Menedżerowie Archive

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Piotr Witek, President of the Management Board of MOORE Polska: ESG is important because it integrates environmental, social and governance aspects

Posted in: Anti-equilibrium, Firmy, Inkubator Menedżerów, Innovation, Logistyka, Menedżerowie, Opinie, Prawo

Marek Grzybowski (5) questions to Piotr Witek, Managing Partner, President of the Management Board of MOORE Polska

An Exclusive interview to Baltic Journalist Maritime Club  of the Baltic Sea & Space Cluster  (BSSC)

ESG is important because it integrates environmental, social and governance aspects and this allows companies to operate in a sustainable way, contributing to social well-being, building trust and ensuring long-term success.

Companies are increasingly focusing on ESG issues not only because of social and environmental concerns, but also because of the growing interest of investors, who are increasingly directing their capital towards companies that demonstrate a strong commitment to these areas.

Introducing ESG as a step-by-step process, involving the whole team and skilfully adapting the approach to the specifics of the company in question. Assistance in these areas can help a small company implement sustainability and social responsibility practices more effectively.

Marek Grzybowski: Please, describe the fields in which the ESG is important?

Piotr Witek, Managing Partner, President of the Management Board of MOORE Polska:

ESG (Environment, Society and Governance) has become really important for several important reasons outlined briefly in the following paragraphs:

  1. Sustainability: The challenges of climate change, poverty, social inequalities and other environmental issues are making sustainability a key priority for society. Companies that focus on ESG issues can contribute to solving these problems and the long-term wellbeing of society.
  2. Investments in line with values: Investors are increasingly paying attention to sustainable investments. Companies that effectively manage ESG issues are seen as more credible, ethical and long-term oriented. As a result, they are attracting investment from those investors who look not only at profits, but also at positive social and environmental impact.
  3. Risk and regulatory oversight: Environmental, social and governance activities can affect a company’s reputation and carry legal and financial risks. As a result, more and more regulation is drawing attention to these areas and companies are required to report and act more transparently in line with ESG principles.
  4. Increased consumer trust: Customers are increasingly paying attention to what values a company stands for before they decide to buy products or use services. Companies that are committed to ESG principles can build stronger relationships with customers who prefer companies that care about society and the environment.
  5. Long-term performance: companies focused on sustainability and social responsibility are more resilient to changing market conditions. Effective ESG management can contribute to a company’s long-term performance and sustainability.

In other words, ESG is important because it integrates environmental, social and governance aspects and this allows companies to operate in a sustainable way, contributing to social well-being, building trust and ensuring long-term success.

Marek Grzybowski:  What does an entrepreneur understand by the acronym ESG?

Piotr Witek, Managing Partner, President of the Management Board of MOORE Polska:

ESG can be translated as ‘Environment, Social, and Governance’. These are the three key areas that companies and investors consider when assessing a company’s sustainability and social responsibility activities and performance.

The interpretation of the terms thus formulated could be as follows:

  1. Environment (Environmental): Refers to how the company affects the environment. Includes issues such as greenhouse gas emissions, natural resource consumption, waste management and other activities that affect the ecosystem.
  2. Society (Social): Includes aspects related to social relations, personnel management, employee safety, community engagement, diversity and inclusivity.
  3. Governance: Deals with the organisational structure, the way the company is governed, transparency, business ethics, compliance with legislation and corporate rules. It also deals with issues related to risk management and stakeholder relations.

Companies are increasingly focusing on ESG issues not only because of social and environmental concerns, but also because of the growing interest of investors, who are increasingly directing their capital towards companies that demonstrate a strong commitment to these areas.

Companies that effectively manage ESG aspects can enjoy better access to capital, greater customer confidence and other long-term benefits.

Marek Grzybowski:  ESG reporting covers topics such as recycling, greenhouse gas emissions, other types of air pollution, environmental impact, business ethics, employee health and safety, as well as safety management and accident prevention. What is the role of the audit firm in this process?

Piotr Witek, Managing Partner, President of the Management Board of MOORE Polska:

The auditor’s role in ESG (Environment, Social and Governance) reporting is key to ensuring the integrity, credibility and transparency of the information contained in companies’ ESG reports.

