FOCUS ON Business 5 July-August 2022

focusonbusiness.eu

No. 4 (5) | July–August 2022

ISSN 2720-3549

PRICE EUR 6 (INCL. 8% VAT)

Editorial office

EDITOR-IN-CHIEF: Dymitr Doktór

| dymitr.doktor@proprogressio.pl

MANAGING EDITOR:

Elwira Przybylska

| elwira.przybylska@proprogressio.pl

DTP: Iwona Księżopolska

ADVERTISING: reklama@proprogressio.pl

PUBLISHED BY:

Pro Progressio spółka z ograniczoną

odpowiedzialnością spółka komandytowa ul. Dziekońskiego 1, 00­728 Warszawa www.proprogressio.pl

EDITORIAL OFFICE ADDRESS: ul. Dziekońskiego 1, 00­728 Warszawa

Ladies and Gentlemen,

It cannot be denied that the first half of 2022 brought many challenges in almost every area of the global business and economy. The pandemic, the war in Ukraine and constantly rising inflation are taking their toll on many organizations around the world.

A lot is also happening in the business services sector. The season of business events has started for good, the number of new foreign investments throughout Central and Eastern Europe has not decreased and more and more business reports are appearing on the market.

The current issue of the FOCUS ON Business magazine is already the fourth one in 2022 and, as usual, we have selected for you a number of publications, interviews and articles that illustrate what the business services sector in Poland and in the world lives on.

The main interview for this issue is devoted to the IT sector in Egypt. Our interlocutor is Mr. Amr Mahfouz – President of ITIDA – an agency dealing with the development of the IT sector in Egypt.

I invite you also to read other very interesting interview. Our guests are Mr. Adam Rudowski and Mr. Piotr Pawłowski, General Partners of Level2 Ventures, who talk about the specifics of the venture capital market, how to find yourself in the role of Founder and about effective support in growing and scaling startups.

In addition to the above, we present publications on law, technology, HR and finance.

I wish you an interesting reading.

Editor in Chief

Selected photos come from stock.adobe.com.

An electronic version of the Magazine see the website www.focusonbusiness.eu.

All rights reserved. No copying, reproduction or photocopying allowed without written consent of the publisher. The views expressed in this publication as well as the content of the adverts are not necessarily those of the editor.

LEGAL SUPPORT: Chudzik i Wspólnicy

PRINT: Drukarnia Jantar

CIRCULATION: 3000 copies

PLACE AND DATE OF ISSUE: Warsaw, 13.07.2022

AUTHORS:

Anna Godlewska • Agnieszka Krzyżaniak

• Marcin Fiałka • Marcin Fijałkowski

• Dariusz Korek • Violetta Małek

• Adam Rudowski • Piotr Pawłowski

• Michał Kasprzyk • Andrzej Morawski

• Rafał Michniewicz • Amr Mahfouz

• Monika Vilkelyte • Radosław Młynarczyk

• Tomasz Wrzask • Martyna Petrus

• Aleksandra Tyszkiewicz

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3M Global Service Center Poland with a brand new seat in Wrocław

The company has grown to become one of the main employers in the business services sector in the Lower Silesia region.

International Conversations of the Business Services Sector Held in Berlin

The German Outsourcing Association (Deutscher Outsourcing Verband 'DOV') has returned with its flagship conference.

A New Holding Law

The act will introduce regulations in the holding law (the law of groups of capital companies) into the Polish legal system.

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Plant "patents" – what legal protection is offered to breeders of innovative plant varieties?

It is worth taking a closer look at the legal developments aimed at protection of the rights of breeders of innovative plant varieties.

Business based on responsibility, relationships and trust

An interview with Dariusz Korek, Managing Director in ASTEK Polska.

#unpretended LEADERSHIP

All about an attractive 5D, a winning half and a magic triangle!

How to grow a startup? Strategic and operational support is key

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How RPA UiPath solutions support production and business processes

Three years ago, the Nutricia Manufacturing Plant in Opole started a pioneering digital transformation process aimed at building a competitive advantage in the technological field.

We use the potential that Poland offers in the area of business services and R&D Interview with Michał Kasprzyk, Head of Alcon Global Services Regional Center.

There is no turning back from SaaS

We talk with Andrzej Morawski, Key Account Director & Product Development Manager at CLUDO.

Our clients are the source of our inspiration

An interview with Rafał Michniewicz, Partner at MDDP Outsourcing.

A handshake at a distance

Solution to enable the perception of touch in the virtual world.

An interview with Adam Rudowski and Piotr Pawłowski, General Partners at Level2 Ventures. 46

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Egypt – the next big hub for digital and high-end services

An interview with Amr Mahfouz, CEO of Egypt’s Information Technology Industry Development Agency (ITIDA).

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The beating heart of Lithuania’s GBS & ICT

Being an insider in Lithuania’s GBS & ICT sector, to assess changes one needs to take a step back and look at the bigger picture.

Orientarium – the most modern zoo in Europe!

The Orientarium in the Łódź Zoo invites everyone for a fantastic adventure.

Large-scale investments in Częstochowa

Częstochowa is a city with high recognition, which is increasingly clearly marked on the business map of Silesia and Poland.

Electronics as a driving force of Pomeranian industry

What challenges does automation of production and supply chain organization bring?

Competitive advantages of Bielsko-Biała

A compact city, ideal for life, career and leisure.

Kielce is proud of its brands

What distinguishes the city is also unique companies that have found their own niche on the market, offering high-quality products for demanding customers.

The one and only Katowice Summit

For 3 days, all eyes of the international business world, especially from the business services sector, and politics turned to Katowice.

Poznań – the City of Innovation of the Future

Bold investments in Poznań are one of the assets behind the city's innovativeness.

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Time for a holiday city break in Bydgoszcz

After work or for the weekend – in the summer season, Bydgoszcz is a highly recommended place to visit!

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The current wage trends: High wage growth dynamics and changing benefits

13% – this is how much the average monthly salary of specialists and managers has increased since the previous edition of the Antal Salary Report.

The working reality of gender equality

53% of female respondents encountered gender-related obstacles in their careers.

CHINA TO SHIP HALF OF THE WORLD’S COLLABORATIVE ROBOTS FROM 2023

Updated cobot research from Interact Analysis shows that the market enjoyed 45% growth in 2021 as part of a post­pandemic rebound. The market for collaborative robots will continue to grow strongly out to 2026 with annual growth rates sitting at just over 20%. Logistics and service industries are likely to be the longterm growth drivers.

The Chinese market for collaborative robots continues to lead over the EMEA and Americas regions. Interact Analysis predicts that China’s market share by shipments will increase from 49.1% in 2021 to a staggering 54.4% in 2026 (at which point annual unit shipments will exceed 50,000). The research shows that China’s 2022­2026 cobot CAGR will be 29% – the highest of all the global regions. The Americas – where uptake of cobots particularly in manufacturing is

much more cautious – are likely to retain the smallest market share overall with a still impressive 5­year CAGR of 19.4%.

By 2026 the collaborative robot market will be three times the size it was in 2021, exceeding $2bn that year and with shipment rates hitting the roof at 100,000 units. The outlook is positive for the long­term, with the research showing that growth rates of 20% will be maintained right out to 2030.

A key focus for cobot companies right now is on making their products suitable for new application scenarios. Currently, we are seeing a strong uptake in collaborative robot usage within the medical, education, logistics and catering fields. Moving forward, it is likely that we will see greater uptake within the industrial manufacturing industry where cobots are helping to

plug the gaps caused by ongoing labor shortages.

Maya Xiao, Senior Analyst at Interact Analysis comments: – As we emerge from the COVID-19 pandemic, the issue of labor shortages is seemingly never ending. This is leading many to invest in collaborative robots. Our research shows that once one competitor invests in collaborative robots, and it is seen to work, there is a ripple effect. In 2021, global cobot shipments achieved a phenomenal year-on-year increase of 44.6%. Collaborative robots are being used as a form of ‘future-proofing’ because the pandemic creates so much uncertainty that companies don’t know what to expect next. Annually, we predict a 20-30% growth rate for the market, right out to 2026.

Source: Interact Analysis

THE LATEST EDITION OF CUSHMAN & WAKEFIELD’S INDUSTRIAL SPACE MAP

Global real estate services firm Cushman & Wakefield has released its newest industrial space map of Poland, showing key industrial hotspots and the concentration of warehouse space in each province and in the largest markets across the country.

– When Poland hosted the European Football Championship in 2012, its total industrial stock stood at just over 7 million sq m. In the next five years the country’s stock grew to 11.5 million sq m, representing a 60% increase, with the Polish market now containing more than 25 million sq m, says Damian Kołata, Head of Industrial & Logistics Poland, Head of E­commerce CEE, Cushman & Wakefield.

80% of the existing modern warehouse space in Poland is concentrated in the Mazowieckie, Śląskie, Łódzkie, Dolnośląskie and Wielkopolskie voivodships.

The volume of investments under construction reached a record level of 4.7 million square metres. It is worth noting that as much as 1/3 of this space is being developed this time in smaller and developing regional markets, particularly in the western and northern parts of the country. The logistics and industrial sector in Poland shows no signs of slowing down. Still high demand and over 96% occupancy rate in the existing stock generates further dynamic increase of new development investments in an unstable geopolitical environment. Poland currently has more than 500 completed facilities and in 2023 it is expected to see many new logistics projects come on stream, bringing its total industrial stock to over 30 million sq m, predicts Damian Kołata.

BMI Group, Europe’s roofing and waterproofing system expert, announced its new Global Business Services (GBS) centre in Vilnius, Lithuania. The company expects to grow the centre in Lithuania by hiring over 150 specialists in the next year across Finance, HR, IT and Master Data Management.

With over 200 years of industrial heritage and experience, BMI Group brings together some of the industry’s most trusted brands, and is Europe’s largest manufacturer in the combined flat and pitched roofing market, with

a significant presence in parts of Africa and Asia. The new team in Lithuania will be providing global business services to BMI Group teams across the world. BMI Group is part of Standard Industries, which is a privately­held global industrial company with an ecosystem that spans holdings, technologies and investments as well as world­class building solutions, performance materials, real estate and next­generation solar technology. BMI Group aims to provide innovative active roof solutions from materials that absorb pollution to green

roofs that provide gardens in urban environments.

– We chose Lithuania as the site of the new centre due to its multilingual talent pool, its high score in the World Bank’s ‘Ease of Doing Business’ ranking, and its range of digital competencies. All of these factors and more made Lithuania the best fit for our company’s continued growth, and we are excited to begin our work at the new GBS centre, says Arunas Linge, BMI Group’s newly appointed Head of Global Business Services.

According to Linge, the new GBS centre in Vilnius is a strategic investment, building capability to enable BMI’s growth ambitions while also bringing more efficiency, excellence, and providing world class customer experience.

BMI is Europe’s largest manufacturer in the combined flat and pitched roofing market and its industrial heritage dates back to 1740. The company has around 9,800 employees worldwide, sales operations in 40+ countries, 116 manufacturing facilities across the globe and wholly owned Research & Development facilities in 4 countries.

Source: Invest Lithuania

BMI GROUP OPENS ITS GLOBAL BUSINESS SERVICES CENTRE IN LITHUANIA

Source: Cushman & Wakefield

3M Global Service Center Poland with a brand new seat in Wrocław

Let’s return to 2015 for a moment – the year 3M Global Service Center arrived in Wrocław. Since then, the company has continued on an upward trajectory and has grown to become one of the main employers in the business services sector in the Lower Silesia region.

Two numbers constantly on the rise at the 3M GSC – number of processes and the number of employees – meant that company growth forced 3M to change its office.

The process of selecting a new location was a lively affair. After considering all the ins out and outs as well as company needs, 3M opted for MidPoint 71 – a modern, ecological office building located at Powstańców Śląskich Street.

The opening ceremony was attended by company employees and guests of honor alike, among whom were Jakub Mazur, Deputy Mayor of Wrocław and Dominika Fox ­ Matulewicz from the American Chamber of Commerce in Poland. Currently the 3M Shared Services Center in Wrocław is home to about 1,500 employees, and the company is constantly hiring. Employees can enjoy an office located across three floors and

equipped with modern and ergonomic furniture, creative work spaces, chillout zones, telephone booths, and even a rooftop terrace – all at the MidPoint 71 building.

FOCUS ON Business had the pleasure to participate in the opening ceremony of the new 3M GSC office. We are thrilled to show you a little sneak peek into the workplace of 3Mers!

International Conversations of the Business Services Sector Held

in Berlin

After a two-year hiatus caused by the COVID-19 pandemic, the German Outsourcing Association (Deutscher Outsourcing Verband 'DOV') has returned with its flagship conference.

Early June saw outsourcing experts from three continents arrive at the German capital. Delegates from eight different countries made up a group of nearly 100 participants who engaged in discussions regarding the current market trends as well as the potential for cooperation

with countries such as Egypt, Rwanda or Kosovo.

The two­day event was packed with lectures and presentations. Two topics dominated the proceedings – nearshoring and offshoring to southern Europe and Africa was the first one; challenges and

growth opportunities within the IT sector made up the second.

Stephan Fricke, President of the DOV, yet again took great care of meticulously arranging the event structure – business consultants, service providers, lawyers, city and Embassy representatives were

Wiktor Doktór, CEO of Pro Progressio, and Stephan Fricke, CEO of Deutscher Outsourcing Verband.

all present and participated in the discussions. Ambassadors of the Republic of Rwanda and the Republic of Kosovo were the event’s guests of honor and opened the Forum. Their speeches focused on the business potential offered by their respective countries to German and, more generally, European companies.

Egypt acted as the Forum’s strategic partner during the first day. Panel discussions primarily concerned ways to quickly launch fruitful cooperation with outsourcing service providers from Egypt. Recruiting Egyptian IT workers was among the top issues tackled during the talks. It is worth keeping in mind that Egypt produces circa. 50,000 IT graduates per year – this constitutes a significant pool of potential candidates.

The Berlin Forum had its Polish highlight, too – Wiktor Doktór, CEO at Pro Progressio, moderated an hour­long panel dedicated to HR strategies targeting digitization, automation, and the need to improve tech fluency at companies from the GBS, BPO, and IT sectors. The panelists included: Kat Ellis – Digital HR Strategist, People Advisory Services at EY; Dr. Ruslan Gurtoviy – HR Outsourcing & International HR Transformation Expert; Martin Hecker – CEO at Digital Skills Accelerator Africa e.V. and CEO at Amalitech; and Nico Bitzer – Co­Founder & CEO at Bots and People.

The next German Outsourcing Forum will be held in less than a year’s time. Until then we strongly encourage you to read the German Outsourcing Association publications – available at www.outsourcing­destinations.org.

Dr. Faruk Ajeti – Ambassador of Kosovo to Germany.

Igor Cesar – Ambassador of Rwanda to Germany.

Wiktor Doktór, Pro Progressio; Kat Ellis, EY; Dr. Ruslan Gurtoviy, HR Outsourcing & International HR Transformation Expert; Martin Hecker, Digital Skills Accelerator Africa e.V., Amalitech; Nico Bitzer, Bots and People.

Stephan Fricke, Deutscher Outsourcing Verband; Brigitta Bihari, Deutscher Outsourcing Verband; Artem Fadin, F-One; Wiktor Doktór, Pro Progressio.

Stephan Fricke, Deutscher Outsourcing Verband; Noha Shaaban, ITIDA; Hans Henrik Groth, CrossWerkers; Mahmoud Badr, Robusta Deutschland GmbH.

A New Holding Law

Text | Agnieszka Krzyżaniak & Anna Godlewska

On 13 October 2022, the Act of 9 February 2022 amending the Code of Commercial Companies and certain other acts will enter into force. It will introduce regulations in the holding law (the law of groups of capital companies) into the Polish legal system.

As the justification of the draft amendment act states, the introduced regulation mainly aims at regulating private­law relations between parent companies and their subsidiaries in a way that considers the interests of minority shareholders of subsidiaries, members of their governing authorities and their creditors. Although it mainly refers to mutual relations between companies within the capital group, the new regulation also introduces rules relating to companies operating

independently. Furthermore, the Act, among other things, will extend the powers of supervisory boards in corporate supervision over companies, which in turn is supposed to increase the effectiveness of companies' operations.

THE HOLDING LAW – FOR WHOM?

The regulations in the holding law introduced by the legislator will not apply to all companies operating in the market. These provisions will only affect limited liabi­

lity companies, i.e. spółka z ograniczoną odpowiedzialnością, spółka akcyjna and prosta spółka akcyjna (limited liability companies, joint­stock companies and simple joint­stock companies, respectively) operating within a group of companies.

At this point, clarification should be made on what a group of companies or a corporate group is. According to the definition introduced in the amending Act, a corporate group is a parent

company and a subsidiary capital company/companies. Such companies, following a resolution on participation in a corporate group, pursue a joint strategy to achieve a common interest. That constitutes the grounds for the parent company to exercise uniform management of the subsidiary or subsidiaries. The above definition directly shows that applying the holding law within a group of companies is not obligatory.

The parent company and its subsidiaries will only be subject to the introduced company law institutions if their shareholders' meetings adopt a resolution on joining a corporate group. Another condition required to benefit from the new regulations is registration of the participation in a group of companies in the register of entrepreneurs of the National Court Registry held for both the parent company and the subsidiary. A contrario, the parent company and subsidiary's failure to take the above actions will prevent them from benefiting from the new regulations.

BINDING INSTRUCTIONS

The key privilege for companies operating within the group is the parent company's right to issue binding orders to its subsidiaries which oblige them to take specific actions. Such an instruction can be given provided it is in the interest of the group of companies.

Notably, the legislator has significantly formalised the procedure for issuing binding instructions by the parent company. Binding instructions must be given in writing or electronically, otherwise being null and void. Also, the Act specifies the minimum content the binding instruction must contain. Thus, the parent company is obliged to identify the behaviour it expects of the subsidiary following the execution of the binding instruction and the interest of the corporate group, which justifies the subsidiary's performance of the binding instruction. Also, the expected benefits or damage to a subsidiary that will be a consequence of the execution of the binding instruction must be presented. Furthermore, the envisaged manner and date

of redressing the damage suffered by the subsidiary due to the implementation of the binding instruction need to be specified. Before the subsidiary executes a binding instruction, its board of directors must adopt a resolution that will include the above­mentioned items. It should be emphasised that, as a rule, a subsidiary is obliged to carry out a binding instruction. However, the amending Act provides for cases which force the subsidiary to refuse the execution of a binding instruction. With regard to single­partner companies, the board of directors may refuse to execute a binding instruction if that would lead to the company's insolvency or threatened insolvency. Other subsidiaries will need to adopt a resolution refusing to carry out a binding instruction if there is a justified risk that it is contrary to the company's interests and will cause damage to it, which will not be repaired by the parent company or another subsidiary participating in the group of companies within two years, counting from the day on which the harmful event occurs.

The introduced regulation mainly aims at regulating private-law relations between parent companies and their subsidiaries in a way that considers the interests of minority shareholders of subsidiaries, members of their governing authorities and their creditors.

OTHER POWERS OF PARENT COMPANIES

The new holding law also authorises the parent company to review the ledgers and documents of the subsidiary from the corporate group at any time and to request information on its operations. Should the subsidiary fail to fulfil this obligation, the parent company may apply to the registry court to obligate

has only been authorised to exercise control functions within the company where it was established. After the new regulations come into force, the parent company's supervisory board will be obliged to continuously supervise the implementation of the corporate group interests by the participating subsidiary.

liable for damage caused by the subsidiaries' operations.

the subsidiary's board of directors to provide the parent company with the required ledgers and documents.

A significant difference from the current regulations in the Code of Commercial Companies is a remarkable extension of the powers of supervisory boards in parent companies. Until now, this body

LIABILITY OF COMPANIES IN A CORPORATE GROUP

The holding law has introduced critical changes to the parent companies' responsibility for the activities of subsidiaries participating in the corporate group. Previously, neither the parent company nor its board of directors was

The new regulations change the current rule stating that if the subsidiary executes a binding instruction, it will not be liable for any damage caused in conection therewith. In such a case, compensation for the damage can be claimed from the parent company unless the parent company was not at fault for causing it. Additionally, the legislator introduced the parent company's liability towards minority shareholders for redu cing the value of the shares in a subsidiary if the decrease was a consequence of the subsidiary's execution of a binding instruction. The above regulation aims to protect minority shareholders who hold shares in the parent company and a subsidiary.

