Innovation Archive


Dorota Lost Sieminska, Director, Legal Affairs and External Relations Division, IMO: Goal 5 “Achieve gender equality and empower all women and girls”.


Marek Grzybowski (5) questions to Dorota Lost Sieminska, Director, Legal Affairs and External Relations Division, IMO

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

The leading topic of the meeting was the role of women in world administration, science and maritime business during the WISTA Poland meeting.
– Ladies work in all areas related to the 17 IMO Sustainable Development Goals – Dorota Lost Sieminska, Director, Legal Affairs and External Relations Division, IMO emphasized during the meeting.
We asked Director Dorota Lost Sieminska about the role and tasks of the Legal Affairs and External Relations Division of the IMO in activities for the development of safety in maritime transport, activities for sustainable development and other factors ensuring the functioning of people at sea.


Marek Grzybowski: Please, describe the fields in which the Legal Affairs and External Relations Division, IMO operates?

Dorota Lost Sieminska, Director, Legal Affairs and External Relations Division, IMO:

Role of the Legal Affairs and External Relations Division

The Legal Affairs and External Relations Division consists of four offices: the Legal Affairs Office (LAO), the External Relations Office (ERO), the Public Information Services (PIS) and the Maritime Knowledge Centre (MKC).

Legal Affairs Office

LAO is responsible for providing legal advice on a wide range of issues related to the activities of the Organization. LAO protects the legal interests of IMO by advising the Secretary-General, the treaty-making bodies, the Member States and other Divisions of the Secretariat. LAO is responsible for reviewing the contractual activities of IMO, including agreements with private and non-state organizations such as banks and goods and services providers. The Office also assists with the negotiation and conclusion of Host Government Agreements for meetings and activities held by IMO in other countries.

LAO is responsible for legal advice on questions of related to the Convention on the International Maritime Organization and other treaties adopted under the auspices of the Organization and provides legal support at all stages of the amendment process. The Secretary-General of IMO is the depositary for more than 50 treaties. In this context, LAO examines instruments of accession, ratification, acceptance, etc. related to IMO treaties deposited by Governments and any associated reservations or declarations. LAO reports to the Assembly and to the Council on the status of the IMO Convention, as well as on the status of all treaties adopted at IMO.

Furthermore, LAO is responsible for the IMO Legal Committee and provides legal advice to the Assembly, the Council, diplomatic conferences, and various other committees. The Office also assists Human Resources Services on legal aspects of personnel issues. Additionally, LAO is responsible for protecting IMO’s intellectual property rights.

External Relations Office

 ERO is responsible for providing protocol support to meetings and events involving the Secretary-General, both at and away from Headquarters, as well as visits of high-level dignitaries to the IMO. The Office acts as the liaison between the Permanent Missions and the Government of the United Kingdom of Great Britain and Northern Ireland for the purpose of facilitating and ensuring the proper accreditation of the members of the missions to IMO. ERO is in charge of assisting in the presentation of credentials to the Secretary-General by newly appointed Permanent Representatives, as well as organising events hosted by the Secretary-General.

In addition to arranging flag-raising and ensuring the observance of official periods of mourning, ERO is responsible for maintaining up-to-date lists of Heads of Diplomatic Missions, Permanent Missions, Focal points, Liaison Officers as well as Intergovernmental and Nongovernmental Organizations which have observer status with IMO. ERO is also in charge of the events related to the World Maritime Theme.

Public Information Services

PIS provides strategic and hands-on communication and outreach support for all IMO’s work and initiatives. PIS is engaged in a multitude of connected and integrated outreach activities designed to improve global awareness of the Organization and its impact, through storytelling on multiple integrated platforms.  These include the news and hot topic sections of the IMO public website (in English,  French and Spanish); issuing press releases;, arranging press conferences and television/radio interviews, responding to media requests, in-house production of multimedia digital content including  videos, and giving presentations on the work of IMO to groups visiting the Organization. PIS provides summary reports of and provides media support to all IMO meetings.

PIS leads the annual Day of the Seafarer campaign (25 June) and promotes the International Day for Women in Maritime (18 May) and the World Maritime theme each year.

