Balancing speed and attention
30 April 2026Ten to fifteen years ago, EMMA Safety Footwear’s production environment looked very different.
Almost everything was made in the Netherlands, and a large part of the work was carried out by people with a distance to the labour market. Those social roots are still very much part of the company, but the context in which EMMA operates has changed fundamentally.
“We’re a Dutch manufacturing company with a strong social foundation,” says Pim Woortman, Head of Production at EMMA. “But we also operate in an international market that is constantly evolving. That tension has only increased over the years.”
From social roots to a new reality
“Across almost every department at EMMA, you’ll find people with a distance to the labour market, even in offices like finance and marketing,” Pim continues. “But the majority work in production. However, production in the Netherlands has increasingly shifted towards smaller series niche products, and premium quality, instead of bulk manufacturing. That brings more variation into the processes, making the work less repetitive and less predictable. Roles are shifting towards technical craftsmanship – you need people who can operate machines and understand processes. And those aren’t always roles that fit people with a distance to the labour market.”
At the same time, the broader system has evolved. With changes in labour participation policies, responsibility has increasingly shifted to employers. “It hasn’t necessarily become more expensive,” Pim says, addressing a common misconception. “But there’s more pressure in terms of regulation. You’re dealing with municipalities, job coaches, and additional support on the work floor. That takes time and effort. It’s not something you can just ‘do on the side’.”
“I work on the heel machine. It’s the best job there is."
Joska, heel seat department
“I joined EMMA through a supported employment programme. I work on the heel machine. It’s the best job there is. I started in finishing, then moved to lasting, and now I’m here. It almost feels like you’re navigating – very precise work. I like my colleagues, everyone belongs here.”
Supervisor Jos about Joska:
“Joska is highly motivated and a very valued colleague. We must schedule his holidays, otherwise he’d just keep coming to work!”
Inclusion as a way of organising
All this calls for a different approach to inclusion. “Inclusion is no longer just about intention. It’s about how you organise your business,” Pim emphasises. “If you need to be faster and more efficiently to keep up with the market, you also must be honest about how feasible your ambitions around inclusion really are. In the Netherlands, we can’t compete on price, but we can compete on flexibility, innovation, and quality. That’s where the tension lies, because inclusive employment requires stability, guidance, and predictability. Our challenge is to keep connecting those two worlds.”
The value people bring
Despite these changes, the impact of inclusive employment remains clearly visible on the work floor. “Our lace and packing team, for example, is fantastic,” Pim says with a smile. “They bring so much positivity. They lighten the mood and take the pressure off the team. You can really feel the joy in what they do.”
But their value goes beyond atmosphere. When it comes to quality, they truly make a difference. “Our colleagues in this team have a sharp eye for detail. If something isn’t right with a shoe, they spot it immediately. That level of precision shows in the quality of our final product, especially considering the number of shoes they handle every day.”
"I work here through a supported employment scheme and I enjoy it. It keeps me active and allows me to contribute. That feels good.”
Rikki, production employee
“I’ve been working at EMMA for 14.5 years. I started in the kitchen, then moved to finishing, logistics, social finishing, and now production. I really like the variety. EMMA has improved a lot as an employer over the years. The company takes good care of its people. For example, by rotating tasks and adjusting the shoes to make them easier to produce. I work here through a supported employment scheme and I enjoy it. It keeps me active and allows me to contribute. That feels good.”
Supervisor Jos about Rikki:
“Rikki can be incredibly focused. When he’s working on something, there’s nothing that distracts him. And the precision he brings is exceptional. If there’s a quality issue, he’ll spot it straight away. That’s impressive.”
Investing in growth
Even as things change, supporting people in their development remains a key priority. “Some people join us with an initial productivity of around 40% compared to a regular employee,” Pim explains. “From there, we build step by step.
It’s not just about the work itself, but also about feeling connected to the wider EMMA team. Within three to six months, it usually becomes clear whether someone has the potential to grow. We’ve seen people develop into fully independent employees. That’s what makes it worthwhile.”
"I really enjoy that, because you have to stay focused and avoid mistakes."
Daniel, all-round production employee
“I felt welcome from day one, and I have great colleagues. The work is varied: one moment I’m working at the mill, the next I’m finishing or checking shoes. I really enjoy that, because you have to stay focused and avoid mistakes. It’s going well, I even get compliments from our supervisor, Jos. I started at EMMA through a supported employment programme, and now I’m a fully-fledged employee under the collective labour agreement. I’m quite proud of that.”
Ron Eymael, former supervisor of Daniel:
“It’s great to see how Daniel has developed. He should be proud of where he is today. He’s earned it.”
Looking ahead: continuity first
“Social responsibility starts with economic continuity,” Pim says. “We may have tried for too long to do everything at once. But in the end, only a financially healthy company can remain structurally inclusive. Otherwise, it’s simply not sustainable.”
In today’s market, that’s a real challenge. “Things are moving faster, and innovation is happening at a rapid pace. That means we need to respond more quickly, more flexibly, and more efficiently to market demands. We want to keep inclusion as part of that, but it requires us to keep finding ways to make it work. For us, it’s important that no one is left behind, even when things get difficult.”
