EMEA Recruitment Podcast #172 - Finance Leadership and the Human Element – Jakub Bejnarowicz

We were pleased to welcome Jakub Bejnarowicz, Regional Director, Europe at AICPA & CIMA, onto the EMEA Recruitment podcast.  The conversation opens light-heartedly, with Jakub sharing a recent moment when his three-year-old son imitated him by putting papers into a folder and saying, "I am going to work," which made him smile. He reflects on how children observe and mimic behaviors, wondering if his son might one day follow in his professional footsteps. The discussion then turns to our upcoming event, How to Manage with Impact: The Human Side of Leadership, taking place on Thursday 23rd October in Zurich, in partnership with the Chartered Institute of Management Accountants (CIMA). Jakub will be one of four senior panelists sharing their insights and experiences. He encourages Finance and business leaders, as well as CIMA members, to attend – register now. When asked about his career journey, Jakub explains that he began by promoting higher education internationally, recruiting students and faculty, and fostering cross-border academic partnerships. A turning point came when a recruiter approached him to establish CIMA's operations in Central and Eastern Europe, starting in Poland.  Jakub has now worked with the organization for almost 15 years. He finds it inspiring to collaborate with highly skilled Finance professionals and leaders to help them upskill. What excites him most is connecting people, building teams, and forming partnerships across Europe, including with local recruiters and educational institutions, to help individuals succeed in the profession. For Jakub, this work connects deeply with his heart, making his role especially meaningful. Over time, he's learned that while Europe's diversity is its strength, it also requires understanding of each country's unique education systems and professional traditions. For CIMA, that means building bridges, creating partnerships with local institutions, and finding shared purpose. He's particularly proud of initiatives like the recently launched CFO Program in Geneva. Above all, Jakub says that success always comes down to people: investing time to build genuine relationships, earning trust, and finding common goals. Relationships, he notes, take time to cultivate, especially in Finance, where credibility and trust develop gradually. Asked about his passion for helping people, Jakub shares that he developed people skills over time. Attending boarding school helped him gain independence and confidence. He also credits his upbringing - his father was a mayor and his mother a general manager of a production facility - for exposing him to leadership and relationship-building from an early age. Paul and Jakub discuss how Finance roles have evolved. CFO and Finance Director positions were once perceived as back-office and technical, but they have become much more about business partnering, influencing, and driving impact. Touching on the future of Finance, Jakub explains that AICPA & CIMA provide valuable insights to its nearly 600,000 members, candidates, and registrants, as well as the wider Finance and business community, through surveys, research, and reports - such as Re-defining Finance for a Sustainable World. Finance, he says, is all about acquiring financial and relevant information, processing it, and turning it into actionable insights. While many Accounting operations are increasingly automated, accuracy and integration remain crucial. Those entering or developing in the Finance profession now need a different skillset: the ability to embrace technology, communicate strategically, and tell a clear story through numbers. Jakub notes that the Finance structure has evolved from a triangle to a diamond shape, with fewer people at entry levels and greater emphasis on advanced skills and leadership potential. He stresses the growing focus on stakeholders and long-term value creation, integrating financial, social, and natural capital, while understanding business models and co-creating value. Jakub explains that today's Finance professionals must blend deep technical expertise with strong communication and people skills, becoming what he calls "T-shaped professionals." While technology and automation manage more routine work, the human side of Finance - storytelling, empathy, and authentic leadership - is what truly drives success. These qualities, he adds, develop through experience and a genuine desire to make an impact, helping professionals grow into trusted business partners and even future CEOs. He also highlights the importance of inspiring the next generation, showing that Finance is no longer rigid or traditional, but a dynamic, tech-driven, and people-focused career path.   Use the timestamps below to find the part of the episode that interests you most:  Timestamps 01:15: The last thing that made Jakub smile 02:55: What to expect at our upcoming event  06:15: How Jakub joined CIMA and what keeps him inspired 11:15: Key lessons learned during Jakub's career  14:15: Jakub's passion for helping people 18:55: How senior Finance roles have changed 20:45: Trends shaping the Finance function  25:25: The importance of stakeholder relationships 30:17: How to manage impact and show empathy 37:00: Inspiring the next generation  To connect with Jakub, you can find him on LinkedIn. - The podcast is brought to you in partnership with Operation Smile, an international medical charity that provides life-changing surgery to children and adults with cleft lip and palate. Find out more about Operation Smile's work around the world: https://www.operationsmile.org.uk/partners/emea-recruitment/   If there are any topics you'd like us to cover in future episodes, please get in touch with [email protected]    #emearecruitment #emearecruitmentpodcast #jakubbejnarowicz #cfo  #cima  #paultoms #operationsmile  #operationsmileuk #recruitment  

EMEA Recruitment is proud to present the second instalment of our limited series, Conversations with Finance Leaders, in collaboration with Geneva Business School.  These episodes will bring you the tangible experiences of specialist professionals with the expertise of the Business School's leading academics. In this episode, John Bower, Director, welcomes Nicolas Carrera, Group Treasurer at Metalor Technologies, and the Business School's Dr. Aleksandra Jancikova to explore the hidden dangers of ESG strategic ignorance and the fine line between selective oversight and corporate negligence.  Please note: This conversation was recorded at the Geneva campus, which may cause some background noise and variations in sound quality. Aleksandra introduces the conversation as a chance to explore unique perspectives drawn from over 20 years of combined professional experience.  Nicolas introduces Metalor, a major player in the precious metals industry. He highlights its three business streams: refining precious metals (from mines and recycled sources); producing plating solutions; and manufacturing electrical switches (driven by the demand for data and AI centers). Founded in 1852, Metalor operates globally, and its ownership has evolved from private equity to a family-owned structure – which has influenced real change.  Sustainability is still in the company's DNA, but the shift in ownership brought new transparency and stakeholder communication expectations. NGOs have scrutinized the sector, so improved media engagement and adopting best-in-class sourcing practices has become even more important. The board now plays an active role in ESG oversight, moving beyond financial risk to assess materiality from multiple perspectives.  In the last couple of years, Metalor has also worked on the corporate sustainability reporting (CSRD) approach and has finalized its year of analysis. Stakeholder expectations from banks, NGOs, and customers have evolved, and Metalor aims to report on a wide spectrum of risks and prioritize them accordingly. Aleksandra agrees that identifying material risks - financial, environmental, and social - is challenging, especially in sensitive sectors like Metalor's.  At GBS, ESG is integrated across the management function. One-third of the academic curriculum touches on ESG-related topics, and there are specialized courses to build expertise among students. She contrasts GBS with large corporates like Metalor, noting having a dedicated ESG role is less practical for smaller institutions. Instead, integration across functions and KPIs is essential. For example, GBS invites board members to speak with staff and students, encouraging open conversations. Even when tough topics arise, the aim is constructive feedback and aligning decisions with strategic priorities.  