 NVAO standards stated as in chapter 3.2 “Assessment
framework for extensive initial accreditations: from the document Assessment frameworks
for the higher education accreditation system initial accreditation (limited/extensive) should
be taken into account in the proposal (see table below) and the LES standard of the NBU.
3. NBU requirements:
o LES trinity: The NBU embraces 3 values: Leadership, Entrepreneurship and
Stewardship (see next paragraph). Those values must be incorporated into the
curriculum.
o International profile. To what extent does the program contribute to Nyenrode’s
international profile? Globalization has irrevocably shown that today’s world is
becoming smaller and smaller. It is for this reason that Nyenrode aims to expand its
international profile by welcoming international students, by developing
international programs and by setting up international departments. For some
programs this will taken into account on a lesser degree if the program mostly will
operated on a national level.
Quality Handbook for the Degree Programs (15 March 2014)
33
4. Academic profile. The During their education, to what extent are students trained to develop
their academic capabilities? Are they align with the Dublin Descriptors (see chapter 3)?
5. Academic support. The centers must be able to supply the educational support (lecturers).
To what extent does the program use internal faculty? In terms of contribution margins and
because it leaves Nyenrode facing lower tariffs, involving internal faculty is preferred to using
external sources. However, this does not give any information about the desired quality of
services rendered by the faculty.
6. Relationship with business practice. To what extent does the program offer links with
business practice, and how unique is this relationship?
7. Market share. Does the program have a sufficiently large market share to be competitive? If
the program is new, is it sufficiently promising to gain the necessary market share? With a
number of its programs, Nyenrode acts as market leader, which means that it owns a
relatively large share of the market.
8. Return on investment. Does the program offer sufficient return on investment and does the
program attract a sufficient number of students to make it cost effective?
At the end of step 2 the Academic Board must give their “go-ahead” before steps 3 can start.
Step 3. Assessment of the market
Step 3 is about the assessment of the market. This is largely done based on input from the corporate
world, alumni and potential participants in our programs. Some of them may be represented in the
Advisory Board (Curatorium) of the various degree programs. This board consist of members who
represent different professional sectors the programs are targeting. They will mainly advise on the
training of competences of participants in the program See appendix 1.4. In addition, Nyenrode
conducts regularly alumni surveys. These can also be a source for changes in the curriculum.
Step 4 can only be started after approval of the Academic Board at the end of step 3.
Step 4. Approval Curriculum Committee (CuCo)
In step 4, an internal accreditation is performed by the CuCo (see paragraph 1.2.6). The members
analyze the proposed curriculum on the basis of the criteria formulated in step 2. The CuCo will
provide feedback and eventually ask for adjustments prior to give their approval after which the
curriculum can be send to the Academic Board.
Step 5. Approval of the Academic Board
After the CuCo has approved the new curriculum it will go to the Academic Board for approval. Once
it is approved, it is send to the University Board.
Step 6. Final decision made by the University Board
The final step before implementation can take place, is the approval of the University Board.
Quality Handbook for the Degree Programs (15 March 2014)
34
NVAO Assessment framework for extensive initial accreditations
Intended learning outcomes
Standard 1
The intended learning outcomes of the program have been concretized with regard
to content, level and orientation; they meet international requirements.
Explanation: As for level and orientation (bachelor’s or master’s; professional or
academic), the intended learning outcomes fit into the Dutch qualifications
framework. In addition, they tie in with the international perspective of the
requirements currently set by the professional field and the discipline with regard to
the contents of the program.
Curriculum
Standard 2
The orientation of the curriculum assures the development of skills in the field of
scientific research and/or the professional practice.
Explanation: The curriculum has demonstrable links with current developments in
the professional field and the discipline.
Standard 3
The contents of the curriculum enable students to achieve the intended learning
outcomes.
Explanation: The learning outcomes have been adequately translated into
attainment targets for (components of) the curriculum. Students follow a study
curriculum which is coherent in terms of content.
Standard 4
The structure of the curriculum encourages study and enables students to achieve
the intended learning outcomes.
Explanation: The teaching concept is in line with the intended learning outcomes
and the teaching formats tie in with the teaching concept.
Standard 5
The curriculum ties in with the qualifications of the incoming students.
Explanation: The admission requirements are realistic with a view to the intended
learning outcomes.
Standard 6
The curriculum is feasible.
Explanation: Factors pertaining to the curriculum and hindering students’ progress
are removed as far as possible. In addition, students with functional disabilities
receive additional career tutoring.
Standard 7
The program meets statutory requirements regarding the scope and duration of the
curriculum.
Explanation: Scope and duration:
Bachelor’s programs (professional orientation): 240 credits;
Bachelor’s programs (academic orientation): in principle, a minimum of 180 credits;
Master’s programs (professional orientation): in principle, a minimum of 60 credits;
Master’s programs (academic orientation): in principle, a minimum of 60 credits,
depending on the program.
Staff
Standard 8
The program has an effective staff policy in place.
Explanation: The staff policy provides for the qualifications, training, assessment and
size of the staff required for the realization of the curriculum.
Standard 9
The staff is qualified for the realization of the curriculum in terms of content,
educational expertise and organization.
Explanation: The factual expertise available among the staff ties in with the
requirements set for professional or academic higher education programs.
The staff is qualified for the realization of the curriculum in terms of content,
educational expertise and organization.
Explanation: The factual expertise available among the staff ties in with the
requirements set for professional or academic higher education programs.
Standard 10 The size of the staff is sufficient for the realization of the curriculum.
Quality Handbook for the Degree Programs (15 March 2014)
35
Services and facilities
Standard 11 The accommodation and the facilities (infrastructure) are sufficient for the
realization of the curriculum.
Standard 12 Tutoring and student information provision bolster students’ progress and tie in with
the needs of students.
Quality assurance
Standard 13 The program is evaluated on a regular basis, partly on the basis of assessable
targets.
Explanation: The program ensures the quality of the intended learning outcomes,
the curriculum, the staff, the services and facilities, the assessments and the
learning outcomes achieved through regular evaluations. The program also collects
management information regarding the success rates and the staff-student ratio.
Standard 14 Program committees, examining boards, staff, students, alumni and the relevant
professional field of the program are actively involved in the program’s internal
quality assurance.
Assessment
Standard 15 The program has an adequate assessment system in place.
Explanation: The level achieved is demonstrated by interim and final tests. The tests
and assessments are valid, reliable and transparent to the students.
Graduation guarantee and financial provisions
Standard 16 The institution guarantees students that they can complete the entire curriculum and
makes sufficient financial provisions available.
Explanation: The graduation guarantee spans a reasonable period of time that is
related to the length of the studies.
16 NVAO standards (Assessment framework for extensive initial accreditations)
Roles and responsibilities
The two models below shows the roles and responsibilities involved concerning program portfolio
and program development.
Program portfolio [to be updated]
Activity/Instrument
Plan
Establish policy
regarding structure
and development
program
Do
Preform program
policy
Check
Evaluate policy
Responsible
Accountable
Act
Adjust policy
Quality Handbook for the Degree Programs (15 March 2014)
Consulted
Informed
Frequency
Reference
See program
development
Every 5 years
or in case
changes
curriculum
Every 5 years
or in case
changes
curriculum
36
Program development
Activity/Instrument
Plan
Mission and intended learning outcomes
according to:

Nyenrode

Dublin Descriptors

Government

Requirements accreditation bodies
(NVAO – EQUIS – AMBA –CEA – CPION))
Establish intended learning outcomes and
incorporate LES
Establish clear relation between mission and
intended learning outcomes
Draft(s) of curriculum
Finalizing and approval of curriculum
Perform market research
Make guidelines for exemptions, optional
courses
Do
Communication with faculty about mission and
intended learning outcomes & curriculum
program
Develop teaching materials
Develop exam and grading framework
Mention mission and intended learning
outcomes in Rules & Regulations (OER)
Check
Evaluation relevance of the mission, intend
learning outcomes & curriculum with the
corporate world, lectures and students
Evaluate end terms (for example: contact
corporate world, alumni, prof. organization
(beroepsgroepen en vakverenigingen)
Responsible
Quality Handbook for the Degree Programs (15 March 2014)
Accountable
Consulted
Informed
Frequency
Every 5 years or in case
changes curriculum
Reference
NVAO
EFMD (EQUIS)
AMBA
CEA
CPION
Every 5 years or in case
changes curriculum
Every 5 years or in case
changes curriculum
Every 5 years or in case
changes curriculum
Every ??? years or in case
changes curriculum
Yearly
yearly
Rules & Regulations (OER) is
updated every year
Rules &
Regulations (OER)
Every year
Every ???
37
Random check on students if they meet the
end terms
Evaluate guidelines for exemptions, optional
courses
Act
Adjustments of mission, curriculum and
intended learning outcomes
Adjust end terms
Adjust curriculum
Adjust guidelines for exemptions, optional
courses
Quality Handbook for the Degree Programs (15 March 2014)
Every ???
Every ???
Every ??? years or in case
changes curriculum
Every ??? years or in case
changes curriculum
Rules & Regulations (OER) is
updated every year
38
2.4 Program evaluation
To evaluate a program Nyenrode takes the comments of its stakeholders in consideration. Input for
evaluation is provided by the corporate world and those represented in the Advisory Board (see
appendix 1.4). The comments of the accreditation bodies and the results of the rankings are also a
source for the evaluation of a program. We conduct under our students and alumni several
evaluation surveys (see below).
1. Course evaluation
Every course is evaluated by students and if multiple lecturers were involved. Students are
required to fill in a questionnaire either on paper or electronically. Students’ are asked to
evaluate among other the course outline, the , the literature, the lecturers and other aspects
of the course delivery. scaling is done on a Liker-scale (1-5) and the aim is to have courses
score at least 3.5, or 7,0 on a scale of 1-10.
Some programs will only release exam grades when 75% of students have answered a
questionnaire to evaluate a course. Program director and program management share the
results of these evaluation with the faculty involved in course delivery aiming to improve the
performance of the course delivery.
The portal or verbal feedback is used to inform the students about the findings and follow up
to improve course delivery based on the evaluation.
Some programs have panel evaluations in which student representatives are invited for a
meeting where the on goings of different courses in a module or block are discussed. The
aim is to identify bottlenecks in the program before they become problems and use feedback
of students to improve the performance of degree programs.
2. Exam evaluation
Students can fill in questionnaires about exams. Questions are asked about the link with the
course content, the clarity of the exam questions, whether the students had sufficient time.
3. Alumni
The alumni survey should be administered every three to five years to all alumni who
graduated the past three to five years. Information provided by these alumni can be used in
evaluating the academic environment and the added value of graduating at Nyenrode. The
survey should contain questions about current employment of alumni, the extent to which
that employment is related to the education they received at Nyenrode, their plans for
further education, and their satisfaction with Nyenrode. An example can be seen in appendix
2.4.
Quality Handbook for the Degree Programs (15 March 2014)
39
The figure below shows the evaluation cycle for the degree programs.
Quality Cycle
Evaluation process
Measure
1. Student
evaluation
(Continuous)
2. Course
evaluation
(after every
course)
-
Verifiable target: Do the students have problems with the
study process?
Input and triggers:
Students’ grades;
Information provided by the student.
Verifiable target: Does the course meet its learning
objectives as listed in the course outline and is the
lecturer effective in his/her knowledge transfer?
Input and triggers:
Student feedback forms;
Class reps midterm evaluations;
Class rep meetings;
Instructor’s evaluation;
Evaluation meeting between Program Management and
professors/lecturers.
Verifiable target: Is the program coherent and the
curriculum relevant to reach the set of final
qualifications?
Input and triggers:
Student evaluations;
Class rep feedback;
Information obtained from employers, advisory boards,
marketing, etc.;
Semester evaluations by professors/lecturers;
Program Director’s insights;
Quality assurance committees (OC, EC) evaluation.
Verifiable target: Does the program meet the (inter)
national standards of an academic education?
Input and triggers:
Accreditation and visitation processes (AMBA, EQUIS,
NVAO).
Meeting between the
Program Manager and
student concerned.
SMART action plans.
3. Program
evaluation
(takes place
every year 6
months aftergraduation) 4. Five year
evaluation
-
Redesigning the
course.
Making adjustments
to the course.
Checking adjustments
with a pre-course
meeting prior to the
next academic year.
Redesigning courses.
Adapting procedures.
Making changes to
the curriculum (new
courses, rescheduling,
etc.).
Restructuring and
implementation of
the program.
Evaluation cycle for the degree programs
Quality Handbook for the Degree Programs (15 March 2014)
40
2.5 International experiences within the degree programs
Full-time International MBA(IMBA)
The mission of IMBA emphasizes leadership through strategic management with a significant
practical and international orientation. The term ‘international orientation’ relates to the fact that
we intend to prepare our students for any business environment that has an international
dimension, whether this relates to international customers and/or suppliers or an organization, or
that the organization is a multi-national in itself. The focus of the Program therefore is on the
international dimension of business and the application of management science to practical
management problems. Nyenrode IMBA program has participants from all over the globe, with an
average number of 17 to 20 nationalities represented in the class. International faculty and faculty
with international background are regularly invited to teach in the program. As part of the official
curriculum of the program, participants are required to attend three international modules amongst
the following five choices: EU module, China module, India module, Stellenbosch (South Africa)
module, and Oregon (USA) module. In Meet the CEO course, participants also have opportunities to
interact with CEOs and senior representatives from companies both in the Netherlands and abroad,
such as TCS, MindTree, Microsoft, etc. Many participants also conduct their final project abroad with
international companies.
Part-time Executive MBA (EMBA)
The EMBA program offers two international modules for our participants to benefit from the
expertise offered at academic centers of business excellence in University of Oregon, the United
States and Stellenbosch University, South Africa. Both universities were carefully selected to
complement Nyenrode’s unique strengths in Leadership, Entrepreneurship and Stewardship. Not
only will our participants enrich their educational experience, they will also have an opportunity to
learn from cultural and social activities in these countries. The program is delivered in two-week
modular structure so that international participants can combine their work and study in a more
structured manner. The program has international participants from Germany, Belgium, Colombia,
India, and Cameroon, etc.
Modular MBA
Within the Modular MBA programs we aim to meet the following learning outcomes in the area of
“international/global developments”: Participants should understand:




how cultures affect business practices
and be capable of adapting to/coping with cultural differences in business and personal
settings
how economies affect each other, and the factors that influence the “global economy”
their potential for international or global influence
In order to fulfil these outcomes all tracks have international components in all modules in the
program. Although the Modular Executive MBA programs “in Food & Finance” and “Public & Private”
are basic Dutch language programmes, an international study trip and international study materials
Quality Handbook for the Degree Programs (15 March 2014)
41
and guest are integrated in the program. MBA in Business & IT is an English language program, and is
developing towards a real European programme through cooperation with other European
universities and CIO bodies.
The study trip is obligatory in all tracks, and takes 8 to 10 days abroad. To learn more about the
specific sectors in foreign cultures the participants visit a country outside Western-Europe,
accompanied by a Nyenrode professor. In the past we have been to South-Africa (Stellenbosch),
China (Shanghai and Chengdu), India (New Delhi), Brazil (São Paulo) and Tanzania (Dar-es-Salaam).
To prepare this visit, the students jointly read about the country, and discuss the objective of the
study. In the country of our visit, students attend lectures at a local university or business school,
have discussions with professors, visit local firms and also points of cultural interest. During the stay
and afterwards, they write and present a concluding study report. The total study load of the trip,
including preparation and assignment is 80 hours (2,9 ECTS).
Full-time MSc in management
The program is taught in English and every course is internationally-oriented, from cases to
presentations and from teachers to company involvement. Our MSc in Management includes an
international study trip to an emerging economy organized by the students themselves. For example
in 2013 the students went to Brazil and another group went to Middle-East.
A three month internship and thesis is part of the program. Many students decide to go abroad to
complete their internships. In most cases this is arranged with the help of our alumni network.
Part-time MSc in management
The Part-time MSc in Management includes a voluntarily international study trip to an emerging
economy. In 2012 and 2013 students have organized the study trip to China (Shanghai and Chengdu).
During the last trip, students have followed lectures at the Nordic International Management
Institute in Chengdu. In addition, the students have made company visits.
Quality Handbook for the Degree Programs (15 March 2014)
42
3 Quality management system
3.1 Introduction
Over the past ten years, the education ministers of – currently – 46 European countries have made
numerous agreements on the development of a system of internationally comparable qualifications
to make higher education systems more transparent and to bring them into better harmony with one
another. With the signing of the Bologna Declartion in 1999, the European education ministers laid
the foundations for the establishment of the European Higher Education Area (EHEA) which aims to:



facilitate mobility of students, graduates and higher education staff;
prepare students for their future careers and for life as active citizens in democratic societies,
and support their personal development; and
offer broad access to high-quality higher education, based on democratic principles and
academic freedom.
Each participating country will develop a national higher education qualifications framework which is
compatible with the overarching European framework. They shall observe a comparable structure of
qualifications uses the same credits system (ECTS) and awards graduates a Diploma Supplement in
accordance with a European model. The starting point is that the level of the programs meets the
generic competencies requirements as agreed for bachelor’s degrees, master’s degrees and PhDs
(the three cycles of higher education). These generic competencies are set down in the Dublin
descriptors. The generic Dublin descriptors describe per cycle the learning outcomes in terms of
knowledge, skills and competences in order to increase understanding of the higher education
system at home and abroad. The Diploma Supplement describes the exit level and the learning
outcomes of a study program. It also specifies the higher level to which the diploma grants access. It
is formulated in English and is issued automatically by the educational institution to all its graduates,
free of charge. The Diploma Supplement is not only of paramount importance in order to be
admitted to a subsequent study program at another educational institution, but also when applying
for jobs.
3.1.1 Dutch National Qualifications Framework (NQF)
When programs are accredited, an investigation is conducted into whether or not the required level
is being met. The Netherlands has also developed a national qualifications framework. This
Qualifications Framework (NQF) describes the structure of the Dutch higher education system. It
indicates what prior education is required of students entering higher education, what types of
higher education there are, how long the programs at the various levels take to complete and how
students can transfer from lower to higher levels. The figure below is a summary of the Dutch
Qualifications Framework.
Quality Handbook for the Degree Programs (15 March 2014)
43
Summary of Dutch National Qualification Framework higher education
First cycle
Admission from
Level 5 [1]
MBO/HAVO/VWO
Associate
degree
120 ECT
level 6
Bachelor Degree
240 ECT
Vocational oriented
Second cycle
Level 7
Masters degree
60-120 ECT
(former title of drs, ir, mr etc.)
(former title of ing.)
Third cycle
Level 8
Doctorate
(standard 4 years)
Desing engineer
(standard 2 years)
180 ECT [2]
180 ECT
Academically oriented
240 ECT [3]
Medical specialist
(standard 3-6 years) [4]
[1] The levels correspond with the European Framework Lifelong Learning
[2] Including masters program for the first level teachers, humanities, arts, veterinary science, pharmacology, clinical technology an
dentistry with effect from 2010
[3] Including master programs form professionally oriented degrees in architecture, urban planning, and landscape architecture (formerly
post-graduates program)
[4] On completion of master of medicine degree, candidate can continue to become medical specialists. These programs vary in length
from 3-6 years. The scope of the programs for specialist is not included in ECT credits.
The Ministry of Education, Culture and Science commissioned the development of the Dutch
Qualifications Framework (NLQF) which was constructed in close cooperation with experts and
stakeholders in the field of education and training. The National Coordination Point NLQF (NCP) is an
independent body which is responsible for the development and implementation of the NLQF.
The Dutch Qualifications Framework (NLQF) is a new way of describing Dutch qualification levels. It
is a systematic organization of all existing qualification levels in the Netherlands, from Level 1 basic
education to the Master’s degree at level 8. Qualifications are classified in NLQF levels and are given
a level indication. The framework consists of an Entry Level followed by 8 levels, Level 1 being the
least complex and Level 8 the most complex.
The NLQF and EQF scheme of the by government regulated education qualifications level
Quality Handbook for the Degree Programs (15 March 2014)
44
The NLQF aims to facilitate students and labor market mobility by providing an insight into the levels
of all qualifications recorded by the National Coordination Point NLQF in the NCP register. The NLQF
provides transparency in that it facilitates a comparison of qualification levels nationally and, thus,
national mobility.
The Dutch Qualifications Framework offers providers of qualifications which are not regulated by the
Government the possibility of having such training programs and qualifications classified at a level of
the NLQF. Procedures and criteria for this process are in place. The NLQF is referenced to the
European Qualifications Framework (EQF). EQF aims to enable qualifications from different
countries within Europe to be compared by means of a single reference framework to which they are
all referenced. Thus, EQF will contribute to greater transparency in the education systems of EU
countries, thereby increasing the international mobility of individuals.
However, there are many things the NLQF does NOT do. NLQF is not a revision of the Dutch
education system. An NLQF level indicator does not give an entitlement to a title or a degree. The
right to enter and transfer to education sectors is not regulated by NLQF.
1.
2.
3.
4.
5.
3.1.2 Dublin Descriptors
The Dublin Descriptors are general statements about the ordinary outcomes that are achieved by
students after completing a curriculum of studies and obtaining a qualification. They are neither
meant to be prescriptive rules, nor do they represent benchmarks or minimal requirements, since
they are not comprehensive. The descriptors are conceived to describe the overall nature of the
qualification. Furthermore, they are not to be considered disciplines and they are not limited to
specific academic or professional areas. The Dublin Descriptors consist of the following elements:
Knowledge and understanding
Applying knowledge and understanding
Making judgments
Communication skills
Learning skills
1st cycle -Bachelor
2nd cycle - Master
3rd cycle Doctorate
Knowledge and understanding
[Is] supported by advanced textbooks, includes some aspects that will be
informed by knowledge of the forefront of their field of study.
Provides a basis or opportunity for originality in developing and/or applying
ideas, often within a research context
Have demonstrated a systematic understanding of a field of study and
mastery of the skills and methods of research associated with that field
Quality Handbook for the Degree Programs (15 March 2014)
45
1st cycle -Bachelor
2nd cycle - Master
3rd cycle Doctorate
1st cycle -Bachelor
2nd cycle - Master
3rd cycle - Doctorate
1st cycle -Bachelor
2nd cycle - Master
3rd cycle - Doctorate
1st cycle -Bachelor
2nd cycle - Master
3rd cycle - Doctorate



