Courage and visibility of CEOs in The Hague: a lesson from the US?

In Washington D.C., many CEOs are highly visible these days. Sometimes more, sometimes less comfortably, they align corporate interests with the ambitions of the 47th president. In doing so, they claim to anticipate the president’s key trait: his transactional nature. The underlying motives are far from devoid of opportunism and are often driven by threats to corporate interests from China and the European Union. At the same time, reputational risks loom when a CEO and their company identify too closely with the current president. Therefore, in its American form, such an approach by CEOs is unlikely to be seen in the Netherlands. However, The Hague is also ripe for CEOs who dare to speak out more and show engagement in public and political debates.

The Dutch CEO in their corporate bubble?

Compared to their American counterparts, many Dutch CEOs appear to operate in the relative comfort zone of their own corporate bubble. With a few exceptions, many adopt a reserved stance when it comes to publicly addressing policy issues affecting their sector or company—or speaking out on broader societal issues. This contrasts with how CEOs operate in the United States. In Washington D.C., CEOs are often direct and influential actors in policymaking. They speak—or at least claim to speak—not just on behalf of their companies but position themselves as stakeholders in broader societal issues such as climate, technology, and infrastructure. They also link their voice—and thus their company’s voice—to a politician and their policies.

Why the difference? CEO engagement in the U.S. is genetically linked to the First Amendment of the U.S. Constitution: ‘the right to petition government.’ The result? These CEOs have direct influence over policy agendas and access to politicians. Consider tax incentives for renewable energy or regulations on artificial intelligence—areas where public statements and lobbying efforts have led to tangible changes. In some cases, this influence even extends to campaign financing. However, the opposite risk must also be avoided: forming partnerships that bypass or manipulate public support and steer policy purely toward corporate self-interest.

Opportunities for Dutch CEOs?

The question now is: what is there to gain for CEOs who seek more visibility in The Hague? What can they bring to politicians and policymakers? In my view, quite a lot—without making visibility a goal in itself. By being more vocal, companies can:

1. Help shape policy – in an era where policymaking is becoming increasingly complex due to technological disruption, climate change, and geopolitical tensions, a proactive stance from CEOs can be crucial in shaping legislation that fosters innovation and ensures a future-proof society.
2. Build public trust – by openly taking responsibility in societal issues such as sustainability and inclusivity, CEOs can strengthen trust among consumers, employees, and investors.
3. Forge strategic alliances – visibility in public debate can open doors for collaborations with other companies, civil society organizations, and governments to achieve shared goals.

The risks involved

At the same time, it is understandable that there is hesitation. The Dutch political climate is not always friendly toward corporate interests. For instance, commissioners who visited the prime minister at the Catshuis were publicly criticized for their perceived lack of transparency—partly due to their unfortunate choice of transportation. CEOs who speak out publicly risk:

1. Being treated with disrespect – in The Hague, there is sometimes a skeptical attitude toward the business community. Politicians may publicly criticize corporate interests or their leaders, making CEOs vulnerable, especially when they are stereotyped as ‘greedy executives,’ drowning out their message.
2. Reputational damage – taking public positions exposes companies to criticism from the media, activists, or other interest groups, especially if there are concerns about corporate overreach.
3. Isolation from policymakers – a highly outspoken stance can carry the risk of CEOs or their organizations being excluded from future discussions or policy processes.

Collaboration as the key to success

Despite these risks, remaining silent or hiding behind the broad but gray shield of VNO-NCW will not help businesses and policymakers address the challenges of the future. Whether it concerns achieving climate goals, harnessing the opportunities of artificial intelligence, or strengthening the Dutch economy, collaboration is essential. CEOs should not only have a societal voice in these discussions but also act as a bridge between politics and business. This was also evident in PwC’s 28th Annual CEO Survey: leadership today requires more than just operational success.

The step toward more courage and vision

Dutch CEOs could take inspiration from the considerations made within American corporate engagement: substantive visibility and courage are key to policy success. The approach in the Netherlands may differ from Washington, and of course, we do not aspire to have billionaire-oligarchs running the Catshuis—something that would also be difficult in our democratic system. However, there is a need for CEOs who publicly advocate for necessary policy changes. This not only provides a powerful voice for their sector and pride among their employees but can also ignite a broader societal movement.

The opportunity is there for the taking. Speaking out in a sometimes critical climate requires courage. By taking a seat at the table and engaging in dialogue, CEOs can contribute to a future where policy and business go hand in hand. The Hague is waiting. The question is: who dares?