Diversity & Inclusion statement

Within Panteia B.V., we believe it is important that everyone gets the same opportunities to participate in work and to be able to develop and grow. We think it is important that everyone can be themselves and we therefore do not consciously make any distinction between colleagues. The starting point in everything we do is equality.

The Management Board of Panteia endorses this principle and actively contributes to it by making no distinction when it comes to appointing (Team) Managers. Panteia aims to appoint capable and benevolent (Team) Managers, regardless of origin, gender, orientation, religion or other demographic characteristics. These are never part of any decision model for Panteia. People are deployed within Panteia according to their knowledge, skills and interests. As a knowledge organisation, this is of paramount importance and everything else is irrelevant.

This makes us fundamentally a diverse, inclusive and safe environment for anyone who wants to make an impact by conducting or supporting our policy research. This is also well reflected in the gender distribution in the organisation: on average, 60% men and 40% women work here. Within different teams, the distribution can be slightly different, but this has more to do with the theme, than with the hiring policy. Demographic characteristics are only a topic in a positive sense, if, for example, there is a need within a team for a better gender distribution, a different dynamic between young and old or more diversity.

The HRM department is in charge of maintaining our diversity and inclusiveness on a daily basis. Very specifically, these issues are addressed at:
1. Recruitment and selection of new colleagues and trainees;
2. Rewarding (new) colleagues and trainees;
3. Training and development;
4. Hybrid working;
5. Health and safety policy.

1. Recruitment and selection of new colleagues and trainees:
The start of the recruitment and selection process is the writing of the job description. This is always written with diversity and inclusion in mind, within the framework of the job requirements. Given the market Panteia is in, the level of Dutch language is usually decisive. Where this is not or less important, attention is certainly given to candidates other than Dutch speakers. Where the Dutch language is a requirement, that is also the only criterion; origin or country of birth is not taken into account, or only in a positive sense.

Incoming applications are assessed objectively against the established job requirements and personal competences. As soon as an applicant meets the expectations, the applicant is added to the procedure and all stages are completed. Job interviews are conducted by at least two colleagues in almost all cases. To increase objectivity, a mix of a male and a female colleague or a more junior and a more senior colleague is sought in most cases. We let the choice depend on the vacancy to which the applicant has applied.

After all interviews have been conducted, a decision on the applicant's suitability is made with all colleagues involved. This evaluation is made on the basis of the requirements formulated in the job description. If the evaluation is positive, the candidate is invited for a final employment interview. In case of a negative evaluation, the candidate is rejected or, in accordance with the rules of the General Data Protection Regulation (AVG), the candidate is included in a talent pool for possibly a later moment. The candidate will receive an explanation by telephone in case of a negative evaluation.

Although Panteia is a predominantly Dutch company that works largely for the Dutch market, there is also an international branch that conducts research for the European Union, among others. This has created a mix of nationalities. Not only in the Transport & Mobility Team and the Society & Economy Team, but also in the staff, there are colleagues of non-Dutch origin and/or non-Dutch speakers. This diversity makes it lively and interesting for colleagues and increases innovation and creativity within our company. Communication is increasingly bilingual (Dutch and English), which means that non-Dutch speakers are also included in company events and internal communication.

2. Rewarding (new) colleagues and trainees:
Fixed scales and allowances are used both for the different positions and for the different educational levels of trainees. For trainees, a distinction is only made between WO, HBO or MBO level in the level of remuneration. The work to be performed does not form part of the determination of the level of remuneration.

For (new) employees, the position and level of the candidate is decisive. All positions are graded based on the Bakkenist Method, so the starting salary for the same position is the same for everyone. Having more (relevant) experience can have an increasing effect on the starting salary. Colleagues with similar levels of experience are also always considered when setting the starting salary. This prevents gaps between incumbent colleagues and new colleagues. After the starting salary, differences may arise between the level of salaries for the same job at the same level due to individual performance. Higher ratings lead to higher raises. Factors other than performance are not taken into account when setting the new salary. The same score results in the same increase.

3. Training and development:
As a knowledge organisation, Panteia values development and training deeply. Everyone within Panteia therefore has access to an annual individual training budget. This personal budget is irrespective of working hours or job level. In addition, colleagues have access to a training scheme. The assessment of a training request is done by both the (Team) Manager and the HRM Advisor. Only the content of the training is considered. If the application falls within the training scheme, the application is honoured, regardless of the applicant. The rules on whether or not study costs are repaid when leaving the organisation are laid down in the Collective Wage Agreement and apply to everyone.

To further encourage development, development paths are developed. This makes it transparent to everyone what is required of a colleague if they want to grow further within the organisation. By making it transparent, the development path is accessible to everyone and no one is left behind who does not want it. Within the HRM department, one colleague has been specifically appointed to monitor, encourage and facilitate the development of colleagues. Development outside the scope of the employer is also deliberately highlighted annually. We operate on the principle: a learning colleague is a happy colleague.

4. Hybrid working:
Before 2020, it was already possible for Panteia staff to occasionally carry out work elsewhere than in the office. The ICT environment had been made suitable for this for some time. After the pandemic, however, for the first time a policy was formulated to further shape this time- and location-independent working. By now, everyone is allowed to work elsewhere for a maximum of two out of five days. This makes it easier to combine private tasks and work. An additional effect of this hybrid working is also that employees feel safe to arrange working time differently sometimes (temporarily), creating more peace and quiet. This is good for a proper work-life balance. To test how this balance is among employees, Panteia conducts an annual Employee Satisfaction Survey, which explicitly addresses this issue.

5. Health and safety policy:
Not only hybrid working, but also life-phase-aware personnel policy and offering a Periodic Medical Examination are examples of policies aimed at keeping colleagues vital. A few years ago, we chose to join forces with another health and safety service, which works with a multidisciplinary team. Not only with the aim of reducing absenteeism, but especially to shorten the duration of illness. Prompt diagnosis benefits sustainable recovery. This is particularly important for both Panteia and the colleague. In addition to the HRM Advisors and two internal confidential counsellors, the health and safety service also serves as an external confidential counsellor. If, for whatever reason, a colleague does not feel safe enough to raise an issue at work internally, everyone has the option of doing so externally through the health and safety service. In recent years, the counsellors have not been consulted by any colleague, which hopefully indicates a safe environment.

Looking at the culture within Panteia, the policy geared to it and the care with which people are treated here, makes our organisation a fine organisation to work for. There is room for everyone, everyone can be themselves and everyone can develop further. We aim to keep doing this and to further develop and integrate. This is how we believe we will be and remain future proof in an ever-changing world around us. We will certainly make a strong commitment to that!

Management of Panteia B.V.

J-W. Siebers
CEO