Jean-Paul Ogou’s Vision for Sustainable Agriculture in Côte d’Ivoire

ORION SARL, an agricultural start-up founded by Jean-Paul Ogou, is leading a new wave of sustainable farming practices in Côte d’Ivoire, with a focus on cocoa and vanilla cultivation. Their commitment goes beyond mere production; it aims to restore Ivorian forest cover through innovative undergrowth farming methods. As the company highlights, “Stopping deforestation is a global challenge, driven mainly by unsustainable agricultural practices that degrade ecosystems. Cultivating in natural undergrowth helps maintain soil health and limits the environmental impact of farming. This is achieved by combining vanilla, fruit trees, and rare species with cocoa in an agroforestry system.”

Vanilla: A Sustainable Solution for Ivory Coast’s Agriculture

Vanilla, a plant that naturally thrives in the shade of forest undergrowth, has emerged as a promising alternative for sustainable agriculture in Côte d’Ivoire. In 2022, ORION SARL conducted a pilot study in the Mé region, specifically in Adzopé, to assess its potential. The results were encouraging. “Wild vanilla thrives under forest cover, making it ideal for agroforestry. We tested direct sowing and nursery-grown plants, and the results were highly promising. Vanilla benefits greatly from the shade of cocoa trees,” the company explained. This method aligns with environmental preservation efforts and the pursuit of carbon credits. ORION SARL’s approach involves identifying suitable stakes for vanilla within existing forests, which reduces the need for tree cutting. In more open areas, they reinforce vegetation by introducing stakes and planting new trees. With this system, the company has already established 5,000 vanilla plants over 3 hectares of agroforestry.

Reviving the Cocoa Bean’s Role in Ivorian Culture

Côte d’Ivoire is one of the world’s largest cocoa producers, yet the local population remains unfamiliar with the full potential of the cocoa bean beyond chocolate. Jean-Paul Ogou, the founder of ORION SARL, sees this as an opportunity for change: “We must promote the cocoa bean as a food. Many Ivorian farmers and consumers see it as synonymous with chocolate, which is not the case. The cocoa bean has many health benefits and can be enjoyed roasted or sweetened.” The start-up seeks to address this gap through on-site cocoa processing, creating various value-added products. With the support of local cooperatives, ORION SARL aims to make cocoa a staple in the Ivorian diet, allowing the country to fully benefit from this valuable crop.

A Partnership for Progress

ORION SARL’s project has strengthened ties with local farmers and cooperatives, offering mutual benefits. Beyond improving the environment and leveraging income from cocoa, the introduction of vanilla and carbon credits has created new revenue streams for farmers. “Vanilla supports biodiversity and reforestation, while also being a lucrative crop. When combined with cocoa, it provides a dual benefit for Ivorian farmers, helping cocoa thrive agronomically,” the company emphasized. This collaborative model aligns with ORION’s broader vision, paving the way for a more extensive reach across the country.

From Pilot to Implementation: Momentum Builds

ORION SARL transitioned from its pilot phase in Adzopé in 2022 to full-scale implementation in early 2023. Jean-Paul Ogou noted, “Since the start of 2023, we’ve been in the effective phase after completing the pilot (2022-2023). Our studies spanned two rainy and two dry seasons to evaluate project viability. We tested plants in less-than-ideal conditions, and they still thrived. We also cultivated cuttings in nurseries, which were gradually introduced into the forest.” With these efforts underway, vanilla has the potential to become a cornerstone of Ivorian reforestation efforts in the coming years.

Facing Challenges with Determination

Despite the progress, ORION SARL faces challenges like climate variability and deforestation, as well as the need for substantial funding. “Our main challenges are financing, climate conditions, and deforestation, all of which impact the productivity of our plantations. Cultivating vanilla requires significant resources and close collaboration with farmers to integrate it into reforestation efforts,” they explained. Securing funding is critical to address technical needs, prepare forest areas, and build essential infrastructure such as laboratories.

Redefining Agriculture in Côte d’Ivoire

ORION SARL aims to redefine Côte d’Ivoire’s approach to agriculture, positioning itself as a leader in sustainable farming and forest restoration through vanilla cultivation. By encouraging a deeper appreciation for local crops like cocoa and introducing vanilla as a profitable, eco-friendly option, the start-up aspires to shift mindsets and empower Ivorian farmers. Their approach presents a viable alternative to conventional, deforestation-heavy agricultural practices, creating a pathway to a greener, more resilient future for the region.

About Jean Paul Ogou

Jean-Paul Ogou, co-founder of Orion SARL, is a visionary leader transforming Côte d’Ivoire’s cocoa industry through sustainable farming practices and environmental stewardship. He advocates for agroforestry, integrating cocoa with other crops to enhance biodiversity, reforestation, and farmer income diversification.

His mission focuses on empowering farmers through education, promoting local cocoa processing and consumption to boost the economy, and shifting perceptions of cocoa from an export commodity to a source of national pride. Jean-Paul’s efforts are driving significant economic and environmental improvements, positioning him as a key figure in Côte d’Ivoire’s agricultural future.

Corporate team building activities in a retreat setting

Four Key Considerations for Corporate Retreats to Maximise Your Return on Investment

Latest reports have found that more than four in ten employees reported feeling ‘very’ or ‘somewhat’ lonely at work and with the rise of remote working, so it comes as no surprise that corporate travel management experts at Wings Global Travel have noted a 24% surge in Google searches for ‘corporate retreats’ as companies aim to boost morale. 

According to Forbes, the physical environment of a corporate retreat plays a crucial role in effectiveness. Moving away from traditional office structures allows teams to break free from routine, fostering a sense of camaraderie and, ultimately, sparking fresh ideas.  

Rebecca Gunn, Head of Global Marketing at Wings Global Travel added “When choosing a location, prioritize accessibility to ensure a smooth travel experience for your entire team. 

“By moving beyond the traditional one-day format and embracing strategic planning, businesses can leverage the power of corporate retreats to build stronger teams, ignite creativity, and achieve lasting success.” 