Maritime Knowledge Centre

The MKC provides collections, information resources and services to support the IMO Secretariat, Member States, representatives and delegates. Its specialized collections comprise the archives of official documents and IMO Publications, including IMO Conventions, meeting summaries, piracy reports, research guides, and a facts and figures page. The MKC also collects resources covering maritime affairs, shipping and other subjects relevant to the work of the Organization.

Additionally, the MKC runs a Current Awareness Bulletin that provides a monthly digest centred around topics and themes related to the work of IMO. The Bulletin is free to download and to distribute.

Marek Grzybowski: The maritime business situation has changed dramatically after the Covid-19 pandemic. How are the IMO doing in this situation?

Dorota Lost Sieminska, Director, Legal Affairs and External Relations Division, IMO:

Indeed, the COVID-19 pandemic changed the world in many aspects. At the beginning of 2020, IMO  had to adjust to the new working methods, at the same time addressing the challenges faced by the shipping sector.

Throughout the pandemic, the maritime sector has continued to deliver the vital supplies that people need. Seafarers have worked tirelessly, at the heart of this trade, to keep goods flowing. Despite difficulties with port access, repatriation, crew changes and more, there can be no denying that seafarers have gone beyond the call of duty.

The Secretary-General of IMO worked with Governments, shipowners and relevant United Nations organizations to ensure that seafarers get all the necessary support. One of the major achievements was the adoption of the United Nations Assembly resolution calling on UN Member States to designate seafarers and other marine personnel as key workers and to implement relevant measures to allow stranded seafarers to be repatriated and others to join ships, and to ensure access to medical care.  The Secretary-General also urged the Governments to prioritize seafarers in their national COVID-19 vaccination programmes.

The United Nations bodies and agencies issued a large range of recommendations, including key legal, policy and technical guidance, as well as joint statements and declarations to address the challenges posed by the pandemic to the transport industry, and have highlighted that additional, country-level concrete means of action are needed to tackle them,

IMO continues to work with our sister UN agencies, with industry bodies and with Governments to address the ongoing needs of seafarers.

The Joint Action Group has been established to review the impact of the COVID-19 pandemic on the world’s transport workers and the global supply chain (JAG-TSC), consisting of representatives of ICAO, ILO, IMO, WHO, the International Air Transport Association (IATA), the International Chamber of Shipping (ICS), the International Organization of Employers (IOE), the International Road Transport Union (IRU), the International Transport Workers’ Federation (ITF) and International Union of Railways (UIC). The Group discussed serious and urgent challenges faced by transport workers resulting from the COVID-19 pandemic.

As a result of this cooperation, the IMO Assembly, which met at its 33rd session from 27 November to 7 December this year, adopted resolution A.1189(33) on the recommendations emanating from the Joint Action Group to review the impact of the COVID-19 pandemic on the world’s transport workers and the global supply chain (JAG-TSC).

Marek Grzybowski:  Russia’s attack on Ukraine creates new challenges for the global maritime business. What was IMO’s response to this situation?

 Dorota Lost Sieminska, Director, Legal Affairs and External Relations Division, IMO:

The IMO Council, which met on 10 and 11 March 2022, at its thirty-fifth extraordinary session, requested the IMO committees to consider ways to enhance the efforts of Member States and observer organizations in supporting affected seafarers and commercial vessels and consider the implications of the situation in the Black Sea for the implementation of IMO treaties.

Through 2022-2023, IMO organs such as the Council, the Legal Committee, the Maritime Safety Committee, the Facilitation Committee, the Marine Environment Protection Committee and Technical Cooperation Committee) have reviewed and condemned Russia Federation’s actions and called on the Russian Federation to withdraw from Ukraine.

The IMO Assembly, at its 33rd session in December this year, discussed the ongoing conflict in Ukraine. The Assembly adopted several resolutions, among them resolution A.1183(33) on the impact of the Russian armed invasion of Ukraine on international shipping.

