Peru

As a labor lawyer and a mother of teenagers, I often reflect not only on the changing legal landscape of work, but on how human behavior, habits, and expectations are evolving. Today, we witness an unprecedented dynamic: five generations coexisting in the same workplace — from Traditionalists to Generation Z. Each brings their own view of work, shaped by distinct life experiences, technological contexts, and economic realities. This moment is rich with opportunity — and complexity. The law helps us define the boundaries: what’s fair, what’s required, what must be protected. But beyond the law, we find the real challenge: how to build teams, trust, and purpose across generational divides. Remote Work as a Generational Choice There is a growing and undeniable trend: for younger talent, the possibility of remote or hybrid work is often more decisive than salary or job title. In my professional practice, I see it often. Talented candidates — especially Millennials and Gen Z — won’t hesitate to turn down an offer if flexibility is not on the table. From a legal standpoint, employers must comply with telework laws, ensuring consent, safety, and equality of access. But the deeper issue is cultural: how do we build loyalty in a world where physical presence is optional? How do we create team identity and belonging when collaboration happens across screens? Youth, Speed, and the Risks of Skipping the Journey At home, I observe how my teenage children absorb and process information. Their ability to learn through digital tools and now artificial intelligence is stunning. They can access first-rate content, tutorials, and insights in minutes — something we never had at their age. This brings advantages: autonomy, speed, and a creative mindset. But it also comes with a loss — less reflection, less trial and error. Many young professionals seek fast answers, immediate outcomes. Yet in the labor world, some lessons can’t be rushed. Experience matters. The journey — including mistakes — teaches resilience, judgment, and professional maturity. As employers, we must offer younger generations access to tools, yes — but also to wisdom. Knowledge passed on from experience, not just data. The Value (and Cost) of Senior Talent Older professionals, particularly those from Generation X and the Baby Boomer cohort, are often labeled as “expensive.” But they bring something priceless: the ability to see patterns, to manage risk, to mentor others, and to lead calmly in times of change. Labor regulations use to prohibit discrimination based on age — but beyond legality, companies must reassess their value system. Senior talent is not a burden. It is an asset. Organizations that mix experience with innovation outperform those that chase youth alone. The challenge is to build bridges — create roles that allow seniors to mentor, consult, or gradually transition out, without losing their contributions. Retaining Talent Through Purpose In this new labor landscape, employee retention is no longer based on stability or tradition. Today’s workers — especially younger ones — change jobs frequently. They look for meaning, purpose, and autonomy. Companies can no longer demand loyalty — they must earn it. That means offering something more than tasks and titles. Workers need to feel part of something. They need to be heard. They need to grow. This is not just an HR challenge — it’s strategic. Organizations that fail to connect emotionally and ethically with their people will suffer high turnover and low engagement. But those that define a purpose and communicate it across generations will build commitment. Policy, Compliance, and Culture Managing five generations requires more than goodwill. It demands structure: Internal policies must be inclusive, addressing age diversity explicitly. Benefit systems should be flexible, allowing customization by life stage. Leadership must be trained in generational empathy and communication. Legal obligations — from remote work to equal opportunity — must be met and audited. Culture should promote intergenerational learning: mentoring, dialogue, reverse mentoring. In short, we must design workplaces where a 22-year-old can teach a tool, and a 60-year-old can teach a principle. Where new knowledge and lived experience coexist. Where innovation is fast, but decisions are wise. Closing Thoughts The coexistence of five generations is no longer rare — it is the norm. The law gives us the foundation to protect all workers equally. But it is the human element — leadership, empathy, and culture — that determines whether that diversity becomes a strength or a conflict. As a legal advisor and as a parent, I believe the future of work lies in balance: fast and deep, digital and human, bold and wise. Let us not merely coexist — let us collaborate across time. Author: Alicia Jiménez Llerena

Lima, January 17, 2025 – Rodríguez Angobaldo Abogados is proud to announce that Alicia Jiménez Llerena joined the firm as a partner at the end of 2024, marking a significant step in the firm’s vision for growth and the continued development of its labor practice. Alicia is now co-leading the labor team alongside César Abanto, bringing her extensive expertise in labor law and social security to enhance the firm’s capabilities. “I am honored to become part of Rodríguez Angobaldo Abogados and to co-lead the labor team alongside César. This is a milestone in my career, and I am excited to contribute to the firm’s growth and to further strengthen its position in the industry.”, stated Alicia Jimenez. Before joining Rodríguez Angobaldo Abogados, Alicia served as Principal Associate and head of the labor litigation team at Philippi Pietrocarrizosa Ferrero DU & Uría, where she