Applying knowledge and understanding
[though] devising and sustaining arguments that indicates a professional
approach to their work or vocation
[though] problem solving abilities in new or unfamiliar environments within
broader (or multidisciplinary) contexts related to their field of study
[is demonstrated the] ability to conceive, design, implement and adapt a
substantial process of research with scholarly integrity.
[is in the context of] a contribution that extends the frontier of knowledge by
developing a substantial body of work, some of which merits national or
international refereed publication.
Making judgments
[involves] gathering and interpreting relevant data
[demonstrates] the ability to integrate knowledge and handle complexity,
and formulate judgments with incomplete or limited information
[requires being] capable of critical analysis, evaluation and synthesis of new
and complex ideas
Communication skills
[of] information, ideas, problems and solutions to both specialist and nonspecialist audiences.
[of] their conclusions, and the knowledge and rationale underpinning these,
to specialist and non-specialist audiences clearly and unambiguously
with their peers, the larger scholarly community and with society in general
about their areas of expertise (broad scope)
Learning skills
have developed those learning skills needed to further study with a high
degree of autonomy.
have the learning skills to allow them to continue to study in a manner that
may be largely self-directed or autonomous
expected to be able to promote, within academic and professional contexts,
technological, social or cultural advancement in a knowledge based society
Glossary
The word ‘professional’ is used in the descriptors in its broadest sense, relating to those attributes
relevant to undertaking work or a vocation and that involves the application of some aspects of
advanced learning. It is not used with regard to those specific requirements relating to regulated
professions. The latter may be identified with the profile / specification.
The word ‘competence’ is used in the descriptors in its broadest sense, allowing for gradation of
abilities or skills. It is not used in the narrower sense identified solely on the basis of a ‘yes/no’
assessment.
The word ‘research’ is used to cover a wide variety of activities, with the context often related to a
field of study; the term is used here to represent a careful study or investigation based on a
Quality Handbook for the Degree Programs (15 March 2014)
46
systematic understanding and critical awareness of knowledge. The word is used in an inclusive way
to accommodate the range of activities that support original and innovative work in the whole range
of academic, professional and technological fields, including the humanities, and traditional,
performing, and other creative arts. It is not used in any limited or restricted sense, or relating solely
to a traditional 'scientific method'.
3.2 Internal quality assurance
The quality of the Nyenrode education is overseen at the level of the Dean and the Academic Board,
but naturally the ultimate responsibility is with the University Board. It is measured within all
programs and it is makes use of several internal and external quality control systems. The internal
(this paragraph) and external quality control systems (next paragraph) are:
 Internal quality control systems
1. Quality assurance board & committees
2. Evaluations
3. Quality control system of educational staff
4. Quality control department
 External quality control systems
1. Accreditations
2. Rankings
3. Advisory boards with external representatives
3.2.1 Quality assurance board & committees
To assure quality within our academic education several committees are installed to monitor the
academic performance of Nyenrode. See chapter 1 and appendix 1.4.
1. Academic Board: consists of the Rector Magnificus, Dean, Associate Deans, the Head of Faculty,
the Research Director and the Financial Director. It was established to monitor all issues
concerning the academic performance of the University, including the quality of the processes
involved.
2. Program Committee: consists of faculty members and students. The committee gives the
Program Management, the Associate Dean of Degree Programs and the Dean advice concerning
the rules and regulations for the program and formulate advices concerning all educational
aspects of the program.
3. Exam Committee: composed of faculty members, is responsible for all issues related to
assessment, such as the setting of exams, the organization and coordination of the exams, the
nomination of examiners and setting of assignments.
4. Assessment Committee: has the task of guaranteeing the quality procedures and policy regarding
examination. This task are delegated to the Assessment Committee by the central Exam
Committee. It will also advise the Exam Committee regarding complaints about exams. The
committee will also produce an annual report concerning the quality of examination, to be
discussed annually in the central Exam Committee meeting.
5. Curriculum Committee: The Curriculum Committee is an internal quality assurance committee,
that reviews the various NBU programs.
Quality Handbook for the Degree Programs (15 March 2014)
47
3.2.2 Evaluations
To monitor and improve the quality of a program as a whole, Nyenrode uses four quality cycles: (1)
student evaluation; (2) course evaluation; (3) program evaluation; and (4) five year evaluation. See
paragraph 2.4 .
3.2.3 Quality of the educational faculty
The educational staff are appointed based on their academic and (potential) teaching merits and
their commitment to a program. All faculty members hold a combined teaching and research
appointment. They take part in faculty research programs and contribute to the development of the
discipline. The Head of Faculty, in coordination with the Rector Magnificus, are responsible for
faculty recruitment. They make sure that the appointment of new faculty staff is in line with the
overall strategic plan of Nyenrode. Clear requirements for each vacancy are defined in coordination
with Center Directors and result in a carefully designed profile, based on the following guidelines:




Faculty members should have a PhD or be in the process of pursuing a PhD
Newly appointed faculty members need to have demonstrated excellent teaching skills or
agreed to get a BKO qualification
Each faculty member should preferably combine four activities: teaching, research,
contributions to the institute, and contributions to the community at large. Depending on
the faculty member's situation, the allotment of time might vary. However the ‘standard’
division is 65% teaching, 30% research and 5% contribution to the institute and community
at large
Faculty members preferably have a strong connection with the corporate world
The quality of faculty is controlled through:
1. The yearly appraisal interviews held with the direct superior (usually the Center Director or the
Head of Faculty for the Center Directors) and ideally a second person (Dean, Head of Faculty,
Head of Research, Professor, Head of HRM) in order to improve the quality and objectiveness of
the conversation. The performance cycle follows the academic year. For the appraisals, the
standard Nyenrode faculty appraisal form is used. The educational quality (BKO) of the faculty
will be discussed and the contribution in the four areas mentioned below. Contributions in at
least three out of the following four areas are expected:
1. Research
2. Teaching
3. Acquisition and commercial activities
4. Contribution to the Nyenrode community
The appraisal interview is also the moment to review the (yearly) goals and objectives with regard to
the above mentioned areas. Setting goals and objectives should be done prior to the start of the
academic year or at the start of a new appointment. Ideally the appraisal interview is a conclusion
based on ongoing discussions about “performance” and the outcome should therefore be no
Quality Handbook for the Degree Programs (15 March 2014)
48
surprise. Logical other moments for discussions are the start of academic year, the end of the
calendar year or an evaluation of key programs.
2. Evaluation: Course evaluations are used to monitor and improve the quality of the program. No
matter what the results of a course evaluation are, an evaluation meeting is always held between
the lecturer concerned and program management to discuss the course. The possible
improvements, the strong points of the course and the performance of the lecturer are
discussed, recorded and reported back to the students so that they are aware of what has been
done with their feedback. Any suggestions for improvement are also recorded for future
reference as and when the course is next given in the program. Occasionally an additional
meeting is planned with students, the lecturer and program management to discuss the results
in greater depth.
A score above 3.8 on a five point scale is considered to be very satisfactory. A score between 3.0 and
3.8 requires agreements being made for improvement when the course is next given. A score below
3.0 requires intervention by the program director in coordination with the lecturer and the Center
Director. The nature of the intervention depends on the situation. The course evaluations are also
referred to during the annual appraisal meetings between faculty and Center Directors.
3. Basis Kwalificatie Onderwijs’ (BKO) (Basic Educational Qualification): In April 2013, the University
Board of Nyenrode decided to introduce the ‘Basis Kwalificatie Onderwijs (BKO)’ for all faculty. It is
Nyenrode’s ambition that all faculty members shall receive the BKO certificate within the next two
to three years. A BKO policy has been established (see appendix 3.0). The BKO trajectory will start
with a self assessment of the faculty to be provided by all faculty members by December 2013.
3.2.4 Academic Services Center (quality control department)
The Academic Services Center offers support on all academic matters (research and educational). The
center is supervising the accreditations and is responsible for the learning resources (library). Within
the center a specialized quality team has been established. Each team member has a different focus
point: education in general (educationalist) – educational quality/assessments – quality in general.
The main responsibilities of the Academic Services Center are:
 Quality control
 Accreditations & rankings
 Monitoring of research
 Research support
 Support to the PhD-school and the EDP program
 Learning resources (library)
 Support of innovation (for example e-learning)
 Beadle
 Support Exam Committee
 Educational development
Based on its renewed strategy, Nyenrode has adopted a structural approach to accreditations and
rankings in alignment with that strategy. This approach has been approved by the Academic and
Quality Handbook for the Degree Programs (15 March 2014)
49
University Board. It among others resulted in prioritizing our ranking efforts and prioritizing actions
taken to meet our ranking ambitions to belong to the top 20 of European business schools. At the
same time Nyenrode made a comparative analysis between the feedback from the accreditation
bodies and ranking requirements. This approach has helped us to structure our approach to increase
the performance of our degree programs, faculty, program directors and program management in a
joined and coordinated way.
3.3 External quality assurance
The external quality control systems are formed by the Accreditations and Rankings. Every Dutch
educational institute that wants to offer recognized degrees need to be recognized by the Dutch
Minister of Education, Culture and Science as a “Legal Body for Higher Education”, which entitles
them to provide accredited programs. Nyenrode received the status as a “Legal Body for Higher
Education” in 1982.
According to the Dutch Higher Education and Scientific Research Act (Wet op het Hoger Onderwijs en
Wetenschappelijk onderzoek (WHW)), accreditation is "the hallmark expressing that the quality of a
program has been assessed positively". It is crucial to programs to have and maintain their
accreditation. Programs that loses their accreditation also lose their entitlement to the right of
awarding recognized degrees. Students of unaccredited programs are also not entitled to receive
study grants.
Our degree programs are accredited by the following accreditation bodies:
 Nederlands Vlaams Accreditatie Orgaan (NVAO): The NVAO is an independent accreditation
organization set up by the Dutch and Flemish governments.
 Association of MBAs (AMBA) : The Association of MBAs is internationally recognized as the global
standard for all masters of business administration (MBA), doctorates in business administration
(DBA) and masters in business and management (MBM)
 EFMD (EQUIS): The leading international system of quality assessment, improvement, and
accreditation of higher educational Institutes that are primarily devoted to management
education.
 Commissie Eindtermen Accountantsopleiding (CEA): The CEA is the autonomous administrative
authority that handles applications for a certificate of professional competence. An educational
institute with accountancy programs must comply to the quality terms set up by the CEA.
 The table below shows the current status of the accreditations per program.
Degree programs
BSc in Accountancy
BA in Business Administration
MSc in Accountancy & Post Master RA
MSc in Controlling
MSc in Management (full-time & part-time)
MSc Fiscaal Recht
Executive Master of Finance and Control (EFMC)
International MBA
Executive MBA
Quality Handbook for the Degree Programs (15 March 2014)
NVAO
2014-2019
2010-2016
2014-2019
2014-2019
2008-2014
2013-2019
2012-2018
AMBA
EQUIS
CEA
2012-2018
2011-2016
2012-2015
For the
whole
university
50
Modulair MBA in Business & IT
Modulair MBA in Food & Finance
Modulair MBA in Public & Private
PhD
2011-2016
2011-2016
2011-2016
Current status regarding accreditations of the degree programs
3.2.1 Accreditation Organization of the Netherlands and Flanders (NVAO)
The Accreditation Organization of the Netherlands and Flanders (NVAO) is the independent
accreditation organization set up by the Dutch and Flemish governments, whose primary goal it is to
provide an expert and objective judgment of the quality of higher education in Flanders and The
Netherlands. The table below shows the current status of the NVAO accreditations of de the degree
programs.
Program
PLOD
MSc FR
BSc
BBA
EFMC
BScA
MScA
MScC
MScM
Accredited since
New program
New program
Current period
TNO 2015?
TNO panel visit 27 May 2013
TNO spring 2014
2010-2016
2012-2018
2008-2013
2008-2013
2008-2013
2009-2014
Reaccreditation process start
SAR ready Summer 2014?
Approved September 2013
current
2014
2015, April
2012, October 2013
re- accreditation confirmed.
Next period starts in 2014.
Panel visit Nov 2013
The NVAO decides whether or not a program is accredited. It takes a decision on the basis of an
assessment report containing the assessment of a committee of external, independent experts (an
assessment panel). Such an assessment is largely based on a self-assessment report drafted by the
program. The composition of the committee must be approved in advanced by the NVAO. The
committee that assesses the program lays down its findings in an assessment report, which can be
used by the institution to apply for reaccreditation of the program. Universities can compose an
assessment committee and appoint a secretary to the committee. Another option is that they engage
an external organization (a quality assessment agency) to convene a committee and to conduct the
assessment. Quality Assurance Netherlands Universities (QANU) is such an assessment agency that
can be commissioned by universities to conduct a program assessment. According to the rules of the
new accreditation system, QANU is only entitled to conduct assessments of existing degree
programs. According to the same rules, the NVAO is the only organization that can conduct
institutional quality assurance assessments and assessments of new programs (so-called initial
accreditations).
Since 2011 it is possible to conduct an institutional quality assurance assessment. Accreditation takes
place at the program level. Thus, the accreditation system continues to focus on the quality of
individual programs. If the NVAO assesses the institution’s quality assurance system positively, the
institution’s programs qualify for a limited assessment based on the Assessment framework for
limited program assessments. The institution is placed in a different accreditation regime. Under this
regime, an assessment panel of independent experts assesses each program on a limited number of
Quality Handbook for the Degree Programs (15 March 2014)
51
standards. On the basis of this assessment, NVAO decides whether or not to accredit that program.
The figure below displays the new NVAO Dutch accreditation system. Nyenrode currently does not
have the institutional audit assessment and therefore we have to follow the “extensive program
assessment” procedure for the existent programs and the “extensive initial program accreditation”
procedure for the new programs. This means we must follow the extensive assessments for the
programs instead of the limited (less extensive) assessment because Nyenrode have not received the
NVAO accreditation on university level .
Start procedure for
Legal Body for
Higher Education
Is Nyenrode as
regonized as Legal
Body for Higher
Education?
NO
n/a Nyenrode is a
legal body
YES
YES
YES
Do we have a
Institutional Audit
Assessment
procedure?
Limited Program
Assesment
Is the proram
registerd in
CROHO?
NO
Extentive
Program
Assement
NO (because it is a new program)
YES
Limited Initial
Accreditation
Do we have a
Institutional Audit
Assessment
procedure?
NO
Extentive Initial
Program Accredition
Flow chart of the new Dutch accreditation system.
3.2.1.2 Initial accreditation (new programs)
Initial accreditation concerns proposals for new programs. Programs are considered new programs if
they are not registered in the CROHO register. Initial accreditation relates to the assessment of the
potential quality of the program including, when possible, a focus on achieved quality. For programs
offered by publicly funded institutions in Flanders and the Netherlands a macro-efficiency check
takes place before the initial accreditation procedure (so this does not apply to Nyenrode).
If the initial accreditation decision is positive, the program is initially accredited. This means that the
program is included in the relevant official register (i.e. CROHO). This registration means that the
degree awarded by the program is recognized by the national authorities.
3.2.1.3 Re-accreditation concerns existing programs
These programs are included in the CROHO register. Accreditation relates to the assessment of the
quality of the program and focuses on learning outcomes. The accreditation procedure consists of
three consecutive steps: the self evaluation, the external assessment and the accreditation.
1. Self evaluation: The institution and/or the program is responsible for carrying out a selfQuality Handbook for the Degree Programs (15 March 2014)
52
evaluation of the program(s) concerned. This process is concluded with a self-evaluation report.
2. External assessment by a panel of experts: They use the relevant assessment framework to
assess the quality of the program. The external assessment focuses on learning outcomes. The
panel writes down their (objective) findings, (subjective) considerations and conclusions in their
assessment report.
3. Accreditation: The institution submits an application for accreditation of a program to NVAO. The
latter uses the criteria in the accreditation framework to evaluate the assessment report and the
overall conclusions expressed in it, the panel composition and the methodology used. This means
that NVAO verifies whether the program offers generic quality. Subsequently, NVAO takes an
accreditation decision and lays down its findings in an accreditation report. Finally, the panel's
assessment report and NVAO's accreditation report (including the accreditation decision) are
published by NVAO.
Decision-making:
1. If the assessment report provides insufficient or unclear information regarding the program, NVAO
can decide to reject the report. Since NVAO cannot decide whether the program offers generic
quality, it has no other choice than to reject the report
2. If the assessment report provides sufficient information regarding the program but offers insufficient
basis for NVAO to decide whether or not the program fulfills the accreditation criteria and/or offers
generic quality, NVAO can take additional measures. NVAO can first interview (selected) members of
the assessment panel. If this doesn't provide sufficient additional information, the institution can be
requested to provide an additional assessment within a period set by NVAO or NVAO can decide to
undertake a verification procedure. The verification procedure consists of an extra external
assessment by an assessment panel convened by NVAO
3. If the accreditation decision is positive, the program is accredited. The program is included in the
CROHO register and this means that the degree awarded by the program is recognized by the
national authorities
4. If the accreditation decision is negative, the program looses accreditation. This means the program is
deleted from the relevant official register and can no longer be offered. There is however a
possibility of temporary recognition during a recovery period
Recently, NVAO has developed frameworks for the assessment of the following distinctive (quality)
features. Nyenrode will apply these in the next self assessment report. See appendix 3.1 for more
information regarding the distinctive (quality) features, the institutional audit assessment.
Links to various relevant NVAO documents see link:






