1. What interventions would you suggest the executive team take in order to achieve their aim of moving towards a culture where diverse groups are treated fairly?
2. What impact do you think your suggested interventions will have upon:
a. Eastern European employees;
b. Northern and Western European employees;
c. Senior management team

Eurozone is a political lobbying organization based in Brussels. Founded 15 years ago by two ex-European Members of Parliament, its aim is to draw the attention of Members of the European Parliament and other influential bodies to the issues considered important by its clients. In the past, Eurozone lobbyists have sought to influence around issues such as immigration policies and the entry into the European Union of new countries; discussions around the common agricultural and fishing policies; and the allocation of various pots of European funding. Their lobbyists work for a wide range of clients including business and political groups. The success of the organization has seen an associated expansion of the number of employees. Founded by Hans Klein, a German national, and René Mertens, a Belgian national, the company now employs ten other people. Additionally, the firm uses freelancers who are employed for specific assignments. These jobs are seen as particularly accessible for women who might want to combine the work with having a family. The relationship between the firm and its freelancers is particularly important because it enables the firm some flexibility around workload. The owners pride themselves on the effective long-term relationships they have built with some freelancers and that they will prioritize working for them above other lobbying organizations. One of the key successful attributes of the company is that as the EU has expanded they have been successful in their ability to bring in a range of diverse clients from the different European nations. One of the factors that have attracted these clients has been the diverse composition of the company. Many of those involved in European politics recognize that the area is heterogeneous and that the key issues and interests of those in Western and Northern Europe may differ from those in the East and the South. Therefore, the company’s strategy has focused upon recruiting some new staff from Eastern Europe to deal with the increasing number of assignments that have arisen as a result of the expansion of the EU. The owners believe that there is a clear business case for this recruitment strategy in that they expect that Eastern European clients will be more at ease with these staff. Therefore, this will give them some advantage over their competitors in what is an increasingly crowded market. The executive team of the company consists of the two owners and Angela Goossens, another Belgian national who was René’s PA having previously worked with a number of other European Members of Parliament. Angela’s role is to manage the firm’s office whilst the two owners – together with the other regular staff – focus upon lobbying and business development. The executive team have a weekly Monday morning meeting where work in progress and new assignments are reviewed and allocated. The assignments that the company deal with can roughly be divided into two kinds: those that are more general or issue specific, and those that are associated with particular countries or regions. In allocating work, the executive team decide. Angela to investigate and advise about how to make their business more inclusive.