With this in mind, experts at Wings Global Travel have shared tips on how to maximize a corporate retreat for maximum return on investment. 

Set clearly defined objectives 

One of the first things you should do when planning a corporate retreat is to decide specific goals you want to achieve. Are you focusing on improving communication, problem solving skills, or innovation? By understanding your objectives of a corporate retreat, it can help steer you in deciding what’s best for your business.   

Be strategic in the environment you choose 

Despite on your objectives; you should choose a location that inspires and nurtures collaboration. Immersing teams in nature or a new cultural setting can positively impact internal dynamics.

In fact, the mental health charity, Mind states, “Spending time in nature has been found to help with mental health problems such as anxiety and depression. For example, research into ecotherapy (a type of formal treatment which involves doing activities outside in nature) has shown it can help with mild to moderate depression. This might be due to combining regular physical activity and social contact with being outside in nature.“  

Targeted activities can build team bonds but keep inclusivity at the forefront of your mind  

Activities should directly align with your retreat objectives. If you’re looking to strengthen team bonds, consider team building exercises that build trust and communication like a scavenger hunt. Skill sharing sessions can help sharing ideas, experience and knowledge transfer.

Diversity and inclusivity are paramount – ensure activities cater to all participants. Consider employees that may have hidden disabilities and those who choose not to consume alcohol and pick activities that reflect this. 

Continuous improvement is imperative  

Following your corporate retreat you should always gather post retreat feedback. This will help you understand the impact of activities you’ve chosen and make informed decisions for future retreats. 
 

    Woman in a beige sweater smiling while using a tablet in a clothing store during daylight

    The Most Popular Business Ventures and Surprising Startup Trends Across the Globe Revealed

    Exclusive data highlights entrepreneurial hotspots, from clothing stores to coffee culture

    Clothing stores, bakeries, software companies, and farms are among the most popular ventures pursued by aspiring entrepreneurs worldwide.

    This trend is captured through the latest data-driven insights from AI-driven business planning platform Venture Planner. The anonymised data from Venture Planner’s platform highlights diverse motivations and growth stories from over 200 countries and 40,000 businesses.

    From innovative farming techniques in Africa to Europe’s burgeoning coffee culture, the data showcases unique narratives driving entrepreneurial spirit. Venture Planner’s analysis reveals significant global trends and emerging themes, providing a detailed look at the aspirations shaping the future of entrepreneurship.

    Global trends in entrepreneurship

    The data reveals that clothing stores have emerged as the most popular entrepreneurial venture. This is followed by bakeries (#2), software companies (#3), and farms (#4). These ventures not only highlight the varied paths to business development but also reflect the diverse interests and opportunities available in different regions.

    A sizeable portion of entrepreneurs are at the nascent stages of their business journey, with nearly half (47%) in the idea stage and 42% in the start-up stage. Only 11% have reached the growth stage. This indicates a thriving environment of innovation and new business ideas, with many entrepreneurs just beginning to explore and develop their ventures.

    Myanmar boasts the highest proportion of start-ups, with 69% of businesses in this phase among countries with more than five entries. This suggests a particularly vibrant entrepreneurial spirit in Myanmar, where many individuals are actively working to turn their business ideas into reality.

    Funding needs reflect ambitious growth plans

    An overwhelming 72% of businesses on the platform are seeking funding, highlighting the robust growth ambitions and the high costs associated with launching new ventures. This significant demand for funding underscores the substantial initial investments required to get businesses off the ground or scale their operations.

    Alex Clansey, CEO and co-founder of Venture Planner, commented, “Our data highlights a compelling trend. 72% of businesses require external funding to get off the ground or scale their operations. This demand for funding underscores the ambitious growth plans of today’s entrepreneurs and the substantial initial costs associated with launching new ventures.”

    He added, “It also reflects a vibrant startup ecosystem and a supportive investment environment. At Venture Planner, we are committed to helping these businesses navigate the complexities of securing funding and turning their innovative ideas into successful enterprises.”

    The most common sectors requiring funding include clothing stores (#1), software companies (#2), farms (#3), bakeries (#4), and cafes (#5). On the other hand, among businesses that do not require funding, the leading sectors are clothing stores (#1), beauty salons (#2), bakeries (#3), candle stores (#4), and cosmetics stores (#5).

    Geographic distribution highlights entrepreneurial hotspots

    In terms of geographic distribution, the United Kingdom leads with 8,434 businesses on the Venture Planner platform, followed by the United States with 5,007 businesses. This significant presence in the UK and the US indicates strong entrepreneurial ecosystems in these regions, supported by robust infrastructure and resources for startups.

    Other notable regions represented include South Africa with 3,428 businesses, Jamaica with 2,737 businesses, and Nigeria with 2,628 businesses. These regions highlight the global nature of entrepreneurship and the diverse opportunities available in different parts of the world. For more information on Venture Planner’s platform and to start your entrepreneurial journey, visit https://ventureplanner.ai/

    upset entrepreneur and tired business owner with burnout

    C-Suite Burnout: Is Your Business Encouraging Sabbaticals?

    By David Banaghan, Interim CEO at Occupop

    In today’s fast-paced corporate world, the wellbeing of C-Suite employees is increasingly under threat.

    According to a landmark study by Deloitte, 70% of C-Suite executives interviewed were at risk of burnout and considered moving to organisations that offer better workplace cultures.

    This alarming statistic raises fresh questions about how businesses can improve their wellbeing support to help retain staff and precent burnout.

    David Banaghan, Interim CEO at recruitment software experts: Occupop said: “With 20% to 50% of employee turnover a result of burnout, burnout is a pressing concern for businesses and HR departments in particular.

    “One option to combat this could be the use of sabbaticals which can have restorative health benefits while improving your internal staff retention statistics.”

    We explore how businesses can enhance their wellbeing initiatives, with a particular focus on the benefits of sabbaticals.

    The importance of C-Suite wellbeing

    As the highest management level in any given organisation, C-Suite executives are often the driving force behind a company’s strategic vision and long-term success.