Another extension of the parent company's responsibility concerns its liability for damage to the subsidiary's creditors. The parent company shall be liable for damage caused to the subsidiary's creditor unless it was not at

The key privilege for companies operating within the group is the parent company's right to issue binding orders to its subsidiaries which oblige them to take specific actions. Such an instruction can be given provided it is in the interest of the group of companies.

fault or the damage did not arise due to the subsidiary's performance of a binding instruction from the parent company. This liability is of a subsidiary nature. Creditors can only bring a claim against the parent company if enforcement against the subsidiary in the corporate group is ineffective.

THE HOLDING LAW IS NOT FOR EVERYONE

The regulations discussed above significantly extend the parent company's powers in exercising control and influencing the operations of subsidiaries from the corporate group. Granting the parent company the right to issue binding orders

Authors

to subsidiaries is a formal and legal resolution of the hitherto operation of actual holding companies. Therefore, theoretically, it may seem a beneficial solution. However, due to the significant formalism of the procedure to issue and execute binding orders, companies may not use this regulation, as businesses frequently require instant decisions. As a consequence, the introduced provisions, as well as the existing regulation in this respect, may turn out to be a dead letter. The institution of binding orders restricts the freedom of subsidiaries' operation, which may refuse to carry out an instruction imposed by the parent

company only in a few cases provided for in the Act. The new regulation extends the parent companies' powers yet still protects the subsidiaries' interests. Nevertheless, it affects the parent companies themselves, shifting the burden of responsibility for subsidiaries' activities to them.

In view of the above, corporations operating within actual holding companies should always consider the expediency of adopting and applying the holding law. These companies are not subject to new regulations compulsorily – it is their authorities' decision to fall into the updated law framework.

Anna Godlewska Lawyer awaiting registration on the list of attorneys­at­law, CHUDZIK i WSPÓLNICY Radcowie Prawni

Agnieszka Krzyżaniak Head of the Commercial Law Department, CHUDZIK i WSPÓLNICY Radcowie Prawni

Corporations operating within actual holding companies should always consider the expediency of adopting and applying the holding law.

Plant "patents" – what legal protection is offered to breeders of innovative plant varieties?

Text | Marcin Fiałka & Marcin Fijałkowski

In recent years, we have been observing a systematic growth of ecological and pro-health awareness in society, which has resulted in, among other things, an increased consumption of plant products. It may also be expected that this trend will increase in the near future. Also, the Russian aggression against Ukraine and the related blockade of agricultural exports from the territory of the attacked country threatens with significant disturbances in global food markets. The above-mentioned factors may, in the authors' opinion, contribute to the development of innovations in the area of agricultural production, or more generally – plant production, with a view to increasing the efficiency of production and the quality of products. Thus, it is worth taking a closer look at the legal developments aimed at protection of the rights of breeders of innovative plant varieties.

The below text should be considered a general overview aimed at directing the Readers’ attention towards the complex issues around the legal protection of plant varieties. In no event should this text be treated as an extensive or in-depth analysis of this subject matter.

THE ORIGIN OF THE LEGAL PROTECTION OF PLANT BREEDERS AND ITS BASIC FOUNDATIONS

The legal protection of plant varieties is a relatively young branch of intellectual property law, since its origins date back to the 1920s. The creation of a new law specifically designed to protect the interests of breeders of innovative plant varieties resulted from purely practical reasons, since the existing legal concepts (in particular patent law) did not address their needs. The most significant issue was related to the difficulties in treating a plant variety as if it was an invention protected with a classic “patent”, as well as the deficiencies of patent law concepts when it came to addressing

certain key elements (features) of new plant varieties being of key importance for plant breeders.

Currently, after decades of evolution, the legal protection of plant breeders can be achieved on two levels simultaneously – the domestic and European Union level. The first of these is based on the provisions of the Act of 26 June 2003 on the Legal Protection of Plant Varieties1 and the second is based on the provisions of Council Regulation (EC) No 2100/94 of 27 July 1994 on Community Plant Variety Rights2. The key difference between the two protection systems comes down to the authority that grants the protection and the territorial scope of the protection. If the protection is granted according to Regulation 2100/94, the competent authority is the Community Plant Variety Office (CPVO) and the protection will be valid in the entire territory of the European Union (including, of course,

1 Journal of Laws 2021 item 213 (consolidated text).

2 Official Journal of the European Communities 1994 No L 227/1.

Poland), while according to the domestic plant variety protection system, the protection right is granted by the Research Centre for Cultivar Testing (Pol. Cenralny Ośrodek Badania Odmian Roślin Uprawnych; COBORU) and will be valid only in the territory of Poland.

WHAT MAY BE PROTECTED AND SUBJECT TO WHAT CONDITIONS?

Plant variety protection may be applied to all botanical genera and species of plants. The protection right may be granted to the “breeder”, that is, both to the person who actually and with their own effort bred or discovered and developed the variety, and to any other person (including a collective entity) for whom it has been done by others on the basis of an employment contract or civil law contract. The concept of “breeder” covers also the legal successors of the said persons and entities.

In order for the breeder to obtain an exclusive right to use a plant variety economically, such variety must meet

four basic conditions, i.e. it must be distinct, uniform, stable and – most importantly – new.

The criterion of “distinctness” means that the variety is clearly distinguishable from other commonly known varieties with regard to at least one characteristic.

“Uniformity” of the variety refers to its homogeneity (subject to applicable propagation methods) in the expression of certain characteristics, in particular those that make it distinct from other varieties.

A variety is considered “stable” if its characteristic properties, in particular those that make it distinct, do not change after propagation.

The final condition that is decisive for the breeder’s ability to obtain an exclusive right to use the variety commercially is the “novelty” requirement. It means, somewhat simplified, that the variety undergoing assessment (the variety’s seed or harvested material) cannot have been subject to commercial trade during a defined period of time preceding the date of submission of the breeder’s application for granting the protection. Thus, a breeder wishing to obtain a variety right could not, at that time, sell the variety, make it

commercially available, or permit such activities. The above­mentioned rules concerning the “commercial novelty” of a variety are subject to some important exceptions, because conducting trade of a variety in certain cases does not exclude its recognition as a new variety. However, these situations are so exceptional and specific that their detailed discussion would go beyond the scope of this article.

As indicated above, the establishment of the breeder’s exclusive right to a plant variety depends on the decision of the competent authority (COBORU or CPVO) which received the application of the authorized entity (i.e. the breeder or their legal successor).

In any case, the granting of the exclusive right is preceded by an examination of such variety carried out by the granting authority (or sometimes also

Granting a breeder an exclusive right to a plant variety also depends on an appropriate name being given to that variety. Both national and EU regulations provide certain requirements and restrictions on this matter. For example, the name proposed by the breeder must not be identical or similar to an already existing name, it must not raise public opposition (or, as the EU regulation provides, must not give offence or be contrary to public policy) or be misleading or infringe trademark rights.

by another entity acting on its behalf). This examination is referred to as the “DUS test”, and it is a test of distinctness, uniformity and stability. During the examination process, any interested third party may file objections with the authority conducting the examination. The condition is the possession of documents or information indicating that the variety does not satisfy the conditions for the granting of an exclusive right to the breeder, or that the breeder is not entitled to such a right.

Granting a breeder an exclusive right to a plant variety among others depends on an appropriate name being given to that variety. Both national and EU regulations provide certain requirements and restrictions on this matter.

WHAT DOES A BREEDER’S EXCLUSIVE RIGHT CONSIST OF?

As a general rule, a breeder may obtain exclusive rights to a variety for a period of 25 to 30 years. As a result, they obtain a number of rights with respect to the variety’s seed, and sometimes also the variety’s harvested material and the products made from it. The variety’s seed material is to be understood as the plant itself or a part thereof intended for sowing, planting or other methods of propagation, while harvested material is to be understood as the plant or a part thereof obtained from cultivation and not intended to be used for propagation.

The exclusive rights of the breeder cover such basic acts as production or propagation, preparation for propagation, offering for sale and sale itself or other forms of disposal, as well as export and import, or storage for the above purposes. Consequently, performing any of

Authors

the above acts in relation to a variety (in principle, to the variety’s seed and, in some cases, to harvested material or the products derived from it), requires the authorization of the authorized breeder. Under certain conditions, the breeder’s exclusive right will also extend to derived varieties, varieties not clearly distinguishable from the protected parent variety (products of so­called cosmetic breeding) and hybrid varieties.

As is the case with other intellectual property rights (e.g. copyrights or patents), the breeder may exercise their own exclusive rights or may contractually transfer them to a third party or grant a license.

RESTRICTIONS ON THE BREEDER’S EXCLUSIVITY

Both the national and European regulations provide some important limitations on the breeder’s monopoly, which

Marcin Fiałka Senior Associate, Baker McKenzie

consists in allowing third parties to use the variety’s seed and harvested material without the necessity of obtaining the monopolist’s (breeder’s) permission. This includes, for example, the use of the variety’s seed for one’s own nonprofit purposes.

Another example is the institution of the so­called “exhaustion of the breeder’s right”, which means that the breeder loses the possibility to exercise legal control over plant material that was introduced by them or with their consent on the market and is later economically used by a legal purchaser (except for subsequent propagation however) or further sold.

Also noteworthy is the so­called “breeder’s privilege”, according to which the consent of the breeder is not required for the use of protected varieties for the development of new plant varieties. An analogous restriction refers to the use of protected varieties for experimental purposes. These solutions are aimed at preventing stagnation in the area of creative plant breeding, which would be detrimental to the public interest.

Equally important is the so­called “agricultural exemption”, which allows farmers to use a variety’s seed or protected varieties of specific species of plants on their own farms without having to obtain the breeder’s consent, but – as a rule – with the obligation to pay a fixed remuneration to the breeder.

Marcin Fijałkowski Partner, Baker McKenzie

As a general rule, a breeder may obtain exclusive rights to a variety for a period of 25 to 30 years.

Business based on responsibility, relationships and trust

An

interview with Dariusz Korek, Managing Director in ASTEK Polska.

FOCUS ON Business: Corporate Social Responsibility – not only as a slogan, but also as a program of certain actions,takes an increasingly important place in companies' development strategies. What is the idea and meaning of CSR initiatives in ASTEK Polska?

Dariusz Korek, ASTEK Polska: Corporate Social Responsibility is important both for us as a business and for our employees, with whom we create ASTEK Polska together. We believe that Corporate Social Responsibility can have a real impact on the future of this world, which is why we set this goal so highly for ourselves. As a group, present on 18 markets around the world, we are aware that we must adhere to standardized values regarding respect for people and the environment, regardless of latitude. Respecting the diversity, we have developed a number of rules and activities that we implement globally.

With a systematic and systemic approach to CSR in all decisions taken at ASTEK Polska, we are able to have a strong impact on the various aspects of Corporate Social Responsibility. ASTEK Polska engages in a process of continuous improvement of its social, economic and ecological environments. In CSR activities, you cannot focus on just one piece of the puzzle. All the rules come together in a valuable whole. That is why our initiatives are noticeable in our business relations, approach to the employee and the fight to improve the environment.

Due to the company's service offer, we do not generate environmental pollution by production. Additionally, after we switched to remote work, the damage to

the environment produced by ASTEK Polska is even more minimized. We implemented certificate environment ISO 14001, which also obliges us to switch to electronic document workflow and reduce the use of paper in other aspects of our work. Through this action, we show both employees and customers how important the environment is to us, encouraging them to use this approach as well.

As part of employer branding activities, we focus on increasing knowledge about how CSR activities are related to each other. How one action can affect another, like dominoes. We promote the use of means of transport that reduce the carbon footprint, so we subsidize the cost of tickets, or as part of internal competitions or campaigns, as prizes, we offer more and more awards that have a real impact on the environment, such as bicycles or electric scooters. Our offices throughout Poland are located in city centers, being easily accessible to employees when needed.

certificate, offers bicycle stands – both for employees and business partners, as well as access to showers, so that everyone can comfortably fill their job responsibilities. In addition on the roof of the Zebra Tower there are apiaries for bees.

ASTEK Polska is a member of United Nations Global Compact initiative, focusing mainly on protecting human rights. How the membership translates into company’s strategy and everyday activities?

We ensure workers are provided with safe, suitable and sanitary work facilities. We protect workers from workplace harassment, including physical, verbal, sexual or psychological harassment, abuse or threats. Using Great Place to Work diagnostic tools, we measure the quality of work in our company and continually strive to improve it. We ensure that the company does not participate in any form of forced or bonded labor. We go far above minimum wage

We have permanently introduced a hybrid work mode, thanks to which our employees have more private time (work­life balance) and the planet can breathe. Also when looking for clients for our needs, we pay special attention to their approach to the environment, which is why our headquarters are located in an ecological building that has the Gold LEED CS

standards. Furthermore, we ensure that employment­related decisions are based on relevant and objective criteria. This membership is significant to us. We are very committed to organizing quarterly internal educational and Employer Branding campaigns in relation to the 17 Sustainable Development Goals.

As part of employer branding activities, we focus on increasing knowledge about how CSR activities are related to each other.

Which of the adopted principles are most appreciated by your employees?

We are aware that something different is important for each age group of employees. One action may not cover the needs of other groups, which is why open relationships based on respect and openness to listening to needs are so important for us. So it is impossible to answer this question unequivocally. Something else is a motivator for the X, Y or Z generation. Therefore, in our approach to employees, we try to respond to the needs of each of these groups. That is why working at ASTEK Polska is any form of employment always with a sense of employment stability, the possibility of working in an office or remote work depending on preferences and needs. We offer participation in interesting, developing and ambitious projects, and above all, we ask and listen to what we can do better.

We periodically conduct anonymous surveys in which we ask about what else we can improve. Each member of ASTEK Polska team is always in the first place. We are aware that we run a relational business and that a satisfied employee is the company's best showpiece!

ASTEK Polska has been, for a second year in a row named the Great Place To Work In Poland. How does the employee­centered policy work in an IT/ TECH company?

We are an equal opportunity employer. Our teams consist of both experienced employees and people who are just entering the labor market. It gives an amazing mix of energy and freshness supported by mentoring and expert knowledge of older employees. Many of our managers climbed the career ladder in our organization, starting on junior positions. I believe that an individual approach to the diverse needs of our employees gives a sense of stability and motivates to self­development

We are extremely keen on "Quality education" and that is why we run a lot of internal academies aimed at developing our employees and associates, recruiting unqualified candidates and letting them learn under the wing of experienced specialists in given fields. We are also releasing educational articles and preparing a series of public educational webinars. Less experienced employees can constantly count on opportunities to develop their competences to feel that the employer cares about their development.

Do you actually see that it is important for candidates applying for positions in ASTEK Polska that the company pays such a great attention to relationships based on trust and respect? For whom of candidates are the relationships a great matter?

Regardless of the position, work at ASTEK Polska is based on relationships. This is evidenced by the work of our two main departments on which our activity is based, i.e. the recruitment and sales department. The work of recruiters is the first step in relations taking place in the company as well as outside the organization. To do their job effectively, they must have faith in their employer and his ideas. They have to trust him. That is why we care about good relations between management and our specialists every day, listening to their needs and improving our processes.

In sales department, relationships are as well extremely important. Thanks to – both – the quality of our services and the relationship with clients we can boast of a large portfolio of projects carried out as part of work for the same client. This proves that our relationship is transparent, based on trust and respect. The second and subsequent projects for the same client are a real proof that what we do is well done.

Thank you for the interview.

We are extremely keen on "Quality education" and that is why we run a lot of internal academies aimed at developing our employees and associates, recruiting unqualified candidates and letting them learn under the wing of experienced specialists in given fields.

#unpretended LEADERSHIP – all about an attractive 5D, a winning half and a magic triangle!

Text | Violetta Małek

No, I will not write today about management styles and will not refer to the characteristics of autocratic, democratic or charismatic leader. I won’t point out the differences between a leader and a manager and I will not, for sure, look for reasons why gender would play a key role in being an #unpretended leader! Instead, I will discuss and share an effective approach to building strong teams that hate pretending and put truthfulness first in their daily implementation of tasks. Tasks that engage and develop, and their implementation gives satisfaction and contributes to the success of the team, its members and the company.

Today's business world, which is volatile, uncertain, complex and ambiguous (VUCA) in its rush needs real, authentic and #unpretended leaders like never before. Is it really like never before? Jack Welch noted long ago that "when the rate of change inside an institution becomes slower than the rate of change outside, the end is in sight". Indeed, I believe that we are dealing with a situation like never before, because never before, to such an extent, we have performed remote work and never before we have used modern technology and robotic tools, that would replace so many aspects of human work. Never before have so many business guides on leadership been written, never before has there been such a rich training offer, and never before we have experienced such a huge deficit of an #unpretended leadership!

WHO IS THE #UNPRETENDED LEADER?

On thesaurus.com we read that unpretended means: blunt, forthright, impartial, outspoken, sincere, straightforward, truthful, unbiased, unequivocal, aboveboard, equal, equitable, fair, genuine, objective,

open, heartfelt, natural, positive, real, sincere, true, trustworthy, authentic.

Is there such a leader? Of course there is, but he or she belongs to an extremely small group! Various studies on expectations regarding the attitude of a leader show, that about 20% of people in managerial roles display the characteristics of a genuine leader (e.g. the Gallup study says that only 18% of managers have talent management competencies).

So why then is it so difficult for 80% (Gallup 82%) of managers to join this group? What makes human capital management so difficult for them?

I believe that it is not about the difficulty, but rather about the approach, the methodology, the styles and patterns tested by a handful of effective leaders, and about not letting empathy be put into a sleep mode with the leaders’ concurrent increase of power. The latter is the most critical aspect. And here comes the human factor, an extremely important aspect that is gaining more and more significance in the times of #vuca, #rpa, #remotework, #multigenerations and #wellbeing in the context of new values that were recalled by the C­19 pandemic.

For me, an #unpretended leader is someone who can bring the "hidden" potential out of each team member and apply their "visible" potential, someone who can build a team that is well­coordinated and invincible, because it is inspired and motivated to look for effective solutions as their achievement gives great satisfaction. An #upretended leader leads their team through the meanders of business while being a demanding coach and mentor. It is someone who defines and gives responsibilities, equips with the right tools and strategies and infects with passion to maximize the success of the organization, the individual and the entire team!

Ever since I have become an #unpretended leader myself, I have been actively involved in discussions about the team members’ “departures”. Not only because it happens as in the famous saying that "people join the company and leave the manager", but mainly because it is avoidable. It sounds much better to me that "people join the company and the manager and they don't leave"; Richard Branson put it wonderfully – "train people well enough so they

can leave, treat them well enough so they don't want to"! And if they leave, it is their next step in their professional development, worked out together with their #unpretended leader! The new saying becomes reality if 3 methodologies to talent / human capital / team management are applied: attractive 5D, winning 50% and the magic Triangle

A methodology that allows you to diagnose the potential, define a long­term development goal and an implementation plan for each team member.

The first step is – DARE, aim high, aim far, because, as Thomas Fuller said, "all things are difficult before they are easy". This step releases the brakes, encourages to catch the wave, builds up inner strength and strengthens self­confidence.

The second step is – DREAM about yourself in a few or a dozen years from now, because everyone, at some point in their life, thought about who they would like to become in their professional life. Children dream of becoming an astronaut, a teacher or a president. As teenagers, they choose fields of study that bring them closer to this goal. On the other hand, students, richer in new life and project experiences, reassert themselves in their original choice or even lose themselves in the maze of opportunities

offered by today's business. An #unpretended leader who often manages a multigenerational team, has the task of reaching these goals or working them out with each team member.

This is where the third step appears – DISCOVER your potential, the identification of which allows you to best match the talent with the tasks at the current or future job.

DESIGN the way to the goal. And here we have two approaches: 1) not having a long­term development goal and accepting what “life will throw at you”, and 2) defining a long­term goal. Although for many people approach # 1 seems to be very dynamic, flexible or even agile, it carries the risk of backing you into a corner because we give control to chance and short­term preferences or even temporary weakness. The approach # 2 is much more effective as it allows us to keep control over our development and to reach the goal or change it consciously.

An #unpretended leader who often manages a multigenerational team, has the task of reaching goals "who I would like to become" or working them out with each team member.

Attractive 5D „Dare to Deliver your Dreams”

Only when we have a long­term goal we are fully prepared to respond to whatever circumstances life throws at us. After the goal has been defined, the delivery readmap is to get ready, i.e. the 5th step – DELIVER your goal.

well what I mean – money alone will not do anything unless it gets into good hands and an above­average value is generated. The same thing happens with the talent / potential of the team! Only a real and #unpretended leader can apply the 5D approach to effectively "turn" the capital to increase its value!

• work out / define the "visible" and "hidden" potential,

• strive to "know" the aspects affecting the well­being of each team member.