played a pivotal role in expanding and strengthening the labor area. Her practice combines a robust litigation background with strategic consulting on a wide range of labor matters, particularly focusing on risk management and compliance. Her experience includes collective bargaining, due diligence, disciplinary actions, terminations, workforce reductions, compliance programs, and in-house training. Alicia has managed significant caseloads with teams in both Lima and the provinces, demonstrating her exceptional organizational and leadership skills. Fernando Rodríguez Angobaldo, Managing Partner of the firm, comments: “Alicia’s incorporation represents an exciting phase for the firm. It reflects our growth, as she comes at a crucial moment for our labor practice, which has seen a significant increase in demand. Her expertise and leadership will be key to manage the growing workload while continuing to develop and consolidate our position in the market.” César Abanto, who continues to co-lead the labor area, also adds: “It has been a pleasure to welcome Alicia to the team. Her experience, vision, and collaborative approach are vital to strengthening our practice. Together, we are confident that we will achieve even greater success.” With a reinforced labor team, the firm continues to strengthen its services for 2025. Lima, January 17, 2025 – Rodríguez Angobaldo Abogados is proud to announce that Alicia Jiménez Llerena joined the firm as a partner at the end of 2024, marking a significant step in the firm’s vision for growth and the continued development of its labor practice. Alicia is now co-leading the labor team alongside César Abanto, bringing her extensive expertise in labor law and social security to enhance the firm’s capabilities. “I am honored to become part of Rodríguez Angobaldo Abogados and to co-lead the labor team alongside César. This is a milestone in my career, and I am excited to contribute to the firm’s growth and to further strengthen its position in the industry.”, stated Alicia Jimenez. Before joining Rodríguez Angobaldo Abogados, Alicia served as Principal Associate and head of the labor litigation team at Philippi Pietrocarrizosa Ferrero DU & Uría, where she played a pivotal role in expanding and strengthening the labor area. Her practice combines a robust litigation background with strategic consulting on a wide range of labor matters, particularly focusing on risk management and compliance. Her experience includes collective bargaining, due diligence, disciplinary actions, terminations, workforce reductions, compliance programs, and in-house training. Alicia has managed significant caseloads with teams in both Lima and the provinces, demonstrating her exceptional organizational and leadership skills. Fernando Rodríguez Angobaldo, Managing Partner of the firm, comments: “Alicia’s incorporation represents an exciting phase for the firm. It reflects our growth, as she comes at a crucial moment for our labor practice, which has seen a significant increase in demand. Her expertise and leadership will be key to manage the growing workload while continuing to develop and consolidate our position in the market.” César Abanto, who continues to co-lead the labor area, also adds: “It has been a pleasure to welcome Alicia to the team. Her experience, vision, and collaborative approach are vital to strengthening our practice. Together, we are confident that we will achieve even greater success.” With a reinforced labor team, the firm continues to strengthen its services for 2025.

Occupational safety and health (OSH) is a fundamental component for ensuring decent working conditions, particularly in modalities like remote work, which have gained significant relevance in recent years.In this context, remote work presents specific challenges related to the physical and mental well-being of workers, which must be addressed through clear regulations, practical strategies, and an appropriate cultural approach. Remote work, defined as the provision of services remotely using information and communication technologies, allows for flexibility and operational continuity. However, it also exposes remote workers to specific risks, such as isolation, extended working hours, stress, and ergonomic issues stemming from inadequate furniture. According to the International Labour Organization (ILO) and the World Health Organization (WHO), these risks increase when work is performed in domestic environments lacking minimum safety standards. To mitigate these issues, both organizations recommend measures such as establishing clear schedules, active breaks, and structured plans that delineate work activities and rest periods. In Peru, Law No. 31572 and its regulation, Supreme Decree No. 002-2023-TR, have established a regulatory framework governing occupational safety and health in remote work. These regulations require employers to identify hazards, assess risks, and implement corrective measures in the spaces where remote workers perform their duties. Additionally, they include the use of self-assessment forms by workers, enabling employers to take specific preventive measures. Companies are also responsible for training remote workers on OSH topics, including the proper use of the self-assessment form, a task that may be led by the OSH Committee or OSH Supervisor, as stipulated by the regulations.