Zarządzanie Firmą Archive

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McKinsey: Women in the Workplace 2023

By Emily Field, Alexis Krivkovich, Sandra Kügele, Nicole Robinson, and Lareina Yee
Women are more ambitious than ever, and workplace flexibility is fueling them. Yet despite some hard-fought gains, women’s representation is not keeping pace. That’s according to the latest Women in the Workplace report from McKinsey, in partnership with LeanIn.Org.
This is the ninth year of the Women in the Workplace report. Conducted in partnership with LeanIn.Org, this effort is the largest study of women in corporate America and Canada. This year, we collected information from 276 participating organizations employing more than ten million people. At these organizations, we surveyed more than 27,000 employees and 270 senior HR leaders, who shared insights on their policies and practices. The report provides an intersectional look at the specific biases and barriers faced by Asian, Black, Latina, and LGBTQ+ women and women with disabilities.

This year’s research reveals some hard-fought gains at the top, with women’s representation in the C-suite at the highest it has ever been. However, with lagging progress in the middle of the pipeline—and a persistent underrepresentation of women of color1—true parity remains painfully out of reach.

The survey debunks four myths about women’s workplace experiences and career advancement. A few of these myths cover old ground, but given the notable lack of progress, they warrant repeating. These include women’s career ambitions, the greatest barrier to their ascent to senior leadership, the effect and extent of microaggressions in the workplace, and women’s appetite for flexible work. We hope highlighting these myths will help companies find a path forward that casts aside outdated thinking once and for all and accelerates progress for women.

The rest of this article summarizes the main findings from the Women in the Workplace 2023 report and provides clear solutions that organizations can implement to make meaningful progress toward gender equality.

State of the pipeline

Over the past nine years, women—and especially women of color—have remained underrepresented across the corporate pipeline (Exhibit 1). However, we see a growing bright spot in senior leadership. Since 2015, the number of women in the C-suite has increased from 17 to 28 percent, and the representation of women at the vice president and senior vice president levels has also improved significantly.

These hard-earned gains are encouraging yet fragile: slow progress for women at the manager and director levels—representation has grown only three and four percentage points, respectively—creates a weak middle in the pipeline for employees who represent the vast majority of women in corporate America. And the “Great Breakup” trend we discovered in last year’s survey continues for women at the director level, the group next in line for senior-leadership positions. That is, director-level women are leaving at a higher rate than in past years—and at a notably higher rate than men at the same level. As a result of these two dynamics, there are fewer women in line for top positions.

Moreover, progress for women of color is lagging behind their peers’ progress. At nearly every step in the pipeline, the representation of women of color falls relative to White women and men of the same race and ethnicity. Until companies address this inequity head-on, women of color will remain severely underrepresented in leadership positions—and mostly absent from the C-suite.

Four myths about the state of women at work

Myth: Women are becoming less ambitious
Reality: Women are more ambitious than before the pandemic—and flexibility is fueling that ambition
Myth: The biggest barrier to women’s advancement is the ‘glass ceiling’
Reality: The ‘broken rung’ is the greatest obstacle women face on the path to senior leadership
Myth: Microaggressions have a ‘micro’ impact
Reality: Microaggressions have a large and lasting impact on women
Myth: It’s mostly women who want—and benefit from—flexible work
Reality: Men and women see flexibility as a ‘top 3’ employee benefit and critical to their company’s success

More: McKinsey & Comapny

To view previous reports, please visit the Women in the Workplace archive

 

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BCG: Is Your Upskilling Program Paying Off?

By J. PuckettVinciane BeauchenePatrick Erker, and Zhdan Shakirov

As generative AI (GenAI) and other disruptive technologies rapidly transform the business landscape, companies are recognizing the strategic imperative of workforce reskilling. Indeed, according to a 2023 BCG survey, 75% plan to make significant investments in talent retention and development. Yet historically, even significant investments in upskilling programs often yielded disappointing results. One key reason is that companies haven’t found a reliable way to measure their programs’ impact, despite many attempts to create such mechanisms over the past 50 years.

Through our work with clients, we have developed a three-step approach to help companies better measure “return on learning investment” for some dimensions of organizational upskilling programs. ROLI enables companies to: 1) identify upfront the business outcomes or impact they are looking to achieve; 2) define the metrics they will use to hold the program accountable to that impact and measure progress; and 3) determine whether that impact has been achieved.

