Karien Brinkman studied Communication Science and kicked off her career at a large international engineering firm. From there, she moved into education and then local government. A common thread throughout her work? Communicating with a positive view of people. Since 2023, she’s been Head of Marketing & Communications at Tergooi Medisch Centrum in Hilversum.
Richard van der Eijk studied Business Economics and started out at the legendary PR agency Winkelman & Van Hessen, where he was spokesperson for EURO2000, among other things. He then moved to Unilever, holding various roles in communications and media. For over a decade now, he’s been with the Port of Rotterdam, where he currently is Director of Communications & External Affairs.
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In the Public Brands series by iO and Adformatie, Brinkman and Van der Eijk sit down to talk about branding, skills, the limitations of public communication—and how it’s evolving.
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Karien Brinkman: Absolutely — it’s been coming up more and more lately. That said, branding hasn’t always been front and centre at Tergooi Medical Centre. We’ve just moved to a new main location, which was a massive project that required a huge amount of focus and communication. So branding took a bit of a back seat for a while.
When I joined the organisation about a year and a half ago, I quickly realised we had some catching up to do. The first step was to take a fresh look at ourselves and ask: What do we stand for as an organisation? What’s the core message we want to get across in our communications?
After doing some internal research, we landed on one key theme: optimism. Not because everything in healthcare is a walk in the park — believe me, it’s not — but precisely because in a sector under constant pressure, we want to keep looking for what’s possible. For both our staff and our patients, it’s about spotting the bright spots and focusing on solutions.
Right now, we’re working on the next step: how do we actually show that brand—in everything we do, internally and externally? After a period of big changes, we finally have the space to focus on this properly. So yes, ‘brand’ is definitely a word that’s back in our day-to-day conversations.
Richard van der Eijk: At the Port of Rotterdam, we definitely see ourselves as a brand—a strong one, too. Research confirms that. But interestingly, within our organisation, we probably use the word reputation even more than brand.
That’s because reputation is absolutely critical for us. The way local communities and stakeholders perceive us directly affects our licence to operate. We work in a highly active economic area, but also one with a lot of residents and other interested parties. So societal acceptance of what we do — our activities, our presence — really shapes our future.
It’s why our management team often talks about how we can strengthen and safeguard our reputation. Internally, we use a lovely term: ‘the future we’re granted’. In other words, how do people view us, and how much freedom do they give us to keep growing as a port? Brand and reputation both play a vital role in that story.
van der Eijk: We carry out reputation research every year because we want a crystal-clear picture of how we’re perceived — both in Rotterdam and right across the Netherlands, from Limburg to way up in Friesland. Our studies cover the Port of Rotterdam Authority and the port as a whole.
On top of that, we run stakeholder research to gauge our reputation among key groups —national, provincial and municipal officials, for instance. We also conduct an annual customer survey and an internal employee survey. And every day we monitor what’s being said about the port and the Authority in the media and on social channels.
Why all the effort? Because we need to know exactly how people view us: what’s working, what’s not, and what’s driving satisfaction or frustration. The port can only thrive if we have genuine support from our stakeholders. Continuous improvement is an essential part of that — but first you need to know where exactly you’re starting from.
Brinkman: We do too. Although our focus isn’t just the brand itself; we look at broader reputation and image metrics too. Every two years we take part in the reputation-and-image survey run by the Dutch Association of Hospitals (NVZ). That helps us benchmark our standing and see how we stack up against other hospitals.
We’ve also run a separate employer brand survey to find out how we’re viewed as a workplace compared with other healthcare organisations in the region, and we tied that back to an internal staff survey.
For me, it’s vital to compare those external and internal views side by side: what do our people think of us, and how does the outside world see us? Where are the gaps, and where can we strengthen our reputation? Insights like that are essential for shaping how we develop the brand.
Brinkman: Definitely. We look at concrete scores—on things like patient-centredness and expertise. Take our results on “shared decision-making”, for example: the more patients feel involved in their own treatment, the more likely they are to recommend us to others. That kind of insight is gold. It helps us fine-tune both our communication and our service delivery.
van der Eijk: Same here. We link our reputation scores directly to strategic decisions and where we invest in communication. If we see our image taking a hit in a certain area, we can respond quickly and deliberately. Our licence to operate is closely tied to how stakeholders and the public perceive us—so we take that very seriously.