Here are some key aspects of the auditor’s role in this context:

  1. Verification of information: ESG auditors are responsible for verifying and confirming that the information contained in ESG reports is accurate, comprehensive and in line with accepted standards. This includes checking data on greenhouse gas emissions, natural resource management, social practices, diversity, business ethics and other ESG-related areas.
  2. Compliance with norms and standards: Auditors verify that companies comply with specific norms and standards for ESG reporting, such as the Global Reporting Initiative (GRI), the Sustainability Accounting Standards Board (SASB), or the Task Force on Climate-related Financial Disclosures (TCFD). Verifying compliance helps ensure consistency and comparability between different companies.
  3. Evaluation of processes and controls: Auditors assess the processes and controls that the company has put in place to collect, analyse and report ESG data. This includes checking that appropriate data quality controls are in place and that reporting systems are transparent and effective.
  4. Financial reports and ESG: Auditors also consider the links between financial reports and ESG data. They assess whether there is consistency between financial and ESG information and whether possible risks related to ESG aspects are adequately addressed in the financial reports.
  5. Provision of audit opinion: Following the audit, the auditor provides an audit opinion on the reliability and trustworthiness of the information contained in the ESG reports. This opinion is important for investors, customers, business partners and other stakeholders as it confirms that the information is trustworthy.

By carrying out these activities meticulously, ESG auditors play a key role in enabling companies to report ESG effectively and build trust among stakeholders. Reliable ESG reporting is becoming increasingly important with the growing importance of sustainability and social responsibility.

Marek Grzybowski:   Large companies have created special sections to meet the conditions and prepare ESG reports. How to help small businesses act in accordance with ESG mandates?

Piotr Witek, Managing Partner, President of the Management Board of MOORE Polska:

Implementing ESG of a small company can be beneficial for both the company itself and its stakeholders. Here are some ways you can help a small company implement ESG:

Training and awareness:

    • Organise training for the management team and employees to raise their awareness of the nature and benefits of ESG.
    • Awareness of what the key ESG areas are and why they are important for the long-term success of the company.

Risk and opportunity analysis:

    • Help the company identify potential risks and opportunities related to ESG aspects.
    • Conduct a business impact assessment in the context of environmental, social and governance issues.

Development of ESG strategies:

    • Development of an ESG strategy, tailored to the specific industry and company characteristics.
    • Help set ESG goals that are measurable, achievable and in line with the company’s mission and values.

Introduction of reporting standards:

    • Assist in the implementation of ESG reporting standards, such as the Global Reporting Initiative (GRI) or others appropriate to the industry.
    • Provide tools to effectively monitor and report progress in the ESG area.

ESG data management:

    • Assist in the collection, analysis and management of ESG-related data.
    • Help automate data collection processes to facilitate regular reporting.

Partnerships with stakeholders:

    • Building relationships with different stakeholders such as investors, customers, suppliers and the local community.
    • Identify stakeholders’ ESG expectations and help align the company’s strategy with these expectations.

Access to sustainable finance:

    • Help to identify sources of sustainable finance, such as sustainable funds or programmes that support ESG-compliant investments.

Investor education:

    •  Communicate with investors and demonstrate that the company manages ESG aspects effectively.
    • Preparation of relevant ESG materials and information for investors.

Introducing ESG as a step-by-step process, involving the whole team and skilfully adapting the approach to the specifics of the company in question. Assistance in these areas can help a small company implement sustainability and social responsibility practices more effectively.

Marek Grzybowski:   Many companies view the auditor as just another controller in the company. Especially small and medium-sized companies that have little staff perceive the auditor this way. Is it possible to create an atmosphere of partnership between the SME and the auditor? How does MOORE do it?

Piotr Witek, Managing Partner, President of the Management Board of MOORE Polska:

This is how this process is possible. It becomes crucial to create an atmosphere of partnership between small businesses and the auditor. This approach is called partnership auditing or audit consulting. In this context, the auditor is not only seen as an auditor, but also as a business partner who helps the company achieve its business goals, identify areas of improvement and adapt to changing market conditions.

