Embracing inclusive Leadership – a must for the New Generations.

In today’s dynamic workplace, younger generations are not just looking for jobs—they’re seeking environments where they can thrive, feel valued, and make a difference. They wish to see themselves reflected in company leadership.

Gen Z, the most diverse generation in European history, is steadfast in their support for DEI initiatives. Approximately 83% of Gen Z in Europe consider an employer’s commitment to diversity and inclusion when deciding where to work (a Monster poll). For many in this generation, culture and values outweigh compensation. Gen Z is also the most diverse generation the USA has known, with approximately 48% non-white, 22% identifying as LGBTQ+, and 30 % neurodivergent (Forbes and poll by Understood.org). This diversity shapes their strong stance on inclusivity and equity in the workplace. They are not just passively accepting DEI; they are actively demanding it.

While there is a noticeable shift towards far-right and isolationist policies among younger individuals, the overall trend is still towards advocating for inclusive and equitable environments. This duality reflects the complex dynamics at play, where economic concerns, political dissatisfaction, and a desire for meaningful change intersect.

It’s crucial for organizations to recognize the diverse nature of the younger generations and their prioritisation of an inclusive company culture. Embracing inclusive leadership helps attracts and retain talent and fosters a more innovative and collaborative workplace. Cutting back on DEI initiatives could be costly for companies, as younger employees are quick to leave organizations that do not reflect their values (facilitated by current shortages on the job market). They are looking for workplaces where they feel respected, valued, and included, and they are willing to scrutinize companies’ actions and commitments to DEI before joining.

Caroline Allertz, Career Coach and Accessibility Expert

Reputations at stake: companies face a defining moment for DEI.

In an executive order issued on 20 January, President Donald Trump ordered the elimination of diversity, equity and inclusion programs within the federal government. Government agencies are instructed to no longer consider diversity in hiring and to exclude DEI training in employee development programmes. A day later, Trump intensified his campaign against diversity programmes by urging the private sector to participate in this initiative.

This recent and now escalated backlash towards DEI programmes has resulted in companies such as Meta, McDonalds, Boeing, Ford Motor Co, John Deere and others announcing measures to either roll back or eliminate DEI initiatives and in some cases also cease support of cultural awareness events.

Fortunately, there are examples of sincerity in action! Some companies have issued public statements reaffirming their commitment to diversity and inclusion, despite the federal changes. Costco has refused to abandon its DEI policies. The company’s board of directors unanimously advised shareholders to reject a proposal from the conservative think tank, the National Center for Public Policy Research. The board announced that it believes their commitment to an enterprise rooted in respect and inclusion is appropriate and necessary.
Apple’s board also urged shareholders to reject a proposal from the same think tank. Delta Airlines said it remains committed to DEI.

The upcoming months will show which companies stand firm in their commitment to greater inclusion. This is a defining moment for company boards. The international community and the broader workforce will be watching to see which (global) companies will choose an ethical path.

Janet Poot

Transposition of the European Accessibility Act into legislation in the Netherlands.

The European Accessibility Act (EAA) has received relatively little attention in the Netherlands but quietly everything is being prepared for an impactful entry on 28 June 2025. The EAA has now been transposed into our national legislation through various existing laws and regulations and the Netherlands is on track. On 28 June the new digital accessibility rules will be in full force!

In our experience, most large Dutch companies lack a sense of urgency and a wait-and-see attitude is more the rule than the exception. We hear questions such as: Does this even apply to us? How many of our customers need this? Surely there is no rush? Why incur unnecessary costs prematurely? How high are the fines and is it worth investing in digital accessibility?
The ‘Accessibility’ train is not going to stop and the sooner companies take action the less costly and disruptive this will be for them. They will also avoid reputation loss and falling behind in the process of Design for all!

The European Accessibility Act is a directive that had to be translated into the national legislation of EU member states. This gave each member state the opportunity to make this European legislation as compatible as possible with their existing legislation. Each country may go further than the European Accessibility Act requires, but no less far. For example, the scope of the EAA may be extended from digital accessibility to the accessibility of the physical environment. Companies, anywhere in the world, that serve consumers in the EU will have to deal with the EAA and especially if they sell through a website (e-commerce). Which Dutch laws have been amended as a result of the EAA? For products, the rules are laid down in the Commodities Act and the Accessibility Act Decree 2023. For services, the requirements are spread across sector-specific legislation such as the Telecommunications Act, the Civil Code (for e-commerce companies), the Financial Supervision Act and the Equal Treatment on the Basis of Disability or Chronic Illness Act and the Consumer Protection Enforcement Act.

We would like to assist you in getting started with the EAA. Leveraging our expertise in international business, our understanding of Dutch and European law, and our clear approach to accessibility, we offer comprehensive audits and training courses. These services are designed to build knowledge and expertise within your organization, enabling you to prioritize accessibility internally and efficiently comply with new legal requirements.

Caroline Allertz,
Lawyer, JPC International B.V.
https://lnkd.in/g-6YAguZ

Turning the Page – Happy New Year!

As we reflect on the past year, we want to extend our gratitude to our clients and contacts for our cooperation and inspiring conversations throughout 2024.

This year has brought significant challenges and unexpected changes for some of our clients, especially in markets where crises have exerted immense pressure on individuals and businesses. We admire their resilience and adaptability in navigating these times and we are honoured to have been given the opportunity to design and deliver programmes on mastering strategies in times of crisis.

In more stable markets we have enjoyed working alongside remarkable individuals who constantly seek to increase their leadership capacity, both locally and internationally.

Our ambition for 2025 is to play a pivotal role in helping more management teams navigate uncertainty and acquire new skills in the face of rapid change. Our recommended growth strategies prioritise fostering inclusive cultures that achieve digital accessibility.

We wish you all a prosperous 2025, filled with opportunities for business growth and personal fulfillment. May the New Year inspire wise decisions from global leaders, promoting peace and cooperation across borders.

Navigating Uncertainty: Mastering Consulting Strategies in times of Crisis.

It was an honour to be invited by the EBRD (European Bank for Reconstruction and Development) in Beirut to develop and deliver an online programme for consultants in Lebanon in December 2024. Thanks to having worked in Lebanon before, I was aware of the resilience, creativity and perseverance of consultants who have faced multiple crises in Lebanon in recent years.

The recent airstrikes had added a new dimension to the level of uncertainty, volatility and market complexity.

The programme I designed together with my colleague, Caroline Allertz, ‘Navigating Uncertainty: Mastering Consulting Strategies in times of Crisis’ was tailored to identifying opportunities within the context of mounting pressures on individuals and organisations to succeed. The two-day programme highlighted opportunities within consulting at this time and enhanced the contact between consultants in diverse fields of specialisation.

It is rewarding that we will be delivering this programme to a new group of experienced consultants in January 2025.