With these ROLI principles in mind, companies can design upskilling programs with demonstrable impact on revenues, costs, customer satisfaction, and innovation speed, ultimately improving margins and delivering on other business objectives.

The Challenges with Traditional Approaches

It’s not hard to see why companies traditionally have had limited success measuring the impact of their upskilling programs. First, the measurement mechanism itself is very difficult. It’s one thing to track the time an employee spends in an upskilling program. But tracking them through their workflow to determine how they’ve applied their new skill sets is another thing altogether.

Even if it were possible to determine that a person’s performance had improved since the upskilling program, it’s not easy to distinguish correlation from causation. Since controlled studies aren’t realistic, it’s hard to know whether an upskilling program was responsible for the change or if other factors, such as motivation, manager input, or market dynamics played a role.

Another issue is that the impact of any single upskilling program isn’t typically immediately apparent. That’s because the upskilling cycle takes time—both acquiring the skills and then putting them to work in a way that has a business impact. And because leaders have different motivations for investing in upskilling, there isn’t a universally recognized measure of success or even an approach for tracking impact. Some leaders look for productivity improvements, others look for better retention, and still others look to boost their brand.

Despite these challenges, organizations that make a clear connection between the skills being learned and specific KPIs can measure the impact of upskilling programs on their own employees; the maturity of the ecosystem (how fast the organization can upskill and adapt compared with its competitors); and business performance.

Even if it were possible to determine that a person’s performance had improved since the upskilling program, it’s not easy to distinguish correlation from causation.

While all three are undeniably important, the business impact is paramount, given the substantial investment needed to build scaling capabilities. For example, an upskilling program to facilitate a digital transformation in a global company can require an investment of millions of dollars. Only programs that will arguably unlock meaningful value for employees and the enterprise will get the green light.

More: BCG

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Athens Institute for Education and Research Newsletter No. 29, January 2024

Message from the President of ATINER:

I hope and wish that you are doing well. We are living in the post-Covid-19 era after almost 5 years, as this also happened in ancient Athens in 431 BCE, so eloquently described by Thucydides, who, unlike Pericles, survived the pandemic.

Speaking of “survival”, ATINER, with the contribution of its members and friends, fared relatively well during the pandemic years, being able to offer all its academic events online and later a combination of online and onsite presentations. Starting in 2024, we have decided to restrict online presentations only to those who cannot obtain a visa to enter Greece and to those who cannot travel due to serious health reasons.

As you know, ATINER is an association of academics and researchers with a mission to organize small symposiums imitating the ancient Athenian symposiums. This usually entails the participation of between 20 and 50 academics, both presenters and attendees.

With the start of Covid-19, ATINER acquired larger downtown offices (at the heart of the city) which have 4-5 small lecture rooms, enabling us to host all our events at our premises.

Additionally, we have decided to introduce three new eJournals (psychology, politics/international affairs, and demography/population studies). If we are successful in this new endeavor, publication of the journals will start next year.

I do hope that you will be able to come to Athens this year and join one of our small events. In any case, I would love to have a brainstorming meeting with you.

News

From 3-6 January ATINER successfully organized its 11th Annual International Conference on Humanities & Arts in a Global World. During the conference 19 papers were presented from participants coming from 14 different countries (Australia, China, Croatia, Greece, Morocco, Poland, Saudi Arabia, Serbia, South Africa, South Korea, Turkiye, UK, Uruguay and USA). The final program of the conference is available at: www.atiner.gr/2024hum-pro.

A roundtable discussion (symposium) on “Teaching Arts and Humanities in a Global World“, held on January 3, 2024, during the 11th Annual International Conference on Humanities & Arts in a Global World, at ATINER’s Downtown Office in Athens. The final program for the round-table discussion is accessible at: https://www.atiner.gr/events/3January2024.pdf, and the video is available on YouTube: https://www.youtube.com/watch?v=HGLobXaQAbM.

Dr. Natasha Johnson (Instructor, Georgia State University, USA) has joined as a new academic member in our Education and Politics & International Affairs Units.

Dr. Thaddeus Johnson (Assistant Professor, Georgia State University, USA) has joined as a new academic member in our Education and Politics & International Affairs Units.