 Marek Grzybowski: The role of women in the maritime logistics business is growing. WISTA International, Anglo-Eastern Ship Management, the International Seafarers Welfare Assistance Network (ISWAN) and the International Chamber of Shipping (ICS) conducted an online survey to find out how seafarers perceive ‘discrimination’ and how on board based on their personal experiences. As many as 60% of women reported that they faced gender discrimination on board. 66% of respondents report that their employees have started harassing and intimidating co-workers. 25% of female shipboarders said that in the maritime transport sector, physical and sexual harassment is widespread, occurs on board and is an invasion of their privacy. International Day for Women in Maritime 2023 theme was  ”Mobilizing networks for gender equality”. What actions need to be mobilized for gender equality?

Dorota Lost Sieminska, Director, Legal Affairs and External Relations Division, IMO:

As we know, the shipping industry is traditionally male dominated. In this context, in 1988 IMO initiated a gender programme to help the industry to be more inclusive and to support women to achieve a representation that is adequate in the current world.

Women are key maritime stakeholders that provide an important and vital contribution in the maritime domain. Within the framework of maritime development, and through its Women in Maritime programme, under the slogan: “Training-Visibility-Recognition”, IMO continues to support the participation of women in both shore-based and sea-going posts.

IMO maritime training institutions such as the IMO International Maritime Law Institute in Malta as well as the World Maritime University in Malmo also maintain gender balance and train women to be better prepared to pursue their careers in maritime professions. Every year we see more women as naval architects, engineers or maritime lawyers. They are well trained and educated to work shoulder to shoulder with men.  IMO supports access to maritime training and employment opportunities for women in the maritime sector.

The Organization is also strongly committed to helping its 175 Member States achieve the UN 2030 Agenda for Sustainable Development and the 17 Sustainable Development Goals (SDGs), particularly Goal 5 “Achieve gender equality and empower all women and girls”.

Considering IMO’s Strategic Direction 6 (Address the human element), the IMO Council Group on Strategic Plan agreed to expand on the various aspects relevant to training, certification and watchkeeping as well as fair treatment, to respond to the current trends and developments such as new technologies, future fuels, bullying and harassment, including sexual assault and sexual harassment (SASH). The work to address sexual harassment at sea will be carried out at IMO in cooperation with ILO. Certainly, more awareness and training in this respect is needed and IMO will continue its efforts to address those matters.

Marek Grzybowski: IMO World Maritime theme for 2023: “MARPOL at 50 – Our commitment goes on”.  How has MARPOL changed over these 50 years? What challenges await us in the coming years?

Dorota Lost Sieminska, Director, Legal Affairs and External Relations Division, IMO:

Indeed, 2023 marks the 50th Anniversary of MARPOL, the most important international treaty to prevent pollution from ships into the marine environment. Initially, MARPOL covered accidental and operational oil spills from tankers, the prevention of pollution from chemicals carried in bulk, packaged dangerous goods, sewage, and garbage. Annex VI, which was adopted through the 1997 Protocol, added also the prevention of air pollution from ships.

Over time, the States Parties to MARPOL worked collaboratively to improve the treaty, adopt new requirements to better protect the environment and ensure that all current challenges are addressed. Through five decades, MARPOL has constantly advanced to keep up with lessons learned and new demands. The treaty had a positive impact on the marine environment and has changed how ships are designed and operated. Notably, the number of oil spills reduced by 90%. Thanks to MARPOL, the discharge of plastic garbage into the sea is banned and operational wastes, such as garbage and sewage, cannot simply be disposed of at sea, and are very strictly regulated.

More recently, Annex VI which regulates air pollution introduced new requirements to cut sulphur oxide emissions from ships. Current challenges include addressing the decarbonization of shipping to support the global fight against climate change. IMO is focusing its efforts to enhance sustainable shipping and protect the oceans and populations globally. We must address decarbonization, digitalization and innovative technologies, including automation. At the same time, the seafarers are in the centre of attention and are trained to be well equipped for the technological transition.