Institutional audit framework manual 2011
Assessment frameworks for the higher education accreditation system - program assessment limited/extensive
Definitions of dropout rates, success rates, student-teacher ratio, qualifications of teaching staff and education
intensity
NVAO guideline for final projects assessments by panels during the external assessment process for
accreditation (The Netherlands)
Requirements regarding panel composition within the framework of the accreditation system
Handreiking aanvraag opleidingsbeoordeling met tabellen basisgegevens (hoofdstuk 3)
Leidraad beoordelingen Nederlandse opleidingen door AACSB
Quality Handbook for the Degree Programs (15 March 2014)
53
3.2.2 EQUIS
EFMD (EQUIS) is the leading international system of quality assessment, improvement, and
accreditation of higher education institutions that are primarily devoted to management education.
They assess institutions as a whole. EQUIS is much more than an accreditation scheme. It was in fact
conceived as a quality improvement system, providing a combination of accreditation as a
recognition of high international quality and a full strategic review regarding a school’s future
development. The scheme is designed to approach quality as an ongoing process in which schools
benchmark each other’s performance and open their doors to evaluation by peers and professional
stakeholders. The EQUIS assessment framework is organized into ten key interrelated areas as shown
in the figure below. Each of these areas is the subject of a separate chapter in the document entitled
EQUIS Standards and Criteria.
The principal features of the EQUIS process can be summarized as follows:
1. EQUIS evaluates the performance of a school taken as a whole, including all of its programs.
2. EQUIS offers an international and intercultural approach to quality assessment.
3. EQUIS recognizes the growing importance of ethics, responsibility and sustainability.
4. EQUIS places a great emphasis on relevance to corporate concerns, both in the standards and in
the assessment processes.
5. Special attention is paid to executive education with a separate chapter devoted to this area (if
the School states that it carries out such activities).
6. EQUIS stresses the personal development of managers with particular emphasis on the
acquisition of entrepreneurial and managerial skills.
7. EQUIS uses outcome-based perspectives and criteria.
8. EQUIS is conceived as a learning process involving an international forum for defining the
relevant quality criteria.
9. EQUIS is dynamic and forward looking with a concern for fostering and evaluating innovative
approaches to management education.
Quality Handbook for the Degree Programs (15 March 2014)
54
3.2.2.2 The EQUIS accreditation process
The main stages of the EQUIS accreditation process are indicated in the flowchart below. The EQUIS
accreditation is granted for a limited period of either 5 years or 3 years. See appendix 3.2 for the
differences.
Self-Assessment Report (SAR) & Peer Review Visit
The Self-Assessment Report itself should be drafted in accordance with the guidelines established in
guidelines. Currently the ten EQUIS areas are:
1. Context, Governance and Strategy
2. Programs
3. Students
4. Faculty
5. Research and development
6. Executive education
7. Resources ad administration
8. Internationalization
9. Ethics, responsibility and sustainability
10. Corporate connections
The Peer Review Team will be composed of three academics and one representative from the
corporate world. The focus of the Peer Review Visit will be adapted to the objectives of reaccreditation. For example, for a visit after a five-year accreditation, the Peer Review Team will
Quality Handbook for the Degree Programs (15 March 2014)
55
usually spend more time with the School’s top management team than in an initial accreditation. A
single meeting with a selection of administrative staff may replace the sessions devoted to support
services. In all cases, the visit will be organized in such a way that priority is given to quality
improvement and strategic development issues. In a visit following a three-year accreditation, the
meetings will reflect the need to thoroughly check progress in the areas of improvement specified by
the awarding body.
EFMD documents and website
See appendix 3.2 for more information about EQUIS and the website of the EFMD.
 EFMD website
 EQUIS standards and criteria 2013
 EQUIS Process Manual 2013
 EQUIS Process Manual Annexes 2013
3.2.3 AMBA
The Association of MBAs is the international impartial authority on postgraduate business education
and was established in 1967. AMBA is focused on individual programs rather than whole schools or
institutions. They provide accreditations for the following programs:
 Master in Business Administrations (MBA)
 Master in Business & Management (MBM)
 Doctor of Business Administration (DBA)
Currently the following Nyenrode degree programs received the AMBA accreditation: IMBA, EMBA,
the modular MBAs, MSc in Management (full-time and part-time).
The AMBA accreditation scheme is designed to provide stakeholders including potential MBA
students and employers with a quality indicator so that they can make informed choices and
decisions. The AMBA accreditation criteria and process are overseen by the International
Accreditation Advisory Board (IAAB) which is formed of deans and senior academics from AMBA’s
global accredited business schools. Relevance and consistency is key to the accreditation process; the
accreditation criteria are reviewed fully every five years. The IAAB conducted the last full review of
the AMBA accreditation criteria in 2010, following extensive consultation with key stakeholders;
employers, MBA graduate students and business schools. Key changes included a renewed focus on
ethics, corporate social responsibility and risk management. Further revision was made to better
recognize provision for flexible delivery modes such as distance or blended learning and to enhance
the focus on areas such as program outcomes and student diversity
The AMBA criteria for MBA programs
 The institution offering an MBA: should have a clear strategy and mission, explicitly
expressed and reflecting its key strengths. It will have a clear understanding of the market for
its products, including a means of regular access to employer opinion. The institution should
have its own identity and an adequate degree of independence from any larger institutional
structure of which it may be a part, as well as secured financial viability and institutional
continuity.
 Faculty teaching at masters level must be appropriately qualified and credible. At least 75%
of teaching staff should have a relevant postgraduate degree, and the majority of faculty
should hold a doctorate. Research should be of a high quality in all areas of activity and show
some evidence of an international dimension.
Quality Handbook for the Degree Programs (15 March 2014)
56





Program management & student engagement: The institution should be able to provide
strong academic leadership and administrative support for the program. There must be
evidence of action taken as a result of student feedback. A well-developed and effective
career service is expected, both for placements and career enhancement, and an active
alumni association should provide extensive opportunities for networking and life-long
learning.
Students: As the MBA is a post-experience, postgraduate degree, students admitted onto an
accredited MBA must have a minimum of three years work experience, with the cohort
averaging 5 years experience. Evidence will be required to show rigor in admissions
standards, which must include academic criteria as well as work experience. The student
body must be substantial and varied enough to form a critical mass and emphasis is placed
on the value of peer group exposure, therefore a minimum annual intake of 20 students is
sought.
Purpose & Outcomes: The program must have clearly stated aims and outcomes. AMBA
expects that accredited programs:
1. enhance and develop previous relevant experience in business and management;
2. prepare students for leadership and transformational roles in business;
3. develop strategic thinking, innovation and entrepreneurial skills;
4. develop an understanding and provide experience of global business issues, including the
potential contribution that business can make to solving these issues;
5. develop the ability to apply previous and newly acquired knowledge and experience to
complex business issues in a range of contexts;
6. develop knowledge, at an advanced level, of organizations, their management and the
environment in which they operate;
7. develop an understanding of responsible risk management and sustainable value
creation on the basis of the environmental, social and governance impacts of business
8. develop interpersonal and group-working skills; and
9. encourage lifelong learning and personal development. It is important that MBA
graduates understand organizations and their stakeholders, the external context in which
they operate and how they are managed from a sustainable and long term perspective,
as well as understanding the important role of ethical decision-making in business. The
institution must be able to provide evidence that MBA graduates are achieving these
outcomes in the workplace.
Curriculum structure & assessment: the curriculum should be generalist in nature and must
cover the core business skills: marketing, the economic and legal environment of a business,
accounting and quantitative methods, finance, organizational theory, interpersonal skills,
information technology, risk, ethics, CSR, entrepreneurship, and the processes and practices
of management. The program must be designed to build on the significant work experience
and diversity amongst the student cohort. Particular attention should be paid to the
international dimension of contemporary management. Each core subject should be
addressed by a course of instruction, although integration of these core subjects is vital for
accreditation. The program must also have a rigorous, appropriate and well implemented
assessment strategy
Mode & duration: Programs should be equivalent to at least one year of full-time study or
two years part-time. This should include a minimum of 500 contact hours and 1,800 student
learning hours (or 90 ECTS equivalent). Programs offered by more flexible modes of delivery
must provide substantial evidence that program design and delivery allow all the criteria to
be met; even distance learning programs must contain some element of face-to-face contact.
Quality Handbook for the Degree Programs (15 March 2014)
57
AMBA accreditation process
1. Initial Stage (Internal Eligibility)
 Institution expresses interest in accreditation
 Institution sends formal ‘letter of intent’ agreeing to assessment terms & conditions
 Institution pays non-refundable registration fee (valid for one year)
 Institution completes application form
 Institution invited to be a formal candidate for accreditation
2. Pre-Assessment Stage (IAAB Eligibility)
 Institution pays non-refundable pre-assessment fee (valid for three years)
 Institution completes self assessment form
 Application sent to IAAB Eligibility Committee
 Pre-assessment visit takes place
3. Assessment Stage
 School completes self-audit report
 Preparation of assessment visit
 Institution pays assessment fee
 Official assessment visit
 Initial feedback/recommendation given to institution
 Institution pays assessor expenses invoice
4. Post-Assessment Stage
 Report compiled by assessment team
 Factual checking of report by school
 Report considered by IAAB for endorsement
 Final accreditation decision of 3 or 5 years for new schools or deferral of one year.
 For re-accreditation 1, 2, 3, or 5 years may be awarded or removal of accreditation.
 Payment of annual accreditation subscription
 Full re-assessment due at the end of accreditation cycle
AMBA re-accreditation
Schools which have previously been accredited by AMBA, and who are due for re-accreditation will
follow the last 2 stages of the accreditation process: Assessment stage & Post-Assessment Stage.
 Assessment stage: AMBA will send a reminder before the re-accreditation visit is due requesting
potential dates for the accreditation visit to take place. Nyenrode has to submit the SelfAssessment Form (SAF) and Self-Audit Report (SAR) to AMBA. Before the accreditation visit
Nyenrode receives the names of the panel members and an agenda which will contain an
indication of which members of our staff will need to be present and when.
 Post-Assessment Stage: Once the assessment visit is completed the panel will produce a final
report, usually within six weeks after the accreditation visit. Nyenrode will be asked to check this
report on facts and it is not possible to change any opinions or analysis in the panel’s report.
Once AMBA have received our feedback the report will be submitted to the IAAB Endorsement
Committee who will review the recommendations from the assessment panel and make a final
decision.
Additionally, AMBA members must send a yearly report (up to now only student numbers) to AMBA.



Documents and website
AMBA website
AMBA Accreditation Guidance for Business Schools 2013
MBA Accreditation Guidelines and Criteria
Quality Handbook for the Degree Programs (15 March 2014)
58
3.2.4 Commissie Eindtermen Accountantsopleiding (CEA)
The accountancy profession in the Netherlands is regulated by the government in two acts. The
Commissie Eindtermen Accountantsopleiding (CEA) is the appointed autonomous administrative
authority that handles applications for a certificate of professional competence. The two acts are the:


Audit Firms Supervision Act (in Dutch Wet toezicht accountantsorganisaties - Wta);
Auditors Profession Act (in Dutch: Wet op het accountantsberoep - Wab).
An educational institute with accountancy programs must comply with the quality terms set up by
the CEA according the Auditors Profession Act and therefore all accountancy programs have to make
sure that the courses comply with the CEA quality terms (CEA eindtermen).
Appendix 3.3 shows a table of the CEA quality terms (CEA eindtermen) in relations with the courses
of the accountancy programs.

See website: Appendix CC CEA Beleidregels inzake aanwijzing accountansopleidingen
3.2.6 Time schedule accreditations 2013-2017
The following time schedule regarding the accreditations for Nyenrode is based on estimates.
Accreditation time schedule (based on estimates)
2014
April
May
June/July
June/July
August
August
August
September
November
November
December
December
2015
January
January
Spring
Spring
March
May
June
August
Start CPION traject for EEOD FMA
Prepare for BBA reaccreditation process (training, base room)
Internal evaluation NVAO SAR PLOD
Prestart EQUIS – decide who is going to do what
Submit panel report MScM to NVAO
Start BBA reaccreditation process
Start BBA reaccreditation process
Start EQUIS SAR, student report and datasheet & 2nd annual report)
Submit BBA SAR to panel
Submit second EQUIS annual report
Submit EQUIS SAR, student report and datasheet
Submit SAR PLOD to CPION
CPION
NVAO
NVAO
EQUIS
NVAO
NVAO
NVAO
EQUIS
NVAO
EQUIS
EQUIS
CPION
Request for EQUIS reaccreditation
NVAO panel visit PLOD
Prepare for BBA panel (training, base room)
NVAO panel visit BBA
Submit EQUIS SAR, student report and datasheet
Internal preparation visit EQUIS panel (training, base room)
Visit EQUIS panel
Formal reaccreditation request BBA including panel report to NVAO
EQUIS
NVAO
NVAO
NVAO
EQUIS
EQUIS
EQUIS
NVAO
Quality Handbook for the Degree Programs (15 March 2014)
59
August
November
December
2016
March
April
May/June
June
July
October
November
2017
April
Prepare EFMC reaccreditation process (internal planning, external support
Start AMBA reaccreditation process
Start EFMC reaccreditation process
NVAO
AMBA
NVAO
Internal evaluation AMBA SAR
Submit evaluation AMBA SAR
Internal evaluation EFMC SAR
Visit AMBA panel
Submit EFMC SAR to panel
Internal preparation EFMC panel (training, base room)
Visit EFMC panel
AMBA
AMBA
NVAO
AMBA
NVAO
NVAO
NVAO
Formal reaccreditation request EFMC including panel report to NVAO
NVAO
3.3 Rankings
University rankings have become increasingly important worldwide. The number of rankings are
growing since the rankings went global in 2003 when Shanghai Jiao Tong University published the
results of the first global university ranking. The results of any ranking depend on the used indicators
and the weights assigned to them. Rankings also make use of various proxies and some of them are
rather distant from the actual quality of teaching or research.
It was decided that Nyenrode focuses on three rankings because their indicators also appear in other
rankings that the institute participates in. All of the rankings make use of student surveys and in most
cases also a survey that most be filled in by the school. The rankings that Nyenrode has marked as
priority are:
1. Financial Times
2. Nationale Studenten Enquête (Studiekeuze123)
3. Edunivesal
This does not mean that these are the only rankings Nyenrode participates in. It simply means that
Nyenrode has marked them with priority as they are considered important for the institute and their
indicators are also used by other rankings that Nyenrode participates in. The rankings and their
ranking method will be explained in the paragraphs below and more information can be found in the
appendix 3.4 and appendix 3.5. The following figure shows a time schedule for the rankings and also
provide an overview of which programs are involved. Not all degree programs are able to participate
in all of the three rankings.
Quality Handbook for the Degree Programs (15 March 2014)
60
Start-end date survey
Ranking body
Program(s) involved
Jan-March
All BSc and MSc programs
Feb-March
Nationale Studenten
Enquête (Studiekeuze123)
Financial Times
April-May
April-June
Financial Times
Eduniversal
June-July
September-October
Financial Times
Financial Times
Financial Times
(based on the FT surveys)
EEOD open programs
EEOD customized programs
(2 separate rankings)
MSc in management
MSc in Management
MSc Accountancy
MSc Controlling
EMBA
IMBA
MMBA Food & Finance
MMBA Public & Private
MBA Business & IT
(7 separate rankings)
EMBA
IMBA
Nyenrode Business School
Result
published
April
May
September
December
October
January
December
3.3.1 The Financial Times (FT) ranking
The Financial Times (FT) has been publishing business school rankings since 1999. The objectives are
"to produce a listing of business schools that are producing the global managers for the 21st
century". It consist of several different sub-rankings which are being published and spread out over
the whole year. Nyenrode is participating in five out of the six surveys.
Global MBA
Executive education
Masters in finance
Masters in management
EMBA
European Business Schools
Programs
IMBA*
EEOD (open & customized)
n/a
MSc
EMBA
Nyenrode (whole)
Surveys open
September
February
March
April
June
n/a
Survey close
October
March
April
May
July
n/a
Publication
January
May
June
September
October
December
Note: * IMBA can start participating again in 2014 (program has to been running for 4 years)
The criteria to be able to participate in the FT ranking differ per survey, but the common ones are:
 To be eligible to participate, a school should be accredited by AACSB or EQUIS
 It must have a certain program that has been running for at least 3 to 5 years
 Graduated its first class at least three years before the ranking publication date
 A response rate of at least 20% is required with a minimum (20) of complete responses
The next table shows the results of the FT rankings for Nyenrode for the period 2008 to 2013. The
first number is the position that we reached and the last number is number of positions. A question
marks means that the results of the rankings are not yet published. “Not listed” means that we did
not make the rating.
Quality Handbook for the Degree Programs (15 March 2014)
61
EMBA
IMBA
MSc
Open
Customized
European
Bus. School
2013
2012
2011
2010
2009
2008
Not listed
n/a
64/70
48/70
Not listed
?
Not listed
n/a
59/70
50/70
70/70
33/79
85/100
n/a
62/65
53/65
64/65
35/75
Not listed
n/a
53/65
49/55
63/65
49/75
69/95
Not listed
82/100
44/65
46/50
28/65
40/65
50/55
59/65
27/70
Results of the FT rankings for Nyenrode for the period 2008 to 2013
How the surveys are conducted
An email is sent to the contact person of Nyenrode (Academic Services Center) with the question if
we want to participate in a specific survey. This email will be forwarded to program management to
inform them that the survey is going to start soon. They need to start gathering the required
information.
All of the rankings make use of two surveys for gathering the data, except the ranking for the
European Business School. The other rankings form the base for this ranking. All the other rankings
make use of a survey that must be completed by the school and survey for the alumni who
completed the program in a certain year (3 years prior to the current year).
After the ASC has confirmed the participation the FT will send a FT-approved letter that should be
sent to the alumni in advance informing them of the survey process. Program management is
responsible for collecting the email addresses. They send the file immediately to the ASC who
forward the file (via an upload) to the FT. The sooner the better because this will provide the alumni
more time to respond.
The school must provide the email addresses of participants in the selected programs that ran during
the previous year. The FT will contact the alumni directly and point them to the online survey.
In the meantime the ASC starts collecting the required data for the school survey. For this they need
certain information from PM but also other information including for example faculty data. The ASC
will take care of the school survey once the required data have been received.
ACS receive
FT email
coming
survey
FT send student letter to ACS
(Letter is annoucement survey)
ASC in lead for school survey
and start collecting data
ASC fills in
school
survey
ASC Informs PM
ASC confirms FT
participation and wait
for further instructions
ASC send letter to PM
ASC ask
student infor
from PM
PM delivers
required student
info to ASC
Yes
PM decide to
participate
PM start
collecting alumni
email addresses
PM emails letter
to alumni
Alumni wait for an email
from the FT telling them
that the survey is open
Alumni fills
in survey
NO
Flow chart for the school and student FT surveys
Quality Handbook for the Degree Programs (15 March 2014)
62
Please keep in mind that Nyenrode is expressly forbidden to perform any lobbying towards our
alumni or clients to participate, any schools that do this will be subject to exclusion from the
rankings.
Nyenrode receives an email when the survey is about to be published. This is several months after
the survey is closed. See schedule above.
Financial Times research rank
Both the MBA and EMBA rankings include a research rank. This is calculated according to the number
of faculty publications published in 45 academic and practitioner journals. Points are awarded to the
business school at which the author is currently employed. The total is then weighted for faculty size.
The full list of journals is available via this link: FT journal list
European Business Schools survey
This survey is being held without direct participation of Nyenrode. The data is gathered via the
results of the other FT we do participate in.
Key to the FT European Business Schools Ranking 2012
 MBA:
o European Rank 2012: position among European schools within the FT MBA 2012 ranking.
o Salary today ($): average MBA alumni salary three years after graduation US$ PPP. Includes
weighted data from the current and two previous years, if available.
o Salary increase (%): percentage increase in average alumni salary pre-MBA to today, three years
after graduation. Includes weighted data from the current and two previous years, if available.
 EMBA:
o European Rank 2012: position among European schools within the FT EMBA 2012 ranking.
o Salary today ($): average EMBA alumni salary three years after graduation US$ PPP. Includes
weighted data from the current and two previous years, if available.
o Salary increase (%): percentage increase in average alumni salary pre-EMBA to today, three
years after graduation. Includes weighted data from the current and two previous years, if
available.
 Masters in Management:
o European Rank 2012: position among European schools within the FT Masters in Management
2012 ranking.
o Salary today ($): average masters in management alumni salary three years after graduation
US$ PPP. Includes weighted data from the current and two previous years, if available.
 Executive Education - Open programs
o position among European schools within the FT Executive Education ranking of open-enrolment
programs in 2012.
 Executive Education - Custom programs:
o position among European schools within the FT Executive Education ranking of customized
programs in 2012.
 Faculty
o Female faculty (%): percentage of female faculty.
o International faculty (%): percentage of faculty whose citizenship differs from their country of
employment.
o Faculty with doctorates (%): percentage of faculty with a doctoral degree.
Quality Handbook for the Degree Programs (15 March 2014)
63
3.3.1.1 Overview of the used ranking criteria
There are some 16-23 criteria used in the different rankings, addressing the overarching goal of
customer satisfaction. The ranking criteria vary, but they are mostly based on five general aspects:
1.
2.
3.
4.
5.
Career progress of alumni
International focus of the program
Research strength of the faculty
Gender diversity with regard to participants, faculty and board
Program / course
The table on the next page shows all the different criteria the FT is using per survey/program. Some
criteria have a different definition / weights when used for another survey. Information about the FT
ranking outcome and procedure can be found on the Financial Times website. In appendix 3.4
criteria is described per survey (program).
Quality Handbook for the Degree Programs (15 March 2014)
64
FT criteria for the surveys of 2012
Executive education
Open
Custom
7,6
8,4
8,5
8,4
8,3
8
8
PROGRAM / COURSE
Preparation
Course/program design
Teaching methods and materials
Future use
Course fee (local currency)
Course lenghts (months)
Number enrolled past year
Relevant degree
Languages
New skills and learning
8,8
Placement success rank (CLPD)
International course experience (rank)
Overseas programs
International location
3
Partner schools
3
Company internships
FACULTY
PARTICIPANTS /
varia STUDENTS
BOARD
Faculty
Women faculty
International faculty
Faculty with doctorates
Faculty diversity
FT doctoral rank
FT research rankt
Food and accommodation
Facilities
Quality of participants
Women participants/students
International participants/students
International clients (company)
Work experience
Woman board
International board
ALUMNI
FINANCE
Salary today US$
Weighted salary US$
Salary increase
Value for money
Employed at 3 months
Careers rank
Career progress
Aims achieved
Follow-up
International mobility (rank)
Alumni recommended
Audit year
Custom revenues
Open-enrolment revenues
Repeat business and growth
8,8
EMBA
IMBA
1
2
5
2
2
3
5
5
2
4
5
5
10
5
10
3
5
3
5
2
4
1
5
1
1
Master in
management
no weight
no weight
no weight
no weight
5
8,4
5
10
4
3
last year data
8,5
3
5
6
4
6,7
7,5
7,9
2
3
5
7
3
5
2
no weight
20
8
8,6
7,3
8,6
6,7
2
20
20
no weight
20
20
3
2
5
5
3
3
no weight
6
2
no weight
5
5
10
5
2
10
no weight
no weight
5
Quality Handbook for the Degree Programs (15 March 2014)
65
3.3.2 Nationale Studenten Enquete (NSE) - Studiekeuze123
The National Student Survey (Nationale Studenten Enquête, NSE) is a national large-scale survey
conducted annually in which tens of thousands of students give their opinion on study programs,
universities of applied sciences and research universities. All higher education institutes with a NVAO
accreditation are invited to participate with their bachelor and master programs.
The NSE is a wide-ranging survey on the various aspects of the learning experience, such as the
content of the degree program; teachers; information provision by the program; learning and study
facilities; study load; and assessment and grading. The results of the National Student Survey provide
schools and students insight into student opinions on study programs and will enable universities to
improve their quality.
The survey is organized by Studiekeuze123. They published the results on their website and in their
annual handbooks. The procedure is as follows:
beginning of October
mid November
end of November
mid December
January-March
mid March
mid April
End of April
Mid of May
End of May
Beginning of June
End of June
Studiekeuze123 contacts Nyenrode regarding our participating with
the survey.
Nyenrode returns the signed contract to Studiekeuze123
The survey questions will be communicated to Nyenrode. It is
possible to add extra question to the survey. Questions we would
like to ask our students and that are specific to Nyenrode. Those
extra question may not take more then 5 minutes of the response
time. (cost extra)
Nyenrode needs to send a Excel file (in a specific forma) with the
details of our students.
The survey is open to the students for 8 weeks. Nyenrode receives a
message before the survey is open so that we can communicate this
to our students. During the period Nyenrode and the students shall
receive several reminders and we can monitor the response rate.
A final reminder will be send to students who until then did not
respond to the survey. Students can stop the reminders.
Before the results are announced the participating students shall
receive a “thank you for your participating” email .
Nyenrode receives the codebook with the description and structures
of the benchmark.
Nyenrode receive a preliminary dataset of the benchmark.
Nyenrode receives a preliminary dataset of the benchmark of the
extra Nyenrode specific question (if applicable).
We receive the definitive benchmark set and extra questions set.
The embargo period of the benchmark sets is over
We receive the answers of the open questions.
Websites
 Studiekeuze123
 NSE
Quality Handbook for the Degree Programs (15 March 2014)
66
3.3.3 Eduniversal Masters Ranking's
Eduniversal ranking is a university ranking by the French consulting company and rating agency
SMBG specialized in Higher Education. One of the main goals of Eduniversal is to provide a tool, for
students all around the world, which provide information on the Best Business Schools, located in
Eduniversal's nine geographical regions. The Eduniversal ranking agency establishes an official
selection of the Best 1000 Business Schools in more than 150 countries around the world. This
ranking includes the following programs: Masters - Masters of Science - Masters of Arts - MBA and
specialized MBA - Executive MBA.
Overview of the Time Table
 Opening of the survey : mid April
 Closure of the Survey : mid June
 Submission of the Ranking : October
 Updating the website with the detailed information about the ranked masters in upcoming
academic year.
 Official announcement of the results and publication of the ranking: December.
The official selection is the result of the work of an International Scientific Committee gathered at
the initiative of the Eduniversal Company. The International Scientific Committee is composed of
twelve members; nine members coming from nine different geographic zones (Africa, Central Asia,
Eastern Europe, Eurasia and Middle East, Far East Asia, Latin America, North America, Oceania and
Western Europe), and two members from the Eduniversal Company (The CEO and the International
Coordinator.
The selection is classified in terms of palms and ratings, issued from the Deans' votes. The aim of this
official selection is to provide sufficient information for students about a range of academic
institutions, sorted by their reputations and international ambitions and located in nine different
zones.
The Eduniversal Palmes indicate the level of an academic institution's international reputation. They
are awarded on the basis of the research work carried out by the International Scientific Committee,
which compiles the list of criteria, together with the assessments made by peers: The deans’ vote.
They help student to make their choice within the official selection and rate the reputation of the
school or university within the country, its geographical zone, or even at the global level. The Palmes
are divided into a league system, which allows horizontal intercontinental comparison, different from
the vertical comparison made by most of the international classification systems. This segmentation
is presented as a normal probability curve:





