<html xmlns:v="urn:schemas-microsoft-com:vml" xmlns:o="urn:schemas-microsoft-com:office:office" xmlns:w="urn:schemas-microsoft-com:office:word" xmlns:m="http://schemas.microsoft.com/office/2004/12/omml" xmlns="http://www.w3.org/TR/REC-html40"> <head> <meta http-equiv="Content-Type" content="text/html; charset=Windows-1252"> <meta name="Generator" content="Microsoft Word 15 (filtered medium)"> <style></style> </head> <body lang="EN-GB" link="blue" vlink="purple" style="word-wrap:break-word"> <div class="WordSection1"> <div> I completely agree with what Nick, Randy and others have written. I have watched the discussion over the past year and grown increasingly worried about the view of governance of the RIPE NCC. I understand that members have views or concerns on the overall direction, activities or charging scheme models, but this has on and off now been translated to views on everything from salaries and pay schemes to number of servers and cloud compute models. We have elected a board to run the company on our behalf. We can provide input on strategy and direction, but the board represent us and runs the company for us. They do this by setting strategy and objectives for the executive team. I worry that the RIPE NCC is starting to fall for poor governance and a lack of clarity on how governance of any organisation works, and what constitutes good governance. It is not through micromanagement. <o:p></o:p> <o:p> </o:p> As members let�s ensure good corporate governance rules at the RIPE NCC and let�s hold ourselves to this as well. <div> <div> Best Regards, - kurtis - --<o:p></o:p> Kurt Erik Lindqvist, CEO<o:p></o:p> T: +44 (0) 20 7645 3528 | <a href="http://www.linx.net" title="http://www.linx.net/">www.linx.net</a><o:p></o:p> <a href="https://www.linx.net/" title="https://www.linx.net/"><img border="0" width="157" height="59" style="width:1.6354in;height:.6145in" id="Picture_x0020_5" src="cid:image001.png@01DAB0DB.C9BDB370" alt="b8dd7c7e-5b7a-4bb3-bf55-4265639a41be"></a> London Internet Exchange Ltd (LINX) C/O WeWork, 2 Minister Court, London, EC3R 7BB, United Kingdom Registered in England number 3137929 <a href="https://twitter.com/linx_network" title="https://twitter.com/linx_network"><img border="0" width="31" height="31" style="width:.3229in;height:.3229in" id="Picture_x0020_4" src="cid:image002.png@01DAB0DB.C9BDB370" alt="09f5285b-9bf5-4663-a1d5-f335264499f8"></a><a href="https://www.linkedin.com/company/linx" title="https://www.linkedin.com/company/linx"><img border="0" width="37" height="37" style="width:.3854in;height:.3854in" id="Picture_x0020_3" src="cid:image003.png@01DAB0DB.C9BDB370" alt="0ab2af08-4510-4094-a068-c92129623c5c"></a><a href="https://www.facebook.com/LondonInternetExchange/" title="https://www.facebook.com/LondonInternetExchange/"><img border="0" width="37" height="37" style="width:.3854in;height:.3854in" id="Picture_x0020_2" src="cid:image004.png@01DAB0DB.C9BDB370" alt="34761a22-8ab1-4259-b5a4-c45509cfc94a"></a><a href="https://www.youtube.com/user/LINXnetwork" title="https://www.youtube.com/user/LINXnetwork"><img border="0" width="37" height="37" style="width:.3854in;height:.3854in" id="Picture_x0020_1" src="cid:image005.png@01DAB0DB.C9BDB370" alt="591060a6-addb-47a4-a833-1c93e4b644f4"></a> </div> </div> <div id="mail-editor-reference-message-container"> <div> <div style="border:none;border-top:solid #B5C4DF 1.0pt;padding:3.0pt 0cm 0cm 0cm"> From: members-discuss <members-discuss-bounces@ripe.net> on behalf of Sebastian-Becker@telekom.de <Sebastian-Becker@telekom.de> Date: Monday, 27 May 2024 at 18:14 To: nick@netability.ie <nick@netability.ie>, mihail@fedorov.net <mihail@fedorov.net> Cc: members-discuss@ripe.net <members-discuss@ripe.net> Subject: Re: [members-discuss] Questions to RIPE NCC in light of last GM </div> <div> +1 This! Thanks, Nick. Especially: No-one is going to benefit from turning the RIPE NCC from a working organisation into a paper mill where every unit of activity needs to be turned into 10 units of reports. -- Kind Regards Sebastian <div id="mail-editor-reference-message-container"> <div> <div style="border:none;border-top:solid #B5C4DF 1.0pt;padding:3.0pt 0cm 0cm 0cm"> Von: members-discuss <members-discuss-bounces@ripe.net> im Auftrag von Nick Hilliard (Network Ability Ltd) <nick@netability.ie> Datum: Montag, 27. Mai 2024 um 18:36 An: Mihail Fedorov <mihail@fedorov.net> Cc: members-discuss@ripe.net <members-discuss@ripe.net> Betreff: Re: [members-discuss] Questions to RIPE NCC in light of last GM </div> <div> Mihail, you're confusing policy governance and operational micromanagement. These two things are fundamentally different. No doubt there's a bunch of people working in the RIPE NCC who have visibility into per-port switch traffic counters, and exactly what model of servers are used, and in which rack location and what style of PSU they're connected up to, and maybe even whether a port should use a grey cable or a black cable. I'm also sure the CFO has proper oversight into material expenditure - for sure his presentation at the GM a couple of days ago suggested that there were appropriate fiscal controls in place in the organisation. But what you're asking for has nothing whatever to do with functional corporate governance. I can see why it might be of passing interest from the point of view of idle curiosity, but that's about it. No-one is going to benefit from turning the RIPE NCC from a working organisation into a paper mill where every unit of activity needs to be turned into 10 units of reports. Nick </div> </div> </div> </div> </div> </div> </div> </div> </body> </html>