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


Deloitte: Co drugi lider zespołów IT odczuwa wypalenie zawodowe

Chociaż spowolnienie gospodarcze osłabiło rosnące od wielu lat zapotrzebowanie na ekspertów IT, to nadal pozyskanie wykwalifikowanych pracowników stanowi istotne wyzwanie dla pracodawców. Kluczowym zadaniem dla organizacji w najbliższych latach stanie się zapewnienie deweloperom możliwości długofalowego rozwoju kariery, uwzględniających rosnącą rolę sztucznej inteligencji, wynika z raportu „What’s bugging IT”, opracowanego przez firmę doradczą Deloitte. Istotną kwestią jest także rozpoznanie potrzeb ekspertów technologicznych, którzy coraz częściej oczekują od pracodawców wsparcia w kwestiach związanych ze zdrowiem, a także elastyczności w zakresie miejsca i czasu pracy.

Przeprowadzone w czwartym kwartale 2023 r. badanie dotyczyło wyzwań, potrzeb i postaw pracowników działów IT wobec takich wyzwań jak postępująca automatyzacja. W ankiecie wzięło udział 300 respondentów, z których znaczna część pochodziła z Polski. Wśród nich znaleźli się zarówno przedstawiciele kadry menadżerskiej wysokiego i średniego szczebla, jak i osoby zatrudnione w roli specjalistów.

 AI rewolucjonizuje IT

Podobnie jak wiele innych branż również sektor IT przechodzi dużą zmianę wynikającą z rosnącej popularności sztucznej inteligencji. Na pytanie dotyczące tego, jak duża część ich obecnych obowiązków zostanie przejęta przez AI, 44% ankietowanych wskazało połowę lub więcej. Zapytani o ich charakterystykę podawali bardzo szeroki przekrój badań, od analityki czy rutynowych procesów biznesowych poprzez tworzenie i przeprowadzanie testów po zarządzanie projektami i obsługę klienta.

Automatyzacja nie pozostanie bez wpływu na charakter pracy specjalistów IT. Zdaniem autorów raportu oznacza to wyzwanie dla pracodawców, którzy w odpowiedzi na zmieniającą się rzeczywistość powinni opracować narzędzia i procesy umożliwiające ekspertom długofalowy rozwój. Pewną nadzieję w tym obszarze daje przytoczona w raporcie wysoka skłonność profesjonalistów IT do samorozwoju i uczenia się. Zapytani o obszary, które ich zdaniem zyskają na znaczeniu w trakcie najbliższych 2-3 lat, sześciu na dziesięciu wskazało na kwestie bezpieczeństwa. Z kolei 41 proc. odpowiedzi dotyczyło generatywnej AI, a co trzeci ankietowany za najistotniejsze uznał technologie chmurowe.

Rosnąca powszechność generatywnej sztucznej inteligencji stanie się motorem istotnych zmian w funkcjonowaniu przedsiębiorstw. Z tego względu organizacje powinny umożliwiać ekspertom IT rozwój kompetencji technologicznych oraz tych, które dotyczą behawiorystyki czy psychologii. Umożliwi to bowiem dostosowanie poziomów ich wiedzy do aktualnych potrzeb rynku, co może przynieść wymierne korzyści nie tylko im samym, ale i całym organizacjom. Nie bez znaczenia są także predyspozycje specjalistów technologicznych, dzięki którym mogą się oni stać liderami procesu adopcji nowych technologii w swoich organizacjach

– mówi John Guziak, partner, Human Capital, Deloitte.

Wypalenie zagrożeniem dla IT

W ramach badania Deloitte eksperci zostali zapytani o swoje odczucia dotyczące obecnie wykonywanej pracy. Okazuje się, że rosnącym zagrożeniem dla branży jest kwestia wypalenia zawodowego, które ma odczuwać aż 53 proc. liderów zespołów IT oraz ponad jedna czwarta ankietowanych specjalistów. Przyczyny tego zjawiska są zróżnicowane, wśród nich wymienia się brak równowagi między życiem prywatnym a zawodowym, nadmiar obowiązków czy ogólny brak satysfakcji z wykonywanej pracy. Powszechność wypalenia zawodowego może być jedną z przyczyn niewielkiego odsetka chętnych do objęcia w przyszłości posady lidera działu IT. Osoby widzące siebie w tej roli stanowią zaledwie 38 proc. badanych, podczas gdy znaczna większość (58 proc.) ankietowanych planuje rozwój w stronę eksperta technologicznego. Za czynniki powodujące niezadowolenie i skłaniające do rozważenia zmiany zawodu lub pracodawcy ankietowani wymieniają najczęściej niesatysfakcjonujący poziom wynagrodzenia (46 proc.), brak możliwości rozwoju (29 proc.) oraz nieefektywne procesy w organizacji (24 proc.).

