March 31, 2026, Diversity & Inclusion Breakfast

Date: March 31, 2026
Time: 8.30 – 10.30
Venue: Vattenfall, Hoekenrode 8, 1102 BR Amsterdam

Optimising International Teamwork: Cultural Diversity as an Asset 

Such an insightful and inspiring morning! Together with Vattenfall CEO Cindy Kroon, Stephanie Hinton-James, Director of Diversity, Equity and Inclusion at Vattenfall and Wanne Wiersinga, intercultural management specialist and partner at Itim International, we took a deep dive into what happens in mergers & acquisitions when different business cultures meet.  

The primary objective of the presentation was to demonstrate how cultural diversity can be leveraged as a strength in international teams and to emphasise the role of structured decision-making in achieving business outcomes through cultural understanding and inclusion. 

The presentation explored the importance of understanding cultural diversity in international teamwork. Wanne Wiersinga discussed how cultural values shape behaviours and communication styles, using examples from Dutch, Swedish, and other cultures. The talk highlighted the risks of misinterpreting behaviours due to cultural differences and emphasised the need to balance cultural insights with individual personality. Key dimensions of cultural differences, such as attitudes toward power, individualism vs. collectivism, and approaches to conflict and uncertainty, were analysed.  

Stephanie Hinton-James, Director of Diversity, Equity and Inclusion, shared practical insights on the decision routines Vattenfall has implemented to assure decision consistency and decision quality. These tools directly impact business outcomes, particularly in mergers and acquisitions and diversity initiatives. 

Key take aways Wanne Wiersinga: 

• Cultural values significantly influence behaviours and communication styles in professional settings. 

• Misinterpreting cultural behaviours can lead to conflicts, such as perceiving Dutch directness as rudeness or Swedish silence as passive-aggressiveness. 

• Culture is a learned behaviour that provides orientation but should not override individual personality. 

• Diverse teams outperform monocultural teams when there is safety, communication, and creativity. 

• Key cultural dimensions include attitudes toward power (hierarchy), individualism vs. collectivism, and approaches to conflict and uncertainty. 

• The Netherlands and Sweden share similarities in flat hierarchies and task-oriented approaches but differ in communication styles (e.g., Dutch directness vs. Swedish harmony). 

• The Law of Jante in Scandinavian cultures emphasizes humility and discourages standing out. 

Key take aways Stephanie Hinton-James: 

• Decision quality and consistency are critical for business outcomes, particularly in mergers and acquisitions and diversity initiatives. 

• Vattenfall focuses on decision-making processes to drive diversity and inclusion, with 70% of efforts directed toward governance and decision quality. 

• Cultural due diligence is essential in mergers and acquisitions to avoid fragmentation and ensure successful integration. 

Then Cindy Kroon, CEO of Vattenfall, entered the stage. She immediately got the laughers on her hand, as she shared the challenges and successes of cultural integration within Vattenfall, particularly focusing on the merger between the Dutch energy company Nuon and the Swedish company Vattenfall. With personal anecdotes and observations about cultural differences, such as communication styles, workplace norms, and social behaviours, she openly shared how she for instance held a whole presentation about the “klant” (the Dutch word for “customer”) which was totally misunderstood in Swedish, where klant actually means “a foolish person” in Swedish. You can imagine the eyes of the Swedish management team that thought she was making fun of all the customers…  

Despite initial misunderstandings and ongoing challenges, the company has fostered unity through a shared commitment to sustainability goals, specifically the ambition of achieving fossil-free living within one generation. The presentation highlighted the importance of structure, mutual respect, and a common purpose in bridging cultural gaps.  

Key take-aways Cindy Kroon: 

• Initial perceptions of cultural similarity between the Dutch and Swedes were challenged after the merger, revealing significant differences in communication and workplace behaviour. 

• Differences in workplace norms, such as attitudes toward contradicting management, socializing (e.g., saunas, after-work gatherings), and personal boundaries, created friction but also opportunities for learning. 

• Despite challenges, cultural integration was strengthened through shared goals, particularly the ambition of achieving fossil-free living within one generation, which united employees across nationalities. 

• The company’s commitment to sustainability and diversity and inclusion (D&I) initiatives remains steadfast, even in the face of global backlash against such efforts. 

• Humour and social activities, such as dancing after work events – ABBA! – played a key role in fostering camaraderie and mutual respect among employees from different cultural backgrounds. 

• Vattenfall’s leadership in renewable energy, customer engagement, and nuclear discussions across multiple countries serves as a source of pride and motivation for its diverse workforce.