Richard van der Eijk: For me, there’s no doubt: public organisations are brands. Just like commercial brands, they need to stand out. At the Port of Rotterdam, for instance, we’re constantly positioning ourselves in relation to other ports — like Antwerp or Amsterdam.
But this applies just as much in other public sectors. Whether it’s about attracting talent, bringing in investment, or managing your reputation: branding plays a crucial role.
I spent years at Unilever, where brand strategy is embedded in the DNA of the company. And even though I now work in what’s seen as a more public sector, I don’t see a fundamental difference. We still need a strong, distinctive brand that builds trust and clearly defines our position in the market.
A public brand is a brand. Public organisations need brand strategy just as much as private companies. The idea that branding is only for commercial players? I think that’s simply outdated…
Brinkman: Yes, I genuinely believe public organisations can and should be brands. That said, I don’t think there are all that many strong public brands out there just yet. A brand is really the sum of all the experiences people have with your organisation. It’s about the stance you take, what you stand for, and how consistently you communicate that.
Public organisations have the same need for clarity and distinctiveness. If you show what you stand for, you become more attractive and trustworthy — to patients, clients, citizens, and crucially, to potential employees.
I realise that in healthcare — and especially in hospitals — brand thinking still isn’t second nature. There’s some scepticism about its value. But that’s clearly changing, especially now that recruiting healthcare staff is such a challenge. A strong hospital brand makes you stand out on the job market. That’s a tangible advantage. So yes, I’m convinced public organisations should be a lot more intentional about their brand’s image.
Brinkman: Of course. There are some great examples of public organisations getting it right with their campaigns. One that’s really stuck with me is the Dutch Ministry of Defence’s campaign: "Je moet het maar kunnen", which roughly translates as "Not everyone can do this". It’s a bold, recognisable message.
Their recent recruitment campaigns—like "Generatie D"—are also really well thought through. Personally, I have nothing at all with Defence, it’s not my world. But when I see those ads, I almost feel like I could sign up! That says a lot. They manage to speak to young people in a way that makes the role feel adventurous, meaningful, … yes, maybe even a bit heroic. I think that’s clever work.
van der Eijk: You beat me to it, Karien — I was going to say the exact same thing. The Defence campaigns are spot-on: smart, relevant, and totally in step with the public mood. They manage to link into wider social conversations while clearly showing why Defence matters.
What I particularly like is that they don’t just say “come work for us.” They create a bigger story about why a strong defence force is essential. Working for them is framed as meaningful, challenging, and something to be proud of.
And if we’re talking about great taglines, the Dutch Police force has a solid one too: “Vigilant and helpful” (in Dutch: “Waakzaam en dienstbaar”). It’s short, powerful, and perfectly captures their role. You see it on their vehicles, it’s used consistently, and it really resonates with the public.
van der Eijk: I have to circle back to my Unilever days here. One campaign that stuck with me is Four O’Clock Cup-a-Soup. So simple, yet pure genius. It tied a product to a very specific moment of the day and turned it into a little ritual. That’s what a great campaign does: it links your brand to a familiar feeling or moment, so when people experience that moment, your brand instantly springs to mind. That’s pure marketing gold.
Brinkman: One campaign that really struck a chord with me was KPN’s “Stukje van mij” featuring Meau’s song. It was so clever and emotionally charged. KPN — let’s be honest, it can be a bit of a dull brand — managed to link a social issue to their service in a way that felt genuine and believable. That’s a real feat: connecting your brand to a bigger societal message without it feeling forced. Honestly, that’s the kind of idea I’d love to come up with myself!
Richard van der Eijk: For us, our logo is definitely a recognisable brand asset. It features the well-known waves—visual references to water and movement. We also have a clear corporate identity with blue, yellow, and white as the main colours.
What I’d call a new brand asset is our harbour experience centre, Portlantis. This iconic building is set to open this spring and was designed by MVRDV—the same architects behind the Markthal and the Depot Boijmans Van Beuningen. Portlantis will be the place where we tell the story of the Port of Rotterdam—covering both its current economic and logistical impact and the future of the harbour.