Winning HALF

I am a great supporter of striving to continuously invest about 50% of the leader's time in human capital / talent. Stock market investors know very

What else consists of the "50%" approach? Depending on the maturity of the team (it can be, for example, a "young", newly formed with developed job descriptions, goals and career paths, or "old", without current / relevant job descriptions, theoretical / disconnected from reality, and not SMART goals and no development plans) and the company's organizational culture here is what must be done:

• properly select and "tailor" the organizational structure of the team,

• develop a succession tree for each employee,

Magic TRIANGLE

The main magic of the magical triangle is that it is and should remain equilateral (keeping it balanced)! The vertices are: individual (team member), team and company. This means that only when the goals of the individual

(both developmental and operational), team goals and company goals are coherent, harmonious, correlated and just as important, there is a chance for their full implementation. Simple cascading the company's operational goals "topdown" will not provide the full balance, which is in the hands of the #unpretended leader! Because it is he/she who lead to the discovery of the “hidden” potential in each member of the team. Because it is he/ she and the team who work out the team’s operational goals, the fulfillment of which (or the exceeding thereof when a team is so managed) contributes to the success and achievement of the company’s operational and business goals.

CRITICAL CONDITIONS TO ENSURE BALANCE:

• each team member identifies themselves with their proper operational goals, because their implementation supports professional development (work according to the 5D methodology),

• all team members know very well how the implementation of their operational goals contributes to the achievement of results by the company (e.g. a strategic tree is useful here),

• an #unpretended leader makes sure that the operational (and often developmental) goals of each team member are well known to the colleagues from the team (horizontal, intra­team communication), which allows for their consistent and optimal implementation (workshops, where individual goals are discussed, their interaction with each other and ways to optimize those that overlap),

• the team develops its own mission and vision (consistent with the company's strategy), which allows each employee to identify, get involved and give their best. The most important factor of success in the “team member <=> team” relationship is the awareness of how the implementation of the team's operational goals is conducive to the professional development of each of its members,

• the company's culture is focused on talent, on proper development of competences and on wise "turning" of the human capital, which is a valuable and main asset of the company!

Author

The world in which we live and run businesses requires leaders to keep focus on people, on their potential and needs, despite or precisely because the level of automation of processes is reaching its historic heights (and due to the year­byyear increase of investments in modern technologies will be even higher). My three proprietary methodologies presented above are very effective if they are implemented by an #unpretended, high EQ leader. His/her secret is how he/ she creates a team => focusing on diversity, enthusiasm and unlimited energy. He/she brings out the best in each team member, develops and observes how work becomes individual’s passion, while the company and himself/herself, as the #unpretended leader, achieve success!

Violetta Małek | Managing Partner, Gekko advisoryNOW Sp. z o.o.

The world in which we live and run businesses requires leaders to keep focus on people, on their potential and needs, despite or precisely because the level of automation of processes is reaching its historic heights (and due to the year-by-year increase of investments in modern technologies will be even higher).

How to grow a startup? Strategic and operational support is key

Adam Rudowski and Piotr Pawłowski, General Partners at Level2 Ventures, talk about the ins and outs of venture capital, how to find your feet as a Founder, and discuss effective support in growing and scaling startups.

Wiktor Doktór, Pro Progressio: Level2 Ventures entered the venture capital market in the CEE region almost a year ago. Where did you get the idea to set up a VC fund and what made you decide to start now?

Adam Rudowski, Level2 Ventures: Back in the 90's I founded Veracomp, a value­added distributor. I developed the company for nearly 30 years – up until 2020, when we were present in more than 20 markets and our revenues exceeded PLN 1.5 bn. That’s when I decided to sell Veracomp to Exclusive Networks, a global industry player, which supported the company to continue on an upward path.

Building and growing companies always fascinated me, so getting involved in a new venture allowing me to pursue my passion was a natural step to make. By 2021 I already invested in several startups as a Business Angel, and a keen interest in the VC market lead me to the conclusion that there is not enough funds created by experienced managers who share their experience with Founders and support young companies – not only by way of capital. Therefore, a VC fund was my top priority.

I invited Piotr Pawłowski to join me in making it happen. At the time, Piotr was the President and CEO of the 3S Group, and a manager with over 30 years of experience in developing IT and Telco companies. Our professional paths had crossed numerous times, and his experience was a perfect match for the operational model I had in mind. This is how Level2 Ventures came to be. We see capital as the first support level – the real value we offer to Founders and startup boards is strategic and operational support in business development and scaling.

Piotr Pawłowski, Level2 Ventures: Capital does play its part, too. Level2 has PLN 130 m of seed capital, which is not something you often come across in Poland where majority of VCs found their operations on public funds. We earmark between EUR 0.25 –1.5 m per investment. We’ve been on the market for just under twelve months and we’ve already understood that a fund offering real smart money in the areas of strategy, sales, and marketing was severely missing from the VC landscape. In a short space of time we have completed ten investments in sectors as diverse as Industry 4.0, Blockchain, PetTech, and Sustainability.

funding for further development, as more than 90% of them do not achieve BEP (break­even point – ed.) in the first 3 years. However, this approach – commonly known as the VC Way – allows to utilize the fund capital to quickly scale the company, increase its market share, generate significant revenue growth, as well as drive valuation up – that is, create a mythical unicorn, which stands for a company valued at USD 1 bn or more. In return, the fund gets an above­average, in some cases even a hundredfold return on investment. More than 60% of the companies listed on Nasdaq have VC Way roots.

The Founders of our portfolio companies are recommending us to other startups already because they clearly see the real, multidimensional support we provide them with. We’ve also launched the Development4Startups Program, which is our own way to address the process of continuous competence development. We are working with recognized experts – such as Wojciech Herra, Zyta Machnicka, and Mirella Piwiszkis – which means our Founders and Mana gers learn from the very best. This, in turn, quickly translates into the development of their companies.

You operate in a high ­ risk investments industry that is really responsive to market changes, while offering an opportunity for above­average profits. How are you finding your feet in such market realities?

A.R.: Venture capital is indeed a rapidly growing and multidimensional ecosystem. It forces you to change the way you look at business. A startup cannot be viewed as a smaller version of a large enterprise. Startups are temporary organizations that develop innovative products or business models, while constantly adjusting to the market. They operate in a specific model that requires continuous fundraising, i.e. securing

P.P: It goes without saying that not every startup will become a unicorn. Actually, almost 90% of them fail, a few percent yield a severalfold ROI, and only one percent is approaching the almost mythical valuation of USD 1 bn. However, such stats do not scare investors away. Data shows that the VC landscape remains attractive despite being a highrisk environment. In Q4 2021 alone the global VC investments amounted to nearly USD 172 bn, half of those in the US (USD 88 bn), with USD 28 bn invested in Europe, and USD 46 bn invested in Asia. Our role is to pick the right startups, show them how to scale faster, identify risks, and constantly develop their competences. Quite often we also assume the mantle of sparring partners for Founders who can confront their vision of running and scaling a business with our experience. We believe that this approach can significantly improve your win ratio.

What is the VC Way? What are the things Founders should brace themselves for on their path? What are the risks and challenges they need to be aware of?

A.R.: The VC Way is certainly not for everyone. Each Founder must be prepared to work in a rapidly changing and under­resourced environment, prove

A startup cannot be viewed as a smaller version of a large enterprise. Startups are temporary organizations that develop innovative products or business models, while constantly adjusting to the market. They operate in a specific model that requires continuous fundraising.

Level2 has PLN 130 m of seed capital, which is not something you often come across in Poland where majority of VCs found their operations on public funds.

Apart from recharging your batteries, the ability to be present – to be genuinely here and now, therefore concentrate effectively –is an important skill. For nearly 30 years Piotr Pawłowski has been windsurfing and snowboarding, and also plays table tennis. All these activities are fairly high octane and thus help relieve stress – and on top of that, they’re also pretty good at helping you practice your focus.

the value of their project over and over again, and achieve demanding milestones. It is essential to know how to create workable business models, validate products, and plan thoroughly and precisely in order to secure funding rounds on time. An equally important element is building comprehensive and competent teams, that will enable company growth accordance with investors’ expectations.

The idea and the team are not enough on their own – you need to execute on those. And execution requires efficient sales, effective marketing, product management, customer success, and many, many other things. Additionally, one needs to network and forge relationships within the VC community as this unlocks capital. Growing a startup is a marathon, not a sprint. And it’s very hard work.

P.P.: On top of all the skills Adam already mentioned there is the business aspect, too – an innovation or an idea for a product or service. Many Founders do not realize how many factors do VCs consider before investing. The solution must be disruptive – i.e. be part of a market trend – and preferably a Market Maker, too, which means that it sets a new approach for product or services development. It must also have the potential for fast, global scaling, and solve a serious market problem – we often refer to this quality as being ‘more of a painkiller, rather than a vitamin’. The very market a startup wants to operate in must be large enough to offer scaling opportunities.

Does this mean there’s a discrepancy between a Founder's perspective and that of the fund?

P.P.: We often come across situations whereby Founders believe in their projects to the point they lose the ability to objectively analyze the market and data. They live in a bubble, a certain representation of reality, and their decisions are not grounded in hard data. VCs looks at startups from a number of different angles, where three are of utmost importance: market size, the product itself, and the business model. If the market is too small, the project will not scale and hence will be undervalued. If a product does not fit in with current market trends and is not groundbreaking in some way

For 15 years now Adam Rudowski has been off-road driving to places hidden away from regular tourists. Together with his wife they've traveled across Tibet, Mongolia, Siberia, and parts of Africa this way. He also flies planes which he uses to travel around Europe.

or shape, it probably won’t secure further funding. Thirdly, VCs will refrain from investing in case the business model does not assume recurring revenues and multiple monetization sources.

A.R.: You have to bear in mind that venture capital is governed by certain unified, global rules and principles. The fact we operate in a high­risk environment does not mean we do not try to minimize risk wherever possible. Most funds follow similar evaluation criteria when it comes to investments, which means projects that fall short have problems securing long term funding. And quite often startups need to secure funding across several rounds, with dozen or even several dozen VC funds from all round the world participating. It works a treat when Founders know what venture capital cares about and thus build their businesses in a flexible way. This allows to cut down on resources and achieve a break­even point even when they’re facing difficulties in securing another funding round.

Every Founder must, in your own words, be an extremely resilient and driven ‘doer’. How to build a startup and avoid burnout?

A.R.: Growing a business involves stress and working under pressure, which is why knowing how to ‘recharge your batteries’ is so crucial. Both Piotr and I have hobbies that allow us to break away from the everyday hustle, clear our minds, and gain new perspectives. For 15 years now I have been offroad driving to places hidden away from regular tourists. Together with my wife we’ve traveled across Tibet, Mongolia, Siberia, and parts of Africa this way. I also fly planes which I use to travel around Europe. I’m also passionate about lifelong learning –Goethe once said that you shall not achieve more in life unless you become more yourself.

P.P: Being the ex­CEO that I am, I can safely say that apart from recharging your batteries, the ability to be present – to be genuinely here and now, therefore concentrate effectively –is an important skill. For nearly 30 years I’ve been windsurfing and snowboarding, and I also play table tennis. All

these activities are fairly high octane and thus help relieve stress – and on top of that, they’re also pretty good at helping you practice your focus. A daily routine that helps cope with everyday challenges is something I can recommend, too. Regular training or workouts, reading books, or any other way to keep a healthy balance can help us stay genuinely effective and motivated even when the going gets really tough.

You talk extensively about effectiveness, adaptability, but also about maintaining one’s balance. We know you operate differently from most VC funds. In addition to business support and developing competences, what else do you focus on?

P.P.: We try to be as involved as possible in fostering the startup environment in Poland. We want to bolster the connections between startups and mature business – on the one hand, this is designed to enable the validation of ideas at early stages of development; and, on the other hand, the adoption of innovative solutions that may help optimize processes or increase efficiency. That’s how the Caspen4Startups venture – ran jointly with Pro Progressio and aimed at startups – came about. Level2 Ventures provides mentoring sessions and strategic consultancy, and Pro Progressio offers upgrading one’s networking capabilities, wide­ranging promotional activities, and the opportunity to work with industry leaders.

How about we close our conversation with this one – what piece of advice would you give to Founders about to start on their journey?

A.R.: Never give up. Be innovative, courageous, and proactive. As you’re fighting to make your dreams come true, make sure success depends entirely on you.

P.P.: Remember to properly define your mission and vision. Invest time in thinking about your company culture. Build organizations that will be a joy to invest in as well as a joy to work for.

Thank you for the interview.

Many Founders do not realize how many factors do VCs consider before investing. The solution must be disruptive – i.e. be part of a market trend – and preferably a Market Maker, too, which means that it sets a new approach for product or services development.

How RPA UiPath solutions support production and business processes

Three years ago, the Nutricia Manufacturing Plant in Opole started a pioneering digital transformation process aimed at building a competitive advantage in the technological field. The effect of the actions taken is the implementation – from the beginning of 2020 – of 10 fully automated, complex production processes. During this project, Robotic Process Automation solutions were introduced, which allow saving a total of 30 hours of work of various specialists every day. And this is not the end of the planned implementations of RPA robots...

Nutricia is part of the DANONE group of companies, which in Poland operates in 3 areas important for proper nutrition: dairy and plant­based products (Danone), water and drinks (Żywiec Zdrój), specialized nutrition, including food for infants and young children, and food for special medical purposes (Nutricia). All Danone companies share a double commitment to sustainable economic and social development and the mission of bringing health through food to as many people as possible. The plant in Opole produces products for infants and young children, which are delivered to the domestic market and to over 100 other countries on five continents.

BUILDING AN ADVANTAGE IN THE TECHNOLOGICAL FIELD

In 2018, the company decided to expand digitization in its production plants. The aim was to create even more innovative technological processes and improve business processes, which also positively affects the quality assurance of manufactured products. Due to the fact that the Opole plant has many production technologies, it was decided to launch pilot projects in the field of automation. Therefore, it became a place where pioneering solutions were tested, so that other European plants of the Danone group of companies could use them in the next step. Thanks to the projects launched at that time, Nutricia became one of the leaders in implementing intelligent automation.

– The decision to become more involved in the digital transformation was made to improve the quality of products, increase work safety and plant productivity – explains Sebastian Felisiak, digital technology manager responsible for coordinating projects related to robotization and automation at the Nutricia Production Plant. – We started on the Blue Prism platform, on which we did a pilot process for creating shipping documents in SAP. Then, seeing that RPA technology is so promising that it is worth using it in a wider range, a decision was made to change the platform to UiPath and establish cooperation with Mindbox. The selection was based primarily on the ease of creating robots by business users without programming skills, as well as cost-effectiveness and the partner's support offered in the field of RPA platform development. We also rewrote the first, pilot process to UiPath – he adds.

integrations was also determined. In this way, a number of over 40 processes have been successively automated since then. After establishing cooperation with Mindbox, Nutricia initially used the help of its experts in such matters as maintaining the server on which the UiPath orchestrator operated, the development and production environment, etc. In the next step, the internal IT team from Nutricia took over the full management of the UiPath platform. Mindbox consultants are currently focusing on designing and implementing new robotizations. So far, 10 processes have been intelligently automated at the Nutricia plant in Opole, thus saving a lot of work. To illustrate, if this was converted into man­hours of work of various specialists, the automation processes each day would save 30 hours of human labor. The first robot created directly on the UiPath platform was the C­3PO. By the way, all

40 PROCESSES TO BE AUTOMATED, INCL. BY C-3PO AND WALL-E

And so, the maximum number of processes suitable for automation was collected from all departments of the Opole factory, and then segregated in terms of the amount of return on investment. The level of complexity of individual

the automatic processes that arise in the Nutricia plant are tentatively named after robots known from pop culture. C­3PO creates new input data based on the inventory and production plan in the SAP system. The solution creates more than 40 shipping documents a day, collecting data from various systems,

The decision to become more involved in the digital transformation was made to improve the quality of products, increase work safety and plant productivity.

standardizing it and sending it as a PDF file to the appropriate employees. Thanks to this, the possibility of making a mistake is limited and the standardization of the process is increased. This tool allows you to save 2.5 hours of specialist work per day.

Another example of robotization, created in the Nutricia plant, is Wall­E, which "cleans" orders in the production system and sends them to the SAP system. This tool can, among other things, settle basic orders, allocate labor costs to individual departments or send reports to the e­mail address provided. As a result, it saves 10 hours of work of production analysts per week.

HIRO – DEMANDING, INTELLIGENT PRODUCTION AUTOMATION

The most complicated solution for robotization, which was created in the Opole plant, is Hiro. It is a tool that creates an up­to­date version of the production plan every hour (including orders scheduled for the upcoming hours). It verifies it with the data in the SAP system. Then it overlays the production progress data from the MES (Manufacturing Execution System) type system. This can, for example, delay subsequent orders that are planned to be launched in the ongoing production. Hiro not only checks the production efficiency, but also the availability of raw materials in the warehouse, their shelf life, and verifies selected quality parameters. He can also place orders for raw materials and packaging for three departments of the plant, where there are several production lines.

– When executing this tool, it turned out that the process of updating and executing the production plan depends on many external factors and has many exceptions. The data that could be obtained from the systems was not sufficient. The pre-automation process, on the other hand, was based on the direct exchange of information by employees. Therefore, this information was not collected in any system. Thanks to the functionalities of the UiPath platform – and the support of Mindbox – we have introduced specific changes to the process. And the Hiro robot performs its tasks correctly and is constantly improving – says Sebastian Felisiak. – Thanks to Hiro, the Nutricia plant in Opole has gained, among other

things, greater precision in conducting selected processes. Transport management was optimized, which also translated into time savings. In addition, tools based on the concept of the Hiro solution – invented from scratch and created in the Opole factory – are now also used in other DANONE factories – he adds.

EMPLOYEES ROBOTIZE PROCESSES ON THEIR OWN

Importantly, some processes are now automated by the employees themselves, using the UiPath platform, and what is important – these activities do not require programming preparation. The Nutricia factory in Opole hosts the Automation Club, gathering employees trained by Mindbox, who individually automate their processes. They then go to the IT team that supports their maintenance.

– Employees who have done the work to facilitate their work on their own become at the same time “ambassadors” of automation, sharing with others not only their knowledge on this subject, but also enthusiasm for robotization itself – emphasizes Sebastian Felisiak. At the same time, he points out that it is this individual approach to performing simple automation, selected fragments of individual processes, that will develop the fastest in the future. – On the other hand, the next step on the market will be hyperautomation, i.e., the integration of robotization with artificial intelligence and Machine Learning algorithms, which in some time will give us the opportunity to automate virtually every possible process – he adds.

Another 11th automation project is currently in the testing phase at the Nutricia Production Plant. It combines the capabilities of the UiPath platform with scripts in the Python programming language and image recognition tools. This solution verifies the documents, checking if they are properly prepared. For example, are there signatures and stamps of carriers? As Sebastian Felisiak assures, this solution will be used in production any day. Two other robotizations are at a similar stage, and four more ideas for intelligent automation will soon enter the design phase

So far, 10 processes have been intelligently automated at the Nutricia plant in Opole, thus saving a lot of work. To illustrate, if this was converted into man-hours of work of various specialists, the automation processes each day would save 30 hours of human labor.

I think that what also distinguishes us, apart from the wide range of processes carried out, is the fact that a large part of the operations was created as a result of insourcing.

We use the potential that Poland offers in the area of business services and R&D

FOCUS ON Business : From 2020, the Center for Advanced Business Services (Alcon Global Services) has been operating in Warsaw – what processes does it support?

Michał Kasprzyk, Alcon Global Services: The Alcon Global Services Center (AGS) in Warsaw was established as a result of the separation of Alcon from the Novartis Group, which took place in 2019. As part of the separation, Alcon decided to build its own centers of advanced business services in India, Mexico, Malaysia and Poland. According to the original plan, we were assuming to operate in our centers financial and accounting processes, human resources and payroll processes as well as IT processes. However, as a result of the business transformation that Alcon began after separating from the Novartis Group, the scope of operation of the centers has changed significantly compared to the original assumptions. To the original scope of services we have also included processes such as customer operations, complaints handling and adverse events reporting, supply chain management, procurement, marketing and R&D.

I think that what also distinguishes us, apart from the wide range of processes carried out, is the fact that a large part of the operations was created as a result of insourcing. Currently, in Warsaw, we support processes in the following

areas of finance and accounting (travel & expense, receivables, general ledger, FP&A), human resources and payroll, procurement, customer operations, complaint handling and adverse events reporting, supply chain management. We also implement IT processes to a very large extent (from IT infrastructure support to application development and data analytics), and our newest area is digital marketing.

