Thomas Catersels

Approximately one-third of working Dutch people experience cross-border behavior in the workplace. Cross-border behavior, such as bullying, intimidation, or discrimination, deserves attention within organizations. A safe organizational structure is essential to prevent such behavior. But how do you create such a structure? Cross-border behavior in the workplace does not appear out of nowhere. Often, unwanted behavior patterns, power imbalances, and unclear reporting structures creep into an organization unnoticed. These risks often lie within the organizational structure itself. By identifying these risks, you take an important step towards a safe and positive work environment. In this second blog of the series 'Cross-border behavior in the workplace,' I discuss six common risk factors. I also provide measures to reduce these risks and promote a safe work culture.

Attention employers with 10+ employees: a legal obligation to implement a code of conduct for unwanted behavior is on the way. As a result, the Working Conditions Act will be amended. This legislative change is now open for public consultation. You can provide your input until March 23, 2025, via this link.  

"What is your most important tip for works councils?" As a co-determination lawyer, I get this question regularly. My answer is always the same: make sure you're involved early. Not when all the plans are already on paper, but when there are still real choices to be made. Of course, the executive must follow the rules. Follow the Works Councils Act (WOR). Ask for advice. But those who really want to have influence need to be at the table earlier. When plans are still taking shape. When alternatives are still open. When external advisors have yet to receive their assignments. Because a works council that only wants to be involved at the advice request stage is often too late to make a real difference. Renate Vink-Dijkstra and I recently commented on a case in the JIN journal that illustrated this again.