It won’t just be a physical calling card for the port but a place where our brand truly comes to life. We expect around 150,000 visitors a year, so this will play a major role in how people experience the Port of Rotterdam.
Karien Brinkman: To be honest, we don’t really have one that you’d call iconic right now. Our logo is a green leaf, reflecting our location in Hilversum— where we’re literally surrounded by trees. It suits us well and conveys a sense of calm and health, but I would hardly compare it to something iconic like the Coca-Cola truck or the Nike swoosh.
We used to have the tagline “Tergooi zorgt vooruit” (“Tergooi cares ahead”), but we’re currently in a phase of re-evaluating our brand. As I mentioned earlier, we’re building our brand around the theme of optimism. That means we’re also considering whether we need a new, distinctive tagline that fits better. So, in that sense, things are still very much in flux.
Brinkman: It’s possible, no doubt, but it will always be a balancing act. In healthcare, there’s often some hesitation around brand thinking and big campaigns, and I understand why. The priority has to be on care itself. So when we want to run a campaign, I need to justify and explain it properly internally.
Still, I see real opportunities. For example, to strengthen our employer brand — there’s a huge challenge in healthcare recruitment right now. Or to raise awareness among patients about changes in healthcare. I could imagine a future campaign preparing people for how care will look down the line. The way you get treated in a hospital today will probably be very different in ten years. Patients might need to bring a caregiver with them to help with basic tasks. That requires a mindset shift — and communication can play a key role in that.
Even if this isn’t tackled nationally, I see it as a chance for us as an ambitious regional hospital to take the lead.
van der Eijk: Our situation is a bit different. We’re not a consumer-facing organisation. Most of our income comes from leasing space to companies in the port. I don’t think it makes sense to spend large sums on mass-media campaigns unless they deliver direct value to our clients.
But that doesn’t mean we don’t run campaign — we just choose different channels. Online advertising is crucial for us, especially when attracting businesses. So we focus more on targeted digital campaigns than on broad, high-profile ones, like TV ads.
Take the World Port Days in Rotterdam, for example. This annual spectacle draws up to 400,000 visitors to the waterfront. It’s our chance to throw open the gates, let the public in, and show the beating heart of the Dutch economy up close. It’s big, it’s bold, and it puts our port exactly where it belongs: in the spotlight.
Brinkman: We’ve got a solid marketing and communications team of around ten people—and we’ve even managed to grow a little over the past year. I was brought in specifically to help develop the Tergooi Medical Centre brand, so there’s definitely internal support for communication. But at the same time, I work in a sector where every euro is expected to go directly to patient care. Budgets are tight, which means I constantly have to make a strong case for any communication investment.
Especially among medical specialists, I sometimes sense scepticism. And rightly so—they’re asking: why spend money on communications when that same money could go to frontline care? I completely understand that concern. That’s why I see it as my responsibility to show what communication actually delivers.
Take employer branding, for instance. We’re facing a huge challenge in attracting healthcare staff. A strong brand as an employer can make all the difference. If targeted campaigns help us recruit more people, that’s a win for patient care too.
So we make everything as measurable as possible. We link actions to clear goals—like increased staff satisfaction or a rise in job applications. When you can prove that communication supports the organisation as a whole, the debate tends to take care of itself.
"No fuss, no fireworks. We just keep doing what we say we’ll do. Boring? Maybe. But it really works."
van der Eijk: Fortunately, I don’t have to explain why we have a marketing and communications department. Everyone at the Port of Rotterdam understands the value of strong positioning — both nationally and internationally. But that doesn’t mean we get a blank cheque. We’re a public organisation, funded by harbour activities and the businesses based here. Quite rightly, those clients want to know where their money’s going.
So when we invest in communication — whether it’s online campaigns or trade fairs — we need to show how that strengthens the appeal of the port.
Our team handles a broad range of responsibilities: from corporate communications and media relations to marketing, public affairs and major public events like World Port Days. The challenge is making the right strategic choices across that wide playing field, and ensuring every communication activity serves a clear purpose.
Just like Karien, I believe communications should always be underpinned by evidence. If you can prove the impact — whether it’s in reputation scores, market reach or stakeholder trust — you’ll spend far less time having to justify your work.
van der Eijk: The fact that we’re a major player in international trade and logistics—and that the Port of Rotterdam contributes significantly to the national economy—shapes how people see us. Our research consistently shows that both economic impact and social value are huge drivers of our reputation.