Dr. Carlo Klein (Economics Teacher, Luxembourg) has joined as a new academic member in our Economics and Sociology Units. We are glad to announce that Dr. Klein is our first member coming from Luxembourg.

Dr. Zoulal Mansouri (Associate Professor, Hassan II University of Casablanca, Morocco) has joined as a new academic member in our Education and Management Units.

Dr. Carolyn Schoenian (Instructor, Helix Opportunity, USA) has joined as a new academic member in our Education and Computer Units.

ATINER is organizing a Special Session on “Unemployment in the Mediterranean Countries” as part of the 17th Annual International Conference on Mediterranean Studies, 25-28 March 2024, Athens, Greece.

The Nursing Unit of ATINER is organizing a Special Session on “Integrating Palliative Care and Supportive Care in Acute Areas” as part of the 10th Annual International Conference on Nursing, 6-9 May 2024, Athens, Greece.

The Sociology Unit of ATINER is organizing a Special Session on “Social Work” as part of the 18th Annual International Conference on Sociology, 6-9 May 2024, Athens, Greece.

The History Unit of ATINER is organizing a Special Session on “Alexander the Great – The King of Macedonia, the Campaigns, the Archaeology” as part of the 22ndAnnual International Conference on History & Archaeology: From Ancient to Modern, 3-6 June 2024, Athens, Greece.

The Economics Unit of ATINER is organizing a Special Session on Degrowth as part of the 19th Annual International Symposium on Economic Theory, Policy and Applications, 1-4 July 2024, Athens, Greece.


Publications Uploaded This Month

Athens Journal of Education
Athens Journal of Law
Athens Journal of Mediterranean Studies
Forthcoming Papers
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The jack-up market, supply chains, availability of finance and human resources for offshore wind farms will be verified in 2024 and beyond

By Marek Grzybowski

The dynamically developing offshore wind energy industry will need installation ships. The jack-up market for offshore wind farms is being closely watched. New contracts are constantly being signed. This is despite disruptions in the OWE market, withdrawals from some contracts and changes in tenders for new installations.
Already two years ago, Rystad Energy predicted that the installation of offshore wind turbine heads with higher power than before may become a challenge for operators. The company’s analysts warned that in 2024, demand would exceed the availability of ships suitable for the needs of installation companies. The problem actually concerns not only the warheads, but also the foundations, monopiles and other parts necessary for the operation of MEW.
Rystad suggested that operators invest in new ships or modernize those already in operation. The lack of jack-ups with cranes with appropriate parameters on the market may result in bottlenecks in the process of building new wind farms in the middle of this decade.

High Demand for jack-ups and heavy lift vessels
– A total of eight new heavy-duty jack-ups were delivered in 2023, which was a breakthrough year for the future of the maritime industry. This is the second highest number of deliveries recorded in one year, second only to the record from 2012, which saw ten deliveries, reports Spinergie.
Six operators took delivery of the new installation vessels. Among them, operator Jan De Nul, who directed the Les Alizés crane from China to Remontowa to the ship. It is one of the world’s largest offshore wind turbine installation vessels.
In March 2023, it was sent straight from the China Merchants Heavy Industries shipyard for reconstruction to the Gdańsk Remontowa Shipyard. We wrote about the ship here
After the reconstruction, the “heavy lift vessel” could erect monopiles using a crane with a working load of 5,000. t. Can also be used to dismantle marine installations. Les Alizés was contracted to build the Gode Wind 3 and Borkum Riffgrund 3 wind farms in German waters. 107 foundations for wind towers and a transformer substation will be installed on German OWFs.
The Borkum Riffgrund 3 project, once commissioned, will be the largest offshore wind farm in Germany, and its commercial operation is scheduled to begin in 2025. Gode Wind 3 is being built simultaneously with Borkum Riffgrund 3 with a capacity of 900 MW. Both projects will be equipped with 11 MW Siemens Gamesa wind turbines. Borkum Riffgrund 3 is expected to come online next year.

