Profile Description 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 are mindful of 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 members of the Supervisory Board, strategic thinking, governance knowledge, and affinity with the cultural sector are essential. Experience with or curiosity about complex societal issues arising from increasing digital innovation within society is necessary. An extensive and actively maintained network within 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 exercises stimulating and critical oversight.
Framework of the Supervisory Board
The Supervisory Board conducts its oversight within the entirety of laws and regulations, DEN's statutes, and regulations. The board follows the recommendations for governance and oversight from the Governance Code Culture regarding supervisors in the cultural sector and also adheres to the Code Diversity & Inclusion and the Fair Practice Code.
The Supervisory Board organizes its meetings based on an annually updated calendar, an information protocol, and a vision on oversight.
The main tasks of the board are:
- Supervising the efficient and accountable use of DEN's resources;
- Fulfilling the employer role concerning the director;
- Advising and supporting the director;
- Acting as ambassadors for DEN's objectives towards the cultural and creative sector, government, politics, media, and businesses.
There is a strong focus on preventing conflicts of interest. The Supervisory Board has 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 director and ensures:
- Preparation of the agenda, together with the 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 policy both internally and externally. The chairperson is communicatively strong and capable of communicating at all levels.
The chairperson is a sparring partner for the director and is available and accessible.
Strategic insight and governance experience as a member of the management board, board member, or commissioner at large companies/public organizations are necessary.
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, in line with the Governance Code Culture. If this does not yield suitable candidates, new members may be appointed through co-optation. The director can recommend individuals for appointment as members of 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 integral 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 scientific education, preferably combined with knowledge about digital transformation;
- At least one member is employed in a sector characterized by innovative work, 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 staff and among members of the Supervisory Board.
When appointing members, continuity of the Supervisory Board must be ensured. The first term of appointment lasts 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 a remuneration of €1,500 (members) and €1,900 (chairperson) per calendar year for their work.
DEN strives for a diverse board composition in terms of age, gender, (cultural) background, and place of residence. In case of equal suitability, preference is given to a candidate who enhances diversity within the board.
Meet our current Supervisory Board members here. (opens in new tab)