Here are some of the concepts that Moore Polska believes will make partner auditing possible:

  • Understanding Business:Auditors can invest time in understanding the client’s specific business and business objectives. This allows them to better tailor the audit approach to the company’s specific needs.
  • Support in Process Improvement: Auditors can offer tips and suggestions for improving internal processes, risk management and operational efficiency in general.
  • Development of the Financial Strategy: Auditors can assist clients in developing a financial strategy, helping to identify areas for investment and achieving long-term financial goals.
  • Advice on ESG Issues: Auditors can act as advisors in ESG-related areas, helping companies to adapt to sustainability standards.
  • Education and Cooperation: Auditors can play the role of educators, helping clients understand the nature of auditing, the principles of compliance and the benefits of appropriate financial management practices.
  • Transparent Communication: An important element of peer audit is transparent communication. Auditors should actively engage in dialogue with clients, jointly solving problems and discussing audit results.
  • Personalised Approach: Auditors can tailor their approach to specific client needs, avoiding a one-size-fits-all approach and providing a more personalised service.

Creating an atmosphere of partnership requires commitment from both sides – auditor and client. It is important that the auditor is not seen as just an audit tool, but as a partner who supports the growth and success of the company.

A long-term relationship based on mutual trust and cooperation can benefit both parties.

Marek Grzybowski: Thank you for your answers

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Athens Institute for Education and Research Newsletter No. 20, April 2023

Posted in: Anti-equilibrium, Felietony, Menedżerowie, Nobliści, Opinie, Prawo, Raport z Rynku, Zarządzanie Firmą

atiner12800-white

Athens Institute for Education and Research
Newsletter No. 20, April 2023  
 
  • From 1 to 4 May ATINER successfully organized its Annual academic meetings (Sociology, Business Law & Economics, Ethics, Health & Medical Sciences, Nursing and Pharmaceutical conferences) in 9 Chalkokonidli str., Athens, Greece.
  • On Monday 1 May 2023, 18:00-20:30, a Round-Table Discussion on “The Post Pandemic World: Learning from Country Experiences was organized as part of the conferences. More information can be found at: https://www.atiner.gr/events/1May2023.pdf
  • On Monday 8 May 2023, 14:00-15:00, ATINER is organizing a Round-Table Discussion on “ Challenges for Mass Media and Communication: How to Cover Wars, Pandemics and Sports”. More information can be found at: https://www.atiner.gr/events/8May2023.pdf
  • On Tuesday 9 May 2023, 12:30-14:30, ATINER is organizing a Round-Table Discussion on “The Turkish Elections of 2023: National and International Facets”. More information can be found at: https://www.atiner.gr/events/9May2023.pdf
  • On Monday 15 May 2023, 18:00-20:00, ATINER is organizing a Round-Table Discussion on “ Teaching and Researching in the Post Pandemic World: Learning from Country Experiences”. More information can be found at: https://www.atiner.gr/events/15May2023.pdf

Publications Uploaded This Month

Events with a May Deadline 

26-29 June 2023

Abstract Deadline: 16 May 2023

 

 

3-6 July 2023

  • 21st Annual International Conference on Finance
    Academic Member Responsible for the Conference:
    Dr. Peter Koveos, Head, Finance Unit, ATINER & Professor of Finance, Syracuse University, USA.
  • 21st Annual International Conference on Accounting
    Academic Members Responsible for the Conference:
    Dr. Nicholas Marudas, Head, Accounting Unit, ATINER & Associate Professor, Mercer University, USA.
    Dr. Peter Koveos, Head, Finance Unit, ATINER & Professor of Finance, Syracuse University, USA.
  • 16th Annual International Conference on Languages & Linguistics
    Academic Member Responsible for the Conference:
    Dr. Valia Spiliotopoulos, Head, Languages & Linguistics Unit, ATINER & Instructor, Department of Language and Literacy Education, The University of British Columbia, Canada.
  • 13th Annual International Conference on Architecture
    Academic Members Responsible for the Conference:
    Dr. Nicholas N. Patricios, Vice President of Strategic Planning & Analysis, ATINER, Dean Emeritus & Professor, School of Architecture, University of Miami, USA.
    Dr. Clara Germana Gonçalves, Head, Architecture Unit, ATINER & Researcher, CITAD (Centro de Investigação em Território, Arquitectura e Design), Lusíada University and Invited Assistant Professor, Lisbon School of Architecture, University of Lisbon, Portugal.
  • 7th Annual International Symposium on “Higher Education in a Global World”
    Academic Members Responsible for the Conference:
    Dr. Nick Linardopoulos, Head, Education Unit, ATINER & Associate Teaching Professor & Public Speaking Course Coordinator, Rutgers University, USA.
    Dr. John Spiridakis, Co-Editor,     Athens Journal of Education & Interim Chair and Professor, St. John University, USA.

