In 2025, Amsterdam UMC developed further its ‘A Healthy Future for All’ multi-year strategy. This strategy requires an organisation that is agile, inclusive and resilient, and one where staff are given all the support they need to contribute to accessible, sustainable and high-quality care, research and education. In the context of persistent labour market challenges, rising demand for care and increasing work pressure experienced by colleagues, targeted investments were made in our people and our organisation in 2025. We have worked on reinforcing social safety and inclusion, promoting lasting employability and vitality, increasing flexibility and customisation, as well as further professionalising and digitising our core HR processes. We have therefore laid a solid foundation for continuity, quality and innovation – in line with our strategic ambition.

Social connection is the watchword

The focus in 2025 was on strengthening a socially safe, inclusive and vital working and learning environment. Amsterdam UMC’s Code of Conduct was used as a guideline. Compliance has been improved through targeted support for managers and teams when applying policy regarding inappropriate conduct. Measurement and development tools, including 360-degree feedback, hazard identification and risk assessments and customised employee surveys, have been used to strengthen social safety within our organisation in the long-term. The results have been translated into targeted interventions and provide manager teams with tools to promote an open and responsive culture. Managers had a wide range of training courses in the areas of social safety, diversity and inclusion, and generation management at their disposal. The key concept of trust is enshrined in the revised vision on leadership and has been translated into the leadership development programme. Team development has been put to targeted use in order to strengthen collaboration within and between teams. The ‘Sterk van Start’ project focuses on reducing the number of departing colleagues and improving their perception of work during the first two years of employment.

Ombudsman and Confidential Matters

The independent Ombudsman and Confidential Matters department continued to focus heavily on following up on reports and requests for advice from staff in 2025 as well. Notwithstanding the high level of awareness regarding what is needed for a socially and psychologically safe learning and working environment, it remains important that everyone continues to make an adequate contribution to encouraging desirable behaviour and preventing inappropriate conduct. In addition to the aforementioned reactive role, the department has put in place a coherent package of preventive interventions. Dialogue sessions where teams exchange experiences, examine assumptions and formulate joint improvement actions have been organised using the Dare2Dialogue programme. This process is scientifically monitored and is helping to ensure a lasting improvement of a culture where others are called to account and risks are identified early. The compulsory e-learning for all staff and practical training courses for managers on inappropriate conduct have been updated and have also been available in English since October 2025. An in-depth training course on social and psychological safety for managers has also been developed. A bilingual Social Safety Guide has been produced to ensure staff are fully informed about the support structure. In addition, a bilingual set of regulations for the Ombudsman and Confidential Matters department, including explanatory notes, has been available since February 2025. Lastly, the debate on social safety has been encouraged through clinical sessions, a webinar on the #ZouIkWatZeggen app and a contribution to a national conference on safe working environments in university medical centres and other hospitals.

Diversity is our strength

We have used the Diversity & Inclusion (D&I) action plan to strengthen inclusive skills and permanently anchor D&I within the organisation. Staff and managers have been supported with training courses and development programmes, and divisions and departments have been encouraged to integrate D&I into their core processes. The ‘From tomorrow, everything will be different’ campaign has created awareness of acts of micro-aggression, preconceptions and stereotypes. The Inclusive Excellence course and the Cross Mentoring Programme are helping to ensure inclusive leadership and provide insight into the barriers to entry and progression. We have also succeeded in attracting newcomers from outside with the ‘Helping Newcomers find their Way’ project, which guides foreign nurses without BIG registration on how to obtain registration and secure long-term employment at Amsterdam UMC. At strategic level, a D&I vision document for 2025-2029 has been adopted, including an organisational model that provides direction for the move towards an inclusive culture. The D&I monitor provides the Board of Directors with regular information about trends, progress and problem areas. Activities such as the low-literacy escape room, the Be Yourself Festival and the dialogue with the community in Amsterdam Zuidoost have helped with raising awareness, health literacy and intercultural communication.

Incentive: Flexibility is our strength

The lasting employability of staff was strengthened in 2025 through a focus on prevention, effective absence management and more flexibility in working arrangements. As part of the Flexibility initiative, teams were invited to develop customised solutions for working hours, allocation of duties and collaboration within their own contexts. At the same time, a critical review was conducted of organisation-wide barriers impeding flexibility. Managers and employees were also supported in return-to-work programmes and complex cases relating to absence from work.

The Vitaal aan het Werk programme has developed organisation-wide initiatives to reduce perceived work pressure. Investments have been made in the nursing induction programme (VOP), in labour market campaigns and an Exercise app. This will have to be followed up unwaveringly in 2026 as well because the pressure on staffing levels shows no sign of lessening. The leave arrangements under the UMC CLA, the growing number of informal care responsibilities and changing attitudes towards work among younger generations require an comprehensive approach to employability and capacity planning.

Investing in leadership, development and employee participation

Employees are the beating heart of Amsterdam UMC. Targeted investment in training, development and career prospects was made in 2025. The approach to leadership has been revised and translated into a comprehensive leadership development programme, including succession planning and the future positioning of the HR leadership centre. Temporary appointments to managerial roles have been introduced, starting with department heads, to encourage career progression. The TOP-T, TOP-V and VOP programmes have been facilitated to reinforce talent development and the participation by healthcare professionals in decision-making. A multi-year Strategic Training and Development Plan has been drawn up, and decentralised units have prepared training plans.

Digitisation and innovation of HR key processes

Significant strides were made in 2025 in the digitisation and harmonisation of HR key processes. Based on an ICT road map, insights were gained into the interdependencies between processes such as the Learning Management System (LMS), a single ERP environment, planning and scheduling (OWS), Identity and Access Management (IAM), MijnHR, CLA implementation and preparations for the integration of Research B.V. Preparations have also been made for the procurement of a new timetable package, the roll-out of a harmonised LMS for skills and the implementation of the new UMC CLA. Work has also started on data-driven working and the exploration of AI applications, the aim being to reduce administrative burdens and improve management information. This has laid the foundations for further standardisation and data-driven management in 2026.