NEXT EPISODE OF PROJECT MANAGEMENT MASTER TALK – Delivering ESG Compliance Goals: Insights from Anikó Patkós, Diageo
We had the opportunity to speak with Anikó Patkós, PMP, Senior Programme and Change Manager at Diageo, about the role of project management in achieving ESG regulatory compliance. In this session of Zenith Vanguard’s MASTER TALK, Anikó shares practical insights, highlights key challenges, and offers advice for project managers who want to make a meaningful impact in building a greener, more sustainable future. Anikó is a highly accomplished programme and change manager with 15 years of experience in the FMCG sector. With over a decade of leadership in finance, she combines financial expertise with strategic project and change management skills. Currently leading the CSRD regulatory compliance (ESG) project at Diageo—a global leader in premium beverages—she focuses on driving organizational transformation and delivering sustainable outcomes that create lasting value for business and society. How did your career path lead you to project management? What motivates you in this field? Anikó Patkós, PMP: I started my career as a qualified accountant at Diageo, a global leader in premium drinks. With over 200 brands and sales in nearly 180 countries, Diageo is recognised as the world’s best brand builder, from well-loved, established names such as Johnnie Walker to innovative offerings such as Tanqueray 0.0% alcohol. I spent 10 years in finance at Diageo, developing my analytical and strategic thinking skills. In my last finance role, I was responsible for leading the financial approval of technology-related investment projects. This position introduced me to the dynamic world of portfolios and projects, and I was fascinated by the direct link between strategic investment and measurable business results. When the opportunity arose to fully enter into project management, I did not hesitate. It was an exciting step forward and I haven’t looked back since. What drives me most about project management is the ability to turn visionary ideas into reality – bringing together people, processes, and innovation to deliver meaningful, lasting change. My leadership journey has been defined by inspiring teams to achieve transformational results that contribute to a sustainable, value-driven future. In addition, my work in project management has allowed me to collaborate with a wide range of stakeholders and departments, far beyond those I have interacted with in finance. This has enabled me to build a dynamic and extensive internal network, which has been a truly rewarding experience. Was there a specific project, experience, or milestone in your career that inspired your focus on aligning project delivery with sustainability goals? ESG compliance projects have increasingly become part of finance teams, which seems logical, given the emphasis on rigorous reporting, transparency, and accountability. For me, recognizing this shift was an exciting opportunity to combine my deep expertise in finance with my passion for delivering impactful projects. Leading Diageo’s two-year CSRD compliance project has been particularly rewarding. It’s not only about navigating the complexities of compliance but also about driving meaningful business transformation. What inspires me most is knowing that this project is contributing to a greener, more socially responsible future – creating value for Diageo and potentially setting an example for the wider FMCG sector. Beyond compliance, it’s about leaving a positive long-term impact on the planet and promoting ethical corporate behaviour. Our ongoing ESG action plan, Spirit of Progress, addresses Diageo’s most pressing environmental and social opportunities and risks. It focuses on three key priorities: promoting positive drinking, embracing inclusion and diversity, and leading sustainability from grain to glass. These priorities, together with the interconnected ESG projects, form the foundation of how we do business the right way. How can project management serve as a driving force for achieving ESG objectives? I believe project management plays a pivotal role in delivering ESG objectives, including reporting compliance, by translating an organisation’s sustainability goals into actionable projects. ESG-focused project leaders have a critical responsibility to embed ESG principles throughout the project lifecycle. This ensures that initiatives not only align with global sustainability trends and industry-specific action plans but also remain adaptable to the constantly evolving landscape of ESG regulatory requirements. One of the most significant challenges in sustainability compliance is acquiring and validating high-quality ESG data that meets rigorous regulatory standards. This is where project managers can shine, leading processes that ensure data accuracy and reliability. Their efforts make it easier for organisations to seamlessly integrate ESG practices into daily operations while meeting compliance obligations. Delivering ESG compliance objectives can be complex. What are some of the key challenges you’ve encountered or observed while working on the CSRD compliance project? Delivering ESG compliance objectives, particularly under the scope of CSRD, comes with its own set of challenges. Securing leadership buy-in to overhaul an existing sustainability reporting framework can be complex, especially when it involves changing long-standing practices. One of the most significant challenges is integrating ESG compliance into the already demanding schedules of business-as-usual teams, who may see it as an additional workload rather than a strategic priority. Collecting accurate and consistent ESG data across multiple functions adds another layer of complexity, requiring extensive coordination and precise attention to detail. Even with my experience in change management, overcoming stakeholder resistance remains a significant obstacle, as some may perceive these initiatives as a burden rather than a transformative opportunity. Engaging with assurance providers, such as ESG compliance auditors, early in the process has proven beneficial in achieving early compliance. However, managing their involvement within the broader scope of the project can be challenging and requires careful coordination. What are some of the common pitfalls you’ve seen organisations make when trying to deliver ESG projects, and how can project managers work to avoid them? A common pitfall many organizations face is underestimating the complexity of sustainability reporting, often resulting in rushed or incomplete compliance efforts. This highlights the importance of taking a thorough and strategic approach to ESG initiatives. At Diageo, we prioritize a proactive strategy by maintaining close connections with industry peers who are further along in their compliance journey. By observing and learning from their experiences, we gain valuable insights and best practices that help us
INTRODUCING PROJECT MANAGEMENT MASTER TALK: INSIGHTS FROM VERONIKA KOCIJANOVIC OF ATOS SWITZERLAND