Nicolas explains how CSRD helped Metalor implement more structured practices, including board visits to plants and hands-on engagement. For example, human impact and risk profiles differ significantly between operations in Europe and Asia. Each plant now has designated staff responsible for ESG pillars, allowing clearer and localized reporting. CSRD's structured methodology ensures consistent reporting across teams and geographies. Metalor now has systems in place so that the board has the data required for informed decision-making. With acquisitions and growth, it's been essential to bring everyone to the same level of understanding. A single ESG representative at the group level wouldn't work for such a global operation. Instead, the business ensures that people on the front lines understand ESG expectations, particularly for sourcing and due diligence. Local teams must be equipped to make decisions that align with anti-money laundering (AML) and quality control standards. Nicolas notes that internal practices and information flows are critical - internal missteps can lead to public scandals. The goal is to ensure that relevant information reaches the board and informs timely decision-making. A major focus for Metalor is the supply chain. Around 30% of its gold comes from mines, and some of those are artisanal, which carry higher risk. Through initiatives like Swiss Better Gold and support from SECO, Metalor engages directly in the field to ensure compliance. When geopolitical risks arise - such as sourcing gold from regions under sanctions – clear communication with the board is required to make fast decisions.  Aleksandra raises a concern about how management presents data to the board; shiny numbers can mask deeper issues. She emphasizes the importance of understanding the line between compliance and ethics. Nicolas agrees, pointing out that Metalor avoids sourcing 50% of the world's gold supply due to ethical or compliance concerns. By using geo-forensic tools, they can verify sources and make informed decisions, even if that means cutting off certain supply streams. They address the danger of "plausible deniability" in ESG - when people avoid asking tough questions to preserve status or bonuses. Metalor prioritizes building trust with shareholders who understand industry realities, Nicolas explains. The organization commits to disclosing high-risk issues that could jeopardize that trust. To close the discussion, Alexandra outlines key mechanisms that help organizations avoid ESG ignorance: Culture of inquiry – encouraging open discussions without fear Designated ESG committees – especially for large, complex organizations Clear escalation channels – ensuring critical information reaches the board Linking incentives to ESG KPIs – aligning goals and accountability Acknowledging the journey – ESG is an evolving process, not a fixed target Nicolas shares how Metalor is implementing several of these steps.  On incentives, Nicolas admits Metalor is still on the journey to integrate ESG KPIs into executive performance frameworks, but has the board's full support. The CSRD process has helped raise awareness and set clearer priorities across the organization. Aleksandra concludes that ESG is indeed a journey; it's not just about checking compliance boxes or reaching fixed goals - it's about continuously improving and shaping a better future. Audience Q&A The episode then enters a live Q&A session with the audience.  The first question is directed at Nicolas and asks whether there are any opportunities in pursuing a cynical ESG approach. Metalor began its transparency journey ten years ago, noting that initial efforts in traceability using blockchain and geo-forensic passports didn't bring immediate returns. However, these efforts have now become essential, especially in the watch and jewelry industry, and help differentiate the company. He discusses how urban mining and recycling are becoming more prevalent and how traceability throughout the supply chain is improving with systems like SAP. He believes there will be a competitive advantage to these approaches in the future. Aleksandra adds that a strategic ESG perspective can offer real opportunities, citing an example of an oil and gas company that shifted to renewable energy and now generates most of its profits from that area. On ESG KPIs, Nicolas explains that most of Metalor's ESG metrics are reported in their CSRD disclosures and shared with banks and stakeholders. Clients like ABB, Siemens, and Schneider are increasingly demanding ESG reporting, which drives internal improvements. Nicolas shares that, during COVID-19, Metalor kept all its refineries open by applying early safety practices seen in China. This gave them an advantage, especially when other refineries closed. They adapted quickly, including renting planes to meet demand when transport was disrupted. Despite rising costs in precious metal financing, particularly between December and March, ESG initiatives have not been paused. The company remains in a strong position and can pass on some of the increased costs to clients. Please use the timestamps below to find the most interesting part of the episode for you: 01:15: Introducing the conversation and main aims 04:30: An introduction to Metalor 07:10: GBS's ESG curriculum 07:45: Integrating ESG roles into the business 10:10: Beyond the financial pillar 12:25: GBS's approach to integrating ESG metrics 18:55: Avoiding scandals 21:50: The fine line between compliance and ethics 25:20: Plausible deniability 28:50: Building a culture of inquiry 31:30: Designated ESG committees in complex environments 33:15: Escalating matters to the board 34:55: Linking incentives to ESG KPIs 36:50: Pursuing a cynical ESG approach 38:45: Competitive advantages 41:20: Metalor's ESG KPIs 43:05: Why leverage is difficult in the commodities industry 46:05: Metalor's methods in the pandemic 49:50: Rising cost pressure in the macroeconomic environment The EMEA Recruitment podcast is brought to you in partnership with international medical charity Operation Smile. Learn more about their work in supporting children and adults with cleft lip and palate: www.operationsmile.org.uk/partners/emea-recruitment/ To share any ideas you have for future episodes, please get in touch: [email protected]  #emearecruitment #emearecruitmentpodcast #nicolascarrera #aleksandrajancikova #genevabusinessschool #gbs #metalor #paultoms #operationsmile  #operationsmileuk #recruitment    

We were honored to welcome Martin Zemp, CFO Europe at Caldic, onto the EMEA Recruitment podcast.  "The consciousness of the environment helps all of us. The conversation should start with asking questions, not telling."  Paul references Martin's LinkedIn recommendations praising his management style. Martin explains that he works with people respectfully and highlights the importance of authenticity; by being yourself in interviews you can quickly get a feel for the person and the cultural match, he adds.  Martin touches on his international career, with assignments in South East Asia and Europe, detailing the impact on his professional and personal life.  We find out if Martin is a risk-taker. He explains that in his personal life he isn't, but takes calculated risks in his professional career, as opportunities often stem from them. Martin has prioritized gaining experience across different Finance disciplines, such as Treasury and Trading, considering himself a generalist rather than a specialist. Through working in different disciplines, you can figure out what you like and dislike, he adds. Martin opens up about his personality traits, considering himself relatively introverted. He often has to push himself into new situations, but without this effort, he risks staying in the background and not speaking up. Stepping into unfamiliar environments, though intimidating, can also be liberating, he says.  While he remains a quiet person, this hasn't stopped him from taking on roles that require interacting with others, making decisions, and learning about different organizations. He enjoys challenging himself, and once he succeeds in a new environment, it builds his confidence to continue. Though setbacks occur, he chooses to focus on the positives and move forward. Martin shares how international management approaches and cultures compare. Originally from Switzerland, he relocated to the Netherlands, where his manager warned him about Dutch directness. Initially skeptical, he quickly experienced an extreme example, which showed him how direct Dutch communication can be. Over time, Martin grew to appreciate Dutch culture, recognizing its efficiency compared to the Swiss tendency to avoid direct confrontation.  