Praca zdalna a efektywność

Utrzymanie odpowiedniego poziomu zatrudnienia w działach IT wymaga od pracodawców rozpoznania i wyjścia naprzeciw potrzebom specjalistów technologicznych. To, czy są one zaspokajane, pokazuje przytoczona w badaniu luka wsparcia, czyli różnica między odsetkiem respondentów, którzy otrzymali wsparcie od pracodawcy w danym obszarze oraz rozkładem odpowiedzi wskazujących na znaczenie danego obszaru dla respondenta. Największą różnicę widać w sferze wolnego czasu (-51 proc.), zdrowia bliskich uczestników badania (-46 proc.), jak i kwestii zdrowego trybu życia (-40 proc.). Najmniejsza różnica między oczekiwaniami a rzeczywistym wsparciem dotyczy możliwości pracy zdalnej (-8 proc.), elastycznych form zatrudnienia i czasu pracy (-6 proc.) oraz możliwości osobistego udziału w akcjach charytatywnych (13 proc.).

Wyniki zapytań dotyczących luki wsparcia pokazują blaski i cienie pracy zdalnej. Z jednej strony pracodawcy są świadomi jej znaczenia, z drugiej ma ona swoje negatywne konsekwencje. Wzrost popularności wykonywania obowiązków zawodowych na odległość niekiedy wiąże się z upowszechnieniem mniej aktywnego trybu życia, co może prowadzić do wzrostu liczby przypadków chorób cywilizacyjnych. Z tego względu pracodawcy powinni zaoferować wsparcie w postaci, np. porady dietetyka lub trenera personalnego czy szkolenia z zakresu profilaktyki chorób. Tego typu inicjatywy mogą korzystnie wpłynąć na samopoczucie pracownika i utrzymanie odpowiedniego poziomu zatrudnienia w działach IT – mówi Zbigniew Łobocki, senior manager, Human Capital, Deloitte.

Powszechność pracy zdalnej w sektorze IT rodzi zagrożenia nie tylko w zakresie dobrostanu pracowników. Przedmiotem nieustannej dyskusji jest także kwestia efektywności działań realizowanych przez zespoły technologiczne pracujące na odległość. Zdaniem autorów raportu taki sposób działania powinien być odpowiednio zaplanowany. Kluczowe w tym obszarze mogą okazać się nawyki i stałe elementy działania zespołów, które powinny dotyczyć nie tylko bieżących kwestii, ale także planowania długofalowego, przekazywania informacji zwrotnych czy budowania relacji.