    Despite this, C-Suite wellbeing can often be overlooked with 73% of C-Suite reporting they don’t feel able to take time off work and fully disconnect.

    While 20% of UK workers experience burnout, it can be particularly detrimental at executive level because it affects not just the individual, but also the entire organisation.

    Stressed and overworked leaders may consequently struggle to make clear decisions, foster innovation and effectively guide their teams. Over time, this can erode company culture and employee morale, leading to higher turnover rates and a decrease in overall performance.

    To mitigate these risks, businesses need to take proactive steps to support the wellbeing of their executives. By doing so, they can retain top talent, ensure long-term leadership stability and create a more resilient organisation.

    Can sabbaticals be a powerful tool?

    One of the most effective ways to support the wellbeing of C-Suite executives is through sabbaticals. A reported 90,000 UK professionals are estimated to take a career break each year with a further 62% saying they’d take one if it were an option.

    Historically, sabbaticals have been rare outside of academic professions, yet businesses are starting to embrace their benefits: affording executives the opportunity to recharge and return with renewed energy and a greater sense of perspective.

    The benefits of sabbaticals are well-documented. In the UK, 50% of respondents who took sabbaticals did so relieve stress: 43% of which reported improved mental health as a result.

    For executives, a sabbatical offers a rare chance to reflect on their personal and professional goals, explore new ideas and gain fresh perspectives. This period of reflection can lead to greater clarity in decision-making, improved leadership skills and a deeper commitment to their role.

    Encouraging sabbatical uptake

    Despite some clear benefits, many executives may – understandably – be hesitant to take sabbaticals. When asked why C-Suite executives were reluctant to take time off, 24% reported having too much work to do while 22% questioned whether others would be able to cover for them while away.

    Businesses can play a crucial role in encouraging sabbatical uptake by addressing these concerns and fostering a culture that values and supports employee wellbeing at all levels.

    Here are some practical tips to encourage uptake:

    Create a sabbatical policy

    If you are considering employing a sabbatical policy, be clear around what expectations are. Having a clear and well-communicated sabbatical policy is the first step in encouraging executives to take time off.

    The policy should outline the eligibility criteria, duration of the sabbatical, and any expectations around communication and workload management during the break.

    By providing a structured framework, companies can make it easier for executives to plan their sabbatical and feel confident that their absence will not negatively impact the business.

    Promote the benefits

    Businesses can promote the mental and physical health benefits of taking an extended break through internal communications, wellness programs and workshops.

    By highlighting the positive impact that a sabbatical can have on stress levels, companies can make a case for why executives (who may be silently suffering) should open-up and prioritise their wellbeing.

    Provide support for roles in transition

    Clearly, not all businesses will be set up to allow for sabbaticals and this may only be done in exceptional circumstances. One of the main concerns around sabbaticals will be how responsibilities are managed in an employee’s absence.

    To address this, businesses can provide support in the form of succession planning, cross-training or interim leadership appointments.

    By ensuring that there is a clear plan in place for managing the executive’s duties, companies can help alleviate the anxiety around taking a sabbatical.

    Conclusion

    In an era where nearly 70% of C-suite executives are considering leaving their organisations for better wellbeing support, businesses cannot afford to ignore the importance of executive health.

    A sabbatical may be an effective means of addressing this and is not just beneficial for the individual – but your organisation as a whole.

    David Banaghan, Co-Founder and Interim CEO at Occupop

    Navigating the evolving landscape of tech and finance careers

    The professional world is undergoing a rapid transformation at a global scale, with the technology and finance sectors at the forefront of this change. As industries evolve, so do career opportunities, requiring professionals to stay adaptable and informed about emerging trends. In this article we explore the dynamic landscape of careers in technology and finance, focusing on two industry giants: ASML and ING.

    The semiconductor industry’s growth and career opportunities

    The semiconductor industry has become a cornerstone of modern technology, powering everything from smartphones to advanced computing systems. At the heart of this industry is ASML, a Dutch company specializing in photolithography systems for semiconductor production.

    As the demand for semiconductors continues to rise, so does the need for skilled professionals in this field. Vacancies ASML span a wide range of disciplines, from engineering and research to supply chain management and customer support. The company’s pivotal role in advancing semiconductor technology makes it an attractive destination for those seeking challenging and innovative career paths.

    The digital transformation of banking and finance

    The financial sector is undergoing its own revolution, with digital technologies reshaping traditional banking models. ING, a Dutch multinational banking corporation, has been at the forefront of this digital transformation, embracing innovation to enhance customer experiences and streamline operations.

    This shift has created exciting new career prospects in the banking industry. Jobs ING now encompass roles that blend financial expertise with technological mastery. From data scientists and UX designers to cybersecurity specialists and digital product managers, the modern banking sector offers diverse opportunities for professionals with a mix of financial acumen and tech-savvy skills.

    Skills and qualifications for success in tech and finance

    Success in these evolving industries requires a unique set of skills and qualifications. While technical expertise remains crucial, soft skills have become equally important. Some key attributes for thriving in tech and finance careers include:

    • Adaptability and willingness to learn
    • Critical thinking and problem-solving abilities
    • Strong communication and collaboration skills
    • Data literacy and analytical thinking
    • Understanding of ethical considerations and regulatory compliance

    The importance of continuous learning and adaptability

    In rapidly changing industries like technology and finance, the ability to continuously learn and adapt is paramount. Professionals must stay updated with the latest trends, technologies, and industry practices to remain competitive in the job market.

    Many companies, including ASML and ING, offer extensive training programs and learning opportunities for their employees. Taking advantage of these resources, as well as seeking out external educational opportunities, can help professionals stay ahead of the curve and position themselves for long-term career success.

    Emerging trends in tech and finance careers

    Looking ahead, several trends are likely to shape the future of careers in technology and finance. The continued advancement of artificial intelligence and machine learning will create new roles and transform existing ones. Sustainability and green technology are becoming increasingly important, bringing forward new opportunities for professionals with expertise in these areas.