People value the port primarily for its economic strength and its role in innovation and sustainability. When it comes to the Port Authority itself, the focus shifts. Here, it’s all about reliability and efficiency. We’re the organisation that makes sure the port runs smoothly: safe shipping, seamless logistics, and a future-proof infrastructure.
As long as we keep that engine running without hiccups, our reputation stays intact. One of the clearest takeaways from our research, which I’ve mentioned before, is this: boring is beautiful. We need to be an organisation where nothing unexpected happens, where the finances are solid, and the lights always stay on. If we manage that, we’re doing well.
Brinkman: For us, the number one factor is the quality and professionalism of our care. That’s the heart of everything—if people trust they’ll get excellent treatment at our hospital, our reputation stands strong.
A second major factor is how patient-focused we are. A key part of that is shared decision-making: actively involving patients in choices about their care. Research shows we score above average on this, and there’s a clear link with recommendations—when people feel listened to and taken seriously, they’re much more likely to speak positively about us.
The third pillar is our strength as an employer. With around 3,000 employees, we’re one of the biggest employers in the region. That means our reputation doesn’t just matter to patients—it also shapes how healthcare professionals view us. If we’re seen as a forward-thinking and supportive place to work, it makes it easier to attract and retain talent.
So in short: care quality, patient experience, and employer appeal are the three key drivers of our reputation.
Brinkman: Well, yes. Communication plays a major role in how we’re perceived as a hospital. Take the quality of care, for example. That’s the heart of our reputation — but naturally, not everything always goes as we’d hope. We’re only human. Every day, our teams give their all to care for hundreds of patients, but sadly, we can’t help or heal everyone. That’s the reality of working in healthcare — and it makes honest, open communication all the more important.
If you don’t tell your own story as an organisation, a single incident can easily overshadow everything else. That’s why we’ve made a conscious effort to take more control of our own channels. A good example is our online newsletter, which now has 42,000 subscribers and an impressive 70% open rate. That means we reach a bigger audience than all the regional media combined.
We also produce podcasts on topics like heart failure, breast cancer and cataracts, which are listened to across the country. These allow us to share our story and showcase the expertise and dedication within our organisation.
And does it make a difference? I can tell you that it does. We link our communications to key reputation indicators such as patient focus, trust and professionalism. That makes the impact of our efforts measurable.
"We launched an online newsletter that now reaches more people than all the regional media combined."
van der Eijk: We invest in our brand in different ways. Sometimes it’s very visible, through online advertising or by attending trade fairs. Other times it’s more long-term, like with our new visitor centre Portlantis, which will become the port’s physical business card.
We absolutely see the impact of brand investment. A great example is the World Port Days. Every year we draw 350,000 to 400,000 visitors to Rotterdam to experience the port up close. It’s not only a great way to connect with the city and the wider region—it also shows the general public how innovative and relevant the port is.
We’re also putting a strong focus on digitalisation. Online campaigns and social media are crucial tools for reaching specific audiences, like companies looking to set up shop in the port. And yes, the results are measurable. We run continuous reputation surveys to track how both the Port of Rotterdam and the Port Authority are viewed. The insights from that research feed directly into our strategy.
For instance, if we see that sustainability is becoming a bigger factor in our reputation, we make it a stronger focus in our communications. One of the key lessons we’ve learned is that consistency and visibility work. When you invest in a strong brand, it directly shapes how stakeholders view you—and how much licence you have to operate. Our reputation and our licence to operate are closely tied to how we position ourselves as a brand.
Brinkman: My team consists of ten people with a nice mix of backgrounds. Some colleagues have worked in healthcare, while others come from the commercial world. That brings a great balance — we’ve got people who know the sector inside out, and others who bring in fresh perspectives. I haven’t made any major changes to the team, because honestly, there was already a strong foundation when I joined. What I have done is bring in a few key areas of expertise. For example, we’ve strengthened our focus on employer branding, as attracting healthcare staff remains one of our biggest challenges. More recently, I’ve also added capacity in internal communications, which is going to be a priority for us in 2025.