Financial storms on wind farms
On this occasion, it should be mentioned that market turbulence caused Ørsted to sell 50% of shares in the Gode Wind 3 offshore wind farm with a capacity of 253 MW to funds managed by Glennmont Partners from Nuveen. The assignment agreement was signed in October last year. In addition, Glennmont also co-owns Ørsted’s Gode Wind 1 offshore wind farm.
The problems with investing in offshore wind and cautious investment in offshore vessels are explained by Spinergie analyst Yvan Gelbart: “In 2023, we did not have any new orders for vessels with heavy cranes. We understand that this is due to high interest rates and inflation , which makes signing a contract for a half-a-billion-dollar ship risky and impractical.”
DEME has included Green Jade with a 4,000 crane in its fleet. t in the middle of last year The operator already had several contracts. The unit was first directed to the installation of foundations for the 298 MW Zhong Neng project.
CSBC and DEME offshore jointly invested in the construction of the Green Jade installation vessel, with a total investment of TWD 2.1 billion (EUR 63.1 million). This is the second ship of this type to join the DEME fleet. The first Orion “crane” (worth approximately EUR 60 million) was introduced into the fleet in 2022.
Green Jade has dual-fuel engines and is Green Passport and Clean Design certified. Green Jade also has other innovations. The power plant has a waste heat recovery system that converts heat from exhaust gases and cooling water into electricity. The Huisman crane has a design that has a significant lifting height with a small minimum radius.

Time for jack-ups for offshore farms
Alfa Lift is a ship with a 3,000 m crane. i.e. for the transport of heavy elements belongs to Offshore Heavy Transport. It was put into operation in 2022. The ship has a transport and assembly deck with an area of over 10,000 m2. m². The ship can operate submerged to a depth of 15 m.
The hybrid system works based on a battery system. The electric-hybrid system is manufactured by Kongsberg. The ship can transport monopiles and other elements for the OWF. It can also be used to transport, install or remove overhead and underwater modules. More about the ship at GospodarkaMorska.pl
The Voltaire jack-up already operating in Germany is equipped with a 3.2 t crane, and the Blue Wind has a lifting capacity of 2.5 thousand. t. Japan Marine United (JMU) delivered at the end of January last year. Shimizu Corp. GustoMSC designed and equipped offshore wind turbine installation vessel (WTIV). Blue Wind is the largest WTIV in Japan to date. Jack up, Blue Wind will be used to install foundations and wind turbines.

Business plans for offshore wind farms to be revised
Both the price and availability of jack-up ships for the construction of wind farms are becoming a problem. Investors have been under increasing pressure from the economic slowdown since the beginning of 2023. Rystad Energy notes that this is not all.
Rising interest rates are putting pressure on the economic viability of new offshore wind projects. According to Rystad Energy, this causes many projects to become a financial burden on developers’ balance sheets – reports offshore-mag.com.
New projects require high initial investments to secure development rights and land, and then build and install large turbines whose average rotor diameter now exceeds 150 m.
In the UK, interest rates rose from 2022 to 5.25%. In 2023, the European Central Bank raised the interest rate by 4.25%, and at the beginning of September this year. back to 4.5%. The interest rate on main refinancing operations has remained unchanged since December last year. level of 4.5%. The central bank lending rate will be 4.75% and the deposit rate will be 4%. – These are the highest levels of interest rates in the euro zone since August 2001 – emphasizes “Bankier”.
Rystad analyst Shradha Sood said 2022 was a weak year for new activity in Europe as no financial investment decisions were made for commercial offshore wind farms. Difficulties in obtaining financing and rising prices of services were a big factor.
In July, Vattenfall suspended its project in the Norfolk Boreas in the southern UK North Sea. The suspension of works was justified by high interest rates and increased costs in the supply chain. The original contracted price for the execution and 37 SHP installations was GBP 35/MWh (USD 45.7/MWh) at 2012 prices. In 2023 it was approximately GBP 47.2/MWh (USD 57.51/MWh) at current prices .
– Political support and a review of the auction mechanism will be needed to revive investment in offshore wind, Sood suggested in mid-2022.

Slowdown in offshore windmills

It was estimated that as a result of market turmoil in supply chains, and especially price increases, the installed capacity of offshore wind energy increased by only 2% in 2023. This is the result of a delay in the implementation of offshore installations. According to WindEurope, in 2023, new offshore wind farms with a total capacity of 3 GW were built in the EU. For comparison, 14 GW was installed on land.
– Wind energy – both onshore and offshore, which was previously on a strong growth path – has encountered obstacles that have hindered its development – says Vegard Wiik Vollset, vice president and head of renewable energy research in the EMEA region at Rystad Energy – quotes offshore -mag.com..
As expected, the European offshore wind sector recorded last year a modest 2% annual install growth. Offshore wind energy shows a strong growth trend, but the recent wave of delays in the implementation of key projects has highlighted the sensitivity of the market – Rystad Energy experts point out.
At the end of last year the UK and Denmark were predicted to miss their 2030 offshore wind targets.