    In the financial sector, the rise of fintech and decentralized finance (DeFi) is creating new career paths that blend traditional financial knowledge with cutting-edge technology skills. Cybersecurity will remain a critical concern in the coming years, driving demand for professionals who can protect sensitive financial and technological assets. Moreover, as the lines between technology and finance continue to blur, professionals who can bridge these two worlds will be in high demand. By staying informed about industry trends, continuously developing their skills, and remaining adaptable, individuals can position themselves for exciting and rewarding careers in these dynamic sectors.

    How to Reduce Absenteeism and Support Employees Back to Work

    By Dr Julia Lyons, Senior Clinical Lead at Onebright 

    Absenteeism affects all workplaces and costs them a significant amount in lost time and productivity. It is estimated 4.8 days a year are lost per employee in the UK, the highest rate of absenteeism in a decade. And it is important to note that this is not referring to authorised days off for holiday or sickness but rather the unexpected and unscheduled days or hours lost to other causes. 

    A large proportion of these days can be attributed to long-term health conditions, which according to ONS figures, accounted for nearly 105 million lost days to sickness absence. The causes include chronic physical illness and poor mental health. In fact, research conducted by the Health and Safety Executive reveals that a substantial 50% of work-related absenteeism can be attributed to mental health challenges. 

    Tackling absenteeism 

    Prevention is undoubtedly better than cure in the case of tackling absenteeism in the workplace. At a basic level, this involves implementing mental health initiatives that introduce support and processes to prevent minor events such as a stressful period or a tough deadline snowballing with other concerns into overwhelmed employees and subsequent absences. These initiatives can include Employee Assistance Programs (EAPs) and mental health training. It also means considering implementing flexible work arrangements and, importantly, making sure you have open communication channels with your employees. 

    Setting up these programmes will help create an environment where employees feel supported, heard and looked after. This will benefit your business in a few ways, with the obvious one being that employees will be better equipped to deal with the rigours of the workplace without having to resort to taking time off due to burnout, or more serious mental health issues. 

    Creating a supportive and genuinely caring working environment will also help your business retain and attract talent. A new generation is joining the workplace that expects this kind of support from their employer, and many jobseekers are wanting to join an employer who has workplace mental health support at the heart of their people practices and company culture. 

    Getting people back to work

    But what happens when prevention hasn’t worked? Or it is too late? Early intervention is preferable but no one individual’s circumstances is the same, and neither is there a one size fits all policy which suits all employees. Providing this support starts with listening to the employee and what they need to get them back to work. This helps employees who are out of work, whether on a short-term or long-term basis, to understand there is a support network in place at their workplace to help them. 

    Further to that, offering practical help is key to taking that support network from an abstract concept to fulfilling help. This could include offering CBT, online therapy and counselling, among other options. 

    Ultimately, addressing absenteeism through corporate mental health initiatives is an ethical responsibility when it comes to mental health in the workplace. But also positively affects the profitability of the organisation as a whole. A report by Deloitte found that for every £1 spent to support employee mental health and wellbeing, employers will get, on average, £4.70 back in increased productivity. The return on investment alone means this is an essential consideration for all businesses.

    Dr Julia Lyons
    Successful Businesswoman Standing In Front Of Business Team In Office

    Embracing the Use of Self-Concept for Transformative Leadership

    Positive and influential leaders who get tasks done and establish themselves as thought leaders use self-concept to drive change. Knowing and comparing leadership habits against personal and professional philosophies illuminates priorities and aligns staff with the company’s objectives. Discover what these concepts are and how to practice them for results.

    Self-Concept for Transformative Leaders

    A strong sense of self-concept in a CEO makes a transformational leader. Self-concept relates to self-awareness because it comprises three main qualities:

    • Attitudes: Likes, dislikes and preferences
    • Beliefs: Ideals seen as correct or incorrect
    • Values: Concepts seen as good or bad

    Those who deepen their self-concept can answer the question, “Who am I?” The individual is respected because of their immediate decision-making skills, personable communications and aspirational image.

    The more a business leader knows these facets about themselves, the more likely they will craft a strong company culture that inspires employees. Disconnects between organizational objectives and stakeholder priorities trickle down to all staff, causing discontent and confusion. Transformational leaders with self-concept inspire productivity and innovation.

    How Strong Self-Concept Makes a Leader

    How does self-concept from leaders make employees more active and confident? Leaders who make a point to use their sense of self to their advantage create a growth mindset throughout a company.

    An energy company vice president turned aspiring board member felt his personality was too open-minded and experimental for the traditionally minded stakeholders. The VP put on masks in the workplace, preventing his full potential.

    After seeking coaching opportunities, he embraced the Use of Self (UoS). He revealed his authentic perspectives to the team and eventually relocated to become a pivotal fixture on the board.

    Another case study analyzed nurses during the COVID-19 pandemic. During this time, medical personnel had altered perceptions of their professional self-concept because of the high-pressure environment. However, the study compared self-confidence among several groups, and found self-confidence was high among everyone despite stressors. This is because the facility strongly asserted training and competency validations to reinforce feelings of competency among workers.

    How to Strengthen a Positive Self-Concept

    If there is a blur between a manager’s leadership style and organizational culture, these strategies will forge a transformative, self-aware leader in any CEO.

    Professional Development Exercises

    The professional development landscape is laden with reflective assignments, workshops and exercises for challenging preconceived notions. The active participation will outline professional goals for how CEOs will practice their transformational leadership.

    Self-Assessments

    Discovering self-concept relies on practicing impartial self-analysis. These assessments force CEOs to ask important questions. For example, if the CEO self-labels themself as a generous leader, they should ask if their leadership style reflects this belief through their actions. Prevent unhelpful or demeaning self-criticism at all costs because it reinforces detrimental or inaccurate perceptions, delaying development.

    Feedback

    Looking inward is not enough — leaders must be brave enough to seek constructive feedback from employees. These inputs can validate determinations from self-assessments or expand upon them. A priority of a personal review may not arise as an issue with staff.