After two years of operating in Warsaw's Mokotów district, how do you assess the decision to choose such a location?

From the perspective of last two years, as a company, we are very pleased with the choice of Warsaw as our location for AGS. We decided to go to Warsaw due to the fact that it is a city with an extensive infrastructure and an easily accessible pool of talents – qualified employees with good knowledge of foreign languages and specialist education. A very important aspect when choosing the location was the fact that the commercial part of Alcon in Poland is located in Warsaw's Mokotów district, and we wanted to be as close to the business as possible. Collocation and cooperation with the business part was, in my opinion, a very good decision that brings tangible benefits to both parties. For example, the joint organization of various events, e.g. in the area

of CSR, allows AGS employees to get to know people working in the commercial part better, and thus better understand the specificity of their work and the mission of our company. Additionally, to get to know the products and services offered by Alcon, we organize training courses for Alcon Global Services employees at the Alcon Training Center, which is located in our office. Our employees can also take part in eye tests, which are regularly carried out by colleagues from the commercial part. Another aspect is the development opportunities for employees – we already have cases of employees moves from the commercial part to AGS, and I hope that in the future there will be also transfers in the other direction.

What is Poland's place in the global structure of Alcon? Is our country, in the opinion of a company with over 70 years of history, an attractive place for investments based on R&D and creating modern solutions for business?

We started the project to build the center in Warsaw at the beginning of 2020, i.e., just before the outbreak of the COVID­19 pandemic. The outbreak of pandemic did not change our plans and did not stop the investment, which in my opinion shows how important this project is for Alcon, and therefore also the place where the center is being built.

Interview with Michał Kasprzyk, Head of Alcon Global Services Regional Center, covering the development of the Warsaw branch of a leading global company in the ophthalmic industry.

Poland was one of several options considered by Alcon, which is why in my opinion choosing Warsaw is an appreciation of the potential we have as a country in the area of modern solutions for business and R&D. The number of people who already work in this sector, as well as the educational potential of Poland, make Poland an attractive place for investors looking for a place to build their center. This is also evidenced by further investments and the continuous increase in employment in the business services sector.

Additionally, Alcon is a company for which diversity and inclusion is very important, which is why locating the center in Warsaw allowed us to build a very diverse organization, both in terms of gender and nationality – currently over 30% of employees in the center are foreigners from all over the world.

IT, but not only. In addition, we are constantly analyzing the possibilities and looking for processes that could expand the activities of our center. I think that in places such as shared service centers, there is always something going on, new areas are being searched for in which the centers can support business, and the COVID­19 pandemic has additionally opened the possibility of transferring processes that would seem impossible to transfer to the centers before the pandemic. As for new locations, we are currently not planning to open new service centers elsewhere, but rather we will focus on the development of existing locations.

In the era of the employee market, does Alcon have effective ways to attract talent? What benefits can your employees count on?

In fact, the current situation on the labor market is difficult for employers and it is not easy to attract workers and keep those already employed. In the last two years, we managed to hire over 200 people, so I think this is a success. We offer our employees a nice, modern office and a wide range of non­wage programs and benefits, such as private medical care, pension program, various types of insurance, surcharges for public

transport tickets, culture cards or sports cards. Nevertheless, the above­mentioned benefits are already mostly standard on the labor market, therefore we are constantly looking for new solutions to keep being attractive for employees.

During the pandemic, we introduced a comprehensive wellbeing program "Well with Alcon", supporting our employees in leading a healthy lifestyle and providing assistance from various health specialists. Another element that we care a lot about and which I hope will help us in recruiting employees is building an appropriate organizational culture in our center, which will be based on mutual respect, trust, cooperation, and innovation. We promote diversity in our teams, we also give employees the opportunity to organize themselves into employee resource groups within which they can pursue their interests. We support our employees in their professional development – we develop individual development plans and training programs. All our activities are confirmed by various certificates, e.g. Top Employer Polska, Top Employer Europe or the Diversity IN Check certificate awarded by the Responsible Business Forum.

Thank you for the interview.

What are the company's development plans in Poland? Are there any future investments in new service centers?

As far as part of Alcon Global Services is concerned, we have certainly not reached the final stage in terms of employment levels. There are still a few interesting projects ahead of us that we will be implementing in the coming months, mostly in the area of finance and

Alcon is a company for which diversity and inclusion is very important, which is why locating the center in Warsaw allowed us to build a very diverse organization, both in terms of gender and nationality – currently over 30% of employees in the center are foreigners from all over the world.

There is no turning back from SaaS

We talk with

Andrzej Morawski, Key Account Director & Product Development Manager at CLUDO about the

advantages

of cloud solutions and about new technologies in the Contact Center industry.

FOCUS ON Business : For 10 years

CLUDO is a professional software provider helping companies with contact centers in Poland. Starting your business, as one of the few in our country, you relied on the SaaS (Software as a Service) model. How does the popularity of this model look like today – in Poland and around the world?

Andrzej Morawski, CLUDO: I recently came across a study in which 13 thousand adults from 12 Western countries were asked about the topic of ownership. It turns out that 57% of people would like to own less and 70% of respondents agree with the statement that "Subscriptions free people from the burden of ownership".

In today's world, subscription is the default choice. Some young people are taking a similar approach to owning their own home, preferring renting to owning, not at all for financial reasons. We are used to subscriptions – we pay for access to online newspapers, VOD platforms and online bookstores. We are less and less surprised by subscription­based printers, or even a subscription for diapers or a subscription for shavers. Why should the business market be so different from the consumer market?

Software as a Service, or SaaS, also known as "on ­ demand software," is nothing more than subscription software. According to Gartner, spending on SaaS software will grow at a rate of 15­20% year­over­year. Growth will also affect sister industries like BPaaS, PaaS, IaaS and DaaS. This entire segment – public cloud spending – will grow 46% in the next two years, to $600 billion. That's as much as Poland's GDP in 2021. One

could say, following Marc Andreessen words, that "software is eating the world".

5 out of the 10 most valuable companies in the world are technology companies. The winners are entrepreneurial tech companies, often from Silicon Valley, that are disrupting the status quo. I expect even more industries to be revolutionized by software in the next 10 years.

The arguments for SaaS and cloud brought by our customers include lower costs of launching, definitely faster implementation and easier and cheaper maintenance. From the perspective of a company that helps clients to choose the best solution and helps customers to adapt it, the SaaS model works very well. This setup allows continuous system evolution, following the needs of companies. Cloud software is updated more often than, for example, on­premise solutions. For example, Genesys Cloud CX contact center software, which we offer to our customers, had about 70 product update releases in the first 5 months of this year, while other non­cloud and non­subscription products from the same vendor had few updates in the same period.

Is SaaS the only right solution, from which there is actually no going back?

There is no turning back from SaaS. I notice big changes in the contact center systems industry, in which I work every day.

Let’s take insurance corporations with contact centers for several hundred agents. Few years ago they were very conservative in their approach to subscription solutions that were not located on their own servers. Currently, many of them are looking with interest at cloud solutions in the SaaS model. It’s a sign of the times that the Polish Financial Supervision Authority (KNF), as the institution regulating this market, is open to such solutions. We are talking about a situation in which the law has caught up with the needs of companies.

While the updates for on ­ premise systems consisted mostly of minor changes, the updates for the cloud system included many new features and functionalities. This particular example could also serve as a suggestion on what the manufacturers of similar solutions focus on the most.

The model of purchasing licenses every 5 years for on­premise solutions becomes unattractive. This is especially true when compared to cloud and subscription solutions. The 5­year cycle consists in purchasing a software license for ownership and amortizing it over the next 5 years. After that time, the cycle repeats and you have to do the implementation all over again. We encourage customers, if possible, to constantly evolve their systems, so that they are always up to date and adapted to the current situation. This is certainly easier with a cloud systems.

5 out of the 10 most valuable companies in the world are technology companies. The winners are entrepreneurial tech companies, often from Silicon Valley, that are disrupting the status quo.

Concepts that, until recently, were associated mainly with science fiction, such as: artificial intelligence, virtual reality, augmented reality, digital assistants, IoT, now accompany us in many aspects of everyday life and are a permanent element supporting customer service in companies. What technologies on the market are most interesting for contact centers?

I’m most interested in the technologies that are related to voice, such as Natural Language Processing (NLP), speech recognition and speech synthesis. They are increasingly used in the broadly defined customer service industry. Among others, chatbots and voicebots are based on them.

These tools will be a standard element of every contact center system within the next 5 years. The benefits they

bring are undeniable: on one hand they allow consumers to contact them at any time of day or night and solve repetitive problems instantly, on the other hand they free up valuable time of agents who can finally focus on less repetitive problems and customers who really need this human touch.

Another example of using the above mentioned technologies is, for example, automatic quality monitoring of calls.

What's the point of that? A significant portion of our conversations with any customer service desk begins with the message: "We kindly inform you that all calls are recorded for quality and training purposes.". In reality only about 0,5%­1% of these calls are listened to. Supervisors or contact center managers have no time for that. Instead, they are randomly choosing calls, so the learning process of consultants is tedious.

With the help of technology 100% of phone calls can be monitored, catching key words or stages of conversations, gauging customer emotions, etc. This allows a teamleader or manager in a contact center to make a much better selection of the calls they listen to. They can, for example, select recordings in which the name of the competitor company appeared, or customers were most dissatisfied, or conversations in which the customer and the agent talk at once.

Please elaborate on the issue of omnichannel solutions. It may seem that in the perception of many people, even those who are not the biggest fans of modern technologies, a company which provides the customer with a contact form on its website as a communication channel may appear to be a relic of the past. Is omnichannel really a requirement for everyone? How in CLUDO is omnichannel perceived and what – apart from technology – is it?

Most of my professional life I’m engaged in online marketing and customer service. In each of these areas, omnichannel is understood differently. Online marketing focuses on the source of customer acquisition and the customer's option to use a particular channel. Online marketing completely ignores how companies manage to serve these channels. CC systems, on the other hand, offer the possibility of serving customers on the phone, messenger, whatsApp or in a chat using one tool. Last, but not least, they do not think about the paths the customer needs to take to be able to communicate using one of the channels.

This is the problem we are currently addressing at CLUDO by releasing a new product called LiveEngage. We’ve combined many years of my professional experience gained while

developing LiveCall (sold last November to CLUDO), with CLUDO’s experience with CC systems.

The result is an eye­friendly platform for engaging users on the websites. LiveEngage can be easily integrated and managed. As a marketing tool it has native integration with systems such as Google or Facebook Analytics, offers channels such as phone, chat, messenger, whatsApp, video or audiocall. At the same time it integrates perfectly with Contact Center systems (currently Collab One Contact, Genesys Cloud CX, Genesys PureConnect). Thanks to this, all these interactions can be reported in a consistent way. Moreover the agent – talking to the customer, regardless if using phone, chat or whatsapp sees customers’ profile and previous interactions.

For customers, this is a definite change for the better, because they may talk using any chosen channel. On the other hand, an agent doesn't need to ask about things the customer has already shared before.

What are the other important trends that will shape the future of the contact center industry in Poland and worldwide?

Apart from the increasing use of artificial intelligence, voice technology and cloud solutions or the use of multichannel, I am constantly looking at remote working. At the beginning of the COVID ­ 19 pandemic, companies moved most of their contact center employees to work from home to maintain business continuity. "No one steps twice in the same river." as the proverb say. It is now clear – while most companies thought that remote working would be a temporary solution, it turns out that now the most popular model is hybrid work and it is not uncommon to see fully remote teams. This model of operation brings new challenges.

On the one hand, training of remote workers, on the other, quality monitoring, on the third, counteracting turnover, which has traditionally been high in this industry – these are just some of the problems that I think will be quickly answered by technological development. Let's observe. Interesting times are ahead of us.

Thank you for the interview.

With the help of technology 100% of phone calls can be monitored, catching key words or stages of conversations, gauging customer emotions, etc. This allows a teamleader or manager in a contact center to make a much better selection of the calls they listen to.

Our clients are the source of our inspiration

An interview with Rafał Michniewicz, Partner at MDDP Outsourcing.

FOCUS ON Business: June marked the 15th anniversary of your work at MDDP Outsourcing. What changes have taken place in the structure of the company, its business activities and the range of services you offer during that period? Which of these changes do you consider to be the most important?

Rafał Michniewicz, MDDP Outsourcing: On the one hand, these 15 years have passed surprisingly quickly, and on the other hand, almost everything has changed in our business activities. We started from scratch, with one person in a department – and that allowed us to provide services on a small scale. We wanted to develop organically, improve processes and then scale up. In terms of scale, we have fared quite well – over a 15­year period, we have had double­digit growth in revenue from accounting services every year.

digitised. All of them are recognised by OCR systems. Thanks to this, we have limited the rewriting of data to the necessary minimum. On top of that, we have applied a layer of intelligent algorithms that do not yet book everything themselves – but they already give perfect prompts. They are followed by robots that eliminate tedious and repetitive activities. Our work has been divided into processes, which, on the one hand, makes it possible to achieve high specialisation and the quality which goes hand in hand with that, and on the other hand, allows us to deal with several cases or client requests at the same time. However, it is the client that is still the centre of our attention, which is why they have their own highly qualified and experienced account manager who guides them through all the issues, no matter who is involved in handling those issues. The way we develop makes us unlike ourselves five years ago, let alone what the company looked like 15 years ago.

It seems like you have significantly increased the involvement of technology. Why?

due to the search for savings on labour costs. Technological changes allow us to provide clients with added value, and this means, by way of illustration, that clients pay us for thinking, not for rewriting. This, in turn, allows us to enhance the team’s qualifications and pay more and more for using these top skills.

Finally, this allows people to be satisfied with doing work that is appreciated, rather than being frustrated that they haven’t had time to get all the invoices into the system, colloquially speaking, while the client is already insisting on a report. Whether we like it or not, the times of contemplating each invoice are gone.

Where have you drawn your inspiration from over the years?

As regards process improvement, it seems that we have not been idle either.

We started with the classic, manual posting of all documents by the accounting team; today, over 90% of documents are sent to us electronically, and those that arrive in paper form are immediately

I get the impression that most businesses in Poland have developed technologically in the last 15 years. In the accounting industry, which employs a lot of people with a penchant for tradition, this technology race goes at several different speeds, but we are among those people who believe that certain changes must come sooner rather than later. Not because regulations encourage or force these changes as a result of subsequent new requirements being imposed, nor

On the one hand, our clients are a source of constant inspiration for us –the way they develop, the ideas they have for their business, and how we have to keep up with them. On the other hand, we want to be open to the world and draw inspiration also from the world that surrounds us, especially technology. Since breakthrough technologies or new possibilities are appearing around us all the time, since you can pay by BLIK, dictate e­mails or text messages, recognise text in photos or recognise a credit card number with the camera of your mobile phone on a tropical island – why should accounting be about rewriting invoices to the system or filling in tables for hours on end?

Accounting, bookkeeping and reporting issues are an area that not only is quite complex by nature but is also subject to constant legislative changes. What

In terms of scale, we have fared quite well – over a 15-year period, we have had double-digit growth in revenue from accounting services every year.

are the greatest challenges associated with that?

Paradoxically, substantive issues are not our greatest and most common challenges. Fair enough, the subject matter itself is sometimes difficult and complicated – but this is actually interesting and thus also pleasant. What poses the greatest challenge is the lack of legal stabilisation, or uncertainty as to whether today’s regulations will not be amended tomorrow and as to how these regulations will be interpreted.

Contrary to some perceptions, we, accountants, are not happy for changing laws. We would definitely prefer to earn money on providing accounting

services according to some fixed rules of the game rather than thanks to the fact that the rules are changing all the time. Another group of issues that affect us on a daily basis are those generated by the fast­paced world – changes in technology and systems, pressure for quick reporting, data to be provided here and now, today one way and tomorrow in a different way – combined with the fact that businesses often have no time to think over what they need from accountants; all that is more difficult to address than substantive issues. And the last group of issues – the shortage of people with the appropriate competences in the market. To my mind, that

also bothers us much more than the level of subject­matter complexity.

It sounds like a lot of challenges. How does MDDP Outsourcing respond to them?

We successfully resolve substantive issues thanks to our scale and specialisation – we are nearing 250 people in the Outsourcing department, among whom there are a number of very experienced employees. We are part of the MDDP group, and therefore we also have access to the best tax advisors in the market.

As for the fast­paced world, we are helped by numerous specialists – other than front office ones – who are also part of our team, from the IT department to the Performance Improvement team, to the supportive Admin staff. It is thanks to the cooperation of us, accountants, with those departments that we have our procedures, systems and applications. Of course, it is not without significance that we make considerable investments in development every year. We are also assisted by procedures that let us tame volatility as well as help clients find the most effective solutions to their problems.

When it comes to staff shortages, for years we have been striving to keep staff turnover at the minimum acceptable level. This year, for instance, we have structured a number of activities under one umbrella which we called #better_workplace. We hope that this will make work in our company even more satisfying and thus further reduce staff turnover. We invest plenty of time and resources in young people – I personally started to manage a department at the age of 27, so I strongly believe that young people with the right drive and support can quickly become very valuable team members.

As for the fast-paced world, we are helped by numerous specialists – other than front office ones – who are also part of our team.

Is changing the office location in Katowice part of #better_workplace, or is it rather a client­oriented action?

Changing the office is a very important element of #better_workplace. Many people fail to realise how the office affects our work and life. We want our people to feel good at work, and this is influenced not only by how fast the accounting system works, but also by whether they have fresh air, flowers, sunshine and good coffee. In the workplace, you have to do your job – but if you can smile at the same time and after work go home without a headache, why not invest in it?

Another thing is that it is also a client­oriented action – because everything that makes people in a given company satisfied translates into whether its clients will get a good service.

What are MDDP Outsourcing’s plans for the future? In what direction and in what areas is the company going to develop?

From the business perspective, our strategy assumed, and still assumes, organic growth allowing us to improve our processes and enhance the quality and added value of our services. Thanks to the scale and experience, we can offer, in addition to the classic accounting or HR and payroll outsourcing, also complementary services, such as – for example – an outsourced financial controller, outsourcing of the financial consolidation process or taking over of the document workflow. There are also services for businesses that do not think about classic outsourcing – e.g. temporarily outsourced accountants or support in the implementation of accounting systems.

Our scale also allows us to expand the range of systems with which we work to serve clients – and this makes it possible for us to reach out to large organisations that often require the work to be done on their group’s systems.

Behind the scenes – we will certainly hone our processes in terms of building even smarter and more autonomous algorithms and robots. We have done a lot in this field, but there is definitely much more to do. We want our clients to pay for added value, and our people to utilise the maximum of their competences, which is why more and more processes must be performed by machines.

At the same time, we hope that year by year we will also become an increasingly desirable workplace for the most competent people in the industry, as well for those who are just entering the labour market and wish to develop their accounting and payroll skills. If the next 15­year period turns out to be similar to the previous one, then we are about to embark on a fascinating journey that I am looking forward to.

Thank you for the interview.

We will certainly hone our processes in terms of building even smarter and more autonomous algorithms and robots. We have done a lot in this field, but there is definitely much more to do.

A handshake at a distance. Solution to enable the perception of touch in the virtual world

SoftServe is working on neurocognitive models of touch in a virtual environment. They will enhance interactions with other people and objects in the online sphere with one of the human senses. And they will enable users to create and maintain connections at a distance and a sense of control – e.g. when interacting with a product. TouchlessAI solution is created by the company based on the latest technologies – artificial intelligence, machine learning, and digital signal processing algorithms.

SOCIAL INTERACTION IN A VIRTUAL WORLD

The TouchlessAI1 project is part of the EU’s Horizon 2020 programme and is a response to the much greater popularity of remote working, and thus video conferencing, than just a few years ago. The task of SoftServe is to create software with which the user will be able, in the virtual world, to feel the touch of another person, for example, when shaking hands. This will be made possible by a special dashboard constructed by Ultraleap, a company also involved in the project. A prototype of the device is currently being tested.

Additionally, as part of the TouchlessAI project, SoftServe is also working with participating organizations on haptic technology for the non­invasive transmission of biosignals. Consequently, during a virtual conversation, the device will determine the caller’s pulse and transmit it to the other person, making the touch more realistic. The results of the research and presentation of the biosignal transmission were presented at EuroHaptics 2022 in Hamburg.

1 This project has received funding from the EU’s Horizon 2020 research and innovation programme under grant agreement number 101017746. It is implemented together with University College London, Ultraleap, UCL, University of Copenhagen, University of Navarra, and Crowdhelix (IE, UK).