100 schools in the 5 Palmes league
200 schools in the 4 Palmes league
400 schools in the 3 Palmes league
200 schools in the 2 Palmes league
100 schools in the 1 Palme league
See appendix 3.5 for more information about the Eduniversal ranking methodology.
Quality Handbook for the Degree Programs (15 March 2014)
67
4 Marketing and recruitment
4.1 CRM instructions
CRM refers to the Customer Relationship Management system used within Nyenrode (see the
manuals in on CRM workspace on Intranet). This system is the administrative database of the
marketing and recruitment processes. All information and the history of leads should be saved in
CRM and it should be the only tool for reporting purposes. The figure below shows the roles and the
flow that is used in the system. It should be standardized across all degree programs as far as
possible to avoid any misunderstanding amongst different stakeholders. Some programs have a
slightly different view on at what moment somebody qualify for a particular role and some programs
even do not use all the role, but it is crucial for reporting that the programs uses the different roles in
the same way. This is indicated in the table below the figure.
Suspect
Lead
Potentional
Applicant
Participant
Alumnus
CRM role and explanation
Comment program when the explanation of the role is not
sufficient or needs to be clarified.
Suspect: Unidentified data
Contact details obtained e.g. through buying
address file & LinkedIn etc. Person has not yet
requested anything (history is blank)


Not used in Controlling & Accountancy
MMBA: All people in the Nyenrode database that have
not yet shown interest in a specific program.
Lead: Identified data
Person has applied through brochure, request,
event registration, mail phone etc. There is
latent need (sales signal)
Potential: Reviewed data:
Recruitment has talked to the person and on the
basis of the conservation & extra data like a CV,
LinkedIn profile, is found to be promising.


Not used in Controlling & Accountancy
MMBA: All people that have shown interest in a
program via mail, brochure request, program related
seminar etc.
MMBA: All people that we (recruiter or PM) have
spoken and determined as “good match” with the
program and that have serious interest. Could be
divided in two groups: potential and hot potential (hot
= those who, with a little help, have a large likeliness to
register for the program soon).
Fiscaal: Registration for info session
MMBA: All people who send in the application form
Fiscaal: Appointment for intake interview.
Applicant: Sales data
Person has indicated wishing to follow a course
(enrollment form). The necessary tests and
personal interviews are scheduled. Data is
record in SAN
Participant: Admitted data
Person is admitted (student) and begins the
course (a financial relationship is created)
Alumnus: Secured data
Student has completed the course successfully.
Data is retained for an indeterminate period
(added to VCV data).







Quality Handbook for the Degree Programs (15 March 2014)
MMBA: Those who are accepted after an interview are
automatically registered as participant.
Fiscaal: Signed the contract
MMBA” Those who successfully completed the full
MMBA program (including the thesis module) and are
awarded the title “MBA”.
68
4.2 Marketing activities for the degree programs [to be included]
4.3 Recruitment
The Recruitment team is responsible for following-up on leads who have shown interest in a
particular program and for turning leads into prospective students. For some programs like
Accountancy and Controlling, there is no dedicated Recruiter. This role is assumed by Marketing and
Program Management jointly. This includes providing further information about the program and
letting them experience the program and Nyenrode itself. The purpose of recruitment is to achieve
personal contact with prospects and understanding their goals, thereby increasing the possibility of
generating a strong fit between suitable students and the programs.
The Degree Program teams are supported by a member of the marketing department dedicated to a
particular degree program. The program teams work towards a class of a targeted number of quality
students in each academic year. Recruitment involves listening to stakeholders and building
relationships. Recruitment pillars are:
 Quality control
 Prospect Management
Program Management is responsible for turning the applicants into enrolled students who arrive on
campus at the program start date. Admissions is responsible for providing information about the
total number of applications received and the number of students who have enrolled in the
programs. These applying students should be put in the CRM system under the program they are
applying for. Admissions focuses primarily on sharing and increasing the enrolled student numbers,
as well as keeping track of the conversion percentage (number of applying students who sign the
registration form for the program.)
The
recruitment
cycle
(illustrated on the right) starts
from Marketing where leads
are generated, then to
Recruitment
who
goes
through the leads and
converts them into solid
applications.
Admissions
handles the applications and
the Program Management
decides on who joins the
program. In order to reflect a
united Nyenrode front, every
staff
member,
especially
Recruiters and Admissions
Quality Handbook for the Degree Programs (15 March 2014)
69
officers, should be aware of the key facts of all programs. This will also help in our cross-selling
efforts and also display a good and deep knowledge of our programs/products. See appendix 2.3
4.3.1 Roles and responsibilities recruitment
This paragraph clearly lists the expectations and roles and responsibilities of Admissions, Recruitment
as to allow a wholesome view and understanding of the entire process. Every task is important and
hence it is vital that members of the team take ownership of her or his functional area. There are
those tasks that should be done jointly and as such the team members should be able to multi-task if
needed and have a general view of the entire process. For programs with no distinct Recruitment
and Admissions functions, it is up to Program Management to take the lead in determining how
these two roles should be fulfilled and who should fulfill these roles.
Program Management
 Define the admission criteria and keep all persons involved updated of them
 Take the lead in and coordinate the recruitment and marketing activities
 Communicate the set targets and the selection criteria for leads, for campus weekends and
so on.
 Monitor the developments concerning the leads
 Communicate or keep all parties involved updated on crucial program changes
 Identify speakers for (recruitment) events like webinars, campus weekend and such
 Process student’s application file, avoiding delays
 Involve students and alumni in the marketing and recruitment process
Marketing
 Develop, implementing and maintaining marketing strategies in conjunction with other
teams
 Generate leads
 Lead the implementation of strategic advertising, work and approve the advertising texts like
the Webinar pages so at to maintain consistent message
 Arrange (participation in) fairs together with recruitment
 Communicate to recruitment on the expected number of participants to campus weekends,
info sessions and webinars
 Market research on how best we can market our programs
 Spearheading the marketing campaigns (campus weekends, info sessions, webinars and
other events)
 Report of the marketing campaigns, leads and updating the same on the Nyenrode website
and NPI marketing lists
Recruitment
 Design recruitment plan in consultation with PM and Marketing
 Follow up on leads so as to maximize the conversion rates
 Assess the quality of the leads based on the minimum key requirements and encourage the
students to apply by availing information or advising them on the programs that best fit them
 Handle the logistics and other arrangements associated with recruitment events like the campus
Quality Handbook for the Degree Programs (15 March 2014)
70