Martin's experience in Asia highlighted even greater cultural differences in management. Working with local teams required a different approach, while regional and global organizations brought a mix of Western European, American, and local styles. The differences between headquarters' management styles and local practices could be significant and sometimes overwhelming, he explains.  Furthermore, Martin highlights key strengths for successfully managing teams across different countries. He values a "live and let live" approach, respecting people for who they are while still addressing performance. Trust is essential for tough conversations to be effective, he believes. Reflecting on his experience in Vietnam, Martin emphasizes the importance of mutual respect in bridging cultural and language differences. He criticizes expats who rely on authority rather than building relationships, stressing that true collaboration comes from understanding the team. Effective leadership, he states, starts with asking questions rather than giving directives. Paul asks Martin how wellbeing at work has changed since the pandemic. Companies are now more mindful, recognizing that supporting employees beyond salary can help attract and retain talent, he says. However, he believes employers must be genuine in their efforts - sometimes doing less but in a meaningful way is more effective. Ultimately, mental health initiatives should align with an organization's culture.  For those looking to emulate his career, Martin's advice is to explore opportunities when young, focusing on experiences and good managers rather than salary. Larger organizations can provide more chances to grow, especially for those who want to work abroad.  Knowing what you want is key, but it's okay to change direction, Martin explains. He learned this firsthand when moving to the Netherlands, where he had to push himself to be seen and heard. He encourages those who struggle to share their achievements, as being courageous opens doors. Martin openly admits he still gets cold feet at times; it's difficult to do something new, but after you've done it, good experiences motivate and provide self-confidence, allowing the task to get easier over time.  Martin shares his medium to long-term goals. Professionally, he wants to continue collecting diverse experiences and transform parts of the organization. His next step is a Group CFO role, but it's not a strict must-have. Martin aims to expand his capabilities and support organizations in different ways, moving away from coaching to potentially taking on small board or advisory roles. Step-by-step development is his focus, emphasizing evolution, not revolution. On the personal side, with two teens at home, managing the daily temper is his primary ambition, he jokes. The episode ends with Martin sharing his musical talent. To find the part of the episode most interesting to you, please use the timestamps below: 01:45: The last thing that made Martin smile 03:20: Martin's management style 06:20: Working in diverse locations 08:15: Taking risks in your career 11:40: Being an introvert in business 14:20: How international management styles compare 21:45: Key skills that enable success 29:05: Wellbeing in the workplace 33:30: Choosing Finance 35:50: Career advice 41:40: Martin's goals 43:55: Martin's hidden talent If you'd like to connect with Martin, you can find him on LinkedIn. EMEA Recruitment is proud to partner with Operation Smile, an international medical charity supporting children and adults with cleft lip and palate. To learn more about their vital work around the world or to donate to the cause, please visit: https://www.operationsmile.org.uk/partners/emea-recruitment/     If there are any topics you'd like us to cover in future episodes, please reach out to [email protected]   #emearecruitment #emearecruitmentpodcast #martinzemp #finance  #paultoms #operationsmile  #operationsmileuk #recruitment  

We were pleased to welcome Thomas Haeny, Global Head of Finance at Ypsomed Diabetes Care, onto the EMEA Recruitment podcast.  "A strategy is only as good as its execution, and the execution is only as good as the overarching strategy from where it was derived." Heart-warmingly, Thomas shares a recent memory that made him smile of his young son writing a note for his wife, a small token of appreciation and connection, and a gesture Thomas replicates in his private and professional life to make others smile.  Paul asks Thomas how he manages his work-life balance, a phrase which to Thomas seems disconnected. Balance is subjective and while it is important to set clear boundaries and communicate those boundaries - you are in control, he says. Even more important is where your energy derives from, he adds.  However, leaders can have an impact. An example is people development; while leadership exposure can be rewarding to some, it can be stressful and energy-draining for others.  Following the discussion, Paul asks Thomas where he finds his energy. He explains he focuses on the things he can change, where he can make a difference, but that shouldn't sound too simplistic.  Diving into Thomas' Finance career, we learn that Finance wasn't his original calling. In his Teenage, he aspired to be a chef, as he enjoyed cooking and hosting. Thomas came to realize that he'd have to get up super early (not very appealing to a 14-year-old!), so changed his career aspirations (but he still enjoys cooking and hosting!).  He started his career in a large pharmaceutical corporation within a regional team, managing developing countries. There, he had numerous opportunities to experience and appreciate what good and bad can look like, shaping him professionally and promoting him to exert broader responsibilities and openness to new experiences.  The turning point for Thomas was his first leadership role, acquiring full responsibility from A-Z, and leading change through people. Making a difference through individuals and driving change is enjoyable and something he is good at, he adds.  Next, we explore Thomas' approach to balancing strategic exposure and hands-on operations. He enjoys being able to see beyond the horizon as a strategic leader. He offers insight into his personality, alongside his enthusiasm for to-do lists. As a Finance leader, it is not always obvious what was achieved at the end of a day. So, crossing activities off a list gives Thomas energy and visually confirms his ambitions of getting things done.  From a business angle, he explains that a strategy is only as good as its execution, and the execution is only as good as the overarching strategy from where it was derived from. There is no success without the two, and the thing that glues them together is communication. The journey also has to remain actionable and tangible to achieve stakeholder buy-in.  Touching briefly on risk-taking within a Finance role, Thomas reiterates that part of the job is to safeguard, but the other part is enabling strategic choices. He comments that Finance needs to ensure the boundaries are secure but allow freedom within them to operate and be creative.   For those looking to emulate Thomas' entrepreneurial approach to career development, the one thing that has followed him throughout his career is having a bucket list. However, his approach is to not fulfil it but instead choose activities and take up projects unlisted, to push him outside his comfort zone. His advice: "If there's something not on your bucket list, say yes, be curious, be brave, and just do it. And whenever you do something, take full ownership."  Challenging your own quality perception is another piece of advice he offers. Being humble enough to do that, keeps you open to learning and becoming better.  We learn that Thomas' attitude to pushing himself outside of his comfort zone stems from having a safety network, making him comfortable to try new things. Additionally, challenges are usually much smaller than you think – it's the voice in your head that makes them large.  