“We focus on scale, consistency and respect,” says Magdalena Suchecka, Chief Human Resources Officer, Gunnebo Group.
In what ways do you shape the skills, culture and structure needed to support Gunnebo’s security-focused growth?
We focus on creating an environment where people feel supported, trusted and want to do their best work.
On this journey, the quality of what we deliver improves as we make health and safety a core reflection of care in everyday working life.
We invest in spaces, behaviours and leadership across our global organisation, where we empower local teams to take ownership within a shared direction.
That balance builds stronger skills, a positive culture and consistent outcomes for our customers.
Why is it important to strengthen health, safety and security culture across the organisation?
Security is closely aligned with health and safety, as both rely on consistent behaviours and a strong culture of responsibility.
We support this by embedding clear expectations through leadership, training and communication.
Our global initiatives such as Safe Lifting and Protect Your Hands provide practical focus, but they form part of a wider effort to build awareness.
The objective is to ensure safety is fully integrated into everyday working practices.
What progress has Gunnebo Safe Storage made in building diversity within its leadership teams?
According to our Sustainability Report 2025, women now represent 44% of management roles in Gunnebo Safe Storage, up from 22%, presenting a shift towards a more balanced leadership team.
This reflects our intentional leadership, demonstrated through a specific effort in recruitment, development and succession planning with emphasis on all genders.
The priority is to sustain this momentum and progress our belief that diversity refers to more than gender but encompasses culture, nationality and embracing perspectives across our organisation.
We must continue to adapt to being an attractive employer that brings in and keeps talented people from different backgrounds and creates an inclusive culture where this is encouraged to help us make better decisions.
How do you ensure your People and Culture initiatives stay aligned across global operations?
Clarity of priorities, patience and discipline are key.
We try to link initiatives to leadership capability, safety, diversity and long-term performance on a principle-based over rule-based approach.
This ensures programmes are connected and contribute to a broader direction, rather than operating independently.
Communication and taking a pragmatic approach to implementation recognises the need for both global consistency and local flexibility.
This allows our local regions to take responsibility and accountability to ensure consistency in how we deliver.
What is your approach to employee development across global security operations?
We focus on scale, consistency and respect for every individual who works with us.
Learning must be integrated into daily work, supported by platforms that offer structured, personalised development while allowing for local context.
This is reinforced through investment in facilities and working environments through to performance management that links objectives with business priorities.
Can you outline the RISE program and its role in developing future leaders?
RISE prepares individuals for broader leadership responsibilities as a program focused on applications, with participants working on complex challenges of the security sector.
This strengthens decision-making, cross-functional thinking and ownership. It supports a more consistent leadership approach across the organisation, which is important as we grow and integrate teams globally.
In a security context, capable and aligned leaders directly support operational resilience and delivery.
