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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 We hope highlighting these myths will help companies find a path forward that casts aside outdated thinking once and for all and accelerates progress for women.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



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


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.


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:

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:, and the video is available on YouTube:

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

Maritime tourism drives British ports and cities. Southampton city received over £1 billion

By Marek Grzybowski

CruiseBritain members ended 2023 with success and high revenues for ports and cities. The Port of Dover was named ‘Best UK Departure Port’ and the Port of Belfast ended the year with the ‘Best UK & Ireland Port of Call’ title. Over 460 cruise ship calls and 2.6 million passengers visiting Southampton contributed over £1 billion to the local and regional economy.
In Southampton, there are over 15,000 people in the maritime tourism sector. jobs offered by local entrepreneurs, both those operating in ports and serving tourists in the city and  Hampshire.
Stephen Manion, executive director of Go! Southampton, said: Cruise passengers are an extremely important part of the Southampton and Hampshire tourism economy – quotes the director of CruiseBritain.
Maritime tourists visit Hampshire for its charming scenery. It is a land located in the south of England, situated on the English Channel and the Solent Strait. According to the local tourism organization, they spend more than average.


Go! Southampton
“We look forward to working with the Port of Southampton to increase not only visitor numbers, but also their ability to access the city and all its attractions,” says Stephen Manion.
The operator of the Port of Southampton is Associated British Ports (ABP). Southampton Airport is 5 miles from the port. It is one of the leading cruise ports in Europe. It is distinguished by five cruise terminals. The new Cruise Terminal (Berth 102) was built as a joint venture between MSC Cruises and Norwegian Cruise Line Holdings. The terminal also serves luxury cruise lines Regent Seven Seas Cruises and Oceania Cruises.
The Port of Southampton is home to the UK’s first high-capacity land-based power plant used to power ships. It allows cruise ships to provide electricity from the quayside. This allows combustion engines to be turned off in the port. This, in turn, enables the port to achieve zero emissions, which is one aspect of ABP’s commitment to sustainable development.
Another activity of ABP is encouraging passengers to use public transport. – We are working with the City Council and port partners to ensure that air quality levels continue to be below nationally set thresholds, and thanks to port air quality monitors we can accurately measure this – emphasizes ABP.
Alastair Welch, ABP regional director for Southampton, said: “We are proud of the role we play in supporting the local, regional and national economy. While this is a record year for cruises, we continue to invest in this and other port-related sectors to ensure the long-term success of our port city.

Dover – the White Cliffs region
Commenting on Dover’s win in the ‘Best UK Departure Port’ category, Cruise Critic UK & AU said: ‘as well as its stunning location and welcoming White Cliffs, Dover serves an increasing number of cruise lines, including Seabourn, Fred. Olsen, Hurtigruten, Costa and Carnival Pride. We also positively assess investments in infrastructure and sustainable development, including the construction of a completely new marina and cooperation with local and international partners in order to create a port that is more friendly, sustainable and equipped with modern technologies,” reported “Cruise Critic UK & AU”.
Doug Bannister, Chief Executive Officer of the Port of Dover, said upon receiving the award: “This is the perfect end to a great year for Dover Cruise and a testament to the world-class customer service provided by our team. Leading cruise lines have chosen the iconic backdrop of the White Cliffs and Dover Castle for launch visits and special celebrations throughout the year, states Bannister. – My thanks go to our team for providing hundreds of thousands of cruise guests with lifelong memories in 2023, and to our cruise lines for choosing Dover as their number one destination in the UK. See you in 2024! – said Doug Bannister, quoted by CruiseBritain.
“It has been a phenomenal year for the cruise industry,” said Adam Coulter, editor-in-chief of Cruise Critic UK & AU. He noted that not only had record sales been achieved, but also that “travellers come to the seaside for a high-quality holiday. And for travelers based in the UK, the introduction of new ships has helped to further drive interest in cruises.”

Belfast – “Best UK & Ireland Port of Call”
The Port of Belfast has been named ‘Best UK & Ireland Port of Call’ in the 15th edition of the Cruise Critic UK Editors’ Picks Awards.
The Port of Belfast Authority earned this award by serving 159 calls from 32 cruise operators in 2023, an 8% increase on the record set in 2019.
Cruise Critic, a subsidiary of TripAdvisor, is the world’s leading cruise review site and online cruise community. Each year it announces the winners of the Editors’ Picks Awards, selected by an international panel of cruise experts.
After receiving the Cruise Critic award, Michael Robinson, director of Belfast Harbour, said: “This award recognizes the fantastic work that everyone in the cruise industry has done to create a product that will ensure the satisfaction of visitors to Northern Ireland.
Robinson highlighted that there has been significant investment in cruise ship facilities in Belfast.
– We receive positive opinions from passengers, crew and cruise line management, both about the high level of services provided and the quality of the tourist offer – noted Robinson. – As part of Cruise Belfast, our partnership with Visit Belfast, a lot of work has been done to promote the region and attract visitors here. Working with tour operators, the hospitality sector and industry organizations, we have helped create an attractive offer that gives cruise lines the confidence to return to the region and increase the number of connections they make each year, emphasized Robinson.
Gerry Lennon, chief executive of Visit Belfast, said: “Belfast is a fascinating, unique destination, rich in history, culture, heritage and attractions, boasting great hospitality, a rich shopping offer and a wealth of world-class attractions. I am delighted that its success has been officially recognized this year by Cruise Critic as the best port of call in the UK and British Isles.

In 2024, from Dover to Norway, Iceland, Portugal and the Azores
British ports predict that 2024 will be even better than 2023. 90 ships will visit Portsmouth this year, which will make 2024 a record year in terms of cruise ship moorings. This is the result of ten new calls. About 155,000 people will arrive on ships. passengers. Many of them will start their journey in the new terminal.
In 2024, Dover residents will witness six inaugural calls. There will even be days with three ships mooring at the passenger terminal at the same time – emphasizes the Port of Dover management. There is also a new marina on the newly developed Dover waterfront. The Marina Curve and Clocktower Square recreational areas adjacent to the terminal are now open for use.
– There is no doubt that 2024 will be an unforgettable year for us. We look forward to the return of all our cruise services and look forward to welcoming those operators who are visiting us for the first time,” said Peter Wright, Cruise Director at the Port of Dover.
The increased activity of cruise owners is evidenced by Clare Ward’s statement. Director of Products and Customer Service at Fred. Olsen Cruise Lines, said: “We are delighted to be back in Dover again with five new cruises launching this summer to attractive ports including Norway, Iceland, Portugal and the Azores.
20 tour operators have contracted entries. From Dover, there are cruises to Norwegian fjords, Baltic Sea ports, and ports of the British Isles. It is also the home port for the world’s leading cruise lines.
It should be added that you can travel from Dover to London by high-speed rail. After an hour, passengers get off at Victoria station, in the center of the British capital, a dozen or so minutes’ walk to Buckingham Palace.

Photos: Cruise port authorities: Dover, Southampton, Belfast


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

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