Translate the organization’s core philosophy to the internal target group and job market.

1996-2006 Communication Consultant and Senior Communication Expert

Management wanted to keep the unique ‘we’ feeling during the quick growth period that the publically traded company ASML went through in 1996. The company had over 1,000 employees around the world. The position of Communication Officer was created. I set up a small Internal Communication department and developed internal media. A digital infochannel in the buildings in Veldhoven and Phoenix (USA), and the personnel magazine StepTalk with an editorial board consisting of members from all parts of the company. I initiated one of the first intranets in the Netherlands from the bottom up. At the request of the CEO, I implemented an internal branding programme that reflected ASML’s behavioural and conduct values, and made sure it was embedded in all of the communication material at ASML’s offices in the Netherlands, Asia and the USA. I was responsible for annual CSR reports, including a national nomination in 1997.

The HR manager asked me to put ASML on the market as an employer. I worked with HR to determine the advertising campaign, the policy, the target groups, and tools such as stands for national trade fairs, flyers etc. I mapped out the Dutch universities and courses, and made annual plans for presentations at universities. I organized open-house days at ASML for students and visits to the cleanroom, gave presentations, organized workshops in which I asked employees to share their enthusiasm. In this period of fast growth, I gave two-day introduction courses to new employees (100 new employees a month). In the following year, I was editor-in-chief of the international personnel magazine ‘Spectrum’, I wrote the editing guidelines for the follow-up publication ‘Focus’, and ASML’s annual CSR reports. I advised HR on communication processes when ASML acquired SVG and on reorganizations and layoffs.

From 2004, I was Senior Communication Expert. My responsibilities included an interaction and exchange programme between the technology director, the CEO and employees, and the management of top-down information to managers as well as of bottom-up feedback. I was also responsible for the internal international communication of global ASML projects such as the Code of Conduct Acknowledgement, and the implementation of the worldwide HR programme Individual Performance Management. I developed an electronic bottom-up suggestion box tool where employees could submit their innovative ideas and I organized a presentation by a Japanese supplier on the Japanese approach to quality processes.

ASML grew from a company of 1,000 employees worldwide in 1996 to a company of 6,000 employees worldwide in 2006 and an estimated market share of 61 per cent.

In a period when communication wasn’t recognized as a profession, I used my curiosity in high-tech, my potential and my perseverance to create this role in a technology-oriented company. Setting up a communication team required thinking outside of the box, a people-oriented attitude, the ability to work in a technical environment and focus on the company’s (social) values. Translation to internal communication, internal branding and job market communication. Overview of interests, not only in terms of high trust because of the stock listing, but also of the interests ASML employees held in different countries around the world. I supported a network ranging from shop-floor operations and middle management to the board of ASML. In times when stars were reachable and in downturns. I spent ten very special years at ASML that shaped the way I do business today.