– Additional information in the form of touch reinforces engagement in conversation and allows emotions to be communicated. This makes our contact closer –says Daria Hemmerling, Senior R&D Engineer at SoftServe. – Pandemic has shown that real-life human relationships can suddenly be severely curtailed. That is why, in cooperation with others, our ultimate goal is for people to be able to fully see each other, communicate and, at the same time, shake hands or feel each other’s touch –regardless of the distance between them.

an audiobook using haptics and the technology of the same name created within it – so that the listener can feel the sensations described in the story. The solution can also be applied to museums, retail, and healthcare, combining haptic technology with visualization and sound. This allows the user to experience a place with all their senses – to see and feel it fully by touching exhibits or products, for example.

APPLICATION OF THE TECHNOLOGY IN MANY INDUSTRIES

During the event, the Touch The Story solution was also demonstrated. It was created in a separate project – E­Texture2 – undertaken by SoftServe in collaboration with Ultraleap and CNRS. This is 2 Project implemented by SoftServe, Ultraleap, and CNRS and funded under Horizon 2020.

The developed technology, as highlighted by Maciej Szymkowski, R&D Engineer at SoftServe, may in the future find application not only in the case of establishing interpersonal relations, but also in many industries, such as e.g. retail, where companies often operate multichannel – both offline, in physical outlets, and online. He also notes that one of the biggest areas in which haptics is increasingly being used is gaming. According to Newzoo, the number of gamers continues to grow and will exceed 3 billion by 2022.

– Shortly, solutions based on haptics could be applied in diverse fields, including marketing or retail. It has been known for a long time that tactile stimuli affect consumers and have a strong influence on

Additional information in the form of touch reinforces engagement in conversation and allows emotions to be communicated. This makes our contact closer.

their purchasing decisions. With many opting to shop online, in some time the technology may enter these industries, among others. And change their character – says Maciej Szymkowski. – In contrast, haptics has been used in the games industry for several decades, but in recent years there has been an increase in solutions based on it. This is because it enhances the on-screen experience, such as shocks and explosions. Thus, thanks to advanced technologies, digital entertainment is entering a higher level and is much more exciting.

NEW TECHNOLOGIES AND... NEW OFFICES

SoftServe is opening new branches worldwide, including the biggest cities in Poland, where it already employs over 1,000 people. The company has recently opened offices in Łódź and Gdańsk, where it will employ a further 200 people by the end of 2022. The Tricity facility will bring together engineers who will be involved in a project for the largest bank in Singapore.

– Łódź and Gdańsk are cities where experienced engineers as well as those

just finishing their education at technical universities, some of the best in the country, are concentrated. Being a company working with the latest technologies, implementing its projects in many industries, for clients from all over the world, and focusing on the development of its employees, we believe that they will find in us what they care most about. Interesting and ambitious projects, development opportunities, and a good working atmosphere – says Sebastian Drzewiecki, Managing Director of SoftServe Poland.

Author

Touch The Story is an audiobook using haptics and the technology of the same name created within it – so that the listener can feel the sensations described in the story. The solution can also be applied to museums, retail, and healthcare, combining haptic technology with visualization and sound.

EGYPT – THE NEXT BIG HUB FOR DIGITAL AND HIGH-END SERVICES

An interview with Amr Mahfouz, CEO of Egypt’s Information Technology Industry Development Agency (ITIDA), Assistant Minister for Growth and Development, Ministry of Communications and Information Technology (MCIT).

Wiktor Doktór, Pro Progressio: Egypt, one of the most attractive tourist destinations worldwide has many other advantages, including those focused­on IT and ICT industries. What is the current size of Egyptian ICT industry?

Amr Mahfouz, ITIDA: Egypt is already home to 500 Fortune companies with the likes of Valeo, Teleperformance, Amazon, Microsoft, IBM, Uber and many more tech giants as well as local tech unicorns and startups like Instabug, Vezeeta, Fawry and Swvl. The Information and Communications Technology (ICT) sector in Egypt is very robust and it’s the highest growing sector with a growth rate of 16% in 2020/2021, compared to 15.2% in 2019/2020. The sector’s contribution to the GDP increased from 4.4% in 2019/2020 to 5% in the fiscal year (FY) 2020/2021. The value of Egypt’s digital exports grew from $4.1 billion in 2019/2020 to $4.5 billion in 2020/2021.

We’re confident that the sector will witness further growth amid the accelerated endeavors to achieve full digital transformation and the increased reliance on the automation and digital services.

Each industry for its growth needs a talent pool. How does the tertiary education system of Egypt look like? How many ICT studies graduates do you have per year?

In fact, Egypt has a population of about 107 million people where 70% of this population is below 40 years. The country is home to a world­class education ecosystem – 250+ universities and institutes provides access to 600K+ graduates each year (one of the highest in EMEA) out of which 60k are ICT grads, 100k are Financial and Accounting grads.

This is in addition to the state’s commitment and approach towards spreading more technology focused universities, tech parks, digital innovation hubs across the country.

The investment in our talent pool and capacity building is unprecedented. We have multiplied the capacity building budget 22 times, helping achieve a 50­fold increase in the number of trainees. This year, our target is to train 200,000 people with an allocated budget of 1.1 billion EGP cost.

The Ministry of Communications and Information Technology (MCIT), with ITIDA as the ministry’s executive IT arm, have a strategic focus on building a wide base of professional and skilled talent in all ICT related specializations and equipping our youth with the latest and highly in­demand skills in both local and international labor markets.

We have led a commissioned study with EY on the global demand which guided our investment in supply (training) to the right segments/subsegments, right geographies and right languages. So, we’re driving focused initiatives under a robust vision for 2026, to propel the offshoring industry on a high growth trajectory. We target several levels of educational stages, starting from high school to postgraduate degrees.

The ministry of CIT has established Egypt University of Informatics – EUI, a leading University in the MENA region offering world­class education in Engineering, Computing & Information Sciences, Business Informatics and Digital Arts. In addition to this, the ministry has launched Digital Egypt Builders Initiative (DEBI) a fully funded scholarship that offer a professional Master’s degree from a top­notch university in one of six

majors: data science and AI, cybersecurity, robotics and automation, digital architecture, digital arts, and fintech. Learners also receive training certificates from major technology companies and certifications in leadership and management, and English language.

From our side, ITIDA also offer training programs to university­level students, like the summer and graduation internships support, Learn to Go Offshoring (L2GO), German Training Initiative focusing on qualifying university students in Upper Egypt to provide offshoring/contact center services in German after graduation.

Most notably, ITIDA has trained more than 200k young talents so far on various skills, including technical, entrepreneurial, soft and language skills in the labor market, through Egypt FWD initiative We’ve launched the second edition of Future Work is Digital (FWD 2.0), delivering technical training, including tech­based courses in the most demanded fields such as web development, data analytics, and cloud, customized for all career levels. The initiative also covers career enablement, which includes preparing students for the job market through full digital freelancing training, Agile management training, and career consultation. In addition, the scholarship involves job opportunities where students have access to multiple options whether freelancing or employment in technical fields.

Therefore, we could confidently say that Egypt’s talent pool is not only unique but quite large where every year about 60k young people graduate from the Faculties of Engineering, and Computers and Information ready to enter the labor market.

With the current supply chain disturbance and post-Covid consequences, we believe this is the right time for Egypt to have its fair share of the global offshoring market.

And how about languages? What are the languages used by employees of Egypt based companies?

Egypt has the largest and youngest multilingual talent pool in the Middle East, and second largest in EMEA region. This avail access to an abundant talent pool well versed in 20+ languages. This strongly differentiates Egypt from any other delivery location helps multinationals to grow and expand their GBS operations in Egypt. We have more than 80% of the working population speak English and other European languages (French, German, Italian and Spanish), compared to 20­65% in other leading offshore destinations.

Above this, ITIDA collaborates with Komet Institut, Speak Up, Almentor, DFA, and Guide Academy to develop soft skills, as well as European language including English, French, and German language capabilities for students and fresh grads looking for job opportunities through a fully­funded program Learn To Go Offshoring Program (L2GO). The program targets training up to 10k students, grads.

Additionally, ITIDA offers language training programs like The German Training Initiative for Upper Egypt, in collaboration with the Goethe Institute, offering a German training program for second, third and final year students in Upper Egypt. The language training is funded by the Agency to qualify students for the ICT labor market after graduation. We look upon Upper Egypt and "Tier 2 Cities” as future hubs for offshoring and contact center services for German speaking countries.

Is it easy to hire ICT employees in Egypt? How does such process look like?

Of course, it’s the process of finding the potential calibres and hiring the perfect candidates is quite easy and simple

especially in Egypt; the most populous country in the Arab world and the third most populous country in Africa. Unlike many other locations, Egypt has proven experience in delivering an array of world class services across the entire spectrum of offshoring landscape.

We, at ITIDA help a lot the businesses in this process where we avail our talent pool of fresh university graduates and our training initiatives’ pool of graduates as well. Additionally, Egypt has a long list of leading online job, recruitment platforms, and efficient employment marketplaces.

To this end, we have recently launched the Skills Bank portal which provides access for IT/ITES companies to comprehensive data of qualified cadres required by the labor market.

Through this portal, the ICT companies can display the data of skilled registrants as per the company's needs where they can pick competent and eligible personnel for the IT business at the push of a button.

Let’s look at the salaries. What is the average ICT salary in Egypt and how do the salaries look like on sample Junior, Middle and Senior IT positions?

The competitive cost is one of the key differentiating qualities of Egypt as a global delivery location where the cost of living in Egypt is USD 500 making it –1.4X times less expensive than world average and this is even before the latest currency devaluation. Looking at the salaries structure per FTE in Egypt, and compared with labor cost for software development in popular nearshore locations for Europe, like Bulgaria, Romania or Poland, the savings reach up to about 60% with average salary $8,500 per annum for an Egyptian software developer with 2 years’ experience.

If any of the European companies would be interested to open IT company in Egypt, what would be the process? Are there any incentive programs for foreign investors?

The process is made quite easy, as ITIDA provides a one­stop shop for foreign IT & business services companies where our Investment & International Business Development personnel provides 360­degree support throughout the investor journey to help them maximize the benefits of investing in Egypt. We help them in building the business case, due diligences, and provide the right information.

In addition to ITIDA’s full­fledged and the aftercare support for global tech players and ICT investments, ITIDA provides a full suite of incentives and other support to enable an impeccable investor journey. ITIDA offers incentives and assistance designed carefully from an investor's perspective and provided through the entire business lifecycle. We primarily target to improve the overall cost competitiveness of Egypt's offshoring industry, attract more foreign direct investment and encourage the expansion of existing industry players and investors.

Early on in 2022, ITIDA revised its incentive scheme, through its newly launched “Digital Egypt Strategy for the Offshoring Industry 2022–2026”. The new strategy offers a quantum of incentives in the form of annual reimbursement on OPEX per new hire with a declining scale between 2022 and 2026. ITIDA also offers additional incentives for companies operating from Knowledge City Innovation Center, in addition to Government Support offered specifically for Electronics Design & manufacturing.

We, at ITIDA help a lot the businesses in this process where we avail our talent pool of fresh university graduates and our training initiatives’ pool of graduates as well.

ITIDA is the Agency supporting the growth of ICT sector in Egypt. What is the main scope of your activities?

ITIDA is the executive IT arm of the Ministry of Communications and Information Technology (MCIT); therefore it is mainly concerned with the overall development of the Egyptian IT sector, including Talent Development, Technology Innovation & Entrepreneurship, Local Companies Development, FDI Attraction & Support, Business Ecosystem Development. Additionally, ITIDA also is focused on positioning Egypt as the regional and global hub for offshoring business and home to innovative entrepreneurs and tech startups.

ITIDA is currently implementing a demand­driven strategy, developed with EY. It is based on a thorough and objective study of the Egyptian market, while simultaneously measuring and monitoring the growing demand in the global market for offshoring services, which is projected to amount to USD 540bn, with an annual growth rate ranging between 8% to 9% until 2026.

Digital Egypt strategy for offshoring industry consists of three main pillars: development of talent capabilities; development of industry ecosystem; and promotion of Egypt in international markets. Jointly, these pillars include 9 main initiatives to achieve desired goals. The most sought­after goals are to make inroads into local exports of offshoring services, with an annual growth of 19%, and to create nearly 215k jobs in the strategy’s conduct phase (2022–2026).

Moreover, we have also formulated a comprehensive five­year strategy in cooperation with Deloitte and funded by the U.S. Agency for International Development (USAID) for the tech and innovation­based entrepreneurship thriving sector in Egypt, to further support the ecosystem capabilities and ensure greater access to finance, access to talent, access to markets, and an enabling environment.

If you were to name three reasons of why to invest in Egypt, what would they be?

Egypt generally offers a variety of compelling advantages positioning it as an attractive hub for foreign investments, on top of which is first, its unique position at the nexus of Europe, Africa, and the Middle East. It is considered a nearshore location to Europe and it shares an Eastern European Time (EET) zone.

Second, Egypt is home to a large multilingual cost­competitive talent pool of +600k annual graduates; Egypt is therefore strongly pivoted to serve EMEA region due to the availability and abundance of multilingual skills, time zone, and cultural affinity.

Third, Egypt offers a set of attractive incentives to foreign investors provided through the entire business lifecycle, aiming at tripling the size of Egypt’s BPO and ITO exports over the next five years.

Above all, Egypt has long been an attractive GBS location for multinationals with its large, well­educated talent pool, strategic location, European time zone, and reliable infrastructure. Amid the current global situation where the supply chain of many industries is being disrupted and reshaped, and hence the IT offshoring is not an exception. So, we firmly believe that this time for Egypt to have its fair share of the global business services market while emerging as an economic powerhouse in the region, enabled by the recent structural reforms and Egypt Vision 2030 national agenda.

Many businesses are diversifying their operations and delivery location portfolio where we see Egypt is very well positioned to cater for the global demand and bridge the digital skills gap and global shortage of talent.

Thank you for the interview.

Digital Egypt strategy for offshoring industry consists of three main pillars: development of talent capabilities; development of industry ecosystem; and promotion of Egypt in international markets.

INVESTMENT NEWS

FORUM JOINS WADOWICKA 3 OFFICE COMPLEX IN KRAKÓW

Investment fund company set to join tenants of Kraków’s Wadowicka 3 complex. The building is owned by Partners Group & Reino Partners. JLL experts supported the tenant in the process of lease negotiations and preparation of their new premises.

FORUM Towarzystwo Funduszy

Inwestycyjnych (FTFI) is the latest tenant to move into the newly completed office building – the third and last building of the Wadowicka 3 office complex, which is located close to Rondo Matecznego in Kraków. TFI will occupy 880 sq m on the fifth floor of the building. Within the framework of the concluded contract, the landlord will also ensure the fit­out of the office space adapted to the needs of the company's team. In the process of

negotiating the lease terms, the tenant was represented by the consulting agency, JLL. JLL's Project and Development Services (P&DS) advised the tenant on office design and supervised the implementation by the landlord.

FTFI has been operating in the financial market since 2007, and currently employs over 50 people. The company specializes in the creation and management of closed­end investment funds, including non­public assets and securitization funds, and addresses its offer to individual and institutional clients, including listed companies.

– We want to provide our employees with high standards in terms of the comfort and quality of office space. This, among other things, is what Wadowicka

3 has to offer, thanks to sustainable and ecological solutions. The location in the heart of Krakow offers great value as the building’s connections to every part of the city, means that a wide range of amenities are within easy reach. This convenient location also increases the attractiveness of this new office complex in the eyes of our clients, says Michał Miśkowiec, CEO of FORUM Towarzystwo Funduszy Inwestycyjnych.

Situated in the southern part of Kraków, on Wadowicka Street, the investment has been developed in a rapidly developing business center. The location near Matecznego Roundabout, one of the city’s main arterial intersections, means that the complex is well­served by both car and public transport.

Wadowicka 3 is a complex of three seven­storey office buildings, the last of which was completed in 2021. The complex offers a total of about 31,000 sq m of office space and additional retail and service space located on the first floor.

A characteristic feature of the investment, designed by Medusa Group architectural studio, is the broken glass­like façade of the buildings. The Class A building was developed in accordance with BREEAM certification at the Excellent level, which ensures a functional and sustainable working environment.

Source: JLL

COREES POLSKA SUPPORTS SKANSKA IN THE LEASE OF THE SPARK B IN WARSAW

Corees Polska supports Skanska in the lease of the last available office space in building B of the SPARK complex, located in Warsaw's Wola district. The owner of the building is Stena Fastigheter AB, while Skanska is responsible for the commercialization of the last available modules.

Spark is a modern office complex located at Al. Solidarity. Building B currently has approx. 1270 sq m of vacant A + office space. The complex has been awarded with WELL Core & Shell certificates at the GOLD level and "Object without barriers", which proves the special quality of the space offered there. There are numerous city amenities in the vicinity of the building, as well as tram and bus stops, metro station and bicycle paths. The complex was built by the Skanska office company.

– In Corees, we follow our motto: People first – Then places. That’s why we always focus on People and their needs. It helps us also in our daily activities,

meetings and conversations related to the rental of space. Spark B has obtained certification, prioritizing the comfort of people who work there and confirming the quality offered by the building, and implemented with the people who will work in its spaces in mind. As there is not much space left, I warmly invite you to

contact me for more details about renting an office space in Spark B. At the same time, on behalf of Corees, I would like to thank Skanska for their trust and the possibility of cooperation on this project – says Monika Rogucka, Leasing Director in Corees Polska.

Source: Corees Polska

FURTHER GROWTH OF EUROPEAN LOGISTICS REAL ESTATE MARKET

According to Savills, investment into the European logistics sector has again remained strong so far in 2022, reaching €14.3bn in the first quarter, following a record year in 2021. A shortage of prime stock has driven up prime warehouse rents, with significant increases observed in London (+20%).

In Poland, the highest rental levels have been noted in Warsaw, where, as a result of the strong upward pressure observed since the beginning of the current year, the range of rental increases trend to follow the UK trend.

The largest investment volumes have been observed in Germany (€4.1bn), outperforming the UK (€2.9bn), and altogether accounting for almost 50% of total European activity in the first quarter. The Netherlands (€2.0bn) and France (€1.1bn) also recorded strong levels of investment in Q1 2022.

Marcus de Minckwitz, Head of Industrial & Logistics, Savills EMEA, comments: The main drivers behind

the sector’s stellar growth continue to be the post pandemic e-commerce boom across the continent and, more recently, in light of geopolitical crises, the race for additional warehouse space to secure international company supply chains.

With 10 million sq m of warehouse space leased across Europe in Q1, take­up is 28% above the five year average and Germany (2.4m sq m), the Netherlands (2.2m sq m), Poland (1.5m sq m) and the UK (1.3m sq m) have driven the majority of leasing activity so far this year.

Savills European Logistics Census 2021 indicated that the biggest change occupiers anticipate as a result of the pandemic is the shortening, or reshoring, of supply chains to mitigate risk. The supply chain challenges resulting from the war in Ukraine and China’s latest lockdowns have further driven demand to record levels in Poland, for example, where leasing activity has reached an all time high this quarter.

Following a record decline in vacancy rates in 2021, undersupply across the continent will also continue to reinforce investor appetite for industrial assets, says Savills. Dublin (1.1%), Denmark (1.5%), Barcelona (1.7%), Czech Republic (2.0%), the UK (2.7%), Poland (3,05%) and the Netherlands (3.2%) continue to be among some of the most undersupplied markets.

In a similar manner to 2021, this unprecedented shortage of prime stock has applied upwards pressure on prime rents, with an average increase of 5.9% recorded over the past 12 months.

For those investors still seeking product in key markets, Savills has recorded that there has been strong levels of European development in Q1 2022, with Poland’s logistics stock increasing by 16.5% yoy, and Madrid (11.6%), the Netherlands (8.8%) and the UK (5.5%) all observing strong levels of deliveries over the previous year.

Source: Savills

The beating heart of Lithuania’s GBS & ICT

Text | Monika Vilkelyte

Being an insider in Lithuania’s GBS & ICT sector, to assess changes one needs to take a step back and look at the bigger picture. This is what my colleagues and I have been doing every year for the last 8 years, with our market surveys which grew in scope together with our team. This year, I’m proud to say that 62 companies accounting for 70% of all GBS & ICT centers in the industry and 92% of its total labor force participated in the survey. In this article, I’d like to share the main findings with the readers of Focus on Business, some of whom have been following our journey for many years already.

