Profile Sketch of Supervisory Board Members
The members of the Supervisory Board operate from their expertise in the interest of the foundation's field of work. They combine their specific expertise with the foundation's mission as a cross-sectoral supporting institution in the field of digital transformation. They consider the context of cultural and creative organizations while recognizing the urgency for these organizations to take steps in the process of digital transformation.
For the chairperson and the members of the Supervisory Board, it is essential to have strategic thinking skills, governance knowledge, and affinity with the cultural sector. Experience with or curiosity about complex societal issues arising from increasing digital innovation within society is necessary. An extensive and actively maintained network in sectors where digital transformation is also important is crucial. The members of the Supervisory Board make this network available for DEN's objectives. The Supervisory Board maintains a good balance between its supervisory role and its advisory function for the management. The Supervisory Board oversees in a stimulating and critical manner.
Framework of the Supervisory Board
The Supervisory Board carries out its oversight within the framework of laws and regulations, the statutes, and DEN's regulations. The board follows the recommendations for governance and oversight from the Governance Code Culture concerning supervisors in the cultural sector and also adheres to the Code Diversity & Inclusion and the Fair Practice Code.
The Supervisory Board organizes meetings based on an annually updated calendar, an information protocol, and a vision on oversight.
The board's main tasks are:
- Overseeing the efficient and accountable use of DEN's resources;
- Fulfilling the employer role concerning the executive director;
- Advising and supporting the executive director;
- Acting as ambassadors for DEN's objectives to the cultural and creative sector, government, politics, media, and business community.
There is a keen focus on preventing conflicts of interest. The Supervisory Board maintains an impartial and independent position concerning companies/organizations such as commercial stakeholders, suppliers, other organizations in the cultural sector, the government, and politics.
The chairperson and members are open, collegial, and socially oriented, work well together, and are attentive to the human resource aspects within the organization. Inclusive thinking and acting are fundamental principles for the board.
Specific Requirements for the Chairperson
The chairperson regularly communicates with the executive director and ensures:
- The preparation of the agenda, together with the executive director;
- Leading the meetings;
- Ensuring decision-making in accordance with statutes and regulations;
- Further professionalizing the Supervisory Board;
The chairperson has a connecting personality, a sense of interpersonal relationships, a broad network, is decisive, effective, and dynamic. The chairperson understands governance processes and dynamics and can represent governance policies both internally and externally. The chairperson is a strong communicator and capable of communicating at all levels.
The chairperson serves as a sparring partner for the executive director and is available and accessible.
Strategic insight and governance experience as an executive, board member, or commissioner in large companies/public organizations are essential.
Composition of the Supervisory Board
The Supervisory Board consists of at least five and at most seven members, including the chairperson. Members and the chairperson are recruited first through an open procedure, following the Governance Code Culture. If no suitable candidates are found, new members can be appointed through co-optation. The executive director can recommend individuals for appointment to the Supervisory Board.
The following specific composition is important for a well-functioning and balanced Supervisory Board:
- Chairperson: see specific requirements for the chairperson;
- At least one member is an entrepreneur, preferably in a professional environment outside the cultural sector where digital transformation is relevant, thereby broadening DEN's horizon;
- At least one member has professional involvement with the integrated approach to digital transformation at a strategic level in a cultural institution;
- At least one member works in the field of knowledge sharing, for example, within a knowledge institute or higher and/or academic education, preferably combined with knowledge of digital transformation;
- At least one member works in a sector characterized by innovative practices, thereby broadening DEN's horizon;
- At least one member has professional involvement in (innovative) developments related to the digital transformation of society.
DEN aims to have diverse and inclusive representation in its personnel and among members of the Supervisory Board.
When appointing members, consideration must be given to ensuring the continuity of the Supervisory Board. The initial appointment period is a maximum of four years. Members of the Supervisory Board can then be reappointed once for a period of four years. Members of the Supervisory Board receive an annual fee of €1,500 (members) and €1,900 (chairperson) for their work.
DEN strives for a diverse board in terms of age, gender, (cultural) background, and residence. In cases of equal suitability, preference is given to a candidate who enhances the diversity within the board.
Meet our current Supervisory Board members here. (opens in new tab)