Paul then asks Thomas for his opinion on the biggest challenges and opportunities for Finance in the next five to ten years. Thomas answers that embracing and leveraging technology is the standout for both. Tech is developing faster than we adapt and re-define decision-making. It will also change roles, make new roles appear, and alter required skillsets, he explains. As a leader, being on top of that change is both a challenge and opportunity he foresees in his role.  Change is here to stay, and the world isn't going to get less complex, he says. Building trust in teams will be more important as it drives psychological safety in the work environment and people to perform at their best and cope with changes.  Penultimately, Thomas shares his long-term goal of being more present in the moment, both in his private life and at work. He shares that thinking ahead helps him shape the future, reflecting on the past to correct course, but the only moment he has to do anything is right now. Paul references Eckhart Tolle, a spiritual teacher and self-help author, who teaches people to focus on the present moment. Tolle shares a story of a London bar with a sign that reads, Free Beer Tomorrow, so you go in the next day, and tomorrow never comes. Focusing on the present is something that is never taught, and it is becoming harder for the younger generations, the two discuss.  The episode ends with finding out if Thomas has any hidden talents.    To find the part of the episode most interesting to you, please use the timestamps below: 01:55: A memory that made Thomas smile 07:10: The disconnect between the phrase "work-life balance" 10:40: How Thomas remains energized 12:50: Why did Thomas choose Finance? 16:55: Balancing strategic exposure with hands-on operations 19:40: EMEA Recruitment's partnership with Operation Smile 22:00: The two sides to Thomas' approach and risk-taking in Finance 24:40: Thomas' entrepreneurial approach to career development 26:45: Pushing himself outside of his comfort zone 31:05 The biggest challenges and opportunities in Finance 33:55: An example of AI and tech in practice 35:45: Thomas' long-term goal 37:05: Focusing on the present 38:40: Finding out if Thomas has any hidden talents   EMEA Recruitment is proud to partner with Operation Smile. To learn more about their vital work around the world or to donate to the cause, please visit: https://www.operationsmile.org.uk/partners/emea-recruitment/ If there are any topics, you'd like us to cover in future episodes, please reach out to [email protected]   #emearecruitment #emearecruitmentpodcast #thomashaeny #finance  #paultoms #operationsmile  #operationsmileuk #recruitment

The EMEA Recruitment podcast is proud to present a limited series in collaboration with Geneva Business School. Conversations with Finance Leaders will bring you the tangible experiences of specialist professionals with the expertise of the Business School's leading academics.  In the inaugural episode, Director John Bower welcomes Oriane Minger, Carbon Finance Manager at SCB Group, and Dr. Ilidio Silva, Professor of Finance Accounting and Sustainability at Geneva Business School, to discuss the role of Finance in developing sustainable business strategy.  Please note: This conversation was recorded at the Geneva campus, which may cause some background noise and variations in sound quality.  To begin, Oriane introduces SCB Group, an international B Corp company headquartered in Switzerland, which is guided by one mission: to build and promote a low-carbon future. She details the company's evolution, carbon initiatives, achievements, and her advisory role within the business, involving daily discussions on a range of Environmental, Social, and Governance (ESG) topics. Dr. Silva reflects on the role of CFOs, referencing Deloitte's article, The CFO as the Driver of Sustainability, which argues that CFOs act as catalysts, stewards and operators for promoting sustainability. They possess the necessary toolkit to align ESG goals with the company's profitability, supported by strong organizational networks and in-depth expertise in data, processes and reporting, he explains.  Oriane suggests starting with greenhouse gas (GHG) accounting, a methodology structured in three scopes. By combining Scope 1, which covers emissions from sources owned or controlled by a company (e.g. offices and company vehicles), and Scope 2, indirect emissions from purchased energy (e.g. electricity for the office and company vehicles), you can obtain a clear picture of what you can control and prioritize actions more easily.  Scope 3 is more challenging, as it requires data and an assessment of the company's entire value chain. Oriane recommends collaborating with a partner, as GHG accounting is very broad. She advises assessing your current data accessibility and working closely with your CFO and Accounting teams. Focus on prioritization, bring the right people to the table, and seek support where needed, she says.  The conversation shifts to carbon credits. A carbon credit represents a verified emission reduction - one ton of CO2 equivalent that has been avoided, reused or removed from the atmosphere. Oriane cites SCB's community projects in Nepal as an example of reducing and avoiding emissions.  SCB Group identifies carbon credits by conducting due diligence on client projects. They work with reputable registries, ensuring projects are thoroughly tracked and results are publicly available. SCB also partners with trusted project developers and methodologies.  In general, regulations are affecting an increasing number of organizations. Dr. Silva reiterates that now is the time for companies to embrace sustainability, provide training, and hire professionals with sustainability competencies.  LinkedIn's 2023 global skills report stated that one in eight workers had green skills. However, in Finance, only one in 15 had green skills, showing room for improvement. Additionally, the fastest growing skills in the EU included climate action planning (increasing by 152%), carbon emission accounting (by 131%), and carbon accounting (by 130%).  To end the conversation, Oriane discusses her career journey in further detail. Originally, Oriane worked in Finance for seven years, before transitioning to sustainability out of interest and the demand for skills in the area. She then offers examples of similar methodologies and transferable skills between the functions. Upon entering the sector, stay curious, gather the skills, and bring the conversation to your company, she adds. The episode then enters a live Q&A session.  The first question was addressed by Oriane, who explained that Scope 3 is a key topic in all current internal and external discussions. The conversation then shifted to how CFOs and Finance Directors, who prioritize the bottom line, perceive sustainability investments. An audience member asked whether these investments are viewed as costs. Oriane explained that it largely depends on the customer and organization. Companies that take proactive steps to address costs and implement sustainable processes now will benefit in the long term, both operationally and financially. Additionally, prepared companies are more likely to attract like-minded customers. Dr. Silva added that CFOs can be convinced to invest in sustainability by emphasizing its long-term financial benefits, such as attracting and retaining top talent. The topic of regulations followed, with specific mention of the Corporate Sustainability Reporting Directive (CSRD) and the challenges of navigating it. Some industries and companies are also subject to the EU Emissions Trading System (EU ETS), which mandates compliance-related payments.  In terms of setting up KPIs to prioritize sustainability initiatives, the speakers suggest working on KPIs that make sense for your business. For example, targeting suppliers and materials with higher climate risks or impacts could be a starting point. Companies should develop plans to access relevant data and maintain consistent methodologies over time, as inconsistencies can undermine data comparability. KPIs can also include actionable measures, such as modifying supplier contracts, to capture data and track progress.  Education was a question that was also raised. Sustainability can be taught across various professions, and schools that incorporate it into their curricula help unlock diverse perspectives. These perspectives enable individuals to develop stronger ethics and become well-rounded professionals, they explain.  