2021 – A REBOUND AND EXPANSION OF LITHUANIA’S GBS ECOSYSTEM

I’ll start with the main trend that defined 2021: the overall recovery and growth of the Lithuanian GBS & ICT industry. Rebounding from the global challenges posed by the pandemic, 2021 saw Lithuania welcome 7 new entrants, who chose the country for their strategic operations. I believe all of them deserve a short introduction.

Like in previous years, US companies were well­represented in the new cohort. First of all, there is Itransition –the US tech leader with complex, highvalue­added ICT operations. In addition to that, we have welcomed Guidehouse, a US­based consultancy provider that established its Compliance Center of Excellence in Vilnius. Kaunas greeted a US newcomer, Digitech, a leading provider of advanced billing and technology services. We also saw a number of Western European companies discover Lithuania, starting with Accenture –an IT powerhouse that needs no introduction. They were joined by Alter Domus, a leading provider of integrated solutions for the alternative investment industry, and valantic, a German tech company with domain expertise in finance and banking.

Moreover, the number of employees within the sector grew by 14% to more than 23,000, with nearly 3,000

additional new jobs being created along the way. In fact, by the end of 2021, the sector’s growth trajectory had returned to pre­pandemic levels. Based on survey data and expansion plans, Lithuania’s GBS & ICT industry is expected to reach 25,900 employees by the end of 2022.

saturation levels. Saturation shows how many residents per 1,000 are employed in Business Service Centers. Although saturation in Kaunas and Vilnius increased in 2020 numbers (from 7.5 to 10.8 in Kaunas and from 30.3 to 36.1 in Vilnius), these numbers remain fairly low in a region

In fact, by the end of 2021, the sector’s growth trajectory had returned to pre-pandemic levels. Based on survey data and expansion plans, Lithuania’s GBS & ICT industry is expected to reach 25,900 employees by the end of 2022.

Even with the impressive growth, the sector remains highly diverse. In terms of functions performed, the highest share of employees are in IT (25%), followed by Customer Service (20%) and F&A (16%). In 2021, most growth was experienced in the F&A, Compliance and AML/KYC, HR, and Sales & Marketing functions.

We see plenty of examples of companies growing their business in Lithuania, but what is it that continues to make Lithuania an attractive destination for companies looking to grow their operations?

LOW

SATURATION = ROOM FOR GROWTH

First of all, Lithuania’s GBS industry remains highly competitive in terms of its potential, best reflected by fairly low

where saturation levels higher than 50 are not uncommon.

Compared to cities of similar size and sector maturity, Vilnius and Kaunas still offer competitively low saturation rates, and as a result, an untapped pool of talent. This means that newcomers to the country’s GBS sector can enjoy a quicker and easier scale­up, and secure more sustainable growth for their new centers.

A TOP-NOTCH HUB FOR ALL THINGS TECH

1 st globally for public Wi ­ Fi speed,

3 rd globally for fiber coverage, 4th in the Global Cyber Security Index, 1st globally in Tech Start­up FDI attraction, 2nd in CEE for Digital Skills. A quick scan of some of the stats for Lithuania’s ICT infrastructure provides a compelling case for

TAKE A DEEP DIVE WITH US!

why the country remains the ideal fit for forward­thinking GBS & ICT operations.

But that is just part of the picture. It is the country’s educated and tech­driven talent that has allowed such companies as Accenture, WiX, Nasdaq, Rocket Software, KPMG, Dassault Systemes, and many more to establish high­value­adding solutions (that include but are not limited to R&D, AI, Software Development, Cyber Security, Cloud, 5G Network Engineering, IPA, Data Science) in Lithuania.

Meanwhile, the Lithuanian government is doing its best to ensure that the country’s public sector is fully digitized, transparent, and accessible to all; thereby, providing ideal foundations for businesses to grow. These initiatives include digitizing government processes and expanding digital public services while ensuring that all public­sector data is reliable and shareable across sectors.

NEW INITIATIVES DRIVING THE GROWTH OF THE LOCAL ICT TALENT POOL

Indeed, the Lithuanian government’s commitment to providing global ICT investors with the best conditions for growth has even extended to the allocation of more than 100M EUR to national

reskilling and upskilling initiatives. These funds will be focused on high­value­adding disciplines, such as IT, Automation, and Industry 4.0. And the government has put in place ambitious targets for this program – it hopes to have delivered 19,000 new work­ready ICT specialists by 2025, an almost 50% increase on the current crop of 45,000 specialists. Time and again, companies operating in Lithuania identify the country’s top­notch talents as one of the main drivers for their continued development and growth. And drilling down into the background stats you can start to see why. First of all, in­demand skills such as coding are introduced at primary school. Moreover, STEM subjects are the preferred academic option, with Lithuania ranking 2nd in the EU for students choosing STEM. But it is not only their predilection for science­based subjects that

Author

distinguishes the local talent – but they are also highly international in their worldview. 95% of Lithuanians are fluent in at least one foreign language, while 85% of young professionals are proficient in English.

SHOWCASING A STRONG COMMITMENT TO THE ESG/CSR FRAMEWORK

Social responsibility is playing an increasingly important role within the Lithuanian GBS sector, with the presence of ESG/CSR activities effectively doubling between 2018 and today, when 70% of surveyed GBS centers have corporate social responsibility measures in place. These run the gamut from beehives on the office roofs to active support for the LGBTQ community and various financial, educational support initiatives focused on a healthier future for our communities.

Monika Vilkelyte Head of GBS and ICT Team, Invest Lithuania

If you want to learn more about these and other trends shaping Lithuania’s GBS & ICT sector, be sure to download most comprehensive to date Lithuania’s Business Services Report 2022

Orientarium – the most modern zoo in Europe!

The biggest Asian elephant in Europe, critically endangered Sumatran orangutans and gigantic false gharials. Visit Asia in your free time! The Orientarium in the Łódź Zoo invites everyone for a fantastic adventure.

The construction of the Orientarium started in September 2018. It is the biggest complex in Europe presenting the fauna and flora of South­East Asia. More than 1,300 fish in the oceanic area, the longest underwater tunnel, 35 species of animals in the Orientarium building alone (and more than 550 species in the entire zoo) – all this can be seen in the Łódź Orientarium.

WHAT ANIMALS LIVE IN THE ORIENTARIUM?

The exhibition section has been divided into four parts. In the first part – the elephant house – we can see Alexander, the biggest Asian elephant in Europe, and his younger fellow, Taru. This part also has a free flight zone. The visitors will be able to see cattle egrets (among others) flying above their heads.

The second part, called Celebes, was divided into two areas. One of them is inhabited by Asian small­clawed otters, Marlenka and Vincent, Palawan porcupines, red junglefowl and lowland anoas. The second one is home to a family of macaques – Punjub, Calineczka, Naomi and Jaya.

In the third, oceanic part, there are more than 1,300 fish, including sharks, rarely seen bowmouth guitarfish, zebra sharks, blacktip sharks and rays – ocellated eagle rays and Himantura. Visitors can admire all these species from the longest underwater tunnel in Poland which is 26 meters long. The smaller tanks contain seahorses, triggerfish, pufferfish and cardinalfish (among others).

The fourth, hottest part of the Orientarium are the Sunda Islands. It is the kingdom of many different animal

species. Here, we can meet a gigantic false gharial, Kraken, and his mate, Penelopa, Sumatran orangutans – Ketawa, Budi and Joko, gibbons, Javan langurs, binturongs, mouse­deers and sun bears. In this part, we can also see Asian birds. While visiting the Orientarium, tourists can witness the feeding of the animals, including a spectacular show during which the Asian elephants are bathed and fed, as well as the feeding of Sumatran orangutans, sun bears or sharks. All the details can be found at www.orientarium.lodz.pl.

THE ONLY ONE OF ITS KIND IN POLAND!

The Łódź Zoo is a proud keeper of many animal species that cannot be found in any other zoo in Poland. The Orientarium building itself is inhabited by species such as false gharials, Sumatran orangutans, Palawan porcupines, sun bears and bowmouth guitarfish.

The Orientarium occupies an area equal to approx. ten full­sized football pitches. It is the biggest facility of this kind in Poland and one of the largest and most modern in Europe. The complex has been divided into two parts –

Tourists can witness the feeding of the animals, including a spectacular show during which the Asian elephants are bathed and fed.

exhibition and conference. The conference center has an area of over 5,200 sq. m. There are 7 rooms with modern equipment. It is a perfect space for organizing events, business meetings, conferences and other celebrations.

LEARNING THROUGH PLAY

In addition to the animals themselves, the youngest visitors can expect a host of additional attractions. In the Orientarium, children can find several interactive towers and tables, which offer different games and fun activities connected with animals. In the underwater tunnel, there is an interactive floor, which the children can also use to have a fun time. On the premises of this modern facility, young visitors can also find special toys, which, after being activated, tell interesting facts about the animal species living in the Orientarium.

The zoo has an adventure park, situated near the Vivarium building, where also older children can enjoy active fun during the opening hours of the zoo. There are also two publicly available playgrounds where children can go a little wild.

However, the zoo has some special attractions intended for adults, too. Every

visitor has an opportunity to take care of their hands thanks to special fish tanks situated in the Orientarium building (near the swimming pool for the Asian elephants). The two big fish tanks are inhabited by red garras – fish feeding on dead skin cells. They are used in skincare and medical treatments because they perfectly cleanse and exfoliate the skin. However, the visitors are urged to remember to wash their hands carefully before putting them in the tanks.

UNIQUE MURALS AT THE ORIENTARIUM

The premises of the Orientarium and the entire zoo, in partnership with the Łódź Events Centre, have been decorated with beautiful murals showing different animals living in South­East Asia.

To make the trip to the zoo even more fun, visitors can take photos of themselves in one of our photo booths located in the Orientarium building or outdoors. There is also a catering area, with sushi/ramen, pancakes house, Candy shop, bubble tea parlour and a pizzeria.

– There are fourteen murals in total, and they have been painted by nine artists from Łódź and Wrocław. The subject of the murals was determined by the zoo itself. Animals seem to be the most natural and appropriate topic considering the place where the paintings were created. However, the entire concept is based on the diversity of forms. The visitors who walk through each part of the Orientarium have an opportunity to see varied, contrasting styles and different ways of depicting the individual animals. I am sure that everyone will find something to their liking – says Michał Bieżyński, the curator of the project from the Łódź Events Centre. The visitors will have a chance to see realistic paintings created by Maciej Bielewicz as well as fully graphic murals, based on the flat colour patches of "Otecki" and Bartek Bojarczuk. The zoo also showcases some extremely detailed murals by Ola Czudżak and Paweł Ponichtera as well as linear, slightly sketch­like works of Ola Ignasiak. Zuzanna Milewska,

Children can find several interactive towers and tables, which offer different games and fun activities connected with animals.

an artist from the Academy of Fine Arts in Łódź, painted her diploma work on the outer wall of the Orientarium, near the enclosure for the elephants. The visitors can also see a calligraphy mural by Magdalena Lauk near the swimming pool for the Asian elephants.

The paintings on the walls of the Orientarium are an excellent complement to the overall look of this facility, perfectly matching it in tone and feeling.

HOW MUCH IS THE TICKET TO THE ORIENTARIUM?

A new price list is in effect after the opening of the new complex on the premises of the zoo. The visitor can see the entire zoological garden after buying a single ticket. Visitors with an active Łódź Citizen Card will pay PLN 40 for their tickets. Visitors who do not have the Card will have to pay PLN 70.

– We have analysed the prices of other entertainment venues situated in

the Łódź Voivodeship, and the zoo will certainly not be the most expensive tourist attraction in the region – says Arkadiusz Jaksa, the director of the zoo.

The mission of zoological gardens is to provide the best possible conditions for animal species bred in captivity, which are often on the brink of extinction. Animals need special feed, professional veterinary care and regular rearrangements of their enclosures – these are only a few items on the long list of costs that we have to pay. Every visitor can make a contribution and help to protect nature – adds the director.

WHERE CAN WE PARK OUR CARS?

HOW CAN WE GET TO THE ORIENTARIUM?

The modern complex can be accessed by public transport from every part of Łódź. There is also a special ZOO bus line that takes all the visitors from dedicated car parks to the facility for free.

The visitors who come to the zoo by car can choose one of five car parks:

• Atlas Arena – 560 parking spaces

• Aquapark Fala – 180 parking spaces

• Car park at ul. Krakowska –158 parking spaces

• Car park at ul. Krzemieniecka –42 parking spaces

• Car park at al. Unii – 360 parking spaces

Individual guests can get from all the car parks to the Orientarium in fifteen minutes.

– Our zoo is surrounded by a park that is almost a hundred years old, and the mission of our zoological garden is not only to protect endangered animal species but also the nature around us. I would also like to add that most such facilities in Europe do not offer parking spaces near the entrance – says Arkadiusz Jaksa.

Visit this modern complex! The facility is open from 9:00 AM to 7:00 PM (ticket offices close one hour earlier).

The zoo is surrounded by a park that is almost a hundred years old, and the mission of the zoological garden is not only to protect endangered animal species but also the nature around us.

Large-scale investments in Częstochowa

Częstochowa is a city with high recognition, which is increasingly clearly marked on the business map of Silesia and Poland. The development of Częstochowa is illustrated by, for example, data on the systematically growing labour market, the decline in unemployment, the development of investments related to the support of business services but also in industry, including automotive and traditional industries: metal processing and glass manufacturing.

There are also large­scale investments in transport infrastructure, both local and connecting Częstochowa with the most crucial communication routes in this area of the country and Europe, i.e. TENT Baltic – Adriatic and the A1 motorway running near the city. The strategic location of Częstochowa in the centre of the country, very good road and rail communication with the largest Polish cities and access to a large population – several million people live within a radius of several dozen minutes by car – are some of the basic advantages of this developing city.

Częstochowa, the second­largest Silesian city with over 215,000 inhabitants, is strategically located at the intersection of many transport routes and close to the Katowice­Pyrzowice international airport, which can be reached by car in about 40 minutes. Large­scale investments are being carried out in the city to modernize the road system and public transport or to increase the number of bicycle paths.

– Częstochowa has completed the extension of the provincial road No. 908 within the city limits – Monte Cassino Street

– and is rebuilding the DK-46 road, which is one of the key A1 entrances to the city centre – Główna, Przejazdowa streets and the bypass of Św. Barbara. A large-scale reconstruction of the heavily loaded city fragments of DK-91 is also carried out, which includes the construction of three non-collision intersections – flyovers –says Piotr Grzybowski, Deputy Mayor of Częstochowa. Three integrated transfer nodes were also created, enabling the combination of all public transport means available in the city with individual transport. The transfer centres will

Jagiellońska 1 office complex with a usable area of nearly 9,000 square meters offering modern office and commercial space, located on one of the most important communication arteries in the city – Jagiellońska Street.

also help to develop and integrate the system of bicycle paths, of which there are currently about 76 kilometres in the city. The expansion of the transport infrastructure is one of our priorities because we want to take advantage of the fact that 8.5 million people live within a 90-minute drive from Częstochowa. In 2020 alone, we allocated PLN 65 million to the modernization of the road system, out of the total amount of PLN 155 million invested in the city at that time. The remaining funds were allocated, among others, to the construction of a water park, renovation of the downtown promenade, or thermal modernization of public facilities – Piotr Grzybowski emphasizes.

Częstochowa offers convenient rail connections with the most important urban centres in the country: travel to Warsaw by train takes just over two hours, to Katowice just over an hour and to Wrocław less than two hours. Kraków and Łódź are just an hour and a half away by train. This year, the construction of the new Częstochowa Osobowa Railway Station will also start on the site of the currently functioning building, which will be demolished. PKP S.A. plans to create a facility with various functions (in the area of new station there will also be spaces intended for trade and services) with a modern shape adapted to the needs of people with reduced mobility, using modern technologies in the field of safety and ecology. This investment is one of the key projects under the Railway Station Investments Program 2016–2023, which covers over 200 stations throughout Poland. From the point of view of the city and the needs of people visiting Częstochowa, it is an extremely important investment, which in its new form will be one of the showpieces of a developing, modern urban centre.

– The location predestines Częstochowa to develop an office base intended for business support services – BPO. Arguments for the expansion of this sector are

also educational institutions located in the city and providing qualified staff. In total, nearly 13,000 people study at six universities in Częstochowa, including the Politechnika Częstochowska. These are fields that educate employees desired on the market: over 1,650 people study engineering and technology, nearly 1,000 people study information technology, and over 1,000 people study medical sciences. Architecture and construction are the fields of study that currently educate over 560 people – emphasizes Anna Tymoshenko, Manager of the Investor Assistance Center in Częstochowa.

– Częstochowa's business hub of its heyday is ahead. Improvement of communication infrastructure, including: the road system in the city, attractive conditions for investors who want to invest in the city, an extensive and constantly expanding educational base, constant flow of people, growing investments in Częstochowa, locations of the Katowice Special Economic Zone; in which entrepreneurs have already invested over PLN 1.7 billion; are just some of the factors determining the growth of this urban centre – says Łukasz Tomczyk, Commercialization Director at DL Invest

Group, a Polish investor and developer, which in Częstochowa has completed the DL Jagiellońska 1 office complex with a usable area of nearly 9,000 square meters offering modern office and commercial space, located on one of the most important communication arteries in the city – Jagiellońska Street.

In Częstochowa, along with the increase in the wealth of the inhabitants and the development of the city, the demand for modern residential space is also growing. Currently, the most visible are investments in multi-family housing in the Parkitka district. Besides, buildings and housing estates in the terraced, apartment and multi-family housing are also being built in the districts of Lisiniec, Grabówka, Północ, Podjasnogórska, Stradom, Kiedrzyn, Wyczerpy and Raków. The development of residential real estate in the coming years will accelerate both in the city of Częstochowa and in neighbouring locations, which is also possible thanks to the well-developed network of local roads, which opens up several areas located even at a certain distance from cities – summarizes Piotr Grzybowski.

Translation: M. Wytrzymała

The Old Town, Częstchowa.

Electronics as a driving force of Pomeranian industry

Text | Radosław Młynarczyk & Tomasz Wrzask

What challenges does automation of production and supply chain organization bring?

What does the Pomeranian education and labor market look like? Is the crisis in the semiconductors market an opportunity for the rapidly developing region?

Pomerania is ranked among the most prosperous regions in Europe. On the map of Poland, the most dynamic economy in Central and Eastern Europe (CAEE), it is one of the most attractive areas for locating business. More than 300,000 companies have located their headquarters here, including those from the electronics industry.

– Well-trained and educated staff, investment projects of the biggest players, such as: Flex, Lacroix Electronics, Aptiv, Intel, Northvolt, Radmor – all this generates an investment climate for the electronics industry in Pomerania – says Maciej Marchewka, PR & Marketing Project Manager, Invest in Pomerania.

SPECIFICS OF ELECTRONICS PRODUCTION IN POLAND AND POMERANIA

In terms of trade, the volume of Polish imports of electronic products still slightly exceeds exports. In 2020 this difference has further widened, due to increased sales of consumer electronics resulting from pandemic demand. In turn, the products that Poland successfully exports remain primarily consumer electronics, household appliances and telecommunications, as well as electrical wires. It should be noted that the fastest growing group of goods in the context of exports are batteries and separators, also classified in the SWAiD as electronic equipment.

In Pomerania electronics manufacturing has for years remained one of the key industries both in terms of employment and export activity. At the same time, the sector is characterized by its

distinct specificity compared to the rest of the country. While over the past decades the production of consumer appliances (especially consumer electronics and white goods) has developed primarily, Pomerania has developed fabrication models targeted and integrated with various industries, including artificial intelligence, telecommunications and automotive. For the automotive sector, the region produces cameras for autonomous driving, roof panels, electric cars’ chargers, lighting systems, amplifiers, firmware; for other sectors: telecommunications devices, control systems, identity documents, data center infrastructure. At the same time, companies have a very flexible approach to the products they offer – depending on the market demand, they adapt their production to specific industries, as well as constantly expanding the range of services, becoming more and more involved in R&D activities or new product development processes. Due to climate change, it has become an absolute priority for many electronics companies to achieve climate neutrality within the next few years. PPAs (longterm power supply agreements) are being signed on an increasingly large scale, and new investments are being made in green energy plants for use in industrial processes. Major players, such as Flex and Aptiv, are taking power generation on their own shoulders in order to become less dependent on suppliers and – above all – to lower their company's emissions, meet customer demands and implement a global low­carbon energy policy.