    Leaders with a strong self-concept know how to ingest productive information while staying true to the helpful attitudes, beliefs and values they already possess. CEOs must distinguish what is true and useful to absorb and put into practice. Self-concept users are innovative, not letting perceived failures or limited resources stop them from taking risks or opportunities.

    Educate Staff

    Many educators say teaching is the best way to learn. Self-concept is essential for becoming a transformative leader, but only if they gift these techniques and mindsets to the rest of the team. Refining self-concept could yield these benefits among the staff base and the CEO simultaneously:

    • Greater sense of workplace fulfillment and intrinsic motivation
    • Higher productivity
    • Improved time management
    • Better listening
    • Aligned visions on long- and short-term goals
    • Heightened empathy and morale
    • Boosted curiosity
    • Authentic equity and inclusion
    • Stronger resilience against stressors

    Being the Change

    A CEO set in their ways reinforces rigid mindsets in their workers. They will refuse to progress and innovate, leading to discontent in the ranks. Leaders who want to leave a joyous legacy transform their employees by reflecting on themselves. These hours of self-evaluation are priceless investments in the professional development of the leadership, the employees and the company’s trajectory.

    Ambitious male employee raise hand ask question to female presenter at meeting

    Flexibility Wins: Office Mandates Reveal Fearful Leadership

    by Jeff Dewing, CEO of Cloud, Top 50 Workplace Leader and International Energiser

    Today’s leaders need to wake up and smell the coffee – the future of work requires autonomy, not autocracy. The days of command and control are dead, or at least they should be. We’ve seen household brands like Boots, JD Sports and Manchester United getting it completely wrong, and returning to office mandates.

    Forcing teams back into an office five days a week reveals an outdated approach driven by fear and a lack of trust in employees. The root cause of this is a lack of effective employee management. Flexibility in the workplace improves business performance, employee satisfaction and retention. Here’s why:

    The numbers don’t lie

    The verdict is in: flexible work wins. Studies show that hybrid work boosts retention and performance, and having control over working patterns enhances wellbeing. Yet, 2 in 3 UK firms are stubbornly clinging to increased office attendance. Too many leaders are ignoring the fact that flexible working arrangements actually boost productivity. The pandemic taught us that there’s a better way of doing things, people can work from home and deliver on their objectives. Pressuring employees to return by making them fearful of losing out on career progression is wrong and puts businesses at risk of losing top talent.

    There’s an overreliance on turnstile data as a reflection of business progress rather than individual needs and performance metrics. Our teams have families to look after, care responsibilities and problems to solve which makes it ridiculous to expect a return to the old way of doing things. Ultimately, every individual desires autonomy, mastery and purpose. These factors are the key to unlocking greater productivity, engagement and happiness at work.

    The Ego is the enemy

    The biggest driver of a forced office return, in my view, is ego. The second is fear; leaders are unable to keep up with the pace of changing preferences and are returning to a command and control structure. Leaders shouldn’t fall into the trap of thinking they know best. The people that know best are the people living it – your team. Admitting you don’t know everything gives you credibility as it shows self-awareness, a key trait that will take you to new levels of performance. Set your ego aside and admit when others know more than you.

    Business is about people, and an unhappy team won’t deliver. Investing in and looking after your team is an investment in your business. Listen to them and be prepared to adapt. If you always do the same thing then you can’t expect to see a different result. If your team want more flexibility then work together to find a way forward. Likewise, for those who enjoy going into the office, you must ensure it’s a worthwhile experience, with more to offer than a home environment.

    Focus on performance, not proximity

    As a remote CEO living in Portugal leading a company based in Colchester, I focus on creating a culture of trust, autonomy and performance – not proximity. Flexibility only works if there are clear Objectives and Key Results (OKRs) in place. As long as there is total clarity around the business goals, the individual goals and the timelines for achieving them, it doesn’t matter where or when the work gets done. When employees have clear goals and expectations of the outcomes, they will never let the organisation down, provided that they have the autonomy to decide how and when to do their work.

    A crucial part of the equation is creating coaches, not managers. A coach helps you achieve your greatest potential while a manager sets and marks work. Every employee should be given a clear plan for their growth with goals. It’s also essential that leaders and managers create an environment where failure is okay and can be learned from. Lead by example by sharing your own setbacks and encouraging others to do the same. Perhaps most importantly, make feedback everyone’s favourite F word. Continually feedback on performance and how employees are feeling to ensure a happy and effective team environment.

    Today’s leaders have the opportunity to do the right thing. Listen to your employees’ needs, and ensure they have flexibility and autonomy. In doing so, you will get the best out of people. The golden rule for flexibility to work is to have absolute clarity of business objectives and the outcomes you need your people to achieve. The rest comes down to trust and a willingness to adapt.

    How I Kept My Best People When Everyone Was Jumping Ship

    In my roles as manager, director and eventually CEO, I’ve watched the business landscape transform over the last thirty years. Today’s top talent isn’t just chasing bigger salaries – they’re seeking something deeper. Here’s how we maintained a 92% retention rate during ‘the great resignation’ amidst Covid’s aftermath, without breaking the bank.

    The Salary Reality Check

    Let’s address the elephant in the room – yes, competitive pay matters. We track market rates and adjust accordingly. But here’s what surprised me: when we interviewed people who stayed despite higher offers elsewhere, salary ranked third in their decision-making.

    What ranked higher? Growth opportunities and workplace culture. This matches what McKinsey’s research found – that people leave roles not just for money, but because they don’t feel valued or sense a lack of belonging.

    Beyond the Paycheque

    We implemented several strategies that cost less than matching inflated market salaries:

    Skill Development Pods

    • Create small groups focused on specific skills
    • Mix departments and experience levels
    • Set real business challenges
    • Present solutions to leadership
    • Implement winning ideas

    This gives everyone exposure to different aspects of the business while building their portfolio.

    The Wellness Factor

    Physical and mental wellbeing became our focus. Our partnership with Fruitful Office guarantees my staff a consistent source of daily fresh fruit and healthy snacks. Simple? Yes. Effective? Absolutely. The office fruit delivery company’s own ‘great fruit experiment’ research showed an 11% boost in productivity, but we saw something even more valuable – people felt cared for, a cherry on top (if you’ll excuse the fruit pun).