When discussing sustainability in developing countries, the conversation acknowledged that while the core issues are similar, the means of addressing them differ. The focus should be on shifting mindsets and adapting behaviors to reduce emissions. AI's role in sustainability was also explored. At SCB, for instance, a visionary CEO is driving the development of proprietary tools to improve data quality. AI can automate data cleaning, provide accurate estimates, and adjust metrics, offering valuable insights that support sustainability goals. Taking a broader perspective is crucial in GHG accounting, which considers seven gases - not just carbon. While carbon is often the most accessible starting point, the topic grows increasingly complex and evolves constantly as companies delve deeper. For those aspiring to enter ESG Finance, the panel recommended acquiring relevant skills as soon as possible. Finally, the discussion turned to sustainability reporting, which can encompass a wide range of areas. For example, SCB reports on Diversity & Inclusion policies, equal pay initiatives, biodiversity goals, governance measures, and safeguarding actions. Reporting priorities vary depending on the company, which often collaborates with partners to focus on short, mid and long-term goals. Watch the full episode below or search for the EMEA Recruitment podcast on your preferred app: You can also listen below:  Or find the full episode at this link:  To find the part of the episode most interesting to you, please use the timestamps below: 03:30: An introduction to SCB Group & Oriane's role 05:30: The role of the CFO as a driver of sustainability  08:40: How to achieve net-zero emissions 12:35: Common difficulties  14:00: What are carbon credits? 21:15: The future of sustainability-related professions 24:40: Advice for those looking to enter sustainability in Finance 27:45: End of part 1 28:20: Live audience Q&A: - 28:40 How many of SCB's clients are focusing on Scope 3? - 29:35 Do CFOs & Finance Directors who focus on the bottom line view their investment tools as a cost? - 32:35: The main drivers of sustainability strategies & regulations - 35:50 How sustainability can be taught in business schools - 39:50: Defining green skills - 41:00: Sustainability & its effects on developing countries - 43:20 Setting up reporting tools & KPIs - 45:20: How seriously are companies taking the challenges surrounding sustainability? - 46:05: Regulations regarding vessels in the EU - 46:50: How is AI being used for sustainability issues? - 48:35: Should sustainability measurement be conducted outside of carbon? - 50:00: Which ESG skills will be needed, and how can students position themselves effectively? - 51:35: Other sustainability metrics outside of Finance EMEA Recruitment is proud to partner with Operation Smile. To learn more about their vital work around the world or to donate to the cause, please visit: https://www.operationsmile.org.uk/partners/emea-recruitment/ If there are any topics you'd like us to cover in future episodes, please reach out to [email protected]   #emearecruitment #emearecruitmentpodcast #orianeminger #ilidiosilva #genevabusinessschool #gbs #finance # cfo #paultoms #operationsmile  #operationsmileuk #recruitment  

We were proud to welcome René Behr, Chief People Officer at IWC Schaffhausen, onto the EMEA Recruitment podcast.  "True success lies in shaping a future where people and business grow in tandem, leaving a legacy that transcends time." René has always been fascinated by human dynamics and interactions. He believes that Human Resources is the most influential function in business, because people are critical to success. He cites figures like David Ulrich, the "Father of Modern HR", inspirational speaker Simon Sinek, and former Google VP of People Operations, Laszlo Bock, as key influences. He also reveals the unexpected profession he's trained in.  Reflecting on his 25-year career, René is most proud of the lasting impact his efforts have had on businesses and people - an impact that goes beyond any single achievement or project. He shares a story about an apprentice from a challenging background who was initially resistant to positive change. Through persistent effort, the apprentice passed his exams and went on to open his own business, where he now educates young apprentices with similar backgrounds. When asked what he would do differently if he had his time again, René highlights that failure makes you stronger. He emphasises the importance of listening to your gut - though it should inform your decisions, not lead them, he adds.  Paul highlights the quote René shared on his LinkedIn profile: "Be the change you want to see" by Gandhi. René explains that he interprets this as championing change and leading by example, fostering a culture of continuous improvement. The conversation then turns to IWC Schaffhausen's resilience programme, which has been rolled out from the senior team across the organisation over a two-to-three-year period. This holistic programme equips teams to manage stress, adapt to change, and face challenges. It includes in-person workshops and lunch and learn sessions aligned with monthly themes, exploring personal resilience and extending into leadership. The sessions aim to break the stigma around mental health, with the goal of creating a supportive environment where conversations can lead to real changes in practice. René stresses that the programme's success is measured both qualitatively and quantitatively through engagement surveys, tracking productivity, job satisfaction, and retention rates. It's not just about making people feel good; burnout can be far costlier if not addressed. It's also a long-term KPI that can't be measured during the interview process or when onboarding new hires. When asked what advice he would give to his 21-year-old self, René focuses on embracing challenges and failures as learning opportunities, taking risks while remaining authentic, and staying curious. René's next big dream is to continue shaping the future of work by creating an environment that empowers colleagues to innovate, collaborate, and grow. He looks forward to helping the company navigate changes in its business model and being part of a future where HR has a permanent seat at the table.  The episode ends with René sharing his gratitude. He is thankful for his first manager, who saw potential in him and helped him transition into HR, and for his partner, who has supported him unconditionally. René reminds listeners to work on your personal relationships just as much as your business ones - don't stop. If you'd like to learn more about René's career, you can connect with him on LinkedIn.   To find the part of the episode most interesting to you, please use the timestamps below: 01:15: The last thing that made René smile 03:50: Why René pursued a career in HR 07:00: René's biggest career success 09:40: What René would change in the past 12:15: "Be the change you want to see" 14:00: Holding himself accountable 16:15: The Building Resilience to Power Performance programme at IWC 25:50: Measuring success 31:15: Advice for René's 21-year-old self 33:10: His next big dream 36:05: Gratitude and what René appreciates most   EMEA Recruitment is proud to partner with Operation Smile. To learn more about their vital work around the world or to donate to the cause, please visit: https://www.operationsmile.org.uk/partners/emea-recruitment/  If there are any topics you'd like us to cover in future episodes, please reach out to [email protected]  #emearecruitment #emearecruitmentpodcast #renebehr #paultoms #operationsmile  #operationsmileuk #recruitment  