HUMAN RESOURCES – THE BASIS OF THE DEVELOPMENT OF THE ELECTRONICS INDUSTRY

To carry out ambitious investment projects, qualified staff is needed. In Pomerania 14,500 people work in electronics sector and 12,000 of them produce computer, electronic and optical solutions. This is the best result in the whole country and constitutes as much as 1/5 of all people employed in this industry in Poland.

Naturally, the key role in the supply of talent to the market is played by the educational system. The university that meets the needs of the sector to the greatest extent is the Gdansk University of Technology. It offers as many as 13

faculties, where about 5,400 students educate in the specialties desired by the electronics industry. Companies, in turn, in order to further increase the possibility of acquiring staff, are willing to engage in educational projects, such as joint work on curriculum development, student

Technology, titled: Electronic devices manufacturing engineering and Electronics production engineering. On the other hand, one of the interesting industry initiatives is co­creation of courses at postgraduate studies at the Gdansk University of Technology, titled Production

Pomerania has developed fabrication models targeted and integrated with various industries, including artificial intelligence, telecommunications and automotive.

internships, competitions for best students. One of the interesting industry initiatives is co­creation of postgraduate studies at the Gdansk University of

Engineering of Electronic Devices and Quality Assurance in the Technical Industry. It is a joint initiative of University, ICT Interizon Cluster and local companies.

Similar activities are undertaken in vocational schools that educate 10,000 students in key occupations for the industry. Half of them are IT technicians. Companies such as Flex and Lacroix are involved in cooperation with vocational schools in the local area. They create, among other things, patronage classes whose graduates are prepared to take up their first job or internship in the industry. Cooperation with schools focuses on investing in the technical and didactic base of schools, transferring knowledge and skills to students and professional development of teachers. Companies also have the opportunity to co­create the offer of vocational education: to give opinions and develop curricula for the profession.

SEMICONDUCTORS – AN OPPORTUNITY FOR POMERANIA?

For several years, Pomerania has been trying to attract potential investments in semiconductor factories. Global crisis on the market, caused by pandemic lockdowns, created a new opportunity. The associated significant increase in

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demand for chips, from the telecommunications and computer sectors, resulted in a noticeable bump. This was further exacerbated by the sudden rebound of the automotive sector in 2021, compounding the demand for microprocessors.

The largest silicon wafer manufacturers are in Asia, with 3 countries in the region being de facto monopolies in the field: 63% of factories are owned by Taiwan, 18% by Korea, and 6% by China. The largest manufacturer currently is TSMC (Taiwan Semiconductor Manufacturing Company), which accounts for 54% of the revenue of all semiconductor wafer foundries in the world. There has therefore been a demand for production closer to target markets, such as Europe.

In the context of further announced investments in the electronics industry, a fundamental question arises, whether Pomerania can be a potential location of a semiconductor factory? Undoubtedly, the key factor is the availability of suitable investment land. Semiconductor factories, together with the accompanying infrastructure, occupy an area of even

several hundred hectares, generate huge demand for electricity, gas, water, must be well connected and at the same time located away from potential sources of vibration (e.g. railroad).

On the other hand, there is an issue of availability of appropriate personnel. For example, Intel's production campus in Leixlip, Ireland, after the completion of the expansion will employ over 6,000 people, including engineers of electronics, automation and chemistry. Therefore, despite the high degree of automation in production, the access to adequate human resources is very important, and the Tricity agglomeration can deliver easily. It is also worth noting that in its analysis for Invest in Pomerania, the World Bank points to manufacturing related to semiconductors as one of the industries that Pomerania has a chance to develop in the future. Taking into account good infrastructure and well­trained staff, there is a unique opportunity to create a semiconductor manufacturing hub in CAEE.

Authors: Radosław Młynarczyk, PR & Marketing Associate; Tomasz Wrzask, PR & Marketing Project Manager, Invest in Pomerania

The article is based on data from Focus on Electronics Sector in Pomerania report, created by Invest in Pomerania in cooperation with companies representing the electronics sector in Pomerania: Intel, Flex, Lacroix Electronics, Radmor, Aptiv and Randstad employment agency. The report can be found on the website www.investinpomerania.pl.

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Competitive advantages of Bielsko-Biała – a compact city, ideal for life, career and leisure

In today's world, more and more often we observe trends according to which professionally active people, instead of choosing large, usually crowded urban centers, decide to link their professional and family life with medium-sized cities, the so-called compact cities.

What exactly is this compactness? Nowadays, urban planners define the idea of a compact city as a city where the distances between places of residence, work, study, services or leisure are short, and a significant part of the journey can be made by bike or on foot, and public transport is an attractive and popular means of transport among residents. The idea of a compact city is the urban goal and aspiration of many European cities. Colloquially, a compact city, otherwise known as a 15­minute city, is a city great to live in a clean and especially ecological environment.

Bielsko­Biała is a perfect example of such a city. More and more young families decide to move to the capital of Podbeskidzie from big­city centres, appreciating its compactness and fact that the city is surrounded by mountains.

One of the strategic goals of the “Development Strategy of Bielsko­Biała until 2030“ adopted in May this year is the assumption that Bielsko­Biała has to be a compact city, developing an ecological transport system. At this point, it should be noted that the city of Bielsko­Biała, after many years of investment in the development and modernization of road infrastructure, primarily improving road transport, wants to focus in the coming years on expanding the network of bicycle paths, giving priority to pedestrian traffic and public transport, including systematically increasing the use of ecological bus fleet, limiting the scale of negative effects of emission of transport pollution and noise. The city authorities

hope that the inhabitants of the city will change their transport habits and switch from private cars to city buses and bicycles. Especially that Bielsko ­ Biała is a mecca for cyclists. The city is frequently visited by mountain biking enthusiasts from Poland, the Czech Republic and Slovakia to ride the best Enduro Trails routes in Poland, built in the Szyndzielnia massif. Bielsko­Biała promotes cycling tourism, among others by organizing probably the largest cycling event in Poland – the Happy Bike Beskidy festival, which took place on the weekend of June 25–26 this year.

faculties are not the only fields of study in Bielsko­Biała. The University of Bielsko­Biala also offers the possibility of education in philology, business management, environmental protection, transport or in the more and more popular medical facul ties such as nursing or medical emergency. The offer of studies at the University of Bielsko­Biala is complemented by several private universities operating in Bielsko­Biała.

A compact city is also a city where its inhabitants have easy access to public services, in particular health care. In this respect, Bielsko­Biała can boast

What else makes Bielsko ­ Biała attractive compared to Polish or other European cities? The high level of education, both at the level of secondary and vocational schools, undoubtedly contributes significantly to the dynamic development of the city. Bielsko­Biała is home to the largest university in the Podbeskidzie region – the University of Bielsko­Biala which educates students in valued technical faculties, such as: automation and robotics, computer science and mechanical engineering. Graduates of these faculties are extremely desirable on the local labor market, due to the presence of numerous IT and automotive companies in the city. Technical

one of the most modern oncology hospitals in the country. Huge multi­million investments in infrastructure, including modern equipment and qualified staff, have resulted in the creation of a specialized center where patients are treated not only from Bielsko­Biała or Podbeskidzie, but from the entire Silesian Voivodeship. The expansion of the oncology hospital in Bielsko­Biała was recognized as one of the ten Top Municipal Investments in 2022. People coming to the city also notice a large number of private medical facilities and rehabilitation centers, whose services are also used by patients from other regions of the country.

More and more young families decide to move to the capital of Podbeskidzie from big-city centres, appreciating its compactness and fact that the city is surrounded by mountains.

Certainly Bielsko ­ Biała is also attracted by the unique nature at your fingertips. Bielsko­Biała is a city located at the foot of the Beskids. Many hiking trails start right here. A large part of them are walking routes that every beginner tourist can handle. Starting our journey in Bielsko­Biała, we can reach several mountain peaks. In winter, skiing enthusiasts can take advantage of the rich offer of ski resorts in Szczyrk and Wisła, located not far from the city.

The comfort of living in Bielsko­Biała is also increased by the pocket parks in various parts of the city called the Gardens of Bielsko­Biała residents. They allow you to spend your free time near the place of residence. Currently, the inhabitants of Bielsko ­ Biała can relax, among others, in the Butterfly Garden or the Rose Garden, and in the near future also in the Secret Garden. Beautiful flower meadows are also very popular, as they enriched the ecosystem in an unusual way and made the urban landscape more attractive. Over the next ten years, it is planned to gradually increase the proportion of urban green space in the city's area and to create further pocket and linear parks along the White River in order, among other things, to achieve the city's resilience to climate changes.

Bielsko­Biała is a city that attracts people who appreciate work­life balance, as well as companies that respect this idea. The city offers the opportunity to work and career in a friendly environment and to practice various activities in free time.

The fact that it is worth being present on the local market, due to the above­mentioned advantages of the city, is noticed by more and more entrepreneurs and investors. Recently, the commercial real estate market has also been dynamically developing in Bielsko­Biała, offering office space of various classes, which is of particular importance for the development of the modern business services sector.

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In this context, we should definitely mention Cavatina Hall – the first facility in Poland with spectacular architecture, which is a perfect example of interpenetration of modern office spaces and world­class cultural spaces. Cavatina Hall is a place of work, but also a unique concert hall, which is a place of many prestigious cultural events, such as jazz concerts as part of the international festival – Bielska Zadymka Jazzowa. Due to the huge interest of investors in the office space in Cavatina Hall, the complex is currently being expanded with another office building with a total area of over 15.5 thousand square metres.

The advantages of Bielsko­Biała and its competitive edge over other urban centers in Poland are reflected in the high places that the city achieves annually in the rankings. In 2022 alone, a noteworthy result is the first place of Bielsko­Biała in the ranking of cities with poviat rights of the Śląskie Voivodeship prepared by the Jerzy Regulski Foundation for the Development of Local Democracy in cooperation with the Central Statistical Office. The aim of this ranking was to select the best communes and to promote those that stand out in terms

of socio­economic development. In this ranking, Bielsko­Biała left behind, among others, Katowice (2nd place) and Rybnik (3rd place). Moreover, in another nationwide ranking assessing the attractiveness of cities for business, prepared by the prestigious Forbes magazine, Bielsko­Biała was classified on a very high 7th place in Poland in the category of cities with 150,000 to 299,000 inhabitants.

The city authorities have been famous for many years for their very good relations with business, as evidenced by the strength of the local economy, which is considered to be one of the three (next to Katowice and Gliwice) growth centers of the Śląskie Voivodeship. The pro­investment policy of the city authorities attracts new investors to the city and encourages domestic capital to invest in the city.

The authorities of Bielsko­Biała hope that the implementation of the new “Development Strategy of Bielsko­Biała until 2030“ will make the city even more attractive and friendly to its inhabitants and business, and thus increase its competitiveness in relation to other Polish cities in attracting new residents and investments.

City Hall in Bielsko-Biała | Strategy and Economic Development Department

Plac Ratuszowy 1, 43­300 Bielsko­Biała

Phone: +48 33 4971 486, e­mail: wrg@um.bielsko­biala.pl www.bielsko­biala.pl

Panorama of the City. Photo: Paweł Sowa.

Kielce is proud of its brands

Kielce is famous for its unique bus station in the shape of a UFO, witches from Łysa Góra and windy weather... But what distinguishes the city is also unique companies that Kielce are proud of, and have found their own niche on the market, offering high-quality products for demanding customers.

ACTIVTEK – NEW AIR QUALITY

ActivTek's mission is to ensure the highest standard of microbiological safety in buildings where people are present. The company belongs to an international group of companies specializing in providing systems of a new technology for the elimination of microbiological hazards from the air and surfaces. ActivTek systems appeared on the Polish market in 2010. It is an innovative system for eliminating viruses, including the SARS­CoV­2 virus. In addition, RCI ActivePure® technology allows to get rid of bacteria, fungi, allergens as well as volatile organic compounds and unpleasant odours.

Currently, ActivTek is the exclusive distributor in Poland of systems using the ActivPure® RCI active purification technology. It outclasses most of the disinfection methods used in buildings so far, practically in all fields. It carries a number of practical and financial benefits. It cleans and purifies the air, basing on natural processes.

Interestingly, NASA recognized the ActivePure® RCI technology as one of the most important discoveries of scientists and in 2017 entered it on the world­renowned "Space Technology Hall of Fame" list. Only 75 technologies in the last 30 years have received such an honour. In this list, along with ActivePure® RCI, there are, among others, technologies such as: GPS, pacemaker (AICD), ventricular assist device (VAD) or cochlear implant (Cochlear Implant) for the deaf and hard of hearing.

NASA recognized the ActivePure® RCI technology as one of the most important discoveries of scientists and in 2017 entered it on the world-renowned "Space Technology Hall of Fame" list.

FEEL THE CITY – A FAMILY BRAND

was created: the Kielecki Mayonnaise, a bus station, T­shirts with an inscription stylized on the former Społem logo... This is why Feel the City products are most often used as gadgets and souvenirs for residents and visitors. When creating products, the owners draw inspiration from the traditions of the Świętokrzyskie region, from the places where we live. This allows you to think about what is local and pay attention to the potential of the region.

The company appreciates high­quality goods and the idea of sustainable production as well as timeless design. All products are designed by the owners and their production is entrusted to local manufacturers. Out of passion for fashion, the company also designs clothes and accessories for women.

INVEX REMEDIES – TECHNOLOGIES FOR HEALTH AND BEAUTY

What distinguishes the ActivePure® RCI technology from all others is the ability to simultaneously clean the air and surfaces in the presence of people, animals and plants. It is completely safe for living organisms. No other technology offers such possibilities.

Feel the City was founded by two people in Kielce in 2020. These people, apart from marriage, share many common interests, such as culture, art, design, street art. They are passionate about traveling, discovering new interesting places with atmosphere, but also looking for inspiration in places that are well known and close to the heart of travelers.

Thanks to these inspirations, based on the local history, the only brand in the world that uses the symbols of Kielce

It all started in 1987. Invex Remedies was established on the basis of the technology of the INWEX Innovation and Implementation Unit, which was founded in 1987 by an outstan ding inventor, chemist Stanisław Szczepaniak. The founder of the INWEX company, as the creator of over 140 patents, was honoured during the invention fair with numerous awards, titles, orders and gold medals, inscribing forever in the history of Polish science.

Stanisław Szczepaniak's son, Remigiusz, continues his father's work by supporting him in his scientific work and, as a co­creator of over 40 patents and over a dozen patent applications in the field of chemistry, is the co ­ owner of the company and the President of the Kielce Business Centre.

Feel The City uses the symbols of Kielce was created: the Kielecki Mayonnaise, a bus station, T-shirts with an inscription stylized on the former Społem logo... This is why Feel the City products are most often used as gadgets and souvenirs for residents and visitors.

In 2002, a medical diagnosis revealed that Stanisław Szczepaniak was seriously ill. A very risky operation appeared to be the only solution, but without any guarantees of success. Mr. Stanisław eventually gave it up, but when he left the hospital, he made a number of tests, which showed, among others, that in his body silicon is present in almost trace amounts. He began to consume preparations containing silicon available in pharmacies, but the effects were not satisfactory.

The owner of the company took matters into his own hands and in the INWEX laboratory, under his supervision, research and testing began, and then the production of a preparation containing silicon. And so, out of the need to save his own health, Mr. Stanisław developed the first Silor+B silicon with boron dietary supplement, which helped him rebuild his condition and health. Subsequent formulas of the preparation were based, among others, on the therapeutic properties of gold or silver known for ages. After many trials, a unique and innovative monoionic technology was finally developed and patented.

This is how the excellent, reputed company Invex Remedies was created.

On the basis of the developed solutions, formulas and monoionic technology (protected by patents), three lines of cosmetics were created, as well as dietary supplements in a highly absorbable liquid form. The offer includes, among others supplements with silicon, boron, iodine, selenium, vitamin B12, C, D3, omega­3, glutathione and biochelates (formulas containing valuable elements, such as zinc, copper, magnesium, manganese), as well as cosmetics: a rejuvenating line with gold GOLDEN TOUCH, cleansing silver SILVER TOUCH and strongly regenerating, silicon line ORGANIC SILICA, which not only affect the beautiful appearance of the skin, but also improve the condition of the entire body.

WSP SPOŁEM – NOT ONLY MAYONNAISE!

Cooperative WSP "SPOŁEM" started its operation on September 15, 1920. On that day, the first batch of household soap was cooked. Later, the company, in addition to chemical production, also took up the food industry, which over time became its specialty. Thanks to the consistent implementation of a long­term development strategy, the company currently has a very modern production and

technological infrastructure, capable of carrying out virtually any order.

The second mayonnaise producer in Poland, one of the largest producers of mustard, and a major exporter of food to the markets of Eastern and Southern Europe. Contrary to appearances, it is not a description of a branch of an international concern, but a Kielce­based cooperative "SPOŁEM". This inconspicuous name hides a modern, profitable and dynamically managed business entity that competes on an equal footing with the world giants. At present, the company produces Kielecki Mayonnaise, known on the market for over sixty years, mustards and spirit vinegar produced since pre­war times, as well as ketchup, sauces and SNACK­Przysmak Świętokrzyski.

More than 100 years of tradition does not exempt from the obligation of long­term planning. The managerial staff, both in the sales and production divisions, was based on dynamic, creative people who know how to operate in a free market. All this together means that WSP "SPOŁEM" enjoys respect both as a business partner and as an employer. Due to the employment, production volume and share in the food products market, the company is one of the top companies in the city and in the voivodeship, and by many it is even considered one of the symbols of the Świętokrzyskie region. ***

In order to present the economic image of Kielce, we have selected a few unique brands that win the hearts of Kielce citizens with their quality and popularity. The city's ambition is that these companies, as well as many other local brands, should conquer hearts of Polish residents and hit foreign markets. It is worth trying and see if the products rightly deserve a high rating. We cordially encourage you to do so.

The one and only Katowice Summit

For 3 days, all eyes of the international business world, especially from the business services sector, and politics turned to Katowice. From 30th May to 1st June, Katowice hosted ABSL Summit 2022 – one of the most important events in Central and Eastern Europe, analysing global trends and their impact on economic and social development. The event was organised by the Association of Business Service Leaders (ABSL).

The theme of ABSL Summit 2022 covered three main areas: leadership in times of crisis, data and disinformation as phenomena influencing business decisions, as well as the changing socio­economic environment and the need for its transparent regulation. The entire event was honoured by the presence and speeches of the biggest celebrities in international politics, business and culture. The summit was honoured by the speeches of: Al Gore – Vice President of the USA, awarded

the Nobel Peace Prize for his efforts in “informing the world of the dangers posed by climate change”, and Garri Kasparov, chess grandmaster and former world chess champion, pro­democracy leader, global human – rights activist and business speaker. Additionally, Aleksander Kwaśniewski – former President of the Republic of Poland and Szczepan Twardoch – a world­famous writer with Upper Silesian roots were present. Speeches and debates revolved mainly

around global challenges in the current times of geopolitical changes. The integrating element and thread running through most of the sessions was the theme of climate protection and sustainable economic development.

The numbers speak for themselves: more than 1,100 participants – business leaders, representatives of national and world administration, experts, scientists and the most opinion­forming media, 100 panels and countless networking oppor-

Photo: NOSPR in Katowice – ABSL Summit 2022 location.

Photo: com.tv/UMK.

tunities. The summit is just one example of large­scale international events such as congresses, conferences and festivals which take place in Katowice.

The choice of Katowice as the host of this international event should no longer surprise anyone. Katowice, and consequently the whole Metropolis, as the first one in Poland generating about 8% of the Polish GDP, is a huge economic, social, intellectual, communication and cultural wealth, and the investment potential of the Metropolis GZM (Górnośląsko­Zagłębiowska Metropolia) is ranked as one of the most dynamically developing business locations in Poland. The city of Katowice is currently a model of transformation from a typical industrial centre into a vibrant modern metropolis, which for over 3 decades has been building its position as an important centre of science, culture and technological innovation. It is also one of the fastest growing hubs for the modern business services sector.

In order not to be groundless and not to base the value of Katowice only on narrative marketing, one should present specific data which stand behind the consistently built success of the city. We do not have to look far for the sources, as during one of the meetings at ABSL Summit 2022 the premiere of the latest, this year's Report "Business Services Sector in Katowice" took place.