Abstract Deadline: 23 May 2023

 

10-13 July 2023

Abstract Deadline: 30 May 2023
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Knut Ørbeck-Nilssen, CEO Maritime, DNV: progress towards industry decarbonisation must be accelerated

Posted in: Anti-equilibrium, Branże, CRM, Innovation, Logistyka, Menedżerowie, Opinie, Raport z Rynku
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Partnering on the pathways to tomorrow

Knut Ørbeck-Nilssen, CEO Maritime, DNV, says that while progress towards industry decarbonisation should be applauded, it must be accelerated. Shipping needs to work together, in tandem with other sectors and stakeholders, if we’re to stand a hope of reaching our most ambitious, and necessary, goals. Nor-Shipping, he believes, with its 2023 theme of #PartnerShip, is an ideal platform for progress.

It’s difficult to know what’s going to happen in the next ten days, let alone the next ten years. So, how are shipowners and operators, eyeing investments with timescales of 25 to 30 years, expected to make optimal long-term decisions, especially regarding fuels?

And how can an organisation like DNV, the world’s leading Class society, make the right decisions to advise them? Surely it’s impossible to navigate a landscape that’s yet to take shape? Isn’t it?

Knut Ørbeck-Nilssen, CEO of the Maritime division at DNV, smiles.

He is a man who, as befits his position, exudes a steady calm and confidence… Even though he’s just ran from another meeting and has yet to eat his lunch, which he pushes aside to deliver his answer.

“That’s why big decisions can’t be taken alone,” he replies. “Everybody needs partners; no one can prosper, or change, in isolation, and that’s especially true when we consider an energy and technology transition of the scale facing shipping.

“We need one another to navigate the future, now more than ever.”

Alternative options

Ørbeck-Nilssen isn’t just being nice here. This isn’t a platitude; it’s a cornerstone of his, and DNV’s, vision. He’s been quoted over the past year or two as noting that “collaboration is the true fuel of the future” and 2022, with its unpredictable geopolitical, economic and environmental challenges, seems only to have deepened that conviction.

He talks of “significant barriers” that have to be overcome together, but before addressing the future wants to dwell on the present – recognising achievements so far. “It’s encouraging to see that some of the key issues highlighted in past editions of our Maritime Forecasts and Reports have been picked up by the industry,” he comments, referring back to previous statements identifying LNG as arguably shipping’s “most feasible transitional fuel”.

“If we look at newbuild ordering there’s now an established trend for alternative dual-fuel propulsion, with LNG as the dominant fuel, especially amongst the larger, deep-sea segments. A third of the vessels on the orderbooks, by gross tonnage, are being built to operate on alternative fuels, with LPG and the first hydrogen-fuelled designs also generating interest.

“So, we can see concrete proof that the transition is gathering pace, with regulatory pressure, access to investment and capital, and cargo owner and consumer demands as the key drivers. But is it moving fast enough?

“Well, that’s another question.”

Clearing the hurdles

And the answer, he implies, is ‘no’.

Ørbeck-Nilssen says that “substantial investment” is needed – “and quickly” – in terms of researching safe and economically feasible carbon neutral fuels, as well as developing the optimal technologies to utilise them.

However, that will be in vain, he stresses, if the main hurdle to progress can’t be overcome, namely, fuel availability:

“According to our recent Maritime Forecast to 2050 report, we need to produce 5% of shipping’s total energy consumption from carbon-neutral fuels by 2030. That requires huge investment… and it’s just the start.

“And if the IMO strategy is revised in 2023, pushing for full decarbonization by 2050, then we require the means and infrastructure to deliver around 270 million tonnes of alternative fuels, according to our research. That is a massive challenge, and it requires action, now.”

