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Press release: Thomas De Wulf new CEO ORMIT Group. Hetty van Ee joins Supervisory Board

Press release: Thomas De Wulf new CEO ORMIT Group

De Bilt - 4 September 2019 – Thomas De Wulf will succeed Hetty van Ee as of 1 January 2020 as CEO of ORMIT Group in the Netherlands and Belgium. Van Ee has led ORMIT Group for almost 20 years, helping the company to achieve a leading market position as a specialist in traineeships for future leaders. From the beginning of next year, De Wulf will focus on the further growth of the existing talent programs, the development of new programs and the internationalization of ORMIT. Van Ee will join the supervisory board as of 1 January 2020.

ORMIT makes organisations and people more successful by finding, developing and connecting talent to organisations. ORMIT Group has in recent years developed into a recognized specialist in traineeships, with its own philosophy and approach. “For many years already the essence of this is related to the behaviour of people in organisations. The behaviour of leaders, in their interactions with employees, is critical to the success of organizations,” says Van Ee. “Customer satisfaction and profit are a logical consequence of ensuring employees are committed and enthusiastic.”

Market developments call for a different type of leader

“The challenges that many organisations face today include a need to respond quickly to changes, digital transformation, and the ability to operate in an agile manner. This requires a different type of leader than in the past, one with an innovative approach to the development and retention of employees. In today's world developments move so rapidly and working environments change at such a rate that 85% of today's knowledge will be obsolete in five years' time. The training and development of employees is becoming more important than knowledge alone. This applies not only to recent graduates, but also to experienced employees. Continuously developing yourself and being able to connect is in the DNA of every ORMIT employee,” says Van Ee.

Employees’ behaviour makes the real difference

ORMIT’s mission to find, develop and retain top talent in organisations began in 1994 – at the time under the name 'Ordina'. “We saw already then that the people’s behaviour in organisations made all the difference, although that was seen as an overly soft view of organisational development at the time. Some participants – we deliberately do not call them customers as we continue to optimise our unique concept in cooperation with them – embraced this philosophy and we collaborated to develop the ORMIT concept into what it is today,” says Van Ee. “Finding, developing and retaining employees is essential, especially in these times of tight labour markets.”

Employees need to ask themselves whether they are growing sufficiently

“The continuous development of employees is often forgotten in organisations and as a result many employees find themselves stuck in a job or start in the wrong job,” says De Wulf. “Many more employees should ask themselves whether they are in the right place and whether they are developing sufficiently in their job. We make young talent aware of their possibilities and limitations and make them think about who they are, what they can contribute and how they can make their impact in organisations. This leads to useful – and sometimes intense – development trajectories. We often say that at ORMIT we trigger an early mid-life crisis among talent.”

Enough opportunities at home and abroad

After its launch in 1994, ORMIT expanded its services to Belgium in 1999 and continued independently in 2010. Last year, the Dutch investors TIIN Capital, Bolster Investment and ORMIT management, sold their shares to the Belgian private equity firm Pyramid, which is now supporting ORMIT's growth ambitions. De Wulf sees plenty of opportunities for the further expansion of ORMIT at home and abroad. “The core of our approach is that we respond to the needs of our participants, to market developments such as the digital transformation of companies as well as the type of talent that best suits them. Our flagship is still our Multicompany Traineeship, in which talent develop themselves by carrying out assignments for various participants over the course of two years. This concept can also be launched outside the Netherlands and Belgium. The same is true of our Incompany Traineeship, tailor-made traineeships for organisations that we co-create with them to leave them free to continue to focus on their core business. I also see new opportunities in the market that we can tap into as we are doing with our new initiative Vlammrs in the Netherlands. This is a specialised digital & data traineeship in the Den Bosch region for students from universities of applied sciences. We are recruiting more and more international talent and are following our clients internationally. In short, there are plenty of opportunities for ORMIT,” concludes De Wulf.

Hetty van Ee will join the Supervisory Board starting January 2020. “I leave the role of CEO with confidence. Thomas started as a trainee at ORMIT and over the past 20 years has proved as CEO of ORMIT Belgium and in other roles that he will be able to make the steps that ORMIT must take. The organisation is strong. We are the only Cedeo-certified organisation in our sector and have been a ‘Great Place to Work’ for 13 years in a row. In both Belgium and in the Netherlands, two enthusiastic management teams are ready to enter a new phase for ORMIT alongside Thomas,” says Van Ee.


ORMIT is convinced that the success of organisations is determined by the people who work there. People make the difference. As a specialist in traineeships with branches in De Bilt and Brussels, we make organisations and people more successful by further developing and using their unique talents. We do this by selecting high potentials for various roles who are trained to become talented professionals who contribute to change and success in organisations. We have a unique formula for talent development, in which the development of personal leadership has a central place. In this way we ensure the inflow of talent into organisations as well as the flow of talent within organisations. More information on and