[1] Another critical aspect of the regulation is the allocation of telework-related costs. The law stipulates that employers must assume or reimburse telework-related expenses unless otherwise agreed. In practice, these costs are typically shared between the parties. For instance, companies often provide laptops, software licenses, and tools such as antivirus programs, while workers cover expenses related to electricity and internet usage. This collaborative model has generally worked smoothly, with few conflicts reported, as agreements tend to be reasonable and tailored to the needs of both parties. One of the most significant aspects in this context is the right to digital disconnection, established under Law No. 31572. Derived from the right to a maximum working day, this provision seeks to prevent the flexibility of remote work from turning into unlimited working hours that negatively impact workers’ mental health. Inspired by European experiences, such as the “right to disconnect” in France and Spain, this principle allows remote workers to disconnect from digital systems at the end of their workday, except in previously agreed exceptional situations. In Peru, while the right to disconnect is legally recognized, its practical implementation requires a cultural shift to reinforce respect for work-life boundaries. Despite regulatory advances, remote work in Peru still faces barriers to effective adoption. Key legal and practical challenges include: Organizational culture: Companies must integrate clear policies for the evaluation and prevention of risks in remote work, with active participation from the OSH Committee or Supervisor and collaboration from the remote worker. Risk prevention: Implementing effective measures to identify and mitigate physical, ergonomic, and psychosocial risks, ensuring safe and healthy working environments. Mental health promotion: Adopting strategies to reduce stress and other psychosocial risks, such as active breaks, stress management workshops, and virtual mindfulness sessions. Supervision and compliance: Ensuring active breaks and other preventive measures are regularly monitored and enforced, promoting consistent implementation. Remote work has the potential to become a key tool for transforming Peru’s labor market, offering foreign companies an opportunity to efficiently and responsibly leverage local talent. However, for this potential to materialize, it is crucial to balance global standards with local realities. Companies seeking to establish remote work operations in Peru must commit not only to complying with regulations but also to fostering a work culture that values safety, health, and the holistic well-being of their employees. Only then will it be possible to fully capitalize on the benefits of this work modality in a competitive and ever-evolving environment. Authors: Alicia Jiménez Llerena and Carol Magno Footnotes [1] The OSH Joint Committee or the OSH Supervisor are bodies provided for by Law No. 29783, in charge of supervising and coordinating occupational safety measures with workers' representation. The Committee applies to companies with more than 20 employees, while the Supervisor assumes this role in smaller companies, ensuring the implementation of OSH measures, including teleworking.

Lima, Peru - January 8, 2025 - Rodrigo, Elías & Medrano Abogados announces the appointment of five new partners,strengthening the firm in the areas of natural resources, mining, corporate compliance, taxation and dispute resolution. Effective January 1, 2025, Mariana Delgado, José Luis Medina, Sebastián Heudebert, Nicolás Bellido and Bruno Zanolo have joined as partners, bringing the total number of partners to 57 and consolidating the firm's leadership. About the new partners: Mariana Delgado specializes in mining and environmental law. She advises companies and state entities on natural resources, licensing and environmental management matters. Mariana holds a master's degree in environmental law from Pace University School of Law, New York and has been an international lawyer at Milbank, Tweed, Hadley & McCloy LLP in New York. Sebastian Heudebert specializes in tax consulting and tax planning, with an emphasis on extractive industries. He holds a master's degree in international tax law (Vanderbilt Scholarship) from New York University and has been an associate at PricewaterhouseCoopers LLP (PwC) in New York. José Luis Medina specializes in corporate criminal litigation and corporate compliance, with extensive experience in the defense of clients in criminal proceedings. He advises on the implementation of crime prevention programs, especially in money laundering and corruption. José holds a master's degree with mention in criminal law from the Pontificia Universidad Católica del Perú and doctoral studies in criminal law from the University of Seville (Spain). He has been deputy prosecutor and advisor to the Ministry of Justice. Nicolás Bellido specializes in litigation and economic criminal law. He advises on the design and implementation of procedural strategies for aggrieved and/or accused parties, in addition to resolving queries on liability and criminal contingencies. Bruno Zanolo specializes in civil litigation, arbitration, and alternative dispute resolution. He advises clients on the design and implementation of comprehensive strategies for the resolution of legal disputes. Bruno represents clients in arbitration, as well as in civil, constitutional, commercial and contentious-administrative proceedings. Commitment to Excellence: Luis Carlos Rodrigo, Senior Partner of the firm, highlights that these appointments reflect the firm's ongoing commitment to excellence and professional development. “These new partners are a testament to our dedication to strengthening our team, and we are especially proud that three of them have been with us since they were interns. These additions allow us to maintain one of the highest partner-attorney ratios in the region and continue to offer top-level legal services, while ensuring a personalized approach to our clients.”