The taxi sector, an industry that is largely dependent on its employees, is struggling with an alarming problem that is increasingly coming to light: unwanted cross-border behavior by shareholders. This is evident from months of research by our editors, in which we had conversations with employees from the industry.
In this article, we have chosen not to mention specific names or companies. Our goal is not to single out individual companies or individuals, but to shed light on an industry-wide problem that requires attention and action. We want to raise awareness and provide a platform for the voices of those affected by these issues, in the hope that this will lead to self-reflection and positive change.
Many people see shareholders as silent investors, but this image does not seem to hold true within the taxi sector. According to the interviewed employees, shareholders are often diametrically opposed to management and employees. They demand outrageous results and are not afraid to back up their demands with loud voices or bang their fists on the table when they want to make a point.
This approach has serious consequences. Employees complain of physical and emotional complaints as a result of the immense workload. This cross-border behavior seems to contribute to a high turnover of personnel within the sector. Every year, dozens of employees leave because they can't meet the company's unreasonable demands.
Particularly troubling is that even CEOs are not immune to this inappropriate treatment. Multiple sources report that executives are sometimes replaced overnight, without having had the opportunity to change or adjust company policies as they see fit.
Company culture and work environment play a major role in retaining employees, including managers. An environment of inappropriate behavior, high pressure, or even racism can have a negative impact on the well-being of managers and their willingness to stay with the company. Managers are often the first point of contact for shareholder concerns and demands. Continued exposure to unreasonable pressure, aggressive communication or unethical behavior from shareholders can lead to stress, demotivation and ultimately the decision to leave.
However, a solution is not easy. The influence of shareholders is far-reaching and not easy to temper. However, a good start can be to have open discussions about this issue and to denounce shareholder behavior. There are several reasons why shareholders may react in such a way. The primary driver for many shareholders is the return on their investment. They may become frustrated when a company fails to meet their financial expectations and express their frustration in an aggressive manner.
Some shareholders may not have extensive experience or knowledge of day-to-day operations. This can lead to unrealistic expectations and a tendency to push without fully understanding what it takes to achieve certain objectives. Sometimes there is a lack of clear communication between management and shareholders. If shareholders do not feel they are fully aware of what is happening in the company, they may be more inclined to pressure or even intimidate.
In some cases, the culture within a company or sector can lead to transgressive behaviour. If aggressive behavior is considered normal or tolerated, shareholders may become more likely to behave in this way. For example, shareholders may knowingly or unknowingly employ racial stereotypes or biases in their interactions with employees or executives of a particular ethnic or racial background. They may also place disproportionate expectations or pressure on individuals based on their race or ethnicity.
This type of behavior is not only unethical and unfair, but may also be illegal depending on the laws of the country concerned. Addressing racism in the workplace is a critical step in creating an inclusive, respectful and fair work environment for all employees.
We want to use this article to encourage companies and shareholders to practice self-reflection and take responsibility for their role in shaping the work environment. It's time to listen, learn and take action to create a more positive, inclusive and respectful workplace for all.
Fostering a culture of transparency and openness within companies can also be a crucial step. This could mean that shareholders regularly report on their interactions and decisions, and that employees are encouraged to raise concerns or complaints without fear of retaliation.
Finally, it is important that the taxi sector as a whole faces these problems. Industry associations, unions and business leaders must work together to promote a safe and respectful work environment. This will not only benefit current employees, but also secure the industry's future as an attractive and sustainable employer.
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While it is important to recognize that this behavior can occur anywhere, organizations should strive to create an environment where such behavior is acknowledged, addressed, and not tolerated. This can be achieved by implementing clear policies against harassment, providing employee training, and encouraging a culture of respect and equality. In particular, leaders and individuals with influence, such as shareholders, must be aware of the power they hold and use it responsibly. They must also be held accountable for their behavior and the impact it may have on others in the organization.
What is your company's risk of cross-border behaviour? Do the scan and discover where the points of attention for your company lie. It takes a maximum of 5 minutes to fill in and you will receive advice immediately. Would you like to discuss a specific situation? Call an expert via the Victim Support Netherlands Advice Line for professionals on 0900-0101 (option 3 in the menu).