What do you see as the most significant challenges facing the consumer sector today, and how is Duracell positioning itself to adapt to these changes while maintaining its competitive edge in the market? 

The challenges are primarily driven by economic, technological, and social shifts. Firstly, inflation and rising costs of living are putting pressure on consumer spending and reducing discretionary purchases. More consumers are focusing on essential items and opting for discounters and private-label products. For the battery sector, longevity is an important parameter. At Duracell, we are producing long-lasting batteries at the right value equation, and this leads to increased market share in major markets. Secondly, we’ve seen various supply chain disruptions in recent years, caused by the pandemic, armed conflicts and economic instability. As a result, product shortages and delayed shipments are complicating inventory management. Duracell has established a balanced global supply chain for many years. This has helped us to continuously provide excellent services.

Are there any other novel considerations and changes in consumer behavior which need to be taken into account?

Consumers are becoming more and more environmentally and socially conscious - they favor brands that feature sustainable practices. In Europe, we drive an ESG strategy called “Powering a Greener Future”. Our aim is to be recognized as a sustainability leader in the consumer battery industry and a primary partner of choice for stakeholders. We collaborate with authorities to develop collection schemes in our markets and we deploy branded consumer campaigns. Furthermore, we use recycled material for battery labels & 100% plastic-free packaging for alkaline cells. Based on an initiative which we started in Türkiye, we have committed to educate 200,000 students by 2030 on ESG and battery collection. We’ll also be expanding the number of solar panels in our European operations to more than 9,000 by the end of this year, producing more than 20% of the electricity needed ourselves.

What emerging trends in consumer behavior do you believe will shape the future of engagement, and how should companies like Duracell prepare for these shifts?

I am convinced that we will experience a further shift towards personalization, ESG, and the demand for better value propositions. Consumers buy products that are in line with their values, particularly when it comes to sustainability and ethical practices. Circular economy will become an ever-greater determinant,  including within the battery sector. I see a huge opportunity to strengthen brand loyalty by showcasing commitment to environmental impact and ethical sourcing. As digital interactions grow, consumers also expect personalized, seamless experiences across platforms. AI is going to play a big role here, and companies should carefully build their insights to tailor their propositions and to further improve customer service. We’ll have to continuously evaluate the value proposition to consumers and retain the balance of pricing and value.

As the consumer landscape evolves, what specific qualities or skills do you believe are essential for the next generation of leaders?

The next generation of leaders will easily adapt to new circumstances, make data-driven decisions, and apply a strong sense of empathy. Our world is turning faster and faster, and we need to pivot strategies, anticipate trends and respond to market changes quickly. Data literacy is essential to understand consumer insights and make the right decisions. Fundamentally, future leaders will build meaningful, authentic connections with both consumers and their own teams, fostering trust and loyalty.

How is Duracell nurturing these attributes within its leadership development programs?

All of the above resonates with how we’re preparing for the future at Duracell. We prioritize strategic thinking, immersive learning experiences, and emotional intelligence. We help emerging leaders to gain diverse perspectives with tailored mentorship programs as well as cross-functional projects. Additionally, we promote a culture of continuous learning to ensure that our leaders are equipped to tackle future challenges in a consumer-centric manner

What strategies do you consider most effective for attracting young talent to the consumer sector?

Along with diversity and social responsibility, personal flexibility, learning opportunities, and purpose-driven work are topics that resonate strongly with the younger generations. A culture of innovation and collaboration will remain key to empower young talent and have them contribute ideas and drive change. Of course, flexible work arrangements and a focus on work-life balance are also crucial in this context. Duracell is able to attract young talents thanks to our strong innovation culture. While various companies are moving back to pre-COVID practices, asking employees to work at the office 4-5 days a week, we continue fostering the hybrid model. This facilitates job moves and international rotation to enhance career paths for our colleagues. Ultimately, I am a strong believer in transparent, authentic, open communication to build long-term staff engagement.