"You're changing a child's life, but you're also changing this world to be a better place." We're delighted to welcome Kathy Magee, Co-Founder, President and CEO of Operation Smile, to the EMEA Recruitment podcast.  Operation Smile is a medical charity dedicated to improving the lives of children with cleft lip and cleft palate. Paul Toms, our Founder, shares a strong personal connection with the charity, which inspired EMEA's long-standing partnership with the charity, now in its 4th year.  To begin, Paul asks Kathy about the last thing that made her smile. She shares that smiling children bring a smile to her face, referring to those whose quality of life is improved by the treatment they receive.  Kathy goes on to detail some key aspects of her role; driving key decisions, leading various teams and the strategic planning needed to be able to care for more children and their families in the future.  Next, Paul and Kathy delve into the establishment of Operation Smile in 1982. Kathy shares that she was a paediatric nurse and her husband Dr Bill Magee a paediatric plastic surgeon with both dental and medical degrees, specialising in facial surgery.  In 1982 the couple joined a team of 15 medical professionals visiting the Philippines to offer free treatment to local children with untreated cleft conditions. She tells us how the team were overwhelmed to find 300 children waiting when only 40 were able to be treated. Upon leaving, the team discussed a plan to help and now, over 42 years later, Operation Smile operates worldwide with a network of more than 6,000 volunteers, plus school clubs where students get involved in fundraising to help those in need.  Kathy describes her husband as the visionary and herself as the implementer. In 1999, they set a goal: visit 18 countries in nine weeks and operate on 5000 children. To achieve this goal, they borrowed a medical plane and were able to complete the mission, nicknamed the 'Journey of Hope'.  Among many accolades, the Magees were recognised with the President's Call to Service Award by George W. Bush in 2007, and in 2009 U.S. News and World Report named Kathy and Bill among "America's Best Leaders", an honour for which Kathy credits the entire Journey of Hope team.  In this line of work, emotions run high. Kathy shares a heart-warming story of a dentist on the team helping a seven-day-old child in Vietnam who was struggling to eat. That child survived and a year later was one of the first to receive full corrective surgery courtesy of Operation Smile.  Volunteers and donors are vital for the charity, which not only provides surgeries but also comprehensive care, such as speech therapy and nutrition at partner hospitals and during Operation Smile programmes. Kathy describes Operation Smile's volunteers are as incredible; they care for the patients as if their own children, and run a wide variety of programmes including the 'Champion' programme – a scheme whereby experienced volunteers who've been with the charity for several years directly train the staff in district hospitals, and "Women in Medicine" that has the objective to help more women enter the medical field. There have been five all-women Operation Smile programmes so far around the globe and the charity provides education to support this aim.   Paul asks Kathy if she is still as motivated as she was in 1982. She discloses that she recently visited Rwanda and was inspired upon meeting President Paul Kagame by his ambition to provide better healthcare for the people; a mission which Operation Smile is proud to take part in delivering.  Kathy then talks about the students who undertake programmes with Operation Smile and are committed to giving back – an all-important aspect of this charity's work.  Paul has written a children's book, Sloathar the Sloth, to help raise funds and awareness for Operation Smile, with all profits donated to the charity's incredible programme of work. To order your copy, visit https://amzn.eu/d/awn1td7   Timestamps: 02:25 The last thing that made Kathy smile 03:50 How it feels to be Co-Founder, President & CEO of Operation Smile 07:35 How Operation Smile was established  13:45 Family-led impact and the shaping of Operation Smile 23:55 Being recognised with awards, including one from President George W. Bush 25:30 Managing emotions when in this line of work 31:55 The significance of volunteers to the charity's programmes  35:45 Kathy's participation and motivation forty years on    The EMEA Recruitment podcast is hosted by Paul Toms, our Founder, and Rose Jinks, Marketing Manager. To share your feedback on the EMEA Recruitment podcast, please contact: [email protected]     #emearecruitment #emearecruitmentpodcast #kathymagee #paultoms #operationsmile  #operationsmileuk #recruitment  

We were delighted to welcome Terhi Nori, Global Lead for Project Workstream at ABB, onto the EMEA Recruitment podcast.  "We create our own journey and our own story… it's just a matter of choosing the next step if you want to pursue opportunities or make a change." In this episode, we learn about Terhi's passion for change management and her 20-plus year career at ABB, as well as her opinions on artificial intelligence, and the importance of authenticity.  As the podcast is in partnership with Operation Smile, Paul Toms asks Terhi about the last thing that made her smile. She shares a heartwarming story of helping a man with dementia who required extra support. Terhi and the man enjoyed each other's company for 45 minutes and found it sad to leave each other once support arrived, but she was very happy to experience that moment and help him get back home.  Terhi has spent over 20 years at ABB and enjoys helping and meeting new people. At such a large company, she has had many opportunities to work with different people over the years; she enjoys continuously learning from each other. Staying with a company for over 20 years brings the opportunity to change roles and continue to meet new people in different functions, she explains.  Paul asks if Terhi has ever experienced the "fear of missing out" as a result of remaining at ABB for so long. Terhi replies that it is human nature to think about what else there may be. However, she has not experienced that fear and hasn't worried about missed opportunities outside of ABB, adding that she has enjoyed the journey and where she is today.  She also believes that, if you really want to have certain opportunities, you have to open yourself up to them and seek them out. If you do that and you really want something, there is nothing stopping you from achieving that goal.  Delving into a discussion around change management, we learn that Terhi likes organising her thoughts, using creativity, solving challenges, and putting the pieces back together. For Terhi, change brings excitement and creates a snowball effect; there is usually something very valuable brought to life after creating something new.  However, change does come with uncertainty. But, in Terhi's opinion, it is about learning to observe your mind, acknowledge these feelings, then practising self-talk, embracing the changes ahead, and taking it as it comes – there is always a solution. Also, trust your team and remember you cannot control everything, she says.  Terhi's passion for change comes from the many changes she has experienced in her life. She explains that change is good, and she has learned to love it. Once you face change and the potential fear, you will grow.  Moving onto the topic of AI, Terhi believes that the artificial nature of the technology can complement human authenticity. People and the world have already embraced other kinds of industry evolutions, she adds.  The development of AI allows us to reduce information overflow and use our intelligence and creativity, Terhi explains. It's the beginning of a new era that will change leadership, she adds. The best way to approach it is with curiosity.  Exploring the recruitment process, Terhi finds it important for candidates to be true to themselves. We must look at the different skills and knowledge base needed and how that would build into the current team.  The recruitment process is exciting for Terhi; she enjoys finding those who can bring something new to the team and creating joint team development. Her current team learns from each other, with unique skills and experiences that bring a depth of richness.  Paul shares his personal experience working with ABB and its culture. He explains that he has noticed the longevity in the staff members and the growth experienced by those who have joined the company in the last five to six years.  He adds that the company onboards very good people, aligned with the culture, who stay with the business much longer than the industry average. Terhi agrees, and comments that there is great diversity in the company, too.  To end the episode, Paul asks Terhi about the one thing she wouldn't want to change. Listen to the full episode to find out what Terhi wouldn't compromise!     If you're looking for a particular part of the episode, please use the timestamps below: 01:45 - The last thing that made Terhi smile 04:50 - A 20+ year career with ABB 08:00 - The fear of missing out 10:35 - Why Terhi enjoys change management 12:50 - Coping with the uncertainty of change 21:10 - Simplifying challenges 22:00 - The root of Terhi's passion for change 23:45 - Terhi's opinion of AI and future technology 29:45 – How authenticity has helped Terhi progress in her career 35:40 – Is authenticity ever a challenge in the workplace? 38:30 – The recruitment process 44:30 - The one thing Terhi wouldn't want to change If you'd like to connect with Terhi, you can find her on LinkedIn.    This episode is brought to you in partnership with Operation Smile, an international medical charity that provides life-changing surgery to children and adults with cleft lip and palate. We're proud to support Operation Smile by raising vital funds and awareness for the cause. Find out more about their work: https://www.operationsmile.org.uk/donate-to-operation-smile/donate-to-operation-smile-emea-recruitment/   The EMEA Recruitment podcast is hosted by Paul Toms, our Founder, and Rose Jinks, Marketing Manager. Learn more about our full range of professional services recruitment through our website:  You can also follow us on LinkedIn: Or connect with Paul on LinkedIn: Alternatively, find Paul on Twitter:   To share your feedback on the EMEA Recruitment podcast, please contact: [email protected]    #emearecruitment #emearecruitmentpodcast #terhinori #paultoms #operationsmile  #operationsmileuk #recruitment  

