— What did you stop doing in people management that immediately improved team performance?
— We decentralised part of our functions and shifted from five-year planning to one-year planning, and often even to planning over several months. In an environment of constant uncertainty, flexibility, trust and speed of decision-making have come to the fore. That is why we delegated authority and gave greater responsibility to local teams. At the same time, people remain at the heart of all the Group’s business processes: we take the actual availability of specialists into account when planning production, and we invest in training, onboarding and employee support.
— What proved most effective in boosting team productivity in 2025?
— We reduced excessive reporting so that teams could focus on what truly matters. Equally important was leadership by personal example. When a leader follows the principle of “do as I do” rather than “do as I say”, trust emerges along with a shared understanding of purpose. As a result, teams work more cohesively, clearly understanding where the Group is heading and why.
— What one people-related decision would you approach differently in 2026?
— We have a comprehensive support system for different categories of employees. For example, we have built an integrated veteran reintegration ecosystem that includes psychological and physical rehabilitation, social adaptation and team preparation for the return of those who have defended the country. However, even the best programmes cannot replace a person’s basic need for recovery. After four years of full-scale war, teams are exhausted, both emotionally and physically. As such, we need to give people time to rest. This will allow us to retain teams, preserve motivation and maintain the capacity to work.
Forbes Ukraine’s questions were answered by participants from the list of “Ukraine’s Most Effective HR Leaders”, including representatives of the National Bank of Ukraine, SoftServe, DTEK, Metro Ukraine, Intellias, Naftogaz Group and other organisations. Among the ideas and insights that Ukraine’s leading HR directors are taking into 2026 are the need to simplify processes, decisively eliminate what is unnecessary – such as meetings without a clear purpose – and avoid trying to soften difficult decisions.