    Other wellness initiatives included:

    • Flexible start times (7am-10am)
    • Remote work Wednesdays
    • Monthly wellness allowance
    • Quarterly mental health days
    • On-site massage therapy

    Growth through Responsibility

    Instead of traditional promotions, we created “stretch projects”:

    • Team members pitch to lead new initiatives
    • They build their own project teams
    • Full autonomy over execution
    • Direct board presentation opportunities
    • Budget management experience

    This gives high-performers leadership experience without waiting for positions to open up.

    The Power of Recognition

    We scrapped annual reviews for:

    • Monthly achievement celebrations
    • Peer recognition programs
    • Skills passport system
    • Client feedback sharing
    • Growth journey spotlights

    Making Time Matter

    Your best people value time over trinkets. We introduced:

    • Birthday weeks (pick any 5 days off)
    • Work anniversary long weekends
    • Early finish Fridays
    • Extended lunch breaks
    • Sabbatical options after 5 years

    The Family Factor

    Supporting family life became crucial:

    • Enhanced parental leave
    • Emergency childcare support
    • Family health insurance
    • School holiday flexibility
    • Return-to-work coaching

    Creating Community

    We built traditions that matter:

    • Monthly team lunches
    • Skills exchange days
    • Cultural celebrations
    • Family office days
    • Volunteer programs

    The Results Speak

    Our approach yielded:

    • 92% retention rate
    • 88% internal promotion rate
    • 95% employee satisfaction
    • 47% reduction in sick days
    • 23% increase in productivity

    The Financial Picture

    Yes, these programs cost money. But compare them to:

    • Recruitment costs (typically 20-30% of salary)
    • Lost productivity during transitions
    • Training new staff
    • Team morale impact
    • Client relationship disruption

    Our investment in retention programs costs roughly 12% of what we’d spend replacing people.

    Looking Forward

    We’re now testing:

    • Four-day work weeks
    • Project profit sharing
    • Learning sabbaticals
    • Global exchange programs
    • Innovation incubators

    The CEO’s Challenge

    Your role isn’t just about keeping the lights on – it’s about creating an environment where people thrive. Money matters, but purpose, growth, and belonging matter more.

    As leaders, we must ask ourselves: are we building companies people want to be part of, or just places they work until something better comes along?

    Remember – your best talent isn’t just looking for their next role. They’re looking for their next home. Make your company worth staying for.

    What could you implement this quarter to make your people feel truly valued?

    Remote hybrid work and telecommuting setup with businesswoman on laptop in a home office

    Better Hybrid Leaders Hold the Key as 43% of UK Employers Feel Disengaged at Work

    According to Owl Labs’ annual State of Hybrid Work Report polling 2,000 full-time employees across the UK, as well as 8,000 respondents globally,* the rise of hybrid work has fundamentally changed how businesses need to be led. Given that only 11% of workers want to be in the office full time and 35% would opt for three in-office days (the most popular choice), CEOs and executives need to adapt. If not, they risk disengagement and worse – a mass exodus – with nearly half (47%) of employees citing they would look for a new job that offered more flexibility in where and when they work if they lost their hybrid work privileges.

    What employees value in the companies they work for is shifting. With a greater focus on flexibility, just over two thirds (67%) of UK workers are experiencing changes to traditional corporate norms, with 23% of employees needing increased praise and a further 20% wanting their personal and professional values to align. Employees are becoming “intention seekers”, with 72% saying it is important to have a sense of purpose at work. 

    Business leaders, therefore, need to take action to boost employee engagement and mitigate the threat that a disengaged workforce poses to overall company productivity. As it stands, 43% of employees feel disengaged at work; while the top reason employees are looking for a new job is for a better work-life balance (50%), up from 41% in 2023. Companies that are not taking action are already seeing individuals push back as nearly 1 in 5 workers (19%) instil greater boundaries by not taking on work outside of their specific job descriptions. What’s more, a further 20% won’t answer work messages outside of work hours. What business leaders could expect from their teams previously is no longer the norm.

    Leaders must also adapt as UK workers now expect a strong working culture that incorporates both purpose and perks. The good news is that 70% of UK workers feel they can be authentic and bring their whole selves to work, while 65% feel connected to their company’s purpose, mission, values. By taking on board changing employee values and motivators, business leaders can create a far more engaging and productive workforce. 

    Frank Weishaupt, CEO of Owl Labs comments: “As UK workers continue to embrace hybrid working, business leaders who default to traditional management methods risk alienating their workforce. Ongoing employee responses to return to office mandates, as seen at the likes of Amazon, is proof that RTO mandates are missing the mark. As the workplace changes, so should the attitudes of CEOs. If trends like “coffee badging” or “hushed hybrid” create a more engaged workforce then business leaders need to get comfortable with embracing these practices. Rather than hiring people to watch them work, business leaders need to prioritise creating more authentic employee experiences, regardless of location. A more robust tech stack that enables individuals to tailor their work schedules based on their daily to do lists should be a key priority for every business leader.” 

    turmec ceo

    A World Leader in Sustainable Waste Management

    Turmec is a preeminent and well-respected Ireland-based recycling solutions provider. Its world-class engineers work towards the shared vision of a world without landfill, a carbon neutral global economy supported by the endless recycling and reusing of waste. Its mission is led by CEO Geoff Bailey, who is proud to do his part to support Turmec’s betterment of global waste management solutions. Here, we speak with Geoff to understand the company, his vision as its faithful steward, and demonstrate why he deserves the title of Most Influential CEO 2024 – ROI (Recycling & Engineering).

    Turmec engineers sustainable waste management solutions, drawing upon over 50 years of industry experience to design, manufacture, and install best-in-class systems. Its focus is on creating usable and sustainable resources from waste products so that, in CEO Geoff Bailey’s words, “all waste is processed and the embedded resources re-presented to industry as a substitute raw material for virgin.” The company currently stands at the forefront of worldwide sustainability efforts, finding creative means of redesigning current systems and building world leading waste management plants.