Something I’ve seen in many comms teams — and I noticed it in my previous jobs as well — is that we’re often bursting with creativity, but sometimes fall a bit short on structure and long-term follow-through. That’s why I made a conscious choice to bring in someone who’s brilliant at organisation — a real behind-the-scenes powerhouse. They make sure our processes are tight, our agreements clear, and that everything we do has a solid base for the future. Roles like that often fly under the radar, but they’re absolutely vital for keeping a team running smoothly.
We also work in a really flexible way. Every year I have budget for one or two freelancers. That gives us the breathing space to bring in extra hands where needed — say, for a specific campaign or a short-term project.
van der Eijk: Our communications team is a lot bigger, and it’s much broader than just corporate comms. We’re actually made up of five different teams:
1. Corporate Communications – This covers our spokespersons, media relations, and communications advisors who work with other departments on both internal and external comms.
2. Marketing Communications – Focused on our commercial audiences, working closely with the Commerce department. This also includes our online and digital communications teams.
3. External Affairs – This is our public affairs and lobbying arm, both in the Netherlands and in Brussels. These colleagues maintain our relationships with policymakers, government bodies and stakeholder organisations.
4. Hospitality & Events – Responsible for everything from trade fairs and business events to hosting programmes for international delegations — including port tours and representation at major events.
5. Public Experiences – This is our newest team, which includes our upcoming visitor experience centre, Portlantis. They also run public-facing projects like the World Port Days and our Port Pavilion information centre in Rotterdam.
We’ve grown quite a bit over the last few years. Recently, we brought in a communications advisor focused specifically on local community engagement, and we also hired a specialist in online advertising to help promote Portlantis and maintain the connection with our visitors.
What really defines our team is the sheer amount of expertise we have in-house. We outsource very little, and that’s a deliberate choice. It means we can move fast and align our communications closely with the Port Authority’s broader strategy.
In terms of backgrounds, it’s a diverse bunch. Some colleagues have come from the public sector, others from companies like Procter & Gamble or Nestlé. We also have quite a few people with agency experience, which adds to our ability to think both strategically and practically. Interestingly, we’ve got a good number of people who’ve worked in fast-moving consumer goods. That might sound like a world away from ports, but branding and positioning matter just as much here. As the department grows, we’re also seeing more demand for specialist knowledge — in areas like digital comms, reputational management and public affairs. So we’re continuing to invest there, to make sure we stay ahead of the game.
Brinkman: For me personally, inspiration starts with curiosity. I read a lot — blogs, LinkedIn posts, trade magazines like Adformatie and Frankwatching — and I regularly share interesting insights in our team chat. That might be a smart marketing case, an innovative campaign, or just a fresh trend in our field. I also encourage the team to stay curious themselves. We frequently join webinars and training sessions, and I always say: choose something that really sparks your interest. Whether it’s AI for content creation or a leadership course, it’s all about personal growth.
What also works really well is attending events or conferences together. We do that regularly. It’s not only inspiring but also great fun and really strengthens our bond as a team. We always take time afterwards to reflect: what did we learn, and how can we apply it in our own work?
And finally, we live by the motto: learning by doing. I give my team a lot of freedom to try new things. We often say: “Just create an account, give it a go, and if it doesn’t work, at least we’ve learned something.” That freedom to experiment is incredibly valuable.
van der Eijk: I think that inspiration is all about finding that mix of energy, enjoyment and professionalism. If you bring passion and positivity to your work, that energy is contagious. I try to stay curious and open myself, and I create space for the team to explore new ideas.
Every year, we host a department day where we deep dive into our field. We invite guest speakers, look at best practices, and explore emerging trends. It’s always insightful—and it brings the team closer together.
This year, we also introduced something new: knowledge sessions with external experts. For instance, we’ll invite someone to give a deep dive on how other organisations approach stakeholder engagement, or how AI could reshape our work. We look beyond the public sector — we’re just as interested in what commercial companies or international organisations are doing.
And above all: a good vibe matters. I firmly believe people perform better when they enjoy coming to work. So we don’t just invest in learning —we also invest in fun. Celebrating successes together, or winding down with a drink after a busy stretch, it makes a real difference in how connected people feel to the team.
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