Dependent and independent supervisory board members

Supervisory boards must be sufficiently independent. The idea behind this is simple: independent members are better able to supervise. When composing the supervisory board (or non-executive directors in a one-tier board), it is important to consider the independence requirements. But how does that actually work?
Dependent and independent supervisory board members

Corporate Governance Code framework

The Dutch Corporate Governance Code 2025 (the Code) provides a clear framework for listed companies. For example, the Code states that supervisory board members are not independent if they had a business relationship with the company in the year prior to their appointment or were employed by the company within the previous five years. The large company regime also sets specific independence requirements. These requirements also apply to the ‘works council-appointed supervisory board members’. This often raises practical questions.

Unlisted companies that do not apply the large company regime must usually also ensure that their supervisory board members are sufficiently independent.

Common practical questions and our approach

We frequently encounter recurring questions in our practice. For example, can a major shareholder – such as a private equity investor or a founder – appoint their ‘own’ supervisory board member? If so, to what extent may that member allow themselves to be primarily guided by that major shareholder’s interests? In what situations will this member have a conflict of interest and what are the consequences?

Houthoff’s corporate governance experts regularly advise supervisory boards, management boards and shareholders on these corporate governance issues. They will be pleased to give you practical guidance to handle these matters effectively.

Corporate Governance
Corporate governance provides the framework for effective management and supervision within companies. It regulates the allocation of responsibilities among the management board, the supervisory board and other stakeholders. Management board and supervisory board members bear significant obligations in that regard and face personal liability risks in cases of mismanagement or inadequate supervision.
Public governance
Effective governance in the (semi-)public sector requires a balance between regulation, social norms and crisis management. Houthoff helps directors navigate strategically within complex frameworks and reputation risks.
Stakeholdermanagement
Stakeholder management is essential for good governance. The Corporate Governance Code 2025 calls for the active involvement of stakeholders in sustainable and socially responsible decision-making.
Responsibilities and expectations managing and supervisory directors
For companies with operations in the Netherlands, it is essential to fully understand the legal frameworks and governance expectations for directors and supervisory directors to ensure that those roles and responsibilites are properly fulfilled.
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