weekends, webinars , info sessions and others
Report on potentials and updating the CRM recruitment numbers in conjunction with admissions
Team up with marketing in promoting the programs in fairs and meeting prospective students
Handle the prospective student enquiry service
Avail the relevant information to prospective students and guide them on the application process
Sending invitations to student who meet the criteria of attending Nyenrode recruitment events
like campus weekends
The recruitment and admission flow chart on the next page depicts the flow of the process, starting
from generating leads up to enrolling the lead into our program as a student. Intermediate goals
should be set and each team should try as much as possible to avail information to the rest of the
team. For programs with no distinct Recruitment and Admissions functions, it is up to Program
Management to take the lead in determining how these two roles should be fulfilled and who should
fulfill these roles.
Quality Handbook for the Degree Programs (15 March 2014)
71
Recruitment and admission flow chart
Quality Handbook for the Degree Programs (15 March 2014)
72
4.3.2 Values of recruitment:
The values of recruitment are important principles that should form the basis of any communication
with all stakeholders. They are:
 Building and managing relationships through trusted and open communication with the
leads. Open communication entails a recruiter opening up about his personal life the same
way a lead does. This leads to a connection and more points of discussion. Trust comes from
a recruiter matching his/her words with actions/deeds
 Prompt, friendly, reliable and personalized approach
 Combination of strategic and tactical approaches with regards to prospect management.
Recruitment adopts a more advisory role, understanding the position (needs and challenges
related to decision making) of the lead
 Accessibility and agility. Leads should be able to easily reach the recruiters
 Everyone is involved in and has responsibility for recruitment, including marketing and
program management, leading to close cooperation and clear communications to the
lead/prospect
4.3.3 Dos and Don’ts of recruitment:
The Do’s and Don’ts of Recruitment are general guidelines that each Recruiter should adhere to in
order to ensure a high standard of quality when servicing our contacts.
 Do’s of recruitment
 Provide accurate information and clear path about the next step(s)
 Ensure information is correctly entered in CRM so that everyone (Program Management,
Marketing, Recruiters) is on the same page about the contact
 Keep in contact/track with the leads even after they apply. They should not feel that you are
done with them once they enroll. You may need them to assist in the events or refer their
contacts
 Embrace a smart blend between sales and advisory role. Candidates should not get the
feeling that recruitment is purely selling the program to them. Candidates should feel that
recruitment is there to advise and assist them make the best choice
 Exhibit passion about the Nyenrode brand and know the program/product very well
 In our initial contact we approach our leads with a formal “you” (when using Dutch)
 Respond to any contact within one (1) business day, even if just to confirm that their email
has been received in good order.
 Don’ts of recruitment
 Avoid pillar to post approach. Relationships can only be build if there is a continuous
communication between recruitment and the lead. Thus, we should try to ensure that there
are few key people who stay in touch with the leads till they apply/enroll. In the past
candidates have expressed dissatisfaction in being contacted by many people from Nyenrode
about the same subject
 Avoid looking overly eager. Candidates should feel/know that they are among the many
prospective candidates who are interested in our program(s)
 Do not promise what you cannot deliver. Words must match actions.
Quality Handbook for the Degree Programs (15 March 2014)
73
4.3.4 Alumni involved in recruitment (Ambassadorship)
Nyenrode prides itself on strong ties with her alumni network. The alumni office or VCV in Dutch
works together with programs to reach out to alumni and to strengthen alumni ambassadorship of
our programs. (See also chapter 8 Alumni).
4.3.5 List of recruitment avenues:
 Nyenrode website: it is important that the information on the website is constantly updated and
corrected where necessary.
 Social media, e.g. Facebook, Twitter, LinkedIn
 Traditional media, e.g. radio and print media
 University-wide events
 Joint-program events, e.g. Campus Weekend, Ladies’ Event, Nyenrode Career Challenge
 Program-specific events, e.g. IMBA Challenge, MSc Business Games, MMBA “Experience”
Sessions, Accountancy and Controlling info sessions
 Referrals, e.g. via alumni or via companies
 One-on-one, e.g. phone and personal info sessions via phone, skype or in person
It is worthwhile for us to assess past marketing and recruitment campaigns via evaluation forms or
from speaking to participants (from 2011 to date). The key points are;
1. Personal approach, good prospect management, agility and flexibility in our team leads to a
favorable conversion rate (from applicants to registrants)
2. Lack of company support is the biggest barrier to the EMBA campaign and subsequent
conversion rates (from leads to applicants, and ultimately to registrants).
3. Lack of feeder companies hence a greater role for Corporate Relations/Account Management,
also focusing on SME companies.
4. EMBA Candidates needs substantial amount of time to negotiate with their employers(min. 3
months), thus our campaigns should adopt early campaigns
5. We are faced with high unit costs in some events, that have less than 15 participants. We should
strive to have a minim of 30 participants in group events
6. Some remarkable progress in co-ordination, but there is room for greater improvements
between internal stakeholders
7. Clarity on direct and indirect sales channels, coupled with measurable and realistic targets
8. Late campaigns make it difficult to enforce strict quality control
Quality Handbook for the Degree Programs (15 March 2014)
74
5 Admission
The admission procedure is not the same for all degree programs. For example tests are not
necessary for the accountancy and controlling programs. Also the way interviews/intakes are being
held can be different. Therefore the application steps shown below can only be seen as the general
steps.
1. Step 1: Applicant must complete and submit the application package
o For those taking the Nyenrode Admission Test
o For those who would like to do the Nyenrode Admissions Test instead of the GMAT
 Once the application has been screened, qualified candidates will be invited to complete a
scheduled Nyenrode Admissions Test.
2. Step 2: Pay the application fee.
The applicant will receive information about the payment process via email, once they have
submitted the application form.
3. Step 3: Complete the admissions interview
Once the complete application package is received, it will be reviewed by members of the
Admissions Committee. They will get back to the applicant as soon as possible to let them know
whether the applicant has been selected for an interview. Interviews are either conducted face to
face on-campus, via telephone or online via Skype.
The interview will be conducted usually by two people, typically members of faculty, staff (program
management) or alumni. The objective of the admissions interview is to determine the motivation
for the program and to assess the capabilities to successfully complete the program. Throughout the
entire admissions process, we aim to develop a feel for how well our program fits what the applicant
is looking for and whether they fit our program. The interview will be in person on-campus if the
applicant who is located in or near the Netherlands. Otherwise the interview will be conducted
through an online service such as Skype or over the telephone.
4. Step 4: Acceptance to the program
A letter of acceptance will be sent if the application is successful. If applicants are accepted
conditionally, then they need to hand in further paperwork or grades. In some cases the applicant is
required to take a Math or English course.
5. Step 5: Confirmation of the enrollment
Applicants need to fill out and return the registration form that was sent to them with the letter of
acceptance. After we receive the signed letter of acceptance, they will receive an invoice from
Nyenrode for the non-refundable down-payment. After paying this amount, they will be enrolled into
the program.
The figure on the next page shows the workflow from recruitment to applicant and from participant
(student) to graduate (alumni).
Quality Handbook for the Degree Programs (15 March 2014)
75
The work flow from recruitment to admission.
5.1 Admissions criteria
In order to reflect an united Nyenrode front, every staff member, especially recruiters and
admissions officers, should be aware of the key facts of all programs and the admission criteria set by
the Program Director. This will also help in our cross-selling efforts and also display a good and deep
knowledge of our programs / products (see appendix 2.3).
5.1.1 Tests
Nyenrode Business Universiteit accepts quality candidates who have proven to be academically and
professionally capable. As part of the Admissions procedure, applicants need to submit information
about a possible deficiency program a student needs to follow before being accepted to the
program. Controlling department has a deficiency program with seven topics:
1.
2.
3.
4.
5.
6.
7.
Management Accounting
Tax
Accountancy
Finance
Financial Accounting
Business Law
BIV
Quality Handbook for the Degree Programs (15 March 2014)
76
5.1.1. GMAT test
Please note that a strong application to the program will include a GMAT score report indicating a
score of at least 600 or a GRE revised General Test score report with an equivalent score. See the
comparison table here: http://www.ets.org/s/gre/flash/bschool/comparison/17302/170/index.html
If an applicant submits their complete application package including the GMAT score or GRE
equivalent report indicating a score of 700 or higher by the application deadline, then Nyenrode will
waive 80 Euro of the application fee.
5.1.1.2 English tests
Since some programs are taught in English, non-native English speaking candidates or candidates
that did not undertake their previous degree in English need to demonstrate proficiency in the
English language. NBU has signed the “Gedragscode internationale student hoger onderwijs” (Code
of Conduct) (see appendix 5.1), which in its present form is valid from March 1, 2013. The main
purpose of the Code of Conduct is to protect the interests of the foreign students. In a practical way
signing the Code of Conduct is a requirement to provide our non-Dutch NBU students with a
residence permit.
Article 4.2 of this Code of Conduct stipulates that the only English language tests accepted are IELTS
and TOEFL (see also appendix 5.2). Note that a strong application to the program will include an
original score report indicating the following scores:
1. TOEFL (Test of English as a Foreign Language):
Internet-based – 90 or higher, Computer-based – 250 or higher.
The TOEFL test results of the applicant should be sent to Nyenrode by the testing
organization.
Login codes for Nyenrode: The Nyenrode institutional code =is 7194 (department code is
XXX). TOEFL Information & registration materials see: http://www.ets.org/toefl
2. IELTS (International English Language Testing system)
Overall band – 6.5
The request for IELTS score to be sent directly to Nyenrode. For information and registration
materials see: www.ielts.org. For FT MSc Management, Babel English test is also valid for
Dutch students.
5.1.1.3 LTP test
For some program a computer based psychology test conducted by the independent consulting firm
LTP. The primary goal of a selection assessment is to determine the probability of successfully
finishing the program.
The report itself has two parts. The first part gives an estimation of the intellectual abilities. The
higher your score, the better. Is the score be 'below average' or lower, then this indicates that the
Master of Science or the MBA program will be a heavy burden for the applicant and he may struggle
to follow the lessons at the required tempo. The next part of the report presents an overview of
what one might call the characteristic behavior, or the personality of applicant. This describes how
other people see them. For this part of the test, higher scores are not necessarily better. People with
a particular personality profile fit well in certain types of situations, but not in others. This report
does not determine whether the applicant will be admitted to the program, but it will be used to
make that decision.
Quality Handbook for the Degree Programs (15 March 2014)
77
5.1.1.4 Mathematics courses
For MSc Management program. Every candidate, whose knowledge of mathematics does not meet
the necessary requirements as set forth by Nyenrode Business Universiteit, has to successfully fulfill
the mathematics course (5,5) to be formally accepted to the Pre-Master of the Master of Science
(MSc) in Management Program 2013.
Nyenrode Business Universiteit offers 2 mathematics courses (one in June and one in July) with 3
exam possibilities. Students of all programs may enroll at any time in one of these courses. Students
may only take the exams offered with the Mathematics Course. It is the candidate own responsibility
to pass the exam with a sufficient grade before the start of the MSc program. The costs for 2013
admissions are as following:
• € 95 for exams only (when a student chooses not to follow the course);
• € 290 per mathematics course (including the three exams);
These fees are non-refundable even where the student fails the course and/or exams.
For the IMBA and EMBA programs : Math refresher course takes place 1 week before the start of the
program.
5.2 Scholarships
Only applicants for the IMBA Program who secured (conditional) admission to the program, will be
offered a scholarship. All other scholarship offers are pending successful application and will be
revoked in case admission is denied or deferred upon candidate’s request. The scholarships offers
are not negotiable, unless there is an objective reason to reconsider (e.g., new, higher test result). A
separate letter of scholarship award will be sent to the winners. There are 3 different ways how an
IMBA student can apply for/be awarded a scholarship:
1. Main prize in a competition - participate in event/compete (e.g. FD Career Challenge, IMBA
Challenge, OTS Competition), become a winner or a runner up.
a. These events/competitions should be widely marketed and promoted to attract
participation and lead talented candidates to Nyenrode.
b. This is a preferred way to award scholarships to the worthy candidates.
c. Though a limited number of scholarships is advertised, we are free to select high
potentials as runners-up and make individual offers, maximizing the effect of each
event and bringing as many application is as possible.
d. Revolving scholarship.
2. Company scholarship - apply through Nyenrode or the employer (company (relations)
scholarships).
a. This is a great way to establish/enhance corporate relations with companies that
are/can be strategic partners for Nyenrode.
b. The companies can reward/develop their high potentials through Nyenrode MBA
program, while Nyenrode, in turn, gets to have their alumni/ambassadors in key
positions in these companies, strengthening the tie with Nyenrode further.
c. This is a first step in cooperation, which, once well established and proved to be
mutually beneficial, will ideally lead to these companies (co)paying the scholarships
Quality Handbook for the Degree Programs (15 March 2014)
78
amounts to Nyenrode. Thus, should be seen as investment in the future.
d. Not-revolving scholarship
3. Merit based scholarships, offered on individual basis – Applicants are asked to indicate in the
IMBA Application form a need for a scholarship, and prove to us what their merits and added
value to the group are.
a. Guiding principle here is: Academic Excellence scholarship i.e. a GMAT of ≥650.
b. This form of scholarship granting will not be actively promoted on the website,
brochures and other communication channels, but instead can be used in personal
conversations with candidates, where we feel such a candidate adds a great
value/diversity to the MBA group (e.g. geographical, gender, professional and
academic diversity).
c. This is a flexible and effective way of encouraging application and brining in great,
strong candidates (esp. in cases when we need to beat the competition from other
Business Schools).
d. The decision on scholarship is made by PD, Scholarship Officer and PM, based on the
strength of the candidate’s profile, added value and diversity, with financial situation
of the candidate in mind, but not as a leading motive.
e. Revolving scholarship.
5.3 Visa application information and deadline (for international students)
This sub-chapter is relevant for programs who have international students applying. The three main
programs who deal with international students are IMBA, EMBA and MSc Management. To protect
the interests of foreign students in the Netherlands, the Dutch universities and other institutions of
higher education have drawn up a Code of Conduct International Student Higher Education
regulating various aspects of their relations with international students. Nyenrode has signed the
code and we therefore must comply with all its regulations (see appendix 5.1).
The website Study in Holland (www.Studyinholland.nl) is a very helpful website to find information
for international students. They also have a visa wizard to check what kind of visa a student need. It
depends on the country of origin from the applicant.
Once a student been accepted, the Admissions Office sends him/her the MVV pre-application form,
which needs to be completed and returned with all the required accompanying documents. Please
note that Nyenrode can only apply for the MVV at the Immigration and Naturalization Office in the
Netherlands once we have all the documents and the students cannot apply for this particular study
visa themselves. Nyenrode must to do so on their behalf.
See appendix 4.1 for the MSc management Visa application procedure. For the Conduct International
Student Higher Education seer appendix 5.1 or the link below.
http://www.ib-groep.nl/international_visitors/Studying_in_the_Netherlands/Code_of_Conduct.asp
Quality Handbook for the Degree Programs (15 March 2014)
79
The table below shows the roles and responsibilities regarding international students. This model
needs to be up dated since the visa procedure has been recently changed and leaves Nyenrode with
more responsibilities.
International students [under construction]
Activity/Instrument
Plan
Information request
Prospect management and
conversion to application
Application package (test
scores, photo’s, transcripts
etc.)
Review of application
Admissions interview
Scholarships
Do
Inform potential students
about VISA procedure
Student progress
Check
Inform IND of student progress
Evaluate program
Act
Follow up of findings
evaluation of program
Responsible
Accountable
Consulted
Informed
Frequency
Reference
Roles and responsibilities regarding international students
Quality Handbook for the Degree Programs (15 March 2014)
80
6 program preparation and program delivery
6.1 Program Preparation
In order to deliver high quality programs, preparation is key. A lot of departments at Nyenrode have
a stake in this. Good cooperation and clarity on supporting processes is important. This chapter
describes the processes with regard to program planning, briefing teachers, informing and preparing
new students, preparation of study materials and administrative processing of the hiring of teachers.
6.1.1 Planning
The flow chart below shows the usual steps in the planning process.
Influencing factor
Action
Contact
 Curriculum/Course Outlines
 Promises to students on planning
based on their needs
Set exact dates for the program
and/or exams
Inform students about dates
(recruitment purpose)
 Availability faculty
 Target group needs
Planning lecturers / supervisors
Via centers or lecturers directly






Availability rooms
Expected # students
Educational format
Technical needs
Costs (external location)
Accessibility (external location)
 Based on # students (Influenced by
marketing and sales results,
student progress, personal/work
situation students, geography)
Reservation rooms, hotel, catering
facilities
Events department
(or external ???)
Vineyard catering
Preliminary program
Students via portal
Decision go/no go
Final program planning
Students via portal
Lecturers
Events
Vineyard
Students via portal
Lecturers
Events
Vineyard
Start of program
Illness of lecturers
Students via portal
Changes in program
Flow chart in the planning process
Quality Handbook for the Degree Programs (15 March 2014)
81
Planning guidelines
 Potential students are informed about the dates of the program before they register
 Students are at least 3 months in advance informed about the expected date the final
planning will be available
 Program management has the freedom to set dates. Program management takes into
account the availability of facilities and teachers, and the target group needs (holidays,
professional obligations et cetera)
 The format of a day schedule can be determined by program management, no regular
format is obliged
 In case of a dispute about the availability of teachers and/or facilities the case can be
escalated to
1. the head of the specific department first and
2. later to the Nyenrode management.
 In case of absence of a teacher, Nyenrode guarantees replacement by an other teacher or an
other date, a lesson can never be cancelled.
(Potential)
Students
Events/ Catering
Center/teacher
Student Affairs
Program
Coordinator
Program Manager
Program Director
Actor
The model below shows the roles and responsibilities regarding planning.
Proces
1. Set dates
2. Planning lecturers
3. Reservation facilities
4. Preliminary program
5. Decision go/no go
6. Final program
7. Start of program
8. Changes in program
A,I
A,I
A,I
A,I
A,I
A,I
A,I
A,I
R
R
R
R
R
R
R
R
R
R
R
R
R
I
C
C
I
I
I
I
I
I
I
I
I
I
I
Roles and responsibilities regarding planning
Quality Handbook for the Degree Programs (15 March 2014)
82
6.1.2 Informing and preparing new students
Student Accepted
to program
Student receives
information before the start
/ on the start of the program
(via different channels)
Student Portal
-my.nyenrode /
sharepoint
Hard-copy
Via email
Kick-off / Introduction
Day
- Guided tour
- Library Tour
- Meet Nyenrode
(rector)
-
-
Program Guide (handbook practical
details)
Rules & Regulations (study guide)
Instructions portal / my.nyenrode
including contract ICT account
Curriculum
Nyenrode branding (map, other courses
offered at Nyenrode, notepad/writing
booklet etc.)
Student Card
Course Outlines (including literature list)
Class details (photo gallery, class profile)
Information on Extra Workshops
Quality Handbook for the Degree Programs (15 March 2014)
83
Preparing new students
 Promises to students:
 All students will get access to the electronic platform (sharepoint or my.nyenrode)
prior to the start of the program
 All required information to prepare for the courses and during courses will be
provided by program management via the electronic platform
 All students get a Nyenrode ICT account; a contract has to be signed for this
 All students will receive the Rules & Regulations
 All students will receive a handbook with general information on Nyenrode facilities
 All students will receive the code of conduct
 All students will have access to the corporate Nyenrode site, where information
about all Nyenrode programs can be found (life long learning)
 Every program offers an introduction course/day (varies 1-3 days); in general this includes an
introduction to the program, a guided tour on the premises and a library tour.
 Sustainability: All documents should be provided digitally; as a university wide policy
6.1.3 Preparation of study materials




Guidelines for deadlines/promises to students:
o literature: publication of literature: -> 2-4 weeks before start of the course
o course outlines: -> 2 – 4 weeks before start of the course
o reader: -> 2 weeks before start of the course. To encourage sustainability these readers
are no longer automatically printed for all students. Students receive the readers online.
Readers are only printed on demand.
o slides/hand-outs: online - up to seven days before the start of the course/or afterwards
so students and lecturers know in time what to expect and are able to prepare accordingly
Sustainability: to aim for digital study-materials whenever possible
Technical Enhanced learning should be used/ introduced if possible. The philosophy should
be mentioned and one should share experiences. A Taskforce Blended Learning is
researching the steps to take to incorporate technology into the educational processes.
The figure on the next page shows the steps and influencing factors regarding the preparation of
study material.
Quality Handbook for the Degree Programs (15 March 2014)
84