OWE progress in Europe

The UK is expected to achieve a maximum of 46.8GW of offshore wind capacity by 2030. This means the government’s target of 50GW will not be met. Similarly, Denmark is expected to install just over 10 GW offshore, compared to 12 GW planned in 2030.
At the end of 2021, the global fleet of foundation installation vessels consisted of 17 vessels. In 2022, the fleet increased by 5 units, and in 2023 by 8 installation ships. Each worth approximately EUR 520 to EUR 620 million. It’s still not enough. because Rystad claims that “despite the obstacles it encounters, the offshore wind industry continues to persevere, demonstrating resilience and long-term prospects.”
We are making progress in Europe, as France has recently put into operation the first offshore wind farms in the Saint-Brieuc and Fecamp water areas. The world’s largest floating offshore wind farm, owned by Equinor Hywind Tampen, with a capacity of 88 MW, began operation off the coast of Norway. This was widely discussed during the Floating Wind Days in Norway last May. Let us emphasize, a conference that gathered all major players interested in MEW.
But getting offshore wind back on a growth path will require significant changes in project development and permitting processes, Rystad experts say.
It is necessary to improve the supply chain and undertake new investments. The beneficiary of this activity is, among others: West Pomeranian Voivodeship and Pomeranian Voivodeship. A plant producing installations for OWE is being built on the premises of the former Gdańsk Shipyard and in the Pomeranian Special Economic Zone. The investor is ARP and its partner from Spain.
King Frederick X of Denmark laid the foundation stone for the construction of a gondola factory for offshore wind farms by the Danish company Vestas in Szczecin on February 2 this year. The plant is to be built in Ostrów Brdowski in the former ST3 Offshore hall complex. In Poland, construction of a factory for the production of nacelles for offshore wind turbines has begun in earnest.


Wind Offshore business requires investment
Wind Offshore business also requires continuous investment in research and development. Here, offshore projects include the activities of the Ship Technology Center, the Polish Register of Shipping, and the Offshore Center of the Maritime University of Gdynia. An important role is played by higher education and MBA studies conducted by the Maritime University and the Maritime University of Technology, the Gdańsk University of Technology and the University of Gdańsk.
An important task was entrusted to the Maritime Wind Energy Center of the University of Gdańsk and the Maritime Economy Research Center of the University of Gdańsk. Vocational training has been provided by the Maritime School in Gdynia at Polska Street for over 20 years.
Investors must verify their business plans, which must take into account the rising prices of supply chain elements, the increase in the prices of components for OWE and the costs of services and logistics. But the biggest challenge will likely be the availability of installation vessels equipped with appropriate cranes.
Acquiring staff with appropriate qualifications, predispositions and ready to work in dangerous conditions will also be a significant challenge. Accelerating investments in OWE in the North Sea and in the coastal zones of European Union countries may pose a threat to the development of OWE in the Baltic Sea and Poland.
Wind farm components and staff produced in Poland may be sucked out of our market. Therefore, the Polish OWE may be threatened by the improving economic situation on the markets of Great Britain, Denmark, Norway and Germany, as well as the developing markets of OWE in the Atlantic and the Mediterranean Sea.

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EY – Cena nie jest najważniejsza dla konsumentów

Kryteria cenowe nadal są ważne przy dokonywaniu zakupów, ale konsumenci wyżej stawiają zaufanie do marki i szeroką ofertę. Co prawda porównują ceny w internecie, ale wciąż chętnie kupują offline – wynika z badania EY Retail Performance Ranking 2023. Zrównoważony rozwój jest jednym z pięciu kluczowych czynników wyboru produktów, choć rodzimi klienci częściej aspirują do kupowania zrównoważonych produktów, niż w rzeczywistości mogą sobie na nie pozwolić.

