Diversity sometimes rubs

Not only topics such as the corona pandemic or climate change are cross-border themes. The same goes for diversity and inclusion (D&I). Therefore, Europe has 26 Diversity Charters in different Member States, with more than 15,000 signatories. They are committed to promoting diversity and creating equal opportunities in the workplace.

This solid European embedding is extremely important. Everywhere in Europe there is still room for improvement in the field of equal opportunities. In addition, I think we can learn so much from each other. However, when I suggested launching a Dutch Charter in 2015, politicians were hesitant. The Netherlands was already leading the way when it came to emancipation and integration, the politicians thought. So we didn't need a diversity charter, did we? By 'moving into' Europe, I was able to demonstrate that there was indeed a need. Our neighboring countries had already set up charters, based on the idea that there is a world to be won in the field of D&I. Through the French Charter, I received confirmation almost immediately from 7 multinational companies that they would be happy to sign a Dutch Charter at its launch. Without this European cooperation, there would not have been a Diversity Charter in the Netherlands. The current interaction between European signatories is just as powerful as it was then. We inspire and inform each other. Prompted by current events, the discussion is sometimes really on the cutting edge.

For example, how do you monitor inclusion in times of a pandemic? Or take the countries where Russians are an ethnic minority. How do you prevent the marginalization of this group in the workplace?

What all charters have in common is that they want to promote inclusion and diversity in a broad sense and on multiple dimensions: from work capacity, ethnic-cultural diversity and gender to age and LGBTI+. This commonality makes the charter attractive to multinational signatories who think internationally.

Despite the shared character, the approach differs per country. In the Netherlands, we have a so-called ‘polder charter’; it is a matter of constant negotiation between employers and employees. The German Charter is more focused on the top of the corporate world. Belgium has two charters, one for Wallonia and one for Flanders, both with a different approach. And so I can go on and on. Monitoring is done differently everywhere. This space for local interpretation has its advantages. If I'm being honest, I would sometimes like to recognize more of the Dutch model in the European charters: a fairly 'strict' Policy & Action Plan for signatories, with which we achieve significant results. But quickly I stop myself and think: Everyone's way is allowed. That is the foundation of inclusion.