Więcej: Deloitte


Athens Institute for Education and Research Newsletter No. 25, September 2023


  • Professor Yan Ma (University of Rhode Island, USA) has joined ATINER as an academic member. Prof. Ma is organizing a Special Session on “Visual Literacy and Global Media” as part of the 11th Annual International Conference on Library and Information Science, 29-31 July & 1 August 2024, Athens, Greece. The session’s webpage is available at:
  • Dr. Krasimir Kabakciev (Deputy Director, Arts, Humanities and Education Division, ATINER) is organizing a Special Session on “TAM (Tense-Aspect-Modality) in and across Languages” as part of the 17th Annual International Conference on Languages & Linguistics 8-11 July 2024, Athens, Greece. The session’s webpage is available at:
  • Professor Domenico Maddaloni (University of Salerno, Italy) is organizing a Special Session on “Migrants and Refugees in the Mediterranean” as part of the 22nd Annual International Conference on Politics & International Studies,17-20 June 2024, Athens, Greece. The session’s webpage is available at:
  • Dr. Elena Rovenko (Strasbourg University, France) has joined ATINER as an academic member. Dr. Rovenk is organizing a Special Session on “Wagner and Wagnerism in Philosophy, Art, and Culture as part of the 15th Annual International Conference on Visual and Performing Arts, 10-13 June 2024, Athens, Greece. The session’s webpage is available at:
  • Dr. Marzia Coltri (Arden University, UK) is organizing a Special Session on “The Role of Ethics as a Driving Force in Rapid Digital and AI Development” as part of the 7th Annual International Forum on Ethics, 6-9 May 2024, Athens, Greece. The session’s webpage is available at:
  • Ms. Tamara Dyke Compton (Associate Director of the School of Dance, Director of Graduate Studies & Associate Professor, The University of Arizona, USA) is organizing a Special Session on “Dance Education” as part of the 15th Annual International Conference on Visual and Performing Arts, 10-13 June 2024, Athens, Greece. The session’s webpage is available at:

Publications Uploaded This Month

Athens Journal of Business & Economics
Athens Journal of Humanities & Arts
Athens Journal of Health and Medical Sciences
Athens Journal of History
Athens Journal of Law
Athens Journal of Philosophy
Athens Journal of Social Sciences
Forthcoming Papers

Forthcoming Conferences Organized by ATINER

ATINER is organized into 7 Divisions, 37 Units and 8 Centers. Each one organizes at least one annual academic event (conferences, symposiums, roundtable discussions etc.). All events are small academic gatherings as these are described in ATINER’s mission and policy.

Click here to see the list

McKinsey: The economic potential of generative AI

Generative AI is poised to unleash the next wave of productivity. We take a first look at where business value could accrue and the potential impacts on the workforce.

AI has permeated our lives incrementally, through everything from the tech powering our smartphones to autonomous-driving features on cars to the tools retailers use to surprise and delight consumers. As a result, its progress has been almost imperceptible. Clear milestones, such as when AlphaGo, an AI-based program developed by DeepMind, defeated a world champion Go player in 2016, were celebrated but then quickly faded from the public’s consciousness.


Generative AI applications such as ChatGPT, GitHub Copilot, Stable Diffusion, and others have captured the imagination of people around the world in a way AlphaGo did not, thanks to their broad utility—almost anyone can use them to communicate and create—and preternatural ability to have a conversation with a user. The latest generative AI applications can perform a range of routine tasks, such as the reorganization and classification of data. But it is their ability to write text, compose music, and create digital art that has garnered headlines and persuaded consumers and households to experiment on their own. As a result, a broader set of stakeholders are grappling with generative AI’s impact on business and society but without much context to help them make sense of it.

The speed at which generative AI technology is developing isn’t making this task any easier. ChatGPT was released in November 2022. Four months later, OpenAI released a new large language model, or LLM, called GPT-4 with markedly improved capabilities.1 Similarly, by May 2023, Anthropic’s generative AI, Claude, was able to process 100,000 tokens of text, equal to about 75,000 words in a minute—the length of the average novel—compared with roughly 9,000 tokens when it was introduced in March 2023.2 And in May 2023, Google announced several new features powered by generative AI, including Search Generative Experience and a new LLM called PaLM 2 that will power its Bard chatbot, among other Google products.3

To grasp what lies ahead requires an understanding of the breakthroughs that have enabled the rise of generative AI, which were decades in the making. For the purposes of this report, we define generative AI as applications typically built using foundation models. These models contain expansive artificial neural networks inspired by the billions of neurons connected in the human brain. Foundation models are part of what is called deep learning, a term that alludes to the many deep layers within neural networks. Deep learning has powered many of the recent advances in AI, but the foundation models powering generative AI applications are a step-change evolution within deep learning. Unlike previous deep learning models, they can process extremely large and varied sets of unstructured data and perform more than one task.

More in the McKinsey Report: The economic potential of generative AI

Michael Chui
Eric Hazan
Roger Roberts
Alex Singla
Kate Smaje
Alex Sukharevsky
Lareina Yee
Rodney Zemmel