Inflacja, spowolnienie gospodarcze, rozwój e-commerce i nowych technologii jako pola rywalizacji o serca i kieszenie konsumentów – to wyzwania dla firm zajmujących się handlem detalicznym. Dodatkowo na te obszary nakładają się zmieniające się preferencje konsumentów, a konieczność dostosowania do nich strategii operacyjnych staje się nie lada wyzwaniem.

Jak wynika z polskiej edycji badania EY dotyczącego handlu detalicznego – Retail Performance Ranking 2023 – cena jest wciąż ważna dla kupujących, ale nie pozostaje jedynym kryterium wyboru. Wyżej od niej zostały ocenione takie czynniki, jak zaufanie oraz szeroki wybór.

 Współczesny konsument przejawia zaufanie do marki sklepu i ceni szeroką ofertę produktową, wybierając detalistów z długą historią na rynku. W ten trend od wielu lat wpisują się w Polsce także sklepy w formacie dyskontu, które nie tylko przyciągają klientów ofertą najniższej ceny, ale kuszą także bogatym asortymentem na półce – mówi Arkadiusz Gęsicki, Partner EY-Parthenon w Polsce i krajach bałtyckich z zespołu Strategia i Transakcje w EY Polska.

W odniesieniu do dostawców zakupów i żywności stosunek jakości do ceny był drugim najważniejszym kryterium wyboru. W ich przypadku głównym parametrem była cena dostawy, a propozycja wartości wyglądała podobnie u wszystkich. Inną grupą, w której wpływ kryterium cenowego okazał się drugim najważniejszym, są sklepy z ogólnym asortymentem. Na tym rynku niespożywcze dyskonty uczyniły cenę swoim głównym wyróżnikiem.

Co ciekawe, jedynym segmentem, w którym jakość obsługi klienta miała większy wpływ na ogólną ocenę niż cena oferowanych produktów, były internetowe platformy handlowe. Może to wynikać z faktu, że dają one możliwość szybkiego porównania ofert, więc ważniejszym aspektem staje się wygoda obsługi i ogólnie rozumiana jakość doświadczenia zakupowego.

Offline ma się dobrze

Badanie EY pokazało, że doskonałość w kryteriach cyfrowych mniej wpływa na ogólną ocenę sprzedawców niż doskonałość w kryteriach ogólnych, takich jak zaufanie, szeroki wybór lub zrównoważony rozwój.

Widać również, że spośród 51 przebadanych sprzedawców detalicznych posiadających placówki fizyczne (z wyłączeniem internetowych platform handlowych oraz dostawców zakupów i żywności), tylko czterech odnotowało wyższą pozycję za doskonałość cyfrową niż sklepy stacjonarne, w tym dwóch z segmentu sprzedawców elektroniki i AGD,  który z założenia jest bardziej cyfrowy i tym samym otwarty na kanał online.

We wszystkich siedmiu segmentach wielokanałowych konsumenci przyznawali, że częściej sprawdzają ofertę online (w zależności od segmentu – od 31 do 79%), za to rzadziej kupują w tym kanale (od 12 do 74%). Tylko w przypadku elektroniki i AGD, książek oraz artykułów dziecięcych większość respondentów deklarowała częstsze zakupy online niż offline.

– Doskonałość cyfrowa, czyli np. przyjemność i wygoda zakupów online, we wszystkich segmentach pozostaje mniej ważna od doskonałości ogólnej, np. szerokiego wyboru czy jakości obsługi. Nadal więcej konsumentów przegląda oferty online, niż w ten sposób kupuje – podsumowuje Grzegorz PrzytułaPartner EY-Parthenon, ekspert ds. sektora handlu i produktów konsumenckich.

Zrównoważony rozwój jest ważny, ale nietani

Działania sprzedawców w obszarze zrównoważonego rozwoju znalazły się na 5. miejscu wśród najważniejszych kryteriów wskazywanych przez konsumentów. Polska jest więc trzecim rynkiem (spośród siedmiu objętych badaniem), na którym zrównoważony rozwój znalazł się w pierwszej piątce kluczowych wymiarów – tuż po USA i Hiszpanii. Znaczenie tej kategorii, przynajmniej na poziomie deklaracji, jest w wyborach konsumenckich coraz większe.

Zrównoważony rozwój jest także brany pod uwagę, jeśli chodzi o miejsce dokonywania przyszłych zakupów przez polskich konsumentów. Teraz najważniejsze jest dla nich zaufanie, ale w prognozach wskazują, że fotel lidera zajmie zrównoważony rozwój. Klienci chcą korzystać ze sklepów, które są bardziej zrównoważone, co dla 75% respondentów oznacza nowoczesność oraz innowacyjność.