    As a titan of the waste management industry, Turmec’s run of design and installation projects represent incredible success and contribute to millions of tonnes of repurposed waste per annum. These completed projects span multiple countries across the Irish, UK, and Australian markets, built in close collaboration with clients to meet their needs using specialised project management and modelling software. Whether its solutions are required for municipal solid waste, mixed dry recycling, construction and demolition waste, or beyond, its engineers leverage cutting-edge technology to craft a bespoke system.

    This focus on client needs drives the company’s full-service offering from design through to support, servicing, and aftercare. Its process involves analysis of the space and resources available to clients, their goals, and budgetary restrictions. It then designs, puts together, and installs the finished product. The company’s rapid response to breakdowns and in-depth support following installation matches the quality of production, completing the bespoke Turmec service package.

    The focus at Turmec is on redesigning products and processes to reduce waste and pollution, emphasising re-use and recycling to combat landfill usage and harmful industry habits. Geoff explains, “this shift requires a mindset change in how we manufacture, deliver, and dispose of products. Crucial to this is ‘closing the loop’ of product lifecycles via changes in design and increased waste prevention, re-use, and recycling.” In Australia, Turmec has been commissioned to build unprecedented skip and waste recycling facilities, including the world’s largest integrated skip waste, construction and demolition waste, and non-destructible digging waste recycling facility.

    “In an effort to accelerate this shift, various countries have set targets to achieve a minimum 80% diversion from landfill of all waste streams by 2030. In particular, Australia expressed that goal openly and in addition has set a goal to reduce the per capita waste generation rate by 10%. It also plans to ban the export of waste plastic, paper, glass, and tyres altogether.”

    As CEO, Geoff explains that he steers the strategic direction of the company, “setting the tempo and culture of the organisation” as well as ensuring Turmec has “the right people with the right skillset to deliver on our plan.” According to strict principles of fairness, working hard, being available to his team and receptive to new ideas, he drives the company forward with profitability and revenue metrics in mind. The strategy, however, is not rigid, and he instead ensures adaptability for its health and the benefit of clients in an ever-evolving industry. “The plan is not one which is ‘set in concrete,’” he says, “never to be re-examined until the 3-year period is up, but remains open to new ideas and initiatives which can then be incorporated.”

    He places particular importance on aligning the company with its core values of safety, partnership, trust, respect, professionalism, and quality. He is keen to ensure that employees’ physical and mental wellbeing is taken care of and that a sense of partnership permeates the whole business throughout interactions with suppliers, customers, and internal teams. To inspire the best in Turmec’s products and services, Geoff understands the need to promote staff wellbeing and offer internal opportunities, meaning the company’s promise is not solely waste management excellence but a dedicated and empowered team.

    “Turmec is only as good as its staff and how they relate together and with external stakeholders such as our customers, suppliers, sub-contractors, bankers, and professional support teams. Developing our staff through training, personal coaching, and team building is essential to ensure we improve our capability to grow the business.”

    Geoff’s journey began with the relentless pursuit of education lasting beyond school and university throughout finance and operating roles spanning multiple industries. Having studied Management Science and Industrial Systems Studies at Trinity College Dublin, he went on become a chartered accountant with Arthur Andersen. His time with the company imparted knowledge of many disparate businesses and how they operate and facilitated his move to Johannesburg, where he enjoyed taking in the world beyond Ireland.

    Throughout the following years, his diverse career involved boutique investment banking and corporate finance, and he eventually became CFO for a waste business, Greenstar. “This was a start-up business, which grew rapidly and organically, and in 2007, I switched from CFO to Managing Director of Greenstar’s material recycling, landfill, and renewable energy division. This was a key moment in my career development.” Opportunities arose, following the 2008 financial crisis and the “overly aggressive implementation of anti-landfill policies,” for Geoff to take ownership of its landfill portfolio. Today, Geoff leverages this cross-industry experience and background in waste management to lead with an authority backed by vital experience and a multi-faceted skillset.

    Now back in Ireland, Geoff is pleased to promote the country’s workforce, drawing staff from towns and regions local to the company’s home in the Gaelteacht townland, Rathcairn. He is proud to support them with personal skills and management training and team building opportunities, developing Turmec’s people alongside its systems and infrastructure. As it takes strides into the industry’s future, Geoff is keen to remain at the forefront of recycling and material recovery technologies and to “become AI literate,” as he foresees it having a major impact on the company in the near future. He is eyeing up expansion into the US market: the company has attended annual Waste Expos and networked with potential clients to out the needs of that market.

    As a hands-on CEO in charge of commercial decisions and negotiations, board relations, and talent management, Geoff distils a lucrative and diverse career to steward Turmec through its most profitable and innovative years. For budding CEOs, his advice is to grow your company responsibly, look after staff, and to surround yourself with the right people to support that growth.

    “Believe in yourself but be humble enough to invite opinion and criticism. Seek counsel from your team, but for big decisions, balance that with outside trusted networks where there are no vested interests. Be ambitious but grow at a pace that your business and staff can adapt to and thrive. You can’t do everything yourself, so surround yourself with strong, bright, and reliable people that share in your vision and core values.”

    Turmec is one of the most prominent names in waste management and recycling solutions. Under Geoff Bailey, it is clear to see why. His leadership has brought out the best in its staff, operations, and market presence, and he has overseen the company through its most ambitious projects to date. As the world acclimatises to forward-thinking waste systems, between his stewardship, an expert team, and the shared goal between them, the company stands in excellent stead to lead that charge.

    For business enquiries, contact Brigid Manley from Turmec via email – [email protected] or on their website www.turmec.com

    Telephone: +353469432243

    woman with blue hair and arms crossed smiling for photo

    Cultural Media CEO of the Year 2024: Edwige Dazogbo

    Edwige Dazogbo is Founder and President of Edgy TV, a multicultural TV channel created especially for North American, Asian, African, West Indies, European, and Middle Eastern audiences to celebrate the diversity of life through glamour, music, fashion, and entertainment. The channel is available on Apple TV, Fire TV, Roku TV, Android TV, and more, with its programmes covering general news, music videos, and fashion, alongside Nollywood, Hollywood, and Bollywood movies, celebrity interviews, reality shows, and even manga anime. Being the brilliant visionary behind Edgy TV with over 20 years’ experience in the media field, we leapt at the opportunity to discover Edwige Dazogbo’s story.