He continues: “It goes without saying, this is an issue that shipping cannot resolve alone. We need to see collaboration in the industry, for sure, but beyond that we have to work in unison with energy producers, infrastructure developers, ports, and, not least, national and international authorities and organisations to enable such fundamental change.

“This goes beyond working within our ‘tribes’ – it’s a global issue of critical importance.” But, of course, it’s difficult to know where to place bets when it comes to that fuel. Should a shipowner today invest in assets running on natural gas for tomorrow, or will it pay to be an early mover on hydrogen, ammonia or any other emerging alternative?

This, Ørbeck-Nilssen retorts, is where DNVs ‘pathways’ come in.

Solving the puzzle

Arguably, DNVs core strengths lie in its neutrality and acknowledged expertise and networks in a broad range of industries and disciplines. It has teams spanning maritime, oil & gas, carbon capture and storage, renewables, technology, and more, in addition to strong links with academia, authorities and other key societal stakeholders. As such it can understand the “big picture” and see how pieces of the transitional puzzle might fit together, helping mitigate risk, enhance safety and facilitate development.

It’s pathways – again, featured in the latest Maritime Forecast to 2050 – detail likely scenarios on the journey towards decarbonisation, considering factors such as fuel availability, costs and the apparent lack of one “silver bullet” solution.

“There’s so much uncertainty,” Ørbeck-Nilssen stresses. “The only things that are certain are that we need to change, and that the future fuel mix, at least in the near-term, is going to get more complex, with a wide variety of energy choices emerging. That creates obvious challenges for the industry.

“The pathways address that, helping plot potential routes to decarbonisation.” As an example, he picks an owner opting for LNG today.

“Now, they know this isn’t a perfect fuel,” he explains, “but it enables substantial gains over conventional heavy fuel, utilising proven technology. So, on the ‘gas pathway’ they use LNG as the first step, before switching to bio-gas and then later transitioning to synthetic gas. That’s an over-simplified example, but it shows how you create clarity as you move ahead with business strategy and investments.”

This “clarity from confusion” wouldn’t be possible, Ørbeck-Nilssen notes, without an understanding drawn from close relationships throughout the industry and beyond.

“It all comes back to partnership.”

Collective ambition

A further example of that, and of DNV’s role as a key enabler for an industry in transition, is the recently unveiled Nordic Roadmap initiative.

This follows on the back of the Clydebank Declaration at COP26, where shipping “green corridors” were identified as a key tool for accelerating change. In a bid to position the region at the vanguard of developments, the Nordic Council of Ministers, with support from all the Nordic nations, set up the project as a “cooperation platform” creating unity of purpose. The result is a joint public and private initiative aiming to bring together diverse stakeholders to enable green corridor infrastructure, start pilots, share knowledge, build alternative fuel experience and, Ørbeck-Nilssen says, “set an example for other regions to follow.”

DNV has been brought in as project manager, recently hosting the first meeting at the company’s Høvik HQ in Oslo.

“When you look at the industry in its entirety, the scale and complexity of change needed can seem overwhelming,” he notes. “But if you take separate regions, and look at establishing individual green corridors, it makes the challenge more manageable. Then, when you bring together diverse partners, it’s suddenly possible to work towards concrete, achievable goals – goals that can form a blueprint for the industry in general.

“It’s a really exciting example of partnership in action.”

The Nor-Shipping connection

The repetition of the ‘p-word’ brings us on to Nor-Shipping. The 2023 event, taking place in Oslo and Lillestrøm, 6-9 June, has chosen #PartnerShip as its main theme.

Needless to say, Ørbeck-Nilssen approves, confirming that DNV has once again secured the position of Main Partner.

“Nor-Shipping is a fantastic meeting place for the global industry,” he comments, “bringing people from right across the ocean value chain together in one place. As such, it provides a physical platform for partnership, and progress, helping build relationships, share knowledge and highlight the latest developments.

“We need this kind of face-to-face interaction,” he continues. “And, on a personal level, it’s always so rewarding meeting people, discussing issues and gaining new insights. It’s a constant source of learning. And, not least, it’s fun!”

Here he mentions the traditional Nor-Shipping BBQ at DNV’s fjord-side facilities, which, he adds with a broad smile, is back.