Jednocześnie, jak pokazało badanie EY Future Consumer Index, ceny ekologicznych produktów są postrzegane jako wysokie. W pierwszej połowie 2023 r. sądziło tak 84% ankietowanych. Ich zdaniem wygórowane ceny zmniejszą wielkość sprzedaży i wpłyną na niższe perspektywy wzrostu rynku produktów ekologicznych.

– Detaliści muszą dostosować się do zmieniających się preferencji konsumentów, dla których zaufanie, szeroki wybór, jakość obsługi klienta i zrównoważony rozwój są kluczowymi wartościami. Cena nie jest już jedynym decydującym czynnikiem w dążeniu do długotrwałego sukcesu biznesowego. Zrównoważony rozwój nabiera znaczenia, ale wyższe ceny ekologicznych produktów są dla konsumentów barierą, zwłaszcza w czasach kryzysu – zauważa Grzegorz Przytuła.

O badaniu

Retail Performance Ranking to cykliczne, międzynarodowe badanie wykonywane na zlecenie EY-Parthenon oceniające detalistów według ich doskonałości stacjonarnej, cyfrowej i ogólnej. Zostało przeprowadzone w 7 krajach, obejmując ponad 900 sprzedawców detalicznych z 10 segmentów biznesowych oraz ponad 45 tys. respondentów. W badaniu przeprowadzonym w 2023 r. po raz pierwszy wzięli udział respondenci z Polski: 2800 ankietowanych oceniło 65 różnych sprzedawców detalicznych.

O firmie EY

Celem działalności EY jest budowanie lepiej funkcjonującego świata – poprzez wspieranie klientów, pracowników i społeczeństwa w tworzeniu trwałych wartości – oraz budowanie zaufania na rynkach kapitałowych.

Wspomagane przez dane i technologię, zróżnicowane zespoły EY działające w ponad 150 krajach, zapewniają zaufanie dzięki usługom audytorskim oraz wspierają klientów w rozwoju, transformacji biznesowej i działalności operacyjnej.

Zespoły audytorskieconsultingoweprawnestrategicznepodatkowe i transakcyjne zadają nieoczywiste pytania, by móc znaleźć nowe odpowiedzi na złożone wyzwania, przed którymi stoi dziś świat.

EY w Polsce to ponad 5000 specjalistów pracujących w 8 miastach: w Warszawie, Gdańsku, Katowicach, Krakowie, Łodzi, Poznaniu, Wrocławiu i Rzeszowie oraz w Centrum Usług Wspólnych EY.

Działając na polskim rynku co roku EY doradza tysiącom firm, zarówno małym i średnim przedsiębiorstwom, jak i największym firmom. Tworzy unikatowe analizy, dzieli się wiedzą, integruje środowisko przedsiębiorców oraz angażuje się społecznie. Działająca od ponad 20 lat Fundacja EY wspiera rozwój i edukację dzieci oraz młodzieży z rodzin zastępczych, zwiększając ich szanse na dobrą przyszłość, a także pomaga opiekunom zastępczym w ich codziennej pracy. Każdego roku Fundacja EY realizuje około 20 projektów pomocowych, wspierając w ten sposób ponad 1300 rodzin zastępczych.

EY Polska od 2003 roku prowadzi polską edycję międzynarodowego konkursu EY Przedsiębiorca Roku, której zwycięzcy reprezentują Polskę w międzynarodowym finale World Entrepreneur of the Year organizowanym co roku w Monte Carlo. To jedyna tej rangi, międzynarodowa inicjatywa promująca najlepszych przedsiębiorców.

EY Polska jest sygnatariuszem Karty Różnorodności i pracodawcą równych szans. Realizuje wewnętrzny program „Poziom wyżej bez barier”, aktywnie wspierający osoby z niepełnosprawnościami na rynku pracy. EY był w Polsce wielokrotnie wyróżniany tytułem „Pracodawca Roku®” w rankingu prowadzonym przez międzynarodową organizację studencką AIESEC. EY jest również laureatem w rankingach Great Place to Work oraz Idealny Pracodawca według Universum.