To celebrate World Menopause Day, we were honoured to welcome back Sally Higham, Director – Head of Talent Attraction at Lonza and Executive Menopause Coach, to the EMEA Recruitment podcast.  "I want to be able to shake the shame and start a conversation." In this episode, Paul Toms and Sally discuss menopause: the symptoms, the challenges, and advice for those it affects directly and indirectly. To start the episode, we learn about Sally's experience with menopause and entering this new stage of life. Many people assume menopause happens to people who are "old" and greying. For Sally, her symptoms began at the age of 46. The average age at which menopause arises is commonly between the ages 45 and 55 for women worldwide, according to the World Health Organisation, 2022.  While living in Singapore, Sally went for an annual medical exam and was offered a bone density scan. Her results showed that she had osteopenia – a diagnosis that suggests a loss of bone mineral density, resulting in weaker bones. When someone goes through menopause, their levels of oestrogen and other hormones drop sharply, leading to the loss of bone density over time. Nevertheless, Sally's doctor did not mention the menopause at this time. Some of the other symptoms that Sally had - and is still experiencing to some extent - are mood swings, fatigue, and achiness of the body. Some doctors unfortunately misdiagnose patients and prescribe the wrong medication to combat symptoms, she explains.  Now living in Basel, Switzerland, Sally changed her medical support. The gynaecologists in Basel generally prescribe non-medical treatment to start with to see how the body reacts. Sally also had a conversation with her mother to hear about her experience with menopause and non-medical treatments; Sally tried evening primrose oil and black cohosh to help with her mood swings, which had a positive effect for a while.  Sally is now taking hormone replacement therapy (HRT), which has been its own journey. HRT doesn't eliminate all of Sally's symptoms, but certainly helps. She doesn't suffer from the night sweats or hot flushes that are typically associated with the menopause. Like a lot of females, Sally has had to piece her treatment together herself.  The spark that encouraged Sally to talk openly about her experience was trying to understand what was happening to her and be able to provide advice to others, including those in the workplace. Bringing the subject up with managers can be tough. However, in Sally's case, she has been lucky to have managers who listened – both of whom were male and younger than herself.  It is important to reiterate that menopause is not an illness; it is a natural life event. Talking about it is the first step to breaking the taboo and changing the narrative in the workplace. It is a sensitive topic, and there can be a cultural layer to it, as well.   Sally's advice to others is not to be embarrassed by it and to talk about it - by doing so, you will inspire others to do the same.  Sally discusses the fact that we are living in an ageing population. In the Victorian era, for example, the average woman died at the age of 59. Now, in the UK, one in four females will live to 100 years old – meaning that they will be hormone deficient for half of their lifetime, as the average age for menopause is currently 51.  By 2030, it is estimated that over one billion people will be menopausal or post-menopausal (National Library of Medicine, 2019) across the globe. It is clear that workplaces will need to offer support for this.  Sally was open and honest about how she was feeling and shared her story during a leadership call. For other females, they do not recognise that menopause is happening to them. Workplaces, organisations, and employers can support managers and employees in a range of different ways. As a suggestion, lunch and learns could be implemented, which can often lead to lightbulb moments for attending individuals.  As an Executive Menopause Coach, Sally obtained her qualification from the Kathryn Colas Academy. The organisation uses a menopause traffic light system to provide structure on how businesses can approach the subject and work with communications/wellbeing teams to put a communications plan in place.  The key for any organisation is to first share awareness, so that people can identify their symptoms and seek medical advice if they wish to. The best thing managers or employers can do is create awareness, acknowledge the knowledge gap, and create a psychological and safe environment to talk about it, Sally believes.  Next, talk to leaders at varying levels, educate, and identify the workplace adjustments and policies that can be brought into the workplace.  However, be aware that managers will not have all the answers for those affected; even as an Executive Menopause Coach, Sally is open about not knowing all the answers.   Paul then shares his personal story regarding his wife, Kelly. He mentions reading Menopausing by Davina McCall, which helped expand his knowledge on the subject and gave him a lot of respect for his wife. Try your best not to judge situations and things that are said and done when people are experiencing menopause, he says.  The menopause can have an impact on people's careers. The perimenopause is the phase before menopause that can take place four to 12 years earlier, combining into a lengthy period that can impact both work and home life. She explains that this usually collides with females reaching a certain point in their careers, with ageing parents, and teenagers at home. Sometimes, women question their confidence and capabilities. Sally references a survey the Guardian did in 2022 with 2,000 women. Out of the 2,000 women, 62% said menopause impacts their work, 33% said they do not talk about their symptoms, and 43% were too embarrassed to ask for support.  Again, Sally reiterated her advice of seeking medical support, as everyone is different. Try to assess your lifestyle habits, diet, and general health – this should also help regain your confidence.  Furthermore, try not to make any rash decisions, like turning down a promotion or leaving your career. For example, decision makers and managers may not know the origin of your decision to leave a company and take that at face value. Whereas, if they are made aware that you are going through menopause, the decision can be questioned further, and support can be provided.  Priding herself on being a tough individual, Sally admits to struggling and adapting in the workplace. She shares a story of sitting in the office car park and crying as she physically couldn't bring herself to attend a meeting, resulting in two days out of work. There is then a debate about how organisations note this absence, as the menopause itself is not an illness. Therefore, the need for organisations to host sessions and talk about experiences and symptoms can help others out there, both internally and externally. If you do have a negative reaction from a manager, Sally recommends going to HR or finding the individuals in the organisation who you can have a more fruitful conversation with. You can also reach out to Sally on LinkedIn for further help and advice.  In the long-term, Sally's overarching goal is to shake the shame and start a conversation. This includes raising awareness, helping support and change the narrative in the workplace, and ultimately helping those who may be struggling.  