Influencing factor
Different regulations –institutes
(for instance CEA for
Accountancy)
ECTS/guidelines studyload
Budget
Curriculum
Links:
 Flow chart check copyright
protected material
 Protocol PRO
 Budget
 Possible alternatives
Action
Assembly of study-materials
(literature, reader, slides,
course outlines and handouts)
Assessment of copyright
protected material and
checking availability literature
Adjustment and final
determination of study
materials
Request of copyrights
and confirmation of literature
 Guidelines for deadlines
 Standard layout/format for
course outlines and slides
 Number of students
 Online possibilities
Contact
PM/PC with (academically
responsible) teacher
(if necessary the committee of
education/curriculum
committee)
PM/PC with Academic Services
PM/PC with recommended
suppliers (Academic Book
Import or Study Store)
PM/PC PM/PC with
(academically responsible)
teacher
Academic Services with PRO
PM/PC with recommended
supplier
PM/PC with (academically
Final formatting study materials responsible) teacher
(reader, slides, course outlines
and handouts)
Ordering/production of studymaterials
PM/PC/SA with Repro
PM/PC with recommended
suppliers (Academic Book
Import or Study Store)
Delivery/publication of studymaterials
The steps and influencing factors regarding the preparation of study material.
Quality Handbook for the Degree Programs (15 March 2014)
85
6.2 Educational staff
6.2.1 Educational quality
New lecturers will enroll in the BKO-program: a set of courses/trainings to enhance the teaching
abilities. The program BKO-program is in development but is designed to develop six competencies:
1 Development of teaching
2 Delivery of teaching
3 Assessment
4 Supervising students
5 Organization and administration
6 Professional attitude and development
The vast number of external lecturers in the accountancy programs is given an introductory training
in educational skills prior to their first lessons/classes. These lecturers are invited to take part in
additional training in teaching skills organized by the Onderwijsbureau.
The model below shows the roles and responsibilities regarding the educational quality of the
lectures. Since the BKO program is in development the model is under construction.
Quality educational staff [under construction]
Activity/Instrument
Plan
Policy quality of educational
staff
Do
Perform policy quality of
educational staff
Check
Evaluate quality educational
staff (f.e. via appraisal –
student evaluations)
Act
Adjust policy quality of
educational staff
Responsible
Accountable
Consulted
Informed
Frequency
Reference
HF, CD
Rector
AEQ, BKO,
HRM
AB, Fac
yearly
Faculty
charter, BKO
manual
HF, CD
Rector
AEQ, BKO
AB
yearly
HF, CD
Rector
AEQ, BKO,
HRM
AB
yearly
HF, CD
Rector
AEQ, BKO,
HRM
AB, Fac
Yearly?
6.2.3 Hiring internal and external lecturers
Program managers will ask center directors for lecturers to deliver their courses. Hiring external
lecturers is based on the following criteria: knowledge, experience and educational experience. Also
the drive to be a Nyenrode lecturer is taken into account. These criteria are tested in an interview
with the head of a center and program management. For so-called ‘core faculty’ – lecturers that are
part of the scientific staff supplementary demands are: experience in scientific research and having
published articles in scientific magazines.
In the accountancy and controlling programs a lot of external freelance lecturers are involved. An
example of an introduction letter can be found in appendix 6.1.
Quality Handbook for the Degree Programs (15 March 2014)
86
Regarding the hiring lecturers the accountancy and controlling programs make use of three options.
See also appendix 6.2. The options are:
1 Hiring hire internal faculty through the centers of Nyenrode and pay them the internal tariff,
2 Hiring lecturers through the kerngroepen (core groups?) of Accountancy, we pay them an
external (all in) tariff as mentioned in appendix 6.2
3 Hiring external teachers and pay them an external tariff
The tariffs for the Fiscal Law program is based on the tariffs of the accountancy and controlling. See
appendix 6.3.
Budget per
course
Based on:
guidelines Nyenrode <-> program management
Fee per lecture:
fixed
<->
flexible
External
lecturers
Internal
lecturers
Contracts, if applicable, are
provided by centers
Fees are paid by the centers
Fees differ
Financial
Department
Contracts are provided by programmanagement
Fees are paid by the programs
Fee per lecture:
fixed
<->
flexible
Fees differ
Fees apply to different range of tasks
The FD are informed by the program management in
many different ways about the fees that have to be paid
Problems can occur when payments differ from the
standards
Quality Handbook for the Degree Programs (15 March 2014)
87
6.2.3 Briefing lecturers
The figure below shows the actions and influencing factors regarding the briefing of lecturers.
Influencing factor
Action
Discuss the evaluation outcomes
 Representative evaluation
 Agreement to improve each
course
Contact
PC/PM with core docent (core
groups / coordinating lecturer)
Decision making in changes of
content program
 Planning
PC/PM with core docent (core
groups / coordinating lecturer
PC/PM
Informing about deadlines for
delivery study materials / exams
 If more than 1 lecturers is involved
Hand over ready made material
and Briefing of the changes
Ask co-lecturer to take care of
(correction) work
1)
 Availability of all lecturers / faculty
to come together at the start of
the course.
 Organization of a ‘teacher
seminar’ for each program
 Availability of a Facebook from the
students
 Teaching guidelines (RR for
teachers)
 Good evaluation form
Additional briefing (optional) on:
Practical information: confirmation
of planning / location of course /
available facilities of classroom /
list of participants / other
Background information: class
profile / knowledge level students
/ place of the course in the
curriculum / facebook (to get the
professors more involved with the
program) / guidelines
Informing by core group / core
docent / coordinator via meeting
or e-mail.
By core group / core lecturer/
coordinator
By core group / core docent /
coordinator
Contact between lecturers of a
course but also between lecturers
a whole program.
Evaluate the course
Briefing the lecturer
Comments
- Improve each course by taking the evaluation outcomes seriously. (See chapter 3)
- PM’s keep a close contact with the lecturer and students during the module; just to brief on any
required changes and to manage expectations from both sides.
- The (freelance) lecturers are responsible for the Nyenrode Accountancy experience. Informing
them is necessarily for creating a coherent program instead of freestanding classes. (See
appendix 6.1 for an teachers guide for freelance accountancy teachers.)
- Bring all participants together at the start of each program to avoid any overlap.
- Organize seminars for lecturers to improve the contacts, to get lecturers involved with the
program and students, to inform about developments, to discuss didactics etc.
Quality Handbook for the Degree Programs (15 March 2014)
88
6.3 Support and counseling of student
6.3.1 Counseling
Counseling in most programs is executed by program managers and coordinators. Due to the larger
amount of students in the accountancy programs there are designated student counselors and
advisors in the bachelor- and master/post-master programs. Student advisors guard the progress of
students and will contact students when they fail tests and exams repeatedly. They either help the
students to develop study skills or set up an alternative route through the program Every year a
training in study skills will be organized where student learn in small groups. Other counseling will
occur in a one-to-one setting.
No set amount of time is determined for counseling a student.
6.3.2. Student career advice and personal development
At Nyenrode, the personal development of our students has always been at the heart of our
educational approach. Given the demands of the current market, Nyenrode has made this more
explicit. The Nyenrode Career Services department has become the Career and Personal
Development Center (CPD), and Career & Personal Development journeys have become part of the
curricula of the Master of Science in Management, International MBA and Executive MBA programs.
We witness two major trends that support this shift: on the demand side, students are actively
seeking an education where they develop themselves academically and personally. On the supply
side, employers are looking for future talents with academic knowledge, the capacity to apply that
knowledge and have a profound understanding of who they are and their objectives in both work
and life (CSC European update, February 2013).
The Career & Personal development journeys aim to facilitate students in their personal and career
growth.
In 2012 CPD was able to fully integrate a CPD journey within three degree programs; Full time MSc,
International MBA and Executive MBA. The first signs that these journeys are working are showing in
the figures of the employability of the IMBA students, the employment rate of the class of 10-11 was
55% five months after graduation, whereas the class of 11-12 saw an employment rate of 75% in the
five months after graduation. The latest IMBA figures will be available in the Q1, 2014. In addition
Nyenrode received positive feedback from EQUIS on the CPD journey provided for the EMBA for
program.
CPD Mission
 supporting students in their lifelong career management and exposing and linking students
and alumni to the corporate business world and vice versa.
 Facilitating students in pursuing their personal and career growth
 Enhancing students’ self-awareness and developing the right attitude and skills to empower,
motivate and inspire themselves and others. And therefore be capable of building and
maintaining a network, creating ‘Nyenrodians for life’.
 Ensuring that national and international organizations and bodies recognize and value the
role Nyenrode has played in the students’ career and personal growth.
Quality Handbook for the Degree Programs (15 March 2014)
89
Career and Personal Development mission and practice is informed by the LES trinity. Students are
encouraged to explore their personal leadership throughout their study, and are facilitated by CPD in
the same. Entrepreneurship and stewardship are visible through students taking responsibility for
their own development, and that of their fellow Nyenrodians, conscious of the roles they play across
the greater Nyenrode network, and the legacy they will leave on campus, with one another and as
future leaders.
CPD services:
CPD provides services to all degree students and provides graded courses in three programs; ft MSc
in Management, International MBA and Executive MBA. Upon request CPD offers services to alumni.
Based on current capacity, CPD has two major focuses: ensuring students have the right skills, self
awareness, knowledge and attitude to progress in their career; and to build a network within the
corporate world and alumni association. See also samples in appendix 6.4 and 6.5.
Alumni
events
Personal
meetings
Alumni
Guest
lectures
Alumni Peer
Group
Coaching
Career Tools
Career
Events
Career
workshops
CPD plan
EMBA
Personal
values
Group
values
Ft MSc
IMBA
Y
N
Y
Y
Y
Y
Y
Y
Y
Y
Y
N
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Brief overview of current CPD services per program
6.3.3 Student drop out
There are several reasons for student drop out: failing to get required grades, temporarily
postponing a course, switching to another program within Nyenrode, and (rarely) death of a student.
Important: In case of an international students with a visa. Due to new Migration policy Nyenrode
has more responsibilities regarding information, administration and care. This means that for
instance when the student now longer follow the program (graduates or drops out) Nyenrode needs
to notifies the IND about the fact. Nyenrode is responsible for so long the student is connected to the
university. If we fail our responsibility it could lead to financial consequences. For more information
see the IND website and appendix 4.1
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90
6.4 Thesis projects
The thesis project is included all the curriculum of the degree programs. The rules and regulations of
the thesis will differ due to the difference in character of the programs. For example see the
difference in ECT below and see appendix 6.6 for a sample thesis guidelines and regulations. Bachelor
thesis Accountancy
9 ECTS



Master thesis Accountancy
Master Thesis Controlling
Master Thesis MScM
17 ECTS
16 ECTS
20 ECTS
When selecting thesis supervisors the emphasis is on research skills and knowledge of quantitative
research methods. Since 2010 every six months a course is organized for thesis supervisors to
enhance skills in drafting a problem analysis, the use of conceptual models and using statistical
analysis.
The thesis/final project is the final proof that a student has achieved the objectives of the program
he/she enrolled in. Assessment rules for the thesis are formally established by the Exam Committee,
in most cases confirming the thesis guide lines and the assessment rules defined for the program.
Each program provides the students with these thesis guidelines.
All theses and final projects are checked on plagiarism with Ephorus and are archived in digital form.
Nyenrode recognizes four levels of confidentiality:
Level 1.
The thesis is available to everybody
Level 2
The thesis is available for Nyenrode students and staff only
Level 3
The thesis has an embargo for two years, after which it becomes available to
Nyenrode students and staff (i.e. upgrades to a level 2 thesis).
Level 4
The thesis and the data used are only accessible for a limited group.
Level 1 theses can be used for marketing purposes and can be made accessible on portals and
websites. To be able to do this the permission of the authors of the thesis is required and if
applicable from third parties involved. For these theses we also need to have a statement that
Nyenrode is not accountable for the contents of the theses involved.
Level 2 theses in general are only accessible through the thesis-section of the Nyenrode library
catalog for those who have access to the Nyenrode network. An exception can be made for theses
that are used as examples of a good thesis; these can be made available on the program portal. Again
in these cases formal permission by the authors is required.
Level 3 and Level 4 theses are not accessible for others than the authors and the other people
directly involved. Contracts/Agreements between a company and Nyenrode are often underlying
Level 3 and 4 thesis.
N.B. All theses should be available for visiting accreditation panels, this includes the level 4 theses.
Quality Handbook for the Degree Programs (15 March 2014)
91
6.4.1 Steps in a thesis project
Below the general in a thesis project are described. See also appendix 6.7 for the flow chart of a
thesis project.
Objective:
 To develop a conceptual foundation to contribute to the solution of a particular managerial
issue of problem, preferably, in the context of the international business environment;
 To apply that foundation to do research, analyze data, synthesize conclusions, gain relevant
insights and propose possible solutions to the managerial problem(s) and directions for
further academic research relevant to the subject of field of study.
Preparations phase:
1. decide on area of study,
2. request a faculty supervisor
3. specify preferred sponsor companies
Before starting:
4. PM informs about assigned Faculty Supervisor
5. Student must have secured a company that will sponsor the project
Research phase:
1. Preliminary (literature) research resulting in a theoretical framework and research proposal
2. PM assigns second reader to the project
3. Student makes project plan, and presents and discusses this with Faculty Supervisor
Before implementing:
4. Faculty Supervisor needs to approve the plan
Implementation phase:
1. Actual research and data collection within the company
During implementation:
2. Faculty Supervisor guides research and data collection
3. Company Supervisor concentrates on the practical value of the project
4. Student schedules defense date, FS, CS and Second Reader all need to be available (=defence
committee)
Prior to Thesis Defense
1. FS and Second Reader must be satisfied that the final version of the thesis meets the
requirements set by NBU before a defense can take place
2. Student hands in printed copies of the final version at least one week prior to defense date
to the FS
3. Upload a digital version of the final version to the portal to be checked by Ephorus, the antiplagiarism software
4. FS and second reader meet at least 48 hours before the defense to discuss their findings and
notify Program Management
Quality Handbook for the Degree Programs (15 March 2014)
92
Thesis Defense
1. Presentation of thesis by the student (app. 20 min.)
2. Questioning by the supervisors and the SR (app. 30 min.)
3. Grading procedure (filling out of scorecards, announcing grade)
4. FS returns Thesis Assessment Form an scorecards to Program management
5. Program Management formally notifies student of Master Thesis grade
6.5 Process of graduation
For a graduation ceremony a lot of practical things must be arranged. See appendix 6.8 for a list of
activities prior to graduation
6.6 Archives of the degree programs [under construction]
Policy to be adjusted in accordance with the Dutch law.
6.7 Students and legal liability
The students should always be aware how the legal liabilities are arranged. This can come up for
example, during interns, study trips, a thesis project etc. It is the responsibility of program
management to communicate to the students how the liability is arranged because this will not
always be the same. Sometimes the student should arrange this himself or the thesis company is
responsible and sometimes it can be arranged via a group arrangement by Nyenrode.
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93
7 Testing and assessment [under construction]
7.1 Exam committees
The tasks and responsibilities of the exam committees can roughly be divided in nine categories:
1. Handing out certificates
2. Determining level of students
3. Ensuring the quality of exams and assignments
4. Establishing guidelines and instructions
5. Exemptions
6. Fraud and irregularities
7. Handling requests
8. Reporting annually to Dean and the Academic Board
9. Appointment of examiners
7.1.1 Regulations Exam Committees
In the academic year 2013-2014, the central exam committee is establishing new rules and
regulations for the exam committees of Nyenrode Business Universiteit (’handreiking
examencommissie’). The main goal of this document is to provide clarity about the tasks and
responsibilities of the exam committees, profiles of members, procedures et cetera.
7.1.2 Annual report Exam Committee
Every year, the exam committee has to publish an annual report to the University Board. This report
also contains the plans and recommendations for the upcoming academic year.
7.2 Appointment of examiners
In accordance with WHW 7.12.c1 the Exam Committees have the responsibility to appoint examiners
for all graduate examinations leading to an award of Nyenrode Business Universiteit.
The Exam Committee mandated Program Management to appoint examiners. At present the central
Exam Committee and Assessment Committee are preparing a specific profile of the Nyenrode
Business Universiteit examiner and all examiners will be appointed by the Exam Committee from
then on.
The assessment committee (commissioned by the central Exam Committee) will design rules and
regulations in for:
 Appointment procedure
 Profile: who can be examiner?
 Quality control: securing standards of professionalism
 Assessment training
1
WHW: Wet op het Hoger Onderwijs en Wetenschappelijk onderzoek/Higher Education and Scientific Research
Act
Quality Handbook for the Degree Programs (15 March 2014)
94
7.3 Quality of testing and assessment
7.3.1 Assessment Committee
The central Exam Committee of Nyenrode Business Universiteit has established an Assessment
Committee in the academic year 2013-2014. The Assessment Committee has the task of
guaranteeing the quality procedures and policy regarding examination. This task are delegated to the
Assessment Committee by the central Exam Committee.
Dr. Anne-Marie Kruis has been appointed as chair of the Assessment Committee. From the Academic
Services Center the advisor educational quality is available for substantive support and expertise in
the field of assessment. The advisor educational quality is also closely involved in the determination
of the assessment policy.
The current members (2013-2014) of the assessment committee are:
 Dr. Anne-Marie Kruis (chair)
 Dr. Marta Berent-Braun
 Dr. Jaap Schaveling
 Alvin Mangel
The committee is supported by Sascha Winkel MSc (Advisor Educational Quality) and Jonathan
Ackley (Quality & Assurance Officer).
7.3.2 Assessment policy based on best-practice
The Assessment Committee will design and implement a principle based assessment policy in the
academic year 2013-2014.
The first step into designing an assessment policy was researching the current state of affairs: what
procedures, documents are already present? The second step was to have a closer look on what has
already been done and sharing experience with other faculty and program management of
Nyenrode.
A general assessment policy will be
established based on principles for good
assessment including guidelines for the
design, conduction and grading of
assignments. Besides, the assessment
committee will develop practical
guidelines and checklists for designing
and checking assessments. Within the
BKO (Basis Kwalificatie Onderwijs)
process also attention is paid towards the
development of skills and knowledge for
university teachers on assessing.
All aspects of the Assessment Cycle and
principles for good assessment will be
taken into account while designing and
implementing the assessment policy.
Figure Assessment Cycle
Quality Handbook for the Degree Programs (15 March 2014)
95
Quality criteria for good assessment:
 Validity refers to the accuracy of an assessment, whether or not it measures what it is
supposed to measure. A valid assessment task will be a measure of student's learning (and
not something else).
 Reliability of assessment refers to the accuracy and precision of measurement and therefore
also its reproducibility. An assessment is considered reliable when the same results occur
regardless of when the assessment occurs or who does the scoring.
 Transparency refers to how clear the assessment expectations are for students. The degree
of transparency can be gauged by asking “did students understand what was required of
them to succeed in the task set for them?”.
 Usability.
The model below is under construction but the aim is to show the roles and responsibilities regarding
assessment.
Assessments [under construction/development]
Activity/Instrument
Plan
Establish assessment
policy
Establish assessment plan
course/module
Assessment criteria thesis
Do
Perform assessment
policy
Follow assessment plan
course/module
Follow assessment criteria
thesis
Check
Evaluate assessment
policy
Evaluate assessment plan
course/module
Evaluate assessment
criteria thesis
Act
Adjust assessment policy
Adjust assessment plan
course/module
Adjust assessment criteria
thesis
Responsible
Accountable
Consulted
Informed
AS, PD
EC
EC, PD
AB, Dean
AS, PD
EC
EC
AB, Dean
AS, PD
EC
EC
AB, Dean
PD, PM, Fac
PD
AS, AEQ
AB, Dean
PD, PM, Fac
PD
AS, AEQ
AB, Dean
PD, PM, Fac
PD
AS, AEQ
AB, Dean
EC, PD, PM
EC
PM, AS
AB, Dean
EC, PD, PM
EC
PM, AS
AB, Dean
EC, PD, PM
EC
PM, AS
AB, Dean
EC, AS
EC, AS, PD
EC
EC
PM
PM
AB, Dean
AB, Dean
EC, AS, PD
EC
PM
AB, Dean
Quality Handbook for the Degree Programs (15 March 2014)
Frequency
Reference
96
7.3.3 Designing the exam
In general, the core lecturer or a group of lecturers (vakgroep) is responsible for the design and
grading of exams and assignments that fit the learning objectives of the course. Different forms of
assessments are used in the degree programs e.g. written exams with open questions, oral
examinations, cases, portfolio’s and papers. A scorecard (papers) or response model is available
before the start of an exam.
Four-eyes principle (policy in progress)
The four-eyes principle will be part of the (new) assessment policy. In Spring 2013, the Exam
Committee announced that they would like to implement the four-eyes principle in all degree
programs. The four-eyes principle is a requirement that two individuals review and approve some
action before it can be taken. In the context of assessing, it means that any examination or written
assignment is always checked by a colleague (peer) before the examination takes place. The name of
the examiner who develops the assessment (and scorecard) and the name of the person who has
reviewed the exam should be mentioned on the cover of the assessment.
7.3.4 Conducting the exam
Except for papers (MMBA) all written and oral examinations take place at Nyenrode. Program
management schedules the exams in cooperation with the teacher and Tom Lantink. Tom Lantink
organizes the proctors and makes sure they are aware of all procedures to prevent irregularities. All
oral exams are being recorded.
7.3.5 Determining grades
The lecturer or group of lecturers determines the grades of the exams using a scorecard or answer
model. Depending on the program, the lecturer or program management fills out the grades in the
digital learning environment (portal). Students always have the possibility to request feedback on
their exams. The way the feedback is organized varies; digital session, individual session or group
session (klassikale inzage).
Section 7.3, 7.4 and 7.5 give a very short overview of the current assessment process at Nyenrode.
The description is not complete since the programs and their procedures vary. The assessment
committee is currently inventorying the different procedures. This chapter will be adjusted in due
time.
Quality Handbook for the Degree Programs (15 March 2014)
97
8 Alumni
‘For business, by business’ has been our motto from the day our institute was established. It still
defines the university and assures that practical relevance is of main importance to our faculty,
Nyenrode’s close contacts with the business world, its education and its research reinforce and
inspire each other.
Nyenrode also embraces the concept of life long learning and provides life-long career development
at each pivotal moment of a professional’s career. This also implies offering programs before or just
after the next career step. The people who benefit from this are professionals, managers, directors,
executives and non executives. At Nyenrode they can get ready for the next step, just in time, with
the most recent insights.
With this in mind, our alumni are an important stakeholder group for Nyenrode. They know what it
means to be a Nyenrodian (as they still are) and understand the needs of the business world. With
other words, they are our ears and eyes in the business. Therefore it is very important to maintain
close contact with them. Together with our alumni, we are able to:




strengthen our contacts within the business world,
facilitate opportunities to create connections between students, employees and alumni,
guide life-long career development at each moment of our alumnus/student’s professional
career, and
receive support from active alumni, not only financially, but also in the form of advice and
other services.
Willing & Able
An alumnus who is willing and able, will commit and contribute
as an active Nyenrodian. Important is that VCV (alumni body)
should have a leading role. However, VCV also should have
close contact with Program Management as Program
Management is able to identify opportunities to involve alumni
within the program and understands the specific needs of their
program alumni.
Willing
Willing is achieved by ensuring that the alumnus:
1. has had a great study experience thanks to Nyenrode,
2. is educated that involvement of alumni in the program is normal (setting example), and
3. understands the added value of being involved for himself and for Nyenrode.
To achieve this, activities to increase the willingness of being an active alumnus have to be integrated
in the lifecycle of a (potential) student. In every phase there is an opportunity to show the student
that you can learn from a representative alumni and to experience it is fun and valuable to be an
active alumni. This approach is beneficial for students and alumni. The alumni stay connected by
giving advice and share experience and knowledge. The student learns from their role model or peer.
Quality Handbook for the Degree Programs (15 March 2014)
98
In the figure below examples of involvement of alumni in the alumni lifecycle is shown.
Able
The objective is ensure the willingness when the student graduates. Next is enabling the alumnus
with knowledge and tools.
 Knowledge and tools
o Registration form VCV
o Website
o Social Media
 Activities (involvement of alumni in the degree programs)
o Life long learning (Discount for other programs, master classes)
o Giving guest lectures in the degree programs
o Act as a thesis supervisor or coach to one or more students
o Being an “Nyenrode ambassador” on recruitment events
 Networking
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99
8.1 Alumni education
Currently (2013) a project group is working on a structural offering for the Nyenrode Alumni with
regard to alumni education. A lot of programs already lecturers update programs with regard to their
own program. The project group is seeking for possibilities to extend the offering together with the
VCV alumni institute, in many ways. The project group meets once every 2 months, and use the
alumni needs as starting point. Therefore a survey will be conducted in autumn 2013.
Regular Nyenrode organizes seminars that are also open for alumni. See appendix 8.1 for samples.
Part-time MSc update program
In 2006 we set up an update program for alumni exclusively for the part-time MSc in Management
alumni. It is a co-production with students and program management. Students have initiated this
from the wish to have regular updates of knowledge. Most lectures are given by Nyenrode
professors. Since then the program has grown. Currently there are 142 members. On average 90
students come to the lectures. Each year we have 4 lectures on Friday evenings. Subjects in
2013/2014 are:
 Psychology for managers - Prof. dr. André Wierdsma
 From ethics to fraud - Dr. Edgar Karssing, Prof. dr. mr. Marcel Pheijffer RA, Prof. dr. Bob
Hoogenboom
 How to cut in a company whilst keeping the spirit - Herman van der Meulen, MBA
 From leaders to leadership and working together - Dr. Jaap Schaveling
For further details please us the following link:
http://www.nyenrode.nl/Education/master-postmaster/ptmscupdate/Pages/Default.aspx
8.2 Alumni survey
The alumni survey should be administered every three to five years to all alumni who graduated the
past three to five years. Information provided by these alumni can be used in evaluating the
academic environment and the added value of graduating at Nyenrode. The survey should contain
questions about current employment of alumni, the extent to which that employment is related to
the education they received at Nyenrode, their plans for further education, and their satisfaction
with Nyenrode. See also appendix 2.4.
8.3 Alumni body: VCV
Nyenrode's Alumni Association VCV was founded in 1954 as a logical continuance of the NCV. The
alumni felt the need to treasure the close bond they had built during their studies. They wanted to
keep the feeling the unique experience of studying and living together at the estate alive. The VCV is
independent from the university and has its own regulations and finances.
The VCV is founded to offer activities both in the professional as in the social field, and not just to
network or to attract funding for the universities, as is the case in most other alumni associations.
The contribution of the Nyenrode Alumni VCV is € 75, - per year, for partner membership it's only €
20, - per year. For this amount an alumnus receives full access to the Alumni Database, career
support, the VCV Magazine, the newsletter, discount on participation in events and programs and
he/she can continue to keep their relationship with Nyenrode strong and active!
Website: http://www.vcv.org
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100
8.3 Roles and responsibilities
This RACI model below shows the roles and responsibilities regarding alumni. It needs to be checked
and updated/alter in order to show the roles and responsibilities regarding alumni involvements.
RACI
part of advisory board
part of Opleidingscommissie
Information days (open dagen)
Sharing experiences (quotes)
Motivate alumni to recruit
Interviewers
Thesis supervisor
Student coaching
VCV information
Social media
VCV website
Registration form VCV
Social media
Life long learning
Discount for other programs
Guest lectures
Involvement in program as lecturer
Networking
Survey
PD
PM
A
A
R
R
PC/ student
affairs
C
C
I
I/C
I/C
A/R
A/R
I
I
I
I
C
C
C
I
I
I
I
C
C
R/A
C
R/A
C
C
I
I
I
R/A
R/A
R/A
R/A
R
C
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Appendix 15:
PHD and EDP Rules and Regulations
Nyenrode PhD and EDP
Rules and Regulations
Version: April 2013, approved by the Academic and Executive Board
SECTION 1 GENERAL PROVISIONS
Article 1 Legal title
Article 2 Definitions
SECTION 2 REGISTRATION
Article 3 Registration
Article 4 Fees and expenses
SECTION 3 SUPERVISION AND MONITORING
Article 5 Appointment supervisor
Article 6 Supervision
SECTION 4 THESIS
Article 7 Thesis
Article 8 Collaboration
Article 9 Language
Article 10 Copyright
SECTION 5 APPROVAL AND ADMISSION TO THE DEFENSE
Article 11 Approval by supervisor
Article 12 Examination Committee
Article 13 Admission to the PhD defense
SECTION 6 GRADUATION
Article 14 Setting a date
Article 15 Preparing and distributing the thesis
Article 16 Doctorate Committee
Article 17 Graduation ceremony
Article 18 Cum Laude
Article 19 Honorary PhD .
SECTION 9 FINAL PROVISIONS
Article 20 Doctorate Board
Article 21 Petition
Article 22 Appeal
Article 23 Validity
APPENDICES .
APPENDIX A: APPLICATION FORM & AGREEMENT PHD REGISTRATION
APPENDIX B: APPROVAL OF MANUSCRIPT BY SUPERVISOR
APPENDIX C: MODEL OF TITLE PAGE
APPENDIX D: MODEL OF TITLE PAGE
Version: April 2013, approved by the Academic and Executive Board
SECTION 1 GENERAL PROVISIONS
Article 1 Legal title
1.1
Nyenrode Business Universiteit is allowed to award a Doctorate Degree (PhD) by Royal Decree of
September 27, 1982. The degree will be granted by or on behalf of the Doctorate Board of Nyenrode
Business Universiteit.
The Nyenrode PhD and EDP rules and regulations are based on Section 7.19 of the WHW (Higher
Education and Research Act of the Netherlands).
The Nyenrode PhD and EDP rules and regulations are drawn up by the Doctorate Board of Nyenrode
Business Universiteit.
The provisions of the Nyenrode PhD and EDP rules and regulations are legally binding provided that they
are in conformity with Dutch law, or regulations covered by the law.
1.2
1.3
1.4
Article 2 Definitions
2.1
In the rules and regulations, the terms below are to be understood as follows:
WHW:
PhD:
The Higher Education and Research Act of the Netherlands.
The Doctorate Degree awarded by the Doctorate Board of Nyenrode Business Universiteit
(denoted Dr.). In this document, this Doctorate Degree will be referred to as PhD.
EDP
Executive Doctorate Program, the doctorate program taught at Nyenrode Business Universiteit.
Full Professor:
An officer as defined in Section 9.19 of the WHW (in Dutch: hoogleraar)
Supervisor:
A full Nyenrode professor appointed by the Doctorate Board to supervise the PhD or EDP
student (in Dutch: promotor).
Second Supervisor:
A full professor, holding a position as professor at a university, and appointed by the Doctorate
Board to supervise the PhD or EDP student (in Dutch: tweede promotor).
Co-supervisor:
An assistant or an associate professor holding a PhD and employed at an academic institution,
who makes a significant contribution to the supervision of the PhD research (in Dutch: co-promotor).
Doctorate Board:
The board responsible for awarding and signing the PhD degree and laying down the rules and
regulations, cf. Sections 7.18 and 7.19 of the WHW. At Nyenrode Business Universiteit, the
Doctorate Board consists of the Rector Magnificus, the Dean of Nyenrode Business Universiteit
and the Director of Research (in Dutch: College voor Promoties).
Examination Committee:
Committee made up of the supervisor and two representatives from Nyenrode, complemented by
two representatives from other academic institutions, and chaired by the Rector Magnificus of
Nyenrode Business Universiteit, or by a full (emeritus) professor representing the Rector
Magnificus. The members of the Committee should at least have a doctorate degree, although it is
preferable that they are a full professor at the institution they represent. At least half of the
Committee members are full professors.
The second supervisor (or the co-supervisor) can be counted as one of the members of the
Committee. One of the two representatives from Nyenrode may be a retired professor, who
still must possess his/her “ius promovendi”.
The Examination Committee decides whether a PhD or EDP student will be invited to defend
his/her PhD thesis (in Dutch: Leescommissie of Kleine Commissie).
Doctorate Committee:
Committee made up of the Examination Committee, with the addition of no more than three
persons. Of these, at least half of them must be full professors. The number of representatives
from Nyenrode exceeds the number of external members with at least one but no more than two.
The supervisor is entitled to submit suggestions to this Committee to be approved by the
Doctorate Board. The PhD or EDP student will defend his/her PhD thesis before the Doctorate
Committee (in Dutch: Promotiecommissie of Grote Commissie).
Version: April 2013, approved by the Academic and Executive Board
SECTION 2 REGISTRATION
Article 3 Registration
3.1
3.2
3.3
3.4
3.5
A person who meets the requirements of Article 7.18, paragraph 2a of the WHW can enroll as a PhD
student at Nyenrode, once a Nyenrode professor is willing to act as his or her supervisor. A person who
meets the requirements of Section 7.18, paragraph 2a of the WHW can enroll in the EDP.
Registration for a PhD candidate takes place based on a research plan approved by the supervising
professor.
In exceptional cases, the Doctorate Board may enroll persons who do not meet the requirements as
described in Article 3.1. A request to waive the requirements must be addressed to the Doctorate Board in
the form of an official letter.
A PhD candidate must apply for registration. The application should include:
- a completed digital application form indicating the topic of the PhD research and including the
name(s) and signature(s) of the professor(s) willing to act as supervisor (see Appendix A);
- certified copies of diplomas;
- a curriculum vitae;
- a copy of an identification document (passport or ID card) which must be valid for at least six
months;
- a research proposition, approved by his/her supervisor
For enrollment in EDP the application should include:.
- a completed digital application form (see Appendix E)
- certified copies of diplomas;
- a curriculum vitae;
- a copy of an identification document (passport or ID card) which must be valid for at least six
months;
At the start of the research phase of the EDP students need to provide:
- a completed digital application form indicating the topic of the PhD research and including the
name(s) and signature(s) of the professor(s) willing to act as supervisor (see Appendix A);
- an approved research proposition as stipulated in the Rules & Regulations of the EDP program.
The Doctorate Board may decide to remove a PhD or an EDP student from the register:
- in the event of unethical behavior on the part of the student;
- after having been registered for a period of eight years without a successful thesis defense;
- on the basis of a substantiated written request from the supervisor(s); in such a case NBU has the
obligation to actively search for another Nyenrode professor to replace the supervisor. Should this fail,
the student will be removed from the register;
- at the request of the student;
- in the event the fees agreed upon have not been paid;
Article 4 Fees and expenses
4.1
4.2
4.3
4.5
Nyenrode Business Universiteit in general charges PhD and EDP students tuition.
This tuition covers the costs of Nyenrode facilities, beadle and Doctorate Board.
This fee is set by the Doctorate Board annually.
The Doctorate Board can decide to modify the fee on a case-by-case basis. A request for this should be
addressed to the Doctorate Board.
For an internal PhD or EDP student (i.e. someone on the Nyenrode Business Universiteit payroll), a
budget must be available and approved by the Dean or the Rector Magnificus.
Unless otherwise agreed, all expenses related to the PhD or EDP research and studies are at the student’s
expense.
Version: April 2013, approved by the Academic and Executive Board
SECTION 3 SUPERVISION AND MONITORING
Article 5 Appointment of supervisor(s)
5.1
5.2
5.3
5.4
5.5
The Doctorate Board will appoint a supervisor with the consent of all those concerned.
A professor who has left Nyenrode Business Universiteit can no longer be nominated as a supervisor.
According to the WHW he/she may remain supervisor for up to five years after the cessation of his/her
employment at Nyenrode Business Universiteit.
The Doctorate Board may appoint a second supervisor (in Dutch: tweede promotor), in consultation with the
supervisor and the PhD or EDP student. A second supervisor is expected to contribute substantially to the
supervision of the PhD research. In the event more than one supervisor is appointed, the order of seniority
should be indicated.
The Doctorate Board may appoint a co-supervisor (in Dutch: co-promotor), in consultation with the supervisor
and the PhD or EDP student. A co-supervisor is expected to make a substantial contribution to specific
aspects of the research.
In consultation with all those concerned, the Doctorate Board may consider requests from the PhD or
EDP student and/or one or more of the supervisors to rescind the appointment of the supervisor, second
supervisor or co-supervisor.
Article 6 Supervision
6.1
The supervisor will supervise the PhD research. He/she will ensure that sufficient consultation takes place.
The supervisor is responsible to the Doctorate Board for the academic quality of the thesis, regarding both
contents, research methodology and reporting.
Version: April 2013, approved by the Academic and Executive Board
SECTION 4 THESIS
Article 7 Thesis
7.1
7.2
7.3
7.4
The candidate has conducted the scientific research described in the thesis independently or has made a
major contribution to this research. The candidate takes full responsibility for the thesis from a scientific
perspective.
The thesis is a scientific dissertation on a particular subject. The thesis may also comprise scientific
publications, that have been previously published.
In the event the thesis consists of treatises which have been written in collaboration with co-authors, the
PhD or EDP student should have the written permission from his/her co-authors to include these treatises
in his/her thesis.
If publications with more than one author are part of the thesis these authors should guarantee that a major
part of the work presented in any one of these publications has been done by the PhD candidate by signing
the appropriate form (Appendix F).
Article 8 Collaboration
8.1
8.2
8.3
Each PhD or EDP student should write his or her own thesis. Collaboration between two or more PhD or
EDP students is only possible if this results in each student writing his or her own thesis.
In cases involving collaboration between two or more students, the thesis of each of those students should
show that the student has independently delivered a contribution deemed suitable for graduation and
he/she must be seen to take responsibility for such.
Publications that are co-written by collaborating students can be part of the thesis of each of the students,
provided that this does not result in a conflict with Article 8.2
Article 9 Language
9.1
9.2
9.3
The thesis and the corresponding propositions (a minimum of 10, maximum of 12) are to be written in
Dutch or English. The choice of language lies with the PhD or EDP student, in consultation with the
supervisor.
In cases in which the thesis is written in Dutch, the title and a summary, must be made available in English
in addition to the Dutch title and summary of the thesis.
In cases in which the thesis is written in English, the title and a summary, must be made available in Dutch
in addition to the English title and summary of the thesis.
A dissertation written in English requires a title page in English (Appendix D); a dissertation written in
Dutch requires a title page in Dutch (Appendix C).
The thesis must be defended in either English or Dutch. The PhD or EDP student chooses one of these
two languages in consultation with his or her supervisor. However, if one or more members of the
doctorate committee does not speak Dutch, the defense should always be given in English. The layman’s
presentation may either be in English or Dutch as preferred by the PhD or EDP student.
Article 10 Copyright
10.1
10.2
The copyright (intellectual ownership) of the dissertation rests with the author.
Nyenrode Business Universiteit will publish the thesis in electronic form on the website of the University
and in its Repository; it will be freely available to the general public, unless agreed otherwise.
Version: April 2013, approved by the Academic and Executive Board
SECTION 5 APPROVAL AND ADMISSION TO THE DEFENSE
Article 11 Approval by supervisor
11.1
11.2
The PhD thesis will be subjected to scrutiny by the supervisor. He/she will judge whether the thesis may be
regarded as proof of the ability to independently conduct academic research, leading to the furthering of
science.
The supervisor will give his/her approval of the PhD thesis to the Doctorate Board by submitting the
appropriate digital form (see Appendix B). The approval also implies that the supervisor considers the
thesis propositions capable of standing up to academic defense.
Article 12 Examination Committee
12.1
12.2
12.3
12.4
12.5
12.6
12.7
12.8
The Examination Committee will be set up on behalf of the Doctorate Board, upon the recommendation
of the supervisor, after receiving his/her approval of the PhD thesis. The composition of the Examination
Committee is in accordance with Article 2.1.
The PhD or EDP student will furnish the members of the Examination Committee with a copy of the full
manuscript (not solely the summary) which has been approved by the supervisor.
The Examination Committee will decide whether the PhD thesis is proof of the student’s ability to
independently conduct academic research, leading to the furthering of science. This decision should be
made within six weeks of receiving the manuscript.
The members of the Examination Committee, upon reading the manuscript, are allowed to offer
suggestions to the PhD or EDP student to correct blatant errors and defects, as long as the general content
of the manuscript is not structurally altered in the assessment process.
The Examination Committee decides by a majority of votes, excluding the supervisor and the chairperson.
Should one of the members of the Examination Committee provide a negative opinion, the supervisor then
must submit the comments to the other members of the committee to give them the opportunity to react
and, if necessary, reconsider their opinion.
Should one of the members of the Examination Committee step down then he/she should be replaced,
taking into account the composition of the committee as specified in Article 2.1. The new members will
have six weeks to provide their opinions on the thesis, starting at the time of appointment.
The Examination Committee will notify the Doctorate Board of its decision in writing. After the Doctorate
Board has acknowledged this decision, it can be communicated to the PhD or EDP student, the supervisor
and the beadle. The PhD or EDP student will be invited to defend his/her thesis when a majority of the
Examination Committee regards the thesis as sufficient proof of the PhD or EDP student’s ability to
independently conduct academic research.
Article 13 Admission to the PhD defense
13.1
13.2
A PhD or EDP student who meets all of the following requirements may be admitted to the PhD defense
procedure if and when:
- he/she has successfully graduated from an institution referred to in Section 7.18, paragraph 2.a. or Section
7.23 of the WHW (unless Article 3.3 applies);
- he/she has shown the ability to independently conduct academic research, leading to the furthering of
science, as indicated by the approval of the thesis by the supervisor and the Examination Committee;
- he/she has written 10-12 propositions, whereas half of this number plus one are related propositions, and
the remaining propositions are unrelated to the topic of the thesis. The propositions are to be approved
by the supervisor;
- all other business is concluded.
The beadle will check whether all the requirements in Article 13.1 have been met. The beadle also will
monitor the subsequent steps in the procedure as described in Articles 14 (date) and 15 (preparation of the
thesis).
Version: April 2013, approved by the Academic and Executive Board
SECTION 6 GRADUATION
Article 14 Setting a date
14.1
14.3
14.4
After the Examination Committee has been set up, the PhD or EDP student, after consultation with
his/her supervisor, can come to an agreement with the beadle concerning a date for the graduation
ceremony. During the months of July and August, and on legal holidays it is not possible to defend the
thesis.
Graduation takes place at Nyenrode Business Universiteit.
The External Relations Department of Nyenrode Business Universiteit is responsible for public
announcements regarding the PhD degree.
Article 15 Preparing and distributing the thesis
15.1
15.2
15.3
15.4
15.5
The (back of the) title page of the thesis should conform to the model in Appendix C or Appendix D and
must be in accordance with the house style of Nyenrode Business Universiteit publications. The Nyenrode
logo and an acknowledgement for Nyenrode Business Universiteit are to be included. Any form of
advertising (i.e., promoting companies, institutions, products or services as such) in the thesis is prohibited.
A draft copy of the pages referred to in Article 15.1 should be submitted to the beadle for approval at least
five weeks before the planned date of graduation.
The PhD or EDP student must furnish the beadle with the following, no later than three weeks before
graduation:
- 25 printed copies of the thesis with propositions, intended for the library’s exchange service;
- 40 copies of the thesis with propositions, intended for Nyenrode’s internal use;
- An electronic version of the thesis itself and an executive summary; this should preferably be submitted in
PDF-format.
The internal distribution of the dissertation will be carried out by the beadle. The PhD or EDP student will
be responsible for the external distribution unless otherwise agreed.
For the purpose of the invitation and press release, a summary of no more than 800 words must be
submitted to the beadle
Article 16 Doctorate Committee
16.1
The Doctorate Board will put together the Doctorate Committee upon the recommendation of the
supervisor, in accordance with Article 2.1. If, during the period before the date of the defense, members
report that they will not be able to attend the defense ceremony, the supervisor is entitled to suggest