    Edwige Dazogbo was born in Benin, West Africa, and much of her youth was spent travelling and living across several different countries due to her father being a United Nations diplomat. As such, she was, during these formative years, exposed to an abundance of different cultures, igniting a passion for embracing diversity and inclusivity early on. It was also at a young age that Edwige discovered her flair for storytelling, with this fuelled by French literature studies at high school and her creativity being nurtured by her father and teachers.

    By the age of 17, Edwige’s dream was to become a filmmaker, so, after a move to Montreal, she immersed herself in cinematographic studies at university, and found she loved American Film History the most. After a year, the university’s orientation coordinator had recognised Edwige’s talent and recommended she switch to communications and public relations – This meant she found herself at a crossroads. Her desire was to study at a UK private school, but she wasn’t ready to move abroad on her own just yet, thus she made the decision to continue studying at the University of Montreal, before realising how more problem-solving, analytical skills such as finance could benefit her career.

    Wanting to gain practical experience, Edwige and her friends created a short film entitled “Colors”. From there, she discovered her forte for media management, which soon opened doors to exciting media and television opportunities. At the age of 20, Edwige began her first job in cinema and communications at a film festival, a four-year stint which gave her a deeper understanding of African film representation in the media. She then decided to take her learning further with leadership and management courses, with her now looking to complete a Doctorate in Business Administration in the USA.

    Edwige celebrates her Beninese heritage, while also identifying as Afro Canadian, and she stands tall as a black entrepreneur who is taking the corporate world by storm. She is paving the way for other immigrants, ensuring equal opportunities for future generations, and is proud to see more people of colour in leadership roles. “As a black business leader, I’m glad every time I see more and more people of colour seeing a high level of success,” she tells us. “But it lacks in the media; this is why I believe we need Edgy TV, as a mirror of our diverse society to show a better inclusive world for the future generations.”

    “We aim to unite humanity’s cultures to make a difference in our society and contribute to peace.”

    Indeed, it is the lack of diverse representation in the media that inspired Edwige to establish the unique and original concept of Edgy TV. It all began with the 60-page digital Edgy Magazine back in 2014, which celebrates the lifestyles of professional women aged 20 to 55, covering fashion and different cultures. Edgy didn’t take long to grow into a mini empire comprising 10 magazines, five TV channels, and two radio stations. Notably, during the pandemic, Edgy TV surpassed 10 million views on a UK platform, which reflects its extensive growth and influence. Today, Edgy TV is joined by sister channels, MAMA BENZ TV, which aims to empower African women, and EDGY URBAN, which shows a refreshing combination of content, from romantic dramas to Indian movies to traditional African films, and more.

    Edgy TV now boasts a global reach and looks to share its platform with other businesses that share its values. It has been partnered with Reuters TV for three years, featuring their news on its website, and it continues to welcome partnerships with other businesses, offering opportunities for them to advertise and broadcast their content. The channel is actively seeking partners to feature their short films, features, documentaries, animations, music videos, student and television productions such as series and reality, fashion-inspired shows, cooking shows, talk shows, cultural events, and more.

    “We present your brand’s message on a big, bold, and beautiful online platform.”

    While Edgy has seen vast success, that’s not to say it has come without its hurdles, as Edwige tells us, “The most challenging accomplishment was having the right funding in place and getting my government licenses for broadcasting and telecom.” It was her passion towards getting her vision across to investors and partners that was the key to securing the funding needed in order to make Edgy TV a reality and a success. Ever since, she has built a strong network of partners, supporters, filmmakers, journalists, actors, producers, marketers, and more, whose values and beliefs align with her own and who each contribute to the thriving of Edgy TV in their own way.

    It is clear to see the trailblazer that Edwige is, and we can already count several factors that have made her stand out for success within the Global CEO Excellence Awards 2024 – but she tells us what she feels makes her special: “I feel I stand out from other CEOs in my industry because I’ve experienced too many ‘destiny’ moments. It is a well-trodden, clear path; it is not by ambition, but by passion, inspired by artists. I wanted to realise my dreams.”

    She continues, “A positive impact in my role as CEO at Edgy TV is the moment when I see a light in the eyes of someone else while I’m talking to them about my passion for multiculturism, media, and fashion. When I feel someone learned something positive through my work, then I feel satisfied. I want to keep people happy and continue to grow my media thanks to their support.”

    “I do believe that whether you are black, African, or an immigrant, the possibilities are endless, and the opportunities are available for anyone who wants to create something and make a change.”

    Edwige’s passion and determination are undeniable, and they have led her to some extraordinary places, with her showing no signs of slowing down. She continues to work towards making her dreams a reality, telling us how her next plans are to enter the hospitality and telecoms industries. She remains motivated and devoted toward achieving her greatest aspirations and making a global impact, constantly pushing the boundaries and having solidified her position as a truly inspirational figure within the media industry and the black community.

    Edwige is excited about all that is to come, not just for her upcoming projects, but for the media industry as a whole. She believes the best is yet to come and looks forward to content becoming more interactive through the innovative ways it is produced, broadcast, and consumed. In line with this, her company isn’t named ‘Edgy’ for nothing; it is the definition of different and avant-gardism, continuing to combine modern and traditionalism, and always striving to remain innovative and relevant for its partners and audience.

    For those wishing to follow in Edwige’s footsteps, whether in the media industry or as a leader, she leaves us with the following food for thought: “Be yourself when you talk to the corporate world dealing with you. Never ever give up on your dreams and dare to listen to your heart and passion to keep going. Great things will surely eventually happen.”

    For business enquiries, contact Edwige Dazogbo from Edgy TV via email – [email protected] or on their website – www.edgytv.ca