“I’m really looking forward to the chance to host a few thousand guests again,” Ørbeck-Nilssen concludes. “It’s great to see the industry coming together here and, of course, it’s helpful Nor-Shipping is back in the summertime. It’s always a bit more pleasant to have a chat, drink and something to eat when the sun’s shining!”

And with the talk of food, he takes the chance to politely, finally excuse himself.  Lunch, and the next meeting with industry partners, beckons.

www.nor-shipping.com

For further details please contact: Sidsel Norvik, Director Nor-Shipping, Email: sn@nor-shipping.com; Phone: +47 932 56 387

 

DNV and Ørbeck-Nilssen at Nor-Shipping- taking a lead role in the future of maritime

DNV and Ørbeck-Nilssen at Nor-Shipping: taking a lead role in the future of maritime

Ørbeck-Nilssen on stage at Nor-Shipping- a platform for industry partnership

Ørbeck-Nilssen on stage at Nor-Shipping: “a platform for industry partnership”

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Ståle Hansen, CEO, Skuld: Stability in an unstable world

Posted in: Anti-equilibrium, Branże, Makroekonomia, Menedżerowie, Opinie

An interview with Ståle Hansen, CEO, Skuld – a Nor-Shipping Thought Leader

With 126 years of industry experience behind it, Skuld, a world leading marine insurer, should have “seen it all”. However, global health crises, geopolitical unrest and the need for industry transformation are ushering in a new age, with new challenges. Here Ståle Hansen, Skuld CEO, discusses the need for calm heads, and ever closer collaboration, to ensure the industry stays on course.

“It was a case of out of the frying pan, into the fire,” admits Ståle Hansen, CEO at Skuld for eight of his twenty years at the Oslo-headquartered insurance giant.

“The pandemic, and all the claims associated with it, was starting to ease, shipping patterns were returning to near normal, and then the war in Ukraine started. As we all know, that ushered in human tragedy of inconceivable proportions, and a wave of necessary sanctions that quickly dispelled any sense of ‘business as usual’.

“It’s been a busy, and challenging, few years.”

Almost overnight, Hansen states, Skuld, which had a leading position with Russian shipowners, had to terminate long-standing relationships, while the impact on Skuld’s existing members was, in some cases, even more drastic.

A matter of trust

“Suddenly we had members with vessels locked into Ukraine ports,” he explains. “The assets and cargoes are one thing, but the crews, and ensuring their safety, is another – that quickly becomes top priority.”

As such, the past year has seen specialist Skuld teams leveraging their industry expertise, networks and close relationships with other insurers to repatriate crews and release vessels, continually working to deliver on their company purpose statement (“Protecting Ocean Industries”) in the most challenging circumstances imaginable.

“There have been numerous, very complex situations,” Hansen notes. “Each vessel has multiple insurers, covering, for example, P&I, hull and machinery, war insurance, and the cargo, so that demands reliable, open and committed collaboration. And of course, if vessels are trapped for too long then the owners can claim a total constructive loss, which can lead to the insurers becoming shipowners.”

He smiles: “So, there’s a lot at stake. But we’re not exactly new to this. We know what we’re doing and make sure that all our stakeholders, from customers to the other insurance partners we work with, can rely on us.

“That trust is fundamentally important, and not just to our success, but to our values as a business. “That is who we are, we are Skuld.”

Collective strength

And this is the essence of Hansen’s philosophy during today’s conversation.

He’s here to discuss Skuld’s decision to renew its role of ‘Leading Partner’ at Nor-Shipping 2023 (taking place 6-9 June in Oslo and Lillestrøm), but quickly segues to the event’s main theme this year, which is #PartnerShip.

“That is a very interesting choice,” he comments, “and it couldn’t be more timely. It’s one thing that it chimes with the way we work as a business, but, from a wider perspective, it’s how we NEED to work as an industry. You can see that in the issues we’ve just mentioned – global pandemics and conflicts – but it’s also intrinsically important to the challenges, and opportunities, we face in terms of sustainable development.

“No one can tackle such a changing, unpredictable landscape alone. We all need partners.”

As Hansen implies, Skuld already has them.

Deep ties

Partnership is at the core of Skuld’s business model.