substitutes to the Doctorate Board. The Doctorate Board decides in this matter.
Article 17 Graduation ceremony
17.1
17.2
17.3
17.4
The PhD thesis and the proposals will be defended by the PhD or EDP student before the Doctorate
Committee and all those who have received permission from the Rector Magnificus to submit reservations
and considerations.
After defending the thesis, the PhD degree will be awarded by or on behalf of the Doctorate Board. The
PhD or EDP student will be given a diploma of the PhD degree signed by the Rector Magnificus or
his/her replacement and by the supervisor. If the degree is awarded “cum laude”, this distinction will be
indicated on the diploma.
The PhD or EDP student cannot be denied his/her PhD degree after the defense, unless the student
refrains from speaking altogether at all during the defense.
The graduation ceremony will be carried out in accordance with the proper protocol. The duration of the
defense is 45 minutes; the defense is preceded by a layman’s presentation of no more than 15 minutes. The
ceremony is structured as follows:
1. The Doctorate Committee will convene with the Rector Magnificus or his/her replacement acting as the
chairperson. This meeting, and the deliberation thereafter, is open to full (retired) professors from
Nyenrode, as well as to full professors from other academic institutions invited to attend by the Rector
Magnificus.
2. The chairperson will ascertain that the required number of persons are present, and will appoint one of
the full professors as the defense secretary. The latter will take up position next to the chairperson and keep
a record.
Version: April 2013, approved by the Academic and Executive Board
3. In the preliminary meeting the order of opposition is laid down by the chairperson, taking into account
that:
a. Opposition to the contents of the thesis takes precedence over a discussion of the propositions;
b. The supervisor has the last word should he/she wish to do so;
4. Opposition and defense are not to be discussed beforehand with the PhD or EDP student;
5. After the defense, the Doctorate Committee will retire to deliberate in a closed session immediately after
the defense of the thesis.
6. During this meeting, all of the members of the Doctorate Committee have the right to vote. The decision
will be made by the majority of votes.
7. At the end of the deliberation, the diploma will be signed by the Rector Magnificus or his/her
replacement and the supervisor.
Article 18 Cum Laude
18.1
When the Examination Committee (excluding the chairperson) unanimously believes that the quality of the
thesis merits the qualification “with honors”, the Examination Committee will propose this to the
Doctorate Board in writing, at least six weeks prior to graduation. The Doctorate Board will subsequently
invite and consult with at least two independent experts who are not formally associated with Nyenrode
Business Universiteit. The proposition to confer the PhD degree “cum laude” will be accepted if:
- all of the independent experts agree with the unanimous vote of the Examination Committee;
- the majority of the Doctorate Committee is of the opinion that the PhD thesis has been defended well.
Article 19 Honorary PhD
19.1
19.2
At the recommendation of the Executive Board of Nyenrode Business Universiteit and in consultation with
the professorial community, the Doctorate Board has the right to confer an honorary PhD degree for
outstanding services to science, society and/or business upon those persons deemed appropriate. Any of
the parties mentioned above has the right to nominate a candidate for this purpose. The Executive Board
of Nyenrode Business Universiteit will provide a formal foundation for the honorary PhD degree,
specifying the nature of the outstanding services to science, society and/or business.
The honorary PhD ceremony will take place at Nyenrode in the presence of the Doctorate Board.
Version: April 2013, approved by the Academic and Executive Board
SECTION 7 FINAL PROVISIONS
Article 20 Doctorate Board
20.1
In all cases which are not covered by these rules and regulations, the Doctorate Board will decide in
accordance with law. The Doctorate Board will decide by a majority vote, on the condition that this
majority includes the vote of the Rector Magnificus.
Article 21 Petition
21.1
21.2
In the event of a dispute regarding the preparation for the PhD, any party concerned may petition the
Doctorate Board. The Doctorate Board will hear all parties concerned and reach a decision within two
months after the petition has been filed. All parties concerned will be notified of the decision and this
notification will include the reasons which led to the decision.
The decision referred to in the Article above may be reached on behalf of the Doctorate Board by a
committee installed for one or more occasions by the Doctorate Board.
Article 22 Appeal
22.1
22.2
22.3
22.4
A Council of Professors, consisting of five full internal professors of Nyenrode Business Universiteit yet
excluding members of the Doctorate Board and other professors involved in the decision/dispute, will act
as the PhD Appeal Committee. Members of the PhD Appeal Committee will be appointed by the Rector
Magnificus. The members of the PhD Appeal Committee will elect a chair from their number.
An appeal can be filed against a decision of the Doctorate Board within two weeks of the date those
involved have been notified. The appeal should be filed in writing and must be sent to the chairperson of
the PhD Appeal Committee.
The PhD Appeal Committee may call in the advice of experts in order to arrive at a decision. The PhD
Appeal Committee may hold a hearing to question all parties involved in the dispute.
The PhD Appeal Committee has the authority to judge whether the decision against which the appeal has
been filed is justifiable or not. In the latter case, the decision will be referred back to the Doctorate Board,
in order to arrive at an amended decision. The PhD Appeal Committee will decide by a majority vote
within two months of the date the appeal was filed.
Article 23 Validity
23.1
These rules and regulations will apply to all PhD or EDP students at Nyenrode and their supervisors. A
supervisor is entitled to request exemption from specific sections of these rules and regulations, as long as
this does not violate the provisions of the WHW or other Dutch laws. Such a request, duly substantiated,
may be directed to the Doctorate Board. The Doctorate Board will make a decision with respect to the
request, which is final for all parties involved.
Version: April 2013, approved by the Academic and Executive Board
APPENDICES
Appendix A: Application form & Agreement PhD registration Nyenrode Business Universiteit
Personal details:
First name(s):
Infix: ………………
Last name ………….
Place and Date of Birth (mm/dd/yyyy):
Address and Postal Code:
Telephone
business:
private:
E-mail:
Previous education:
If available, please indicate the number of ECTS for each program
Institution Degree
Date of final examination
1.
2.
3.
4. __________________________________________________________________
5. __________________________________________________________________
PhD research:
How much time is anticipated (expressed in FTEs) for the duration of the project for both PhD applicant and
Supervisor(s)?
PhD applicant: Supervisor(s): Co-supervisor(s):
Subject matter of PhD research:
Supervisor(s)
1.
2.
Institution
Signature
Co-supervisor(s) Institution
1.
2.
Signature
Signature PhD applicant Date
Place
(to be sent in duplicate to Nyenrode Academic Services Center with certified copies of diplomas,
a curriculum vitae and a copy of the identification page of the passport).
Version: April 2013, approved by the Academic and Executive Board
Appendix B: Approval of manuscript by supervisor
PhD thesis by:
First name(s):
Infix: ………………
Last name ………….
Place and Date of Birth (mm/dd/yyyy):
Address and Postal Code:
_____
Telephone
business:
private:
E-mail:
Title PhD Thesis:
Language in which the thesis has been written:
Signatures by supervisor(s) vouching for the approval of the PhD thesis and propositions:
Supervisor(s)
1.
2.
Institution
Signature
Recommendation by supervisor(s) regarding the composition of the Examination Committee:
Member Institution
1.
2.
3.
4. __________________________________________________________________
Examination Committee set up in accordance with PhD rules and regulations:
Signature PhD Directors Date
Place
Signature Rector Magnificus Date
Place
Version: April 2013, approved by the Academic and Executive Board
Appendix C: Voorbeeld titelpagina (in Dutch)
Titelpagina:
NYENRODE BUSINESS UNIVERSITEIT
TITEL PROEFSCHRIFT================>
Proefschrift
ter verkrijging van het doctoraat
aan de Nyenrode Business Universiteit
op gezag van de
Rector Magnificus, prof. dr. ………..
en volgens besluit van het College voor Promoties.
De openbare verdediging zal plaatsvinden op
............dag ................. 20-om ..... uur precies
door
.........................................
geboren op .........................................
te .........................................
Achterkant van titelpagina:
Hier komen de namen van de begeleidend hooglera(a)ren, promotor(es) en co-promotor(es), en de leden van de
Leescommissie, vermeld zoals onderstaand staat weergegeven:
Leescommissie:
Promotor(es) .........................................
.........................................
Overige leden : .........................................
.........................................
.........................................
Co-promotor(es) .........................................
.........................................
Version: April 2013, approved by the Academic and Executive Board
Appendix D: Model of title page (in English)
Title page:
NYENRODE BUSINESS UNIVERSITEIT
TITLE THESIS ================>
Thesis
with regard to the doctorate/PhD degree
at Nyenrode Business Universiteit
on authority of the
Rector Magnificus, prof. dr. …………
in accordance with the Doctorate Committee.
The public defense takes place on
............day ................. 20-at exactly ….. o‟clock
by
.........................................
born on .........................................
at (place) .........................................
Back of title page:
On the back of the title page the names of the supervisor(s), the co-supervisor and the members of
the Examination Committee are to be indicated as follows:
Examination Committee:
Supervisor(s) .........................................
.........................................
Other members .........................................
.........................................
.........................................
Co-supervisor(s) .........................................
.........................................
Version: April 2013, approved by the Academic and Executive Board
Appendix E
EDP Registration form *
Personal details
First name
Infix
Last name
Title before:
Title
after
Birthday (mm/dd/yyyy)
Place of birth
Country of birth
(Primary) Mailing address
Private address
Address
Postal code
City
State Province
Country
Contact information in case of emergency
Home
Name
Relationship
Teleponenumber
E-mail Address
Work
I, the Undersigned chooses to pay the tuition fee for Year 20.. of the Executive Doctorate
Program (see for the fees information on the website of the EDP program)
Payment at
once
Payment in
installments
Version: April 2013, approved by the Academic and Executive Board
This registration is based on the General Statutes and the legally prescribed
Rules and Regulations of Nyenrode Business Universiteit for the Academic Year and program
concerned. The undersigned agrees to meet his/her financial obligations in due time.
Students are obliged tot meet all financial obligations towards Nyenrode Business
Universiteit in time. Students who do not meet their financial obligations during the program
will be excluded from further participation in the program, and/or will not receive their diplomas.
When financial obligations are not met, or when they are not met in time, all the ensuing
judicial or extra judicial costs as well as the legal interest will have to be paid by the participant.
All overdue claims are referred to a collection agency.
For more information :
Admissions office
Information Bank:
[email protected] +31(0)346 291218
ABN AMRO Bank
Breukelen
IBAN
NL33ABNA0550553827
BIC
ABNANL2A
This tuition fee is exclusive all other costs (housing, literature, travel expenses, copies etc.)
For each year longer then the nominal study period of four years the costs will be 50% of the
annual fee per academic year.
Please fill in your choice of payment on the appropriate form
Undersigned
Name
Date
Place
Nyenrode Business Universiteit
Executive Doctorate Program - Admissions office
P.O. Box 130 - 3620 AC BREUKELEN
* Program and delivery dates can be subject to change
Version: April 2013, approved by the Academic and Executive Board
Signature
Appendix F
The undersigned, …………………, declares that ……………………….. has contributed a major part
of the work presented in the publications listed below. The undersigned, …………………., also agrees to
this work being included in …………………… PhD thesis.
1.
2.
3.
4.
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Date: ………………..
Place: ………………
Name: ……………….
Signature: …………………..
Version: April 2013, approved by the Academic and Executive Board
Appendix 16:
Nyenrode Code of Conduct Participants
CODE OF CONDUCT
L E A D E R S H I P,
E N T R E P R E N E U R S H I P,
STEWARDSHIP
NYENRODE. A REWARD FOR LIFE
CON T E N T S
Preamble3
Rights of Nyenrode Community Citizenship
5
Responsibilities of Nyenrode Community Citizenship
6
2
PREAMBLE
Think before you act. And if you’re in no shape to think,
don’t act at all unless it’s to seek help .
1
The distinction and tone of an educational program will
be measured, in large part, by the pride which its program
participants and graduates take in themselves and their
institution. The aim of Nyenrode is to train a select group of
women and men to take a leadership role in their future
business careers, a role that can be attained only by the
individual’s superior performance of her or his responsibilities
in a competitive work place, a capacity to earn the respect and
esteem of others, and a reputation for integrity.
Our education builds upon Nyenrodes three core values:
Leadership, Entrepreneurship and Stewardship. This trinity of
values goes back to Nyenrodes roots and represents core values
that have been embedded in its identity since its foundation.
Leadership enables people to
•recognize the moment
•where they can make a meaningful contribution
•which is desirable for the system
•and have both the courage and ability to seize that moment
Entrepreneurship encourages a pro-active and creative mindset
with which to achieve these goals. As history demonstrates,
Leadership and Entrepreneurship combined can be used for
both good and evil. Stewardship therefore takes an important
role in completing the trinity, balancing Leadership and
Entrepreneurship with a strong sense of responsibility and care.
Stewardship concerns the moral compass: what you do should
reflect on what the system needs; it must be subservient to the
whole. Stewardship is related to concepts such as corporate
responsibility, sustainability, integrity and including social and
environmental issues in the business agenda.
3
1 This advice comes
from ‘Information
and Advice for
Students About the
Stanford Honor Code’,
Stanford University.
We gratefully
acknowledge Goizeuta
Business School,
Stanford University,
Pennsylvania
Academy, Rutgers
University, the John
Marshall Law School
and the University of
California, Hastings
College of Law for
providing materials
which helped us
preparing the
Nyenrode Code of
Conduct. The rights
students have to be
treated fairly by the
educators are derived
from ‘The Academy of
Management Code of
Ethical Conduct’.
In short, success, satisfaction, and leadership in business and life will depend
on a person’s self reliance, the ability to harness the commitment and energies
of other people, sensitivity to the concerns and sensibilities of others, and an
accurate perception by the community that you play the game fairly.
A community of learning is no different. So, accepting membership into the
Nyenrode community as a program participant entails an obligation to promote
the community’s welfare by assuming the rights and responsibilities listed
below. Each individual member of this community is responsible for her or his
own actions and is expected to respect the rights of others.
It is the responsibility of all Nyenrode program participants to familiarize
themselves with the rights and responsibilities as stipulated in this Code of
Conduct. If violation of these rights and responsibilities is suspected, then
every member of the Nyenrode Community has the right to confront the
suspected violator(s). Should such confrontation not result in behavior in
accordance with the values stated in the Code, a disciplinary procedure will
or may be initiated.
The Code of Conduct is not written with the specificity of a criminal statute
and is not designed to define misconduct in exhaustive terms.
4
RIGHTS OF NYENRODE
COMMUNIT Y CITIZENSHIP
Membership of the Nyenrode community affords every program participant certain
rights that are essential to the University’s educational mission and its character as a
community.
In the first place, program participants have the right to be treated fairly by the educators.
This means, at least, that:
•The educators have to strive for teaching excellence. It is their duty to prepare
themselves carefully. Program participants have the right to clear classroom
communication, timely assessment and an explanation of their grades.
•The educators have to show respect for program participants. Program participants
have the right to appropriate respect for their feelings, interests, needs, contributions,
and intellectual freedom. Educators must avoid manipulation, coercion, or
exploitation of program participants (especially directed at securing monetary, ego,
or sexual gratification) and should demonstrate a sensitivity to cultural and personal
diversity by avoiding racial, sexual, religious and ethnic discrimination.
•The educators have to maintain objectivity and fairness. Examinations should be
carefully prepared and written work should be graded in an impartial manner.
Secondly, program participants have the right:
•
to have access to participate in the academic and non-academic opportunities offered
by Nyenrode, subject to applicable standards or requirements.
•
to be free from discrimination on the basis of race, color, gender, sexual orientation,
religion, national or ethnic origin, age or disability.
•
to freedom of thought and expression.
•
to fair judicial process in the determination of accountability for conduct.
5
RESPONSIBILITIES OF
NYENRODE COMMUNIT Y
CITIZENSHIP
Program participants are expected to exhibit responsible behavior regardless
of time or place. Failure to do so may result in disciplinary action by Nyenrode.
Attempts to commit acts not in accordance with this Code, or assisting others
to commit acts not in accordance with this Code, shall be treated in the same
manner, i.e. as completed violations and subject to the same sanctions.
Responsible behavior includes but is not limited to the following obligations:
General
•To comply with state and local laws.
•To comply with policies and regulations of Nyenrode (e.g. ICT Rules,
Program Rules, Regulations “OER”, Nyenrode house rules).
•To respect all members of the Nyenrode Community and other program
participants’ Rights of Nyenrode Community Citizenship.
•To respect the health and safety of others. This includes acts or threats
of physical and/or psychological violence against another person and
disorderly conduct.
•To refrain from harassment or disrespectful behavior of any sort.
•To refrain from bringing, or using, any form of weapons and illegal drugs
to the Estate.
•To refrain from disturbing the estate including its animals as well as
its buildings. This includes intentionally disrupting the classroom or
otherwise interfering with the right of others in the class to learn, as well
as eating in the classroom or leaving litter behind
6
•To refrain from non professional conduct during the project thesis.
This includes, but is not limited to, compliance with the Code of Conduct
expressed by the sponsoring organization.
•To refrain from intentionally furnishing false information to Nyenrode.
This includes marking or otherwise indicating the presence in class of
another Program participant who is not actually present, or misrepresent
her or his own presence or absence. This also includes misrepresentations
in seeking financial aid, program participant housing, or other Nyenrode
benefits.
•
Every Program Participant shall cooperate without reservation in
supporting thedisciplinary procedure to identify, determine, and
prevent academic misconduct. A program participant who is requested
to furnish information or evidence for the disciplinary procedure shall
respond fully and truthfully to all inquires.
Academic Conduct
•To act in accordance with the Dutch Code of Scientific Integrity.
•
To refrain from cheating in any form. In addition to the conduct
customarily regarded as cheating, conduct of the following types shall also
be seen as cheating in an academic community:
For Participants this includes amongst others:
- turning in any examination or assignment which is not entirely the
- using crib notes on a test;
- copying from another program participant during a test;
- using unfair methods to learn what was on a test before it was given;
- copying from another program participant during a test without their
Program participant’s own work, unless otherwise expressly authorized;
knowledge;
- helping someone else to cheat on a test;
- copying material and turning it in as your own work (plagiarism)
- fabricating or falsifying a bibliography;
7
- turning in work done by someone else but representing it as one’s own;
- receiving substantial, unpermitted help on an assignment;
- collaborating on an assignment when the instructor asked for individual work;
- copying any material from a published source without footnoting it;
- not taking active part in group assignments.
Confidentiality
•
Participants that have access to confidential or secret information will treat
this information in an appropriate way. They will not use or disclose confidential
information at any time, unless expressly permitted by the disclosing party.
•Participants will in no way use or disclose any sensitive information about other
participants, other participants’ organizations, faculty or guest speakers that is
discussed in the class room.
Classroom Conduct
• To refrain from disturbing the classes. This includes intentionally disrupting the
classroom or otherwise interfering with the right of others in the class to learn.
8
This also includes:
- Using digital communication devices, such as cell phones, for any
other purpose then educational ones. The devices remain out of sight
unless the program participants are requested by teaching staff to use it;
- Being late. Program participants that arrive at the class room after the
door has closed and the lecture has begun wait until the first break to join
the lecture.
- Whispering or talking. Although interactivity during lectures is very
much appreciated and stimulated, bilaterals are very disturbing for those
who teach and for those who are actively listening and therefor they are
considered as not permissible.
• The general dress code in the class room is smart casual. This means
shorts, flip flops or summer wear alike is not acceptable. During guest
lectures the dress code is business attire, meaning a suit both for men
and women.
9
L ibrary and Nyenrode ICT
Services (ICT)
•
To refrain from stealing, damaging,
defacing or misusing the property of
the library or the ICT. This includes the
building, the collection, the software
and the equipment. This also includes
obeying the copyright rules in using the
information sources and software from
the library and ICT.
•
To act according to the rules as
described in the library rules and
regulations.
• To act according to the rules as
described in the ICT rules and
regulations.
10
Nyenrode Business Universiteit
www.nyenrode.nl
Straatweg 25, 3621 BG Breukelen
[email protected]
Postbus 130, 3620 AC Breukelen
0346 291 211
NYENRODE. A REWARD FOR LIFE
Appendix 17:
Code of Conduct Staff (not available yet)
Appendix 18:
Nyenrode Appeal Procedure (not available yet)
Appendix 19:
Rules and Regulations Secondary Activities (not available yet)

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