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Two members of the Supervisory Board

On account of the expiry of the maximum term of appointment of two members of the Supervisory Board of Breda University of Applied Sciences, two vacancies will arise on the Supervisory Board halfway through 2019. We are looking for two members with specific expertise in the areas of operational management/finance and education/research/valorisation, respectively, to complement the existing members of the Supervisory Board.

7 maanden geleden


Landelijk / geen vaste standplaats
Tijdelijk contract / Tijdelijke opdracht
Uren per week:
8 uur
Aantal jaren werkervaring:
5-10 jaar


Duties and responsibilities
The Supervisory Board monitors and supervises the policies of the Executive Board and the day-to-day running of BUas. It also serves as a sounding board for the Executive Board.
By the power vested in it by the articles, the Supervisory Board takes decisions, lends its approval to proposals and keeps abreast of current developments in education, research, organisation and operational management.

Supervisory framework
The Supervisory Board supervises the Executive Board in the performance of its duties and competences and issues advice. To this end, the Supervisory Board uses an Assessment Framework (Supervisory Framework) that specifies how it should supervise the performance of the Executive Board's duties and what the points of departure are in terms of the nature of this supervision. The points of departure specify that the Supervisory Board's chief concerns when performing its duties are the quality of education, research and knowledge valorisation.

The components of the Supervisory Framework are discussed in Supervisory Board meetings in accordance with a schedule to be determined annually. This schedule for the discussion of components by the Supervisory Board is based in part on the planning and control cycle.
The Supervisory Framework shapes and guides the Supervisory Board's supervision of the Executive Board's duties.


The Supervisory Board supervises:

  • the primary process: education, research and valorisation:
    • focus on the quality of education, research and valorisation;
  • the strategy: positioning, portfolio management and external collaboration:
    • the strategy, operational and financial targets, related risks and achievement of objectives within the specified preconditions;
  • the external basis: representation, relations with the business community, the government and politicians:
    • stakeholder involvement in policymaking and communications regarding implementation;
    • engagement of the organisation with current and relevant societal issues;
    • principles, points of departure and preconditions regarding the horizontal dialogue with stakeholders;
    • communications and quality assurance with regard to said dialogue;
  • operational management: funding and compliance with/enforcement of legislation and regulations:
    • provision of financial information;
    • set-up, operation and elaboration of internal risk management and control systems;
  • risk management:
    • compliance with/enforcement of legislation and regulations, including but not limited to the Sector Code;
    • good governance for universities of applied sciences, the funding model and the integrity code.


The Supervisory Board monitors developments within Breda University of Applied Sciences by requesting objective information from the Executive Board and/or specific organisational units about the following topics:

  • Breda University of Applied Sciences' educational ambitions (and the current state of affairs);
  • research and valorisation (vision on education and research; teaching and research accreditations);
  • BUas' ranking in the Options Guide for Higher Education (Keuzegids Hoger Onderwijs) and the verdict of the Accreditation Organisation of the Netherlands and Flanders (NVAO);
  • the HBO Monitor, study success (rates) and quality policy;
  • the satisfaction levels of the various stakeholders, e.g. employee satisfaction (outcomes of the employee satisfaction survey), student satisfaction (National Student Survey/Options Guide), satisfaction level of the professional field (stakeholder meeting), alumni satisfaction (alumni day);
  • student intake;
  • campus (current state of affairs regarding its realisation);
  • BUas' buffer capital, solvency, profitability and liquidity;
  • BUas' turnover, rate of return and market share.

Composition of the Supervisory Board

The Supervisory Board comprises five persons: a chair, a vice-chair and three members. It is represented jointly by the chair and the vice-chair or jointly by either one of them and one other member.

  • Ms E. Lemkes-Straver, chair (Senior Lecturer in Sustainable Production in the Agrifood Sector, HAS University of Applied Sciences);
  • P.C.J. van Grinsven MA, member responsible for operational management/HRM, reserved place on the representative advisory council (CEO NL Startupbootcamp Innoleaps, The Talent Institute);
  • Mr E. van Lambaart, member responsible for strategy (President of the Executive Board of Holland Casino);
  • vacancy, member responsible for operational management/finance;
  • vacancy, member responsible for education/research/valorisation.


The Supervisory Board has established three core committees to prepare decisions for three key areas:

  • the Remuneration Committee, consisting of a chair and a member;
  • the Audit Committee, consisting of a chair and a member;
  • the Education, Research and Valorisation Committee, consisting of a chair and a member.

The Supervisory Board meets five times a year, including once to determine its own schedule and once for a strategy meeting. In addition, the committees meet at least twice a year. In practice, the number of committee meetings will be close to the number of Supervisory Board meetings, with the exception of meetings of the Remuneration Committee.
The Supervisory Board consults with the representative advisory council twice a year.
Depending on developments, members of the Supervisory Board and members of the Executive Board contact each other in between meetings. For the chair and the vice-chair of the Supervisory Board, these contacts add up to a small additional number of mornings/afternoons a year.


The profile for members of the Supervisory Board is as follows:

  • extensive experience in a managerial and/or supervisory role;
  • an affinity with education, research and/or valorisation;
  • relevant international experience.

With regard to the vacancies on the Supervisory Board, the focus areas are:

  • the primary process/education and research, with a particular emphasis on ICT;
  • operational management/finance.


Breda University of Applied Sciences is an independent international institution for higher education and research. The focus of this dynamic organisation is the development of teaching, professional practice and academic knowledge in the areas of Games & Media, Hotel Management, Facility Management, Logistics, Physical Planning & Traffic and Tourism & Leisure.

In collaboration with the various national and international professional fields, Breda University of Applied Sciences (BUas) educates students to become professionals who are ready to embark on a career in an increasingly global working and knowledge environment. The institution's aim is to inspire and challenge its students and staff to make the most of their talents, integrate their knowledge and skills and put them at the service of society in a sustainable fashion.