The more the conversation is approached, the more people can open up and talk about it. This will then create a spiral effect and have an impact on others.   Organisations should support women going through perimenopause or menopause and that transition of life, she says. Hopefully, organisations will also see this as a positive initiative to help retain their workforce.  We're pleased to share a range of resources recommended by Sally, which you may find useful:  https://henpicked.net/ https://kathryncolasacademy.com/ https://www.emmabardwell.com/ https://www.newsonhealth.co.uk/ https://www.theagingproject.com.au/   To help you find the most relevant part of the episode for you, please use these timestamps: 03:35 - Sally's experience with menopause 08:35 - The spark that made Sally want to talk about menopause 11:50 - Planning for conversations with managers 20:25 – Advice for managers, employers, or organisations 29:10 - Having the conversation with men vs. women 35:00 - How to deal with a manager who downplays your situation 39:35 - Sally's long-term goal   The EMEA Recruitment podcast is produced in partnership with international medical charity Operation Smile. If you'd like to learn more about the work Operation Smile's volunteers do around the world, please visit https://www.operationsmile.org.uk/donate-to-operation-smile/donate-to-operation-smile-emea-recruitment/   This episode is hosted by Paul Toms, our Founder, and Rose Jinks, Marketing Manager. You can read more about our specialist recruitment services through our website: https://www.emearecruitment.com/  You can also stay up to date with our latest news and initiatives through LinkedIn: https://www.linkedin.com/company/emea-recruitment-limited/  If you'd like to message Paul, please connect with him via LinkedIn: https://www.linkedin.com/in/paultoms/  Or follow him on Twitter: https://twitter.com/paul_toms    To share any feedback you have on this episode, please email: [email protected]    #emearecruitment #emearecruitmentpodcast #sallyhigham #paultoms #operationsmile  #operationsmileuk #recruitment #menopause

We were honoured to welcome Susanne Rothstein, Vice President Finance Hydro Building Systems at Norsk Hydro, onto the EMEA Recruitment podcast. "When I have the opportunity to help young women in their careers, I take that opportunity." To kickstart the episode, Paul Toms, our Founder, asks Susanne about the last thing that made her smile. Susanne is generally a positive person, however, receiving photographs of her nephew never fails to make her smile. Positivity is something that comes naturally to Susanne; she always strives to see the positives in the smaller things. Delving into Susanne's career, she explains that Finance was not an ambition of hers while growing up. Before attending university, she gained a realistic view of working after high school and enjoyed the prospect of a career in an international setting. Susanne began working in Finance, then moved into Strategy, and became the VP of Sustainability CSR, working with branding and internal communications. Five years ago, she decided to return to Finance. At Norsk Hydro, Susanne's amazing team challenges her to become the best version of herself. She thoroughly enjoys her role, along with having the opportunity to constantly learn in a dynamic function that touches everything in the business.   In a global organisation, new things appear often. For example, having previous experience with sustainability helps when the business model is anchored in sustainability and circularity.  Susanne has had nine different roles within the past 16 years at the business and credits the company for rewarding good work and providing opportunities. Susanne really enjoys manufacturing and dealing with a physical product. Her advice for those contemplating staying or moving to another organisation is to consider that, if you stay, you are building knowledge and competence in an industry that becomes transferable, you also get to know the people in your network and identify those who can move the needle behind the scenes. Alternatively, jumping between industries, you start from zero. Although this provides an opportunity to reinvent yourself, you will have to formally follow the hierarchy for support before you get to know people. We discuss how Finance remains a male-dominated discipline. In her first position as Business Controller, Susanne's original contract used the pronoun "he" and Susanne was the only woman in the room. As a female, you are more visible, which you can sometimes use to your advantage, but Susanne admits there have been challenges. In the past, she felt like she had to fight to have her voice heard, but has had plenty of good managers who didn't care what gender you are, as long as the job is being done. She stresses the importance of choosing the right type of manager for you.   Reflecting on the progress within the organisation, three out of four Business Unit heads are women in Susanne's division. She feels proud to have the opportunity to help young women in their careers and has removed the gender pay gap she experienced when she joined. Discussing an efficient and effective recruitment process, Susanne explains that she works in collaboration with a Human Resources Business Partner. Diversity is important when recruiting, as a balance of different perspectives and viewpoints is crucial for good team performance, she adds. Personally, Susanne prefers to focus less on what people have done and more on what the person has the potential to do; what allowed them to achieve the things they have done is maybe not what will be needed to take them to the next level. She adds that people in the organisation shouldn't view the career journey as a ladder, but instead view it as a jungle gym – it is not always up and down, sometimes there are side steps. Paul and Susanne explore the true cost of the wrong hire. Firstly, it is rare to hire a rotten person; the issue usually arises when it's a bad match to the role or the manager's expectations. The real cost of the wrong hire is more difficult to measure when the job is done insufficiently. As a result, the team and manager usually have to step in to pick up the workload and de-prioritise other tasks. It is important to take the time to complete the recruitment process correctly the first time around – that, in itself, is a skillset. We uncover Susanne's strategies for managing and prioritising her workload. She cycles to and from work, which helps structure her mind for the day. Susanne wishes someone had told her sooner the importance of prioritising health and delves into the benefits of physical exercise on the brain. Paul ends the episode by asking Susanne about her goals for the future. She shares a personal aspiration of tackling a challenging hike next summer. Her professional goal is to always continue learning.   If you're interested in a particular part of the episode, please use the timestamps below: 01:40 – The last thing that made Susanne smile 02:25 - Susanne's positive attitude 04:15 - Why Susanne chose a career in Finance 07:15 - The importance of always learning 09:00 – 16 years at Norsk Hydro 11:20 - Advice for those contemplating a career move 13:20 - The fear of missing out 14:55 - Women in Finance: how it has changed 21:30 - Being the only woman in the room 28:35 - An efficient & effective recruitment process 32:44 - The true cost of the wrong hire 30:30 - Prioritisation & structuring time 42:30 - Susanne's goals for the future    EMEA Recruitment is proud to support Operation Smile through this podcast. Operation Smile's volunteers deliver life-changing surgery to children and adults with cleft lip and palate around the world. If you're interested in finding out more or would like to donate to this cause, please visit: https://www.operationsmile.org.uk/donate-to-operation-smile/donate-to-operation-smile-emea-recruitment/   The podcast is hosted by Paul Toms and Rose Jinks. You can learn more about our people-first recruitment services through our website: https://www.emearecruitment.com/  We also share regular updates on LinkedIn: https://www.linkedin.com/company/emea-recruitment-limited/  To connect with Paul, you can find him on LinkedIn: https://www.linkedin.com/in/paultoms/  Or Twitter: https://twitter.com/paul_toms    Are there any topics you'd like us to cover in future episodes? Please reach out to our Marketing team: [email protected]    #emearecruitment #emearecruitmentpodcast #susannerothstein #paultoms #operationsmile  #operationsmileuk #recruitment #finance