Profile Description of Supervisory Board Members
The members of the Supervisory Board operate based on their expertise in the interest of the foundation's field of work. They link their specific expertise to 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, it is essential to possess strategic thinking, governance knowledge, and an 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 within sectors where digital transformation is also relevant is important. The members of the Supervisory Board make this network available to support 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 conducts its oversight within the entirety of laws and regulations, the statutes, and regulations of DEN. The board follows the recommendations for governance and supervision from the Governance Code Culture concerning supervisors in the cultural sector and also adheres to the Diversity & Inclusion Code and the Fair Practice Code.
The Supervisory Board organizes its meetings based on an annually updated calendar, an information protocol, and a vision for oversight.
The main tasks of the board are:
- Overseeing an efficient and accountable allocation 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 business community.
There is a keen awareness of preventing conflicts of interest. The Supervisory Board holds an impartial and independent position in relation to companies/organizations such as commercial stakeholders, suppliers, other organizations from the cultural sector, 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 to the Board.
Read more about the working methods, vision, and current focus points in the Supervisory Board Framework 2026 and Beyond. (opens in new tab)
Specific Requirements for the Chairperson
The chairperson regularly communicates with the managing director and is responsible for:
- preparing the agenda together with the managing director;
- leading the meetings;
- ensuring decision-making in accordance with the 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 has an understanding of governance processes and dynamics and can communicate the governance policy both internally and externally. The chairperson is communicatively strong and able to engage at all levels.
The chairperson acts as a sparring partner for the director and is available and accessible.
Having strategic insight and governance experience as a director, board member, or commissioner in large companies/public organizations is essential.
Composition of the Supervisory Board
The Supervisory Board consists of at least five and no more than seven members, including the chairperson. Members and the chairperson are recruited through an open procedure following the Governance Code Culture. If no suitable candidates emerge, new members may be appointed through co-optation. The managing 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 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 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 achieve diversity and inclusion 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 be reappointed once for a period of four years. Members of the Supervisory Board receive an annual remuneration of €1,500 (members) and €1,900 (chairperson) for their work.
DEN strives for a diverse board composition in terms of age, gender, (cultural) background, and residence. In the case of equal qualifications, preference is given to a candidate who enhances diversity within the board.
Meet our current Supervisory Board members here. (opens in new tab)
