Association Management the 1990s: The Century Closes Without Borders

From the European Single Market to the European Union

Within the European Community (expanded to 15 member states in 1995 with Austria, Finland, and Sweden), the European Single Market was completed in 1992 under the leadership of charismatic Commission President Jacques Delors. This achievement was based on the European Single Act of 1986, with more than 90% of the required legislative measures adopted by a majority vote in the European Parliament within six years.

In the same year, under the chairmanship of Dutch Prime Minister Lubbers, the Maastricht Treaty was signed, establishing the European Union. The treaty introduced far-reaching institutional reforms, including expanded powers for the European Commission, the European Council, and the European Parliament (which held its first direct elections in 1994). It also laid the groundwork for the euro, first introduced as a virtual currency in 1999 and later as a physical means of payment in 2002.

Sector Associations Go ‘European’

From the 1990s onward, a growing share of legislation originated in Brussels, with national laws increasingly shaped by European directives. Many sector associations were compelled to collaborate on a European scale, joining forces to influence new measures ‘at the source’. Employer organisations established offices in Brussels to represent their national members' interests directly.

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Consensus-Building Remains Popular in the Low Countries

This shift however did not mean a decline in domestic activity in our home country the Netherlands. On the contrary, the Netherlands gained global fame in the 1990s for its so-called 'polder model', symbolising a culture of consensus, compromise, and dialogue between government, business, and citizens. The term ‘polder’ referenced medieval practices where nobility, farmers, and townsfolk cooperated to build dykes, manage water levels, and keep the sea at bay.

The late-20th-century version of the polder model responded to ongoing decentralisation, privatisation, and liberalisation of public services, social security reforms, and emerging environmental policies in the 1990s. Associations strengthened their roles as representatives of their members’ interests, while also acting as co-implementers of measures through covenants between government, regulators, and industry. The impact of these covenants was amplified by the instrument of the ‘generally binding declaration’ (in Dutch: AVV), which allowed the government to extend agreed terms to all businesses in a sector, creating a level playing field.

Case Study 1: Packaging and the Environment

One example from Lejeune’s practice was the European Packaging and Packaging Waste Directive of 1994, which set targets for recovering and recycling packaging materials, using recycled materials in new products, and ensuring packaging met ‘essential requirements’ for reuse or recycling.

In the Netherlands, the first Packaging Covenant was signed in 1991. Following the implementation of the European directive into Dutch law in 1997, new agreements were made for 1998–2001 under the second Packaging Covenant, including sub-agreements such as the Paper Fibre Covenant for paper and cardboard packaging. Packaging companies, through their sector associations, were deeply involved in these efforts, with negotiators regularly reporting back to members. This sometimes led to heated debates about the implications for packaging producers, who found themselves squeezed between dominant supply chain players like large suppliers, brand manufacturers, and supermarket chains.

Case Study 2: Internal Environmental Management

In the 1990s, sector associations also played a significant role in implementing government policies. The first Environmental Policy Agreement (EPA) for the Printing and Packaging Industry aimed to improve environmental performance in these sectors. Objectives included waste reduction, energy efficiency, emission reductions, sustainable procurement, awareness, and training. Associations such as KVGO (graphics sector) and Kartoflex (packaging) joined forces to establish the Foundation for Internal Environmental Management, supporting members in meeting these goals.

Case Study 3: Old Paper and Cardboard Certification Scheme

In 1998, the Dutch Federation of Recovered Paper Industry (FNOI) developed the Old Paper and Cardboard (OPC) certification scheme, aligning with the requirements of the Paper Recycling Netherlands Foundation (PRN), which managed efficient collection and processing systems for household paper waste. The OPC certification assured municipalities and the PRN that companies met standards for collection and processing, enhancing the wastepaper industry’s professionalism and reputation.

Developments at Lejeune

The 1990s were years of growth and professionalisation for what was still known as Bureau Le Jeune. The client portfolio expanded significantly, including large European clients in packaging and technology sectors and four organisations in the recycling industry. The team of association managers grew, with Hans Koning joining as an environmental management advisor and Jules, the founder’s son, joining as a specialist in international economic relations.

On the operational side, further steps were taken towards digitalisation. By the end of the decade, the organisation occupied two adjoining buildings on Laan Copes van Cattenburch in The Hague. Internally, computers were connected via a server, and a storage room was converted into a server space. The fax machine was soon replaced by email, and Microsoft software became the standard, with Word, Excel, and PowerPoint transforming office processes.

Several clients launched websites, sparking debates about whether online presence might compromise the exclusivity of membership. Reflecting these changes, the organisation’s name was updated twice: in 1992 to Lejeune Secretariaten and in 1998 to the current name, Lejeune Association Management, marking its evolution into a proactive partner with expertise in association management.