The marine insurer, which employs around 300 people in 11 locations worldwide (including Japan, after a new office opening last year), operates as a mutual insurance association providing risk pooling, claims services, loss prevention and overall representation for its members. Those same members, which essentially own the business, elect a board and committee, which then appoint the executive management team, including Hansen.

“So, we’re not just a service provider,” the CEO explains, “we’re their business, or rather we are them. We work closely to understand one another and tailor our products for their evolving business needs. In fact, I think you could say we work even closer now, given the challenges we’ve faced. Some relationships get forced apart by difficulty, but I’m pleased to report the opposite in our case. Loyalty has never been higher.”

Interestingly, this way of working extends to interaction with other insurers. Skuld is a member of the International Group of P&I Clubs, an organisation of 13 ‘competitors’ that, together, provide liability cover for around 90% of global ocean-going tonnage.

“We share, that’s the cornerstone of the group,” Hansen says, adding: “And that means everything from knowledge to large loss exposures. Our aim is keeping this essential industry thriving, and we realise that is more important than individual competition. There’s a ‘greater good’ here – the future of shipping.”

More: Ståle Hansen, CEO, Skuld

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BCG – When Innovation Has No Borders, Culture Is Key

Posted in: Anti-equilibrium, CRM, Marketing, Menedżerowie, Nowe Technologie, Opinie, Raport z Rynku

By Johann D. Harnoss, Anna Schwarz, François Candelon, Martin Reeves, Ashley Grice, Ryoji Kimura, and Nikolaus Lang

Where do new ideas come from? Innovations that propel our societies forward often come from people who look at the familiar with fresh eyes, connecting and combining what’s previously been separate. For such innovators, crossing boundaries—not only mental boundaries, but sometimes actual physical borders—is the key to imagining new possibilities.

Talented, creative people can be found in every part of the world. Bringing together that diversity of talent enables companies and countries to see things in a new way and, our research shows, ignites the much-needed innovative spark that drives sustainable growth.

A Moral Cause with a Business Case

Reducing the obstacles to global migration, and building bridges to opportunity for talented people regardless of where they were born or what their circumstances might be, is a moral cause that also has a strong business case. The war in Ukraine, along with ongoing conflicts in Afghanistan, Syria, and elsewhere, reminds us that not all migration is voluntary—which only makes the moral cause that much more urgent.

In this “Innovation Without Borders” report, we lay out a pragmatic way forward for business executives who intend to drive creativity and innovation through global diversity. The report is based on a first-of-its-kind survey of executives in 20 industries and 10 countries, the personal beliefs that guide them, and the operational tactics they use. The report also includes the in-depth perspectives of four executives who have seen how rewarding the journey to global diversity can be for an organization—and the struggles that can occur along the way. Here are a few of their insights:

From Aspiration to Action

Our survey found that, while 95% of executives plan to embrace globally diverse teams, only 5% have fully scaled such teams across their organizations. This gap between ambition and execution is mostly a result of one thing: culture. Senior executives, especially in large, established firms, told us they worry about the significant cultural change a globally diverse workforce brings with it. Leaders of large companies who express a strong intent to pursue global diversity (and many who already are) also voice a healthy skepticism that they can get thousands of employees to follow them without ruffling some feathers.

Four Clusters of Maturity

We found that the firms in our survey fall into four distinct clusters of global diversity: companies we refer to as question marks, companies that see diversity as a tool, those who see diversity as a celebration, and those for whom diversity is a part of their DNA. Identifying the cluster a company occupies is a prerequisite for ambitious executive teams to drive action.

Managing Three Moments of Culture Shock

The four clusters above serve as beacons in the journey to global diversity, with higher creativity, growth, and innovation output the ultimate rewards. Each step on this journey offers benefits from a value creation perspective: firms that start as question marks can significantly increase their chances of becoming world class innovators by taking one or two steps in the journey to global diversity.

More: The BCG Henderson Institute is Boston Consulting Group’s strategy think tank, dedicated to exploring and developing valuable new insights from business, technology, and science by embracing the powerful technology of ideas. The Institute engages leaders in provocative discussion and experimentation to expand the boundaries of business theory and practice and to translate innovative ideas from within and beyond business. For more ideas and inspiration from the Institute, please visit our Latest Thinking page and follow us on LinkedIn and Twitter.

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