Welcome to our exclusive Master Talk series, designed to bring you closer to the dynamic world of project management. Going beyond the conventional, we explore fascinating and often unexpected aspects of the profession. Each month, Zenith Vanguard sits down with a distinguished international project management expert – leaders who’ve navigated diverse industries and bring unique insights to the table. Through their stories, we aim to share knowledge, inspire, and redefine what it means to excel in project management. The first episode, Daniel Juhász, Partner at Zenith Vanguard, recently had the opportunity to speak with Veronika Kocijanovic, Head of Project Management at Atos Switzerland. They discussed her insights into the rapidly evolving modern workplace and its impact on project management. Veronika is the Head of Project Management at Atos Switzerland, where she leads a team of 16 professional project managers delivering projects for a wide range of clients. With broad experience, she has successfully managed projects in industries such as IT, public health, telecommunications, and the non-profit sector. She’s specialized in overseeing complex projects, establishing project and portfolio governance, and developing PMO structures. Veronika is passionate about driving continuous improvement by streamlining processes and actively engaging with stakeholders, teams, and partners. Her focus is always on fostering collaboration, addressing challenges directly and ensuring that project outcomes are aligned with the needs and expectations. Daniel Juhász (DJ): What do you like about project management, what was the main reason you chose this profession? What feelings do you have when you think about project management? Veronika Kocijanovic (VK): Honestly, I feel like the profession chose me! 😊 It’s been a journey. After working in various roles within IT, I realised that project management was the right fit. I love seeing the big picture before things take shape, and working towards delivering something that impacts and changes people’s routines. The dynamic nature of project management inspires me – you move from one project to another, and no two projects are the same. The constant communication and understanding of the ‘why’ and ‘for whom’ behind each project keeps me motivated. At the heart of every project is a person, and the feeling of creating something that benefits others is deeply fulfilling. This fits perfectly with my role at Atos Switzerland and the Atos values of innovation and client focus, as I am always striving to deliver innovative solutions that meet the needs of our partners and clients. The workplace is changing rapidly. How do you see the role of the project manager evolving? What new skills do you think project managers need to be successful today? It’s a constant journey and learning curve. With dynamic environments, rapid technological advances and changing working habits, it’s vital to keep an open mind. Success today isn’t just about mastering technical skills, tools, or methodologies; it’s also about developing emotional intelligence, empathy and change management expertise. An essential skill is the ability to continuously learn how to use and make the most of evolving technologies. Project managers need to understand how tools such as Gen-AI, automation and advanced data analytics can optimise day-to-day tasks and deliver greater value. The ability to embrace change is also critical. Understanding the mechanics of change and equipping yourself with the skills to navigate it is more important than ever. Change is the only constant! What’s different about managing projects today compared to a few years ago? What trends or changes have had the greatest impact on your work? Today, technology does many things that we used to do manually. Just as a simple example, in the past I would write each meeting minute by hand… share them by email and track actions in a single local file… now technology does it for us. We can focus more on communication and on the people who should benefit from the results of our projects. There are also many more methodologies, frameworks, and tools, whereas years ago even Scrum and the Agile approach seemed new and unexplored, especially in non-IT industries. These trends have changed the way we approach project management, enabling us to be more agile, data-driven, and customer-focused in our work. The biggest impact on my work has been the integration of AI technologies, which have significantly improved efficiency and decision-making processes. How do you balance the need for structure with the need to be flexible in project management? Can you give an example of when you need to be agile in a structured project? The first thing I’d like to emphasise is that working in an agile way doesn’t mean that the project is unstructured…it just requires a different approach to waterfall. To give an example, I led an acquisition program where we had a lot of legal, financial and regulatory streams that would naturally would apply a waterfall approach, so the program was structured according to traditional methodology…but as other streams in the program were IT and infrastructure merge, marketing proposition, branding, with many unknowns at the time…we simply had to adapt and run agile by planning very frequently and adjusting streams to fit the overall program timeline. Besides all the traditional set-up and strict project governance, we were creative in adapting the agile structure. It worked well! Data is everywhere now. How do you use it to keep your projects on track? Are there particular metrics that you always keep an eye on? Well, when we talk about metrics in projects there are always triple constraints because you must keep an eye on budget, scope and timeline. By continually assessing these, I ensure that we’re delivering what was agreed and within the expected parameters. However, project success goes beyond just the basics. To truly understand the value of a project delivery, I rely on setting and monitoring a series of Key Performance Indicators (KPIs) and Objectives and Key Results (OKRs). A typical KPI is set to monitor the operational aspects—such as resource utilization, quality of deliverables, and team performance—so we can adjust where necessary to stay on course. At the same time, OKRs
How to build trust as a project manager?
One of the most important tasks of a project manager is to establish trust within the team and towards the client. Trust cannot be built if the project manager does not actively work on developing their own project management brand within the project. But what does it take? Expertise: The project manager needs to have a good understanding of their profession and be able to represent it throughout the project. Reliability: If you promise something, always deliver on that promise. Self-reflection: If you make a mistake, acknowledge it and make changes. Emotional intelligence: Treat your team the way you would like to be treated.