Katowice and Metropolis GZM in the sector of modern business services are constantly recording an upward trend. This growth develops in two ways, it is generated both by new investment projects and investors present and operating for a long time, who decide to extend the scope of their services. During the last year six new investors decided to start their investments in Katowice and Metropolis, which is the second highest result in Poland in terms of new investments in the sector. Almost 30 thousand people are already employed in 126

centres, so as business services can be considered as a strong local specialisation. The majority of employed specialists work in centres located in Katowice, which provide employment for 82% of all people in the sector. Over the last 5 years, employment in service centres in Katowice and GZM increased by 67.6%, which created a total of 12 thousand new jobs. The forecasted level of employment in Q1 2023 will be over 32 thousand people. Most of the current investments belong to companies from the USA (25), Germany (13) and France (12). Polish investors currently own 35 centres. The main category of provided services remains IT services – 59 centres (43% of the total employment), followed by SSC/ GBS (28.3% of employment) and BPO (17.9% of employment). Other types of services, including R&D have a 10.8% share in employment.

of office space of varied standard that Katowice has at its disposal. At the end of Q1 2022, the office stock amounted to 715,000 m2, and five office projects offering a record new supply of space amounting to 116,500 m2 entered the market.

As Marcin Krupa, the Mayor of Katowice, emphasized: – The growth of the sector means the good condition of our local economy, which proves the effectiveness of the current development strategy. One of the most important resources of the modern world is knowledge, and given the continuous development of schools and universities in the GZM, the programme supporting start-ups and the global educational programme P-TECH, it has ideal conditions for increasing its value. The culmination of many years of activities in the field of education is the honouring of Katowice with the title of European City of Science 2024. This will create

For years, investors who have been choosing Katowice as the location for their investments invariably point to its favourable location, costs and market potential, e.g. in terms of the labour market and the size of the educated workforce, in relation to other countries and cities in Central and Eastern Europe. A strong bargaining chip is the fact that Katowice and Metropolis stand out in terms of cooperation with local universities and the availability of highly qualified employees, all the more so as the key constraint on development is the availability of employees with the competences of the future. This is evidenced by the second place in both categories in the annual ABSL ranking. Not without significance is also the wide offer

an impulse not only for the city but also for the whole Poland to take a good position on the European and world level. Therefore, we do not slow down and we continue to act to take advantage of the opportunities opened by this title and thus achieve even better results

In order to get Report "Business Services Sector in Katowice", please visit our website: www.invest.katowice.eu, while other information and analyses from the Katowice business services sector, news, from economic, through investments related to the implementation of business activities or the quality of life of residents, can be found on the city's LinkedIn profile, which we invite you to follow now: linkedin.com/company/ invest­in­katowice.

Investors Assistance Department

Katowice City Hall

www.invest.katowice.eu

Over the last 5 years, employment in service centres in Katowice and GZM increased by 67.6%, which created a total of 12 thousand new jobs. The forecasted level of employment in Q1 2023 will be over 32 thousand people.

Poznań – the City of Innovation of the Future

Bold investments in Poznań are one of the assets behind the city's innovativeness. It is proven by the IT projects which are particularly popular here. Highly developed IT market brings results in the form of modern projects carried out both in the public and private sectors of the city. The effects of these activities can be seen at universities and technology parks, which drive business development.

From a group of projects that have recently been created or developed in Poznań, we present to you the most innovative ones. Check how we are doing IT in the capital of Wielkopolska region!

POZNAŃ WITH THE FIRST QUANTUM HUB IN CENTRAL AND EASTERN EUROPE

One of new investments is a quantum hub which was established in Poznań. It is the first such facility in Central and Eastern Europe. Under the agreement Poznań Supercomputing and Networking Center (PSNC), affiliated with the Institute of Bioorganic Chemistry of the Polish Academy of Sciences, joined the IBM Quantum Network. Such a high­level global community brings together more than 180 companies, research institutions, laboratories and start­ups, which are working together towards the development of quantum technology and explore its practical applications.

– The world is changing, and digitization and the Internet are providing to the unprecedented in history acceleration of this process. This also applies to our country. For years, we have been observing the West, trying to reduce the distance that separates us from the local business and scientific solutions. Today we can be not only the best in certain areas, but even the first – says Jacek Jaśkowiak, Mayor of the City of Poznań. – I congratulate the representatives of the government, science, business, and self-government on the cooperation that allowed us to bring

about today's event. Because only cooperation, big dreams, vision, and determination can give us an advantage over others. We can be proud that Poznań is once again the place where something begins. And I have no doubts that something great is starting.

Future projects will be implemented in cooperation with other entities of the global IBM Quantum Network ecosystem. Such an investment will enable Polish scientists to develop innovative technologies in the field of quantum computing and work on their practical application in many fields, not only science, but also everyday life.

The launch of the hub was also an ideal opportunity for universities –Adam Mickiewicz University in Poznań and Poznań University of Technology

will create new fields of study related to quantum computer science. This interdisciplinary field will combine areas of knowledge from physics and computer science. This is a breakthrough step towards expanding the quantum ecosystem in Poland.

LEGO IS NOT JUST ABOUT FUN

The LEGO® Education Innovation Studio, opened at the beginning of the current academic year, was also created for a much wider audience. Part of the Faculty of Mathematics and Computer Science at Adam Mickiewicz University, the special space is a place for engaging education, combining elements of learning, work and play. It aims to stimulate creativity and provide the freedom to ask questions that is sometimes lacking in

Mayor of the City of Poznań, Jacek Jaśkowiak at the openning of the first Quantum Hub in CEE.

everyday life, following the principle of 'learning by doing'. Here, real­life challenges are met with a collaborative and fun atmosphere that makes solving them easy and enjoyable.

However, LEIS is not limited to just one age group – it is a place for both older and younger people. The studio hosts seminars and in­service workshops for teachers and students, open lessons led by teaching students and student internships, but also workshops for students and younger audiences. There are also FIRST® LEGO® League tournaments and regular meetings of the Friendly Education Ambassador network.

The innovation studio is a separate room in the faculty building, exclusively equipped with LEGO® Education concepts. This provides an ideal environment for teachers to provide practical skills­oriented lessons. The students, on the other hand, experience an interactive learning environment that brings out their strong sides and promotes teamwork, communication and creativity. The solutions offered by LEIS can also be used for robotics and IT education classes.

NEW SPACE FOR THE CREATIVE INDUSTRY

On May Poznań also welcomed eN Studios. The investor of the project is a private university Collegium Da Vinci. It is a new office space intended for the creative industry, consisting of professional studios for representatives of the advertising, gaming, audio or photo and video industries, as well as for creative and interactive technologies. Professionally equipped studios intermingle with office space, meeting rooms, and conference and workshop rooms. There is also a relaxation area, catering facilities and call boxes. A unique solution ensures cooperation and exchange of experience between companies present in eN Studios.

– At Collegium Da Vinci, for years we have been following the principles of practicality and interdisciplinarity as the driving forces behind the development of people and companies. eN Studios is the realization of these visions, the quintessence of our ambitions and

New investment in the city

Name of the investor: SIS LLC

Country of origin: United States

Sector: IT

Number of workplaces: 206

Occupied space in m2: 295

Location in the city: Maraton Business Link

SIS, LLC based in Atlanta, Georgia, USA, with offices in Canada, India, and Ukraine, recently expanded its European footprint into Poznań, Poland. SIS is excited to serve more Enterprise Resource Planning (ERP) customers and reach more Information Technology talent in the Poznań area.

SIS has been a Microsoft Gold Certified Partner for 25 years providing ERP software and implementation services. SIS specializes in project solutions for the Construction and Project Services business as a Microsoft Dynamics 365 partner including Power Platform and Azure.

The SIS focus is on connecting and unifying data from the field to the back office. We enable our customers, from an opportunity to cash, to manage their costs, mitigate risks, and deliver unique value proposition to their customers.

Mark Kershteyn Partner, SIS LLC

On May Poznań welcomed eN Studios. The investor of the project is a private university Collegium Da Vinci. It is a new office space intended for the creative industry, consisting of professional studios for representatives of the advertising, gaming, audio or photo and video industries, as well as for creative and interactive technologies.

eN Studios – one of the most modern spaces for the creative industry.

the realization of Collegium Da Vinci's core value – curiosity. It is a perfect place to discover the possibilities of technology and your own creativity, but also to build your business and contribute to the development of Poznań and the province. We are convinced of the potential of this place and are extremely excited about the opportunities it will open up for the creative sector and the ICT industry – says Krzysztof Nowakowski, rector of Collegium Da Vinci.

In the nearly 300­square­metre Motion Capture studio, a gaming space with the equipment needed for object scanning or VR production will be waiting for game designers and producers. The possibility to use Performance Capture technology, which enables simultaneous sound recording, is also something to be proud of. eN Studios was the first studio in Poland to do so.

In turn, the 120 ­ metre photographic studio with a cyclorama is one

of scientific works and discoveries.

of the largest facilities of its kind in Wielkopolska. Those interested will be able to fully realise the recording of a music video or film here, using modern equipment adapted for each type of film production and full lighting.

Sound engineers will also find things to do at eN Studios, which has one of the largest audio spaces in the country. It offers the opportunity to record both bands and soloists, voiceover recordings, podcasts or even professional film sound and post­production.

TECHNOLOGY PARKS

AS A SOURCE OF INNOVATION

For many years, the Poznań market has also been developing dynamically thanks to the support of technology parks. These include Poznań Science and Technology Park, Poznań Technology and Industry Park, YouNick Technology Park and Eureka Technology Park. They have a significant impact on the economy, which receives research support that ensures the development of entrepreneurship based on knowledge, research, results of scientific works and discoveries. Comprehensive B2B services, development and investment programmes are also an important stimulant. By means of international cooperation, the parks make it possible to actively support companies introducing new technologies and solutions. They are the ideal point for anyone looking for innovative solutions.

The city of Poznań is constantly working on the development of the IT sector, which is one of its unquestionable assets. The cooperation with universities and technology centres is another step towards creating innovative climate of the city, friendly to new investments. More information is available at poznan. pl/inwestycje.

For many years, the Poznań market has been developing dynamically thanks to the support of technology parks. They have a significant impact on the economy, which receives research support that ensures the development of entrepreneurship based on knowledge, research, results

eN Studios as the first one in Poland provides Performance Capture technology, which enables simultaneous sound recording.

Time for a holiday city break in Bydgoszcz

"It’s an ideal place for those who like to go beyond the usual, to discover real cities with real people and experience something extraordinary" – say the organizers of the European Best Destinations competition where the City of Bydgoszcz was among the top ten European destinations for 2020. After work or for the weekend – in the summer season, Bydgoszcz is a highly recommended place to visit!

It is sometimes called the Polish "little Amsterdam" because, like this European capital, it enchants with numerous watercourses, cascades, boulevards or an island on the river. Built on the urban planning assumptions of a garden city in the picturesque Brda valley, today it reaches the banks of the wide Vistula River. Among the urban greenery or the river flowing through the city centre, one can get healthy relaxation

and positive energy. Residents and guests from around the world are invited to enjoy numerous tourist attractions, as well as cultural, sporting, business or entertainment events.

A WALK AROUND THE LIVING ROOM OF BYDGOSZCZ

Bydgoszcz provides an excellent opportunity to take a walk among the architectural pearls of the Art Nouveau buildings

which fill the Bydgoszcz city centre. Visitors are attracted by the charming hotel "Pod Orłem", Cieszkowskiego Street, villa estate Sielanka or the Bydgoszcz music district surrounded by greenery and with soothing sounds flowing from the windows of the buildings of music schools and the Pomeranian Philharmonic. The urban development of the city centre is combined with well­maintained parks and squares where one can find

such symbols of Bydgoszcz as the famous Bydgoszcz "Archer" or the monumental "Deluge" fountain.

The heart of Bydgoszcz is its urban treasure – the Mill Island. Located just a few steps from the Old Market Square, surrounded by water, appreciated by Bydgoszcz residents and guests, a unique space of nature, recreation and culture. The picturesque atmosphere is created by the tenement houses of Bydgoszcz Venice, the revitalized buildings of the Rother's Mills with a viewing terrace and an impressive view of the three stone circles of the Opera Nova. Water, footbridges, well­kept greenery, beautiful monuments and modern buildings of the marina – all this together with a large crowd of residents and tourists, as well as open­air cultural and sports events here, create the unique atmosphere of the Bydgoszcz river island.

IN HARMONY WITH THE COURSE OF THE RIVER

From the very beginning of the City on the Brda River, the riverside areas were

the place of its intensive development. It is the river that has stimulated the dynamic economic and social development of Bydgoszcz for centuries, giving the City a unique character, building the identity of this place and giving its residents a specific sense of community. Currently, Bydgoszcz is one of the leaders in Poland in terms of revitalizing and restoring these areas to residents. In the mirror of the river, one can see both historic buildings – the hallmarks being the Bydgoszcz Granaries, the monumental building of the Polish Post Office or the parish church, as well as modern buildings – office buildings, hotels, apartment buildings, sports and cultural facilities or the so­called Glass Granaries. More and more often the latest investments are located along the river in the form of attractive office or residential real estate. Thanks to the City's investments in the reconstruction of the boulevards on the Brda or the revitalization of the park on the Old Bydgoszcz Canal, Bydgoszcz residents are gaining new, captivating places for recreation and relaxation.

Bydgoszcz also attracts water sports enthusiasts. Brda is alive with rowing boats, canoes and pedal boats, and on its doorstep there are barges with museums and cafes or cottages on the water, offering a unique form of accommodation in the centre of the City. A popular attraction are solar­powered water trams, operating in the summer. The City's relationship with water is also emphasized by "Crossing the river" – a sculpture balancing on a line stretched between the banks of Brda, which quickly became one of the latest symbols of Bydgoszcz.

For centuries, the inhabitants of Bydgoszcz have looked at water as a transport route, a source of energy and a key element in the production process. The phenomenon of Bydgoszcz's industrial heritage consists in the ability to harness water as an element in many different ways. Today, the stories of people, places and hydrotechnical devices, inscribed in the space of the City organically connected with water, create a unique Water Trail of Industry and Crafts TeH2O, in which each of the places and

Photo: Robert Sawicki.

stories intertwines the fate of Bydgoszcz's craftsmen, entrepreneurs and social workers, influencing the history of the development of local industry and crafts.

BY TWO-WHEELER THROUGH BYDGOSZCZ

In the warmer months of the year, the climate of the City can be experienced by discovering Bydgoszcz not only from the perspective of water, but also by bicycle. In the "little Amsterdam", the inhabitants also love this eco­friendly means of transport. From early spring to late autumn, on the streets and paths of Bydgoszcz, it is easy to meet lovers of a healthy lifestyle and emission­free two wheels. It is worth taking the riverside boulevard to reach the very centre of the City. A bicycle path along the City's arteries and Art Nouveau buildings, an afternoon ride to the Polish Fauna Garden in Myślęcinek, or a trail of hydrotechnical monuments, in the soothing shade of trees over the Old Bydgoszcz Canal.

More information

Several bicycle routes run through Bydgoszcz, allowing cyclists to go to other places worth visiting in the region, such as the Koronowski Lagoon or Bory Tucholskie. Fans of difficult, sandy terrain and mountain bike tours will surely like the Bydgoszcz Forest rally. And those who wish to feast their eyes on beautiful architecture with history in the background, will set off on a bicycle journey back in time to palaces and manors in the nearby Ostromecko, Lubostroń or Skłudzewo.

CULTURAL RHYTHM OF THE CITY

Bydgoszcz is also alive with culture and art – it is primarily famous for the richness of music. Opera Nova in Bydgoszcz is one of the largest in the country, and the Pomeranian Philharmonic, with the excellent acoustics of its hall, is one of the best in Europe. Therefore, every year Bydgoszcz hosts world­famous music and opera festivals Residents and guests are also attracted by the "River of Music" – the first and only

summer series of concerts on the water in Poland, the Drums Fusion festival or the Bydgoszcz Jazz Festival.

Lovers of theatre, cinema, painting, sculpture, photography, industrial history, militaries and military will also find many ideas for spending their free time. Bydgoszcz prides on interesting, unusual museums and galleries, e.g. European Centre of Money or numerous museum objects located on the TeH2O Trail, especially Eksploseum – an open­air museum of German industrial architecture from the Second World War, the Museum of Soap and Dirt History, Leon Wyczółkowski District Museum, the Water Supply Museum or the Museum of the Bydgoszcz Canal. Every year, the Bydgoszcz Water Festival "Set your heading on Bydgoszcz 53˚N, 18˚E" takes place here. It is a unique undertaking combining the world of sailors, artists and travelers. On the other hand, theatrical art lovers are eager to come to the Pre­premiere Festival, the only one in Poland.

Bydgoszcz undoubtedly has its own unique charm. It is a "boutique" city, with numerous attractions and a rich offer for residents or guests, but still in its own way intimate, without many inconveniences characterizing large metropolises. In the vicinity of lively main streets and squares, one can find many side streets and alleys that offer unusual, inspiring places, such as alternative cafes, small pubs with artisan brewery, pearls of architecture, monuments related to the industrial history of the City or Bydgoszcz frymark full of regional products. Such places, and most of all the people one can meet here, create the unique atmosphere of Bydgoszcz. It is worth trying it for a moment and falling in love with the City in order to come back to it, or even become attached for a longer time.

Bydgoszcz Regional Development Agency

4C Unii Lubelskiej Street, 85­059 Bydgoszcz Phone: +48 52 585 88 23, e­mail: barr@barr.pl www.barr.pl

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Our Team consists of competent, best in class, former Big4 management consultants and passionate experienced analysts with finance & business background gained in various blue-chip companies.

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HR NEWS

JOANNA ROMAŃCZUK BECOMES DIRECTOR OF TMF GROUP IN CENTRAL AND EASTERN EUROPE

Joanna Romańczuk, who previously managed TMF Group's Polish and Ukrainian offices, has been promoted to Director for Central and Eastern Europe.

In her new position Romańczuk is responsible for the smooth operation of TMF Group in Poland, the Czech Republic, Slovakia, Kazakhstan, as well as Ukraine and Russia. In these countries she exercises operational supervision over the company's service delivery in the area of key competencies: Human Resources and Payroll, Accounting and Taxes and Entity Management, and in Poland additionally in the area of services related to companies' activities on capital markets.

As the company announced in March this year, part of the Ukrainian TMF Group team decided to stay in the country and continue working remotely when and where possible. The company has provided resources for Ukrainian employees and their families to live in other countries where it has branches, including Poland, where in its Warsaw office it has organized a mini kindergarten at its office and provided medical care, especially important for mothers who came to Warsaw with their children.

In March this year TMF Group also announced the termination of cooperation with all entities with a Russian UBO. At the same time, the company continues to operate its offices in Russia, which support clients from the United States, Europe and Asia in their activities in this market. Joanna Romańczuk is now responsible for coordinating these activities in Russia.

The Polish manager has been with TMF Group since 2020, when she was

appointed managing director of TMF Group's Polish and Ukrainian offices and led a team of more than 500 specialists in Warsaw, Katowice and Kiev serving more than 850 clients. From 2014 to 2020, Joanna Romańczuk was with MoneyGram Poland, where she served as CEO from 2018 and managed the Revenue Operations area within MoneyGram's global structures.

Joanna Romańczuk is a graduate of the Faculty of Law and Administration at the University of Warsaw and

Postgraduate Studies at the Warsaw School of Economics.

TMF Group is a leading provider of business administration services to companies expanding internationally, either organically or through mergers and acquisitions, and to investment funds. TMF Group services are used by more than 60% of the Fortune Global 500 and FTSE 100 companies, and nearly half of the world's 300 largest private equity firms.

Source: TMF Poland

ACCA CAREERS – ONLINE RECRUITMENT TOOL

ACCA Careers is a global employability site for accountancy and finance professionals. The online recruitment tool is connecting companies and organizations with talented financial jobseekers.

The employers can create their own account and post job offers even now at zero cost to attract CV applications more effectively. They can design their own recruiter page, with logo on all ads, and jobs’ offers sent out in ACCA daily email alerts to the candidates.

The job seekers can browse through the wide range of ACCA accountancy and finance vacancies to find their ideal job and apply online. ACCA Careers portal includes a wide range of roles in various locations from UK and Europe through to Asia.

ACCA Careers:

Source: ACCA

THE HYBRID MODEL OF WORK AND THUS THE FUTURE OF OFFICES HAVE STABILIZED

According to the latest, fourth edition of a survey conducted by Zymetria (an analytical and research company) on behalf of Skanska commercial development business unit, after two years of the coronavirus pandemic, 9 out of 10 Polish office employees believe that the traditional office is irreplaceable. Today, more than half of Poles work in a hybrid model – this translates to an almost double increase compared to May 2021. In addition, the hybrid is also the most preferred way of working – it is favored by 70% of the respondents.

Office work is perceived as being more productive – it allows people to build bonds with others, as well as with the organization itself. Even hybrid employees, who are used to working part of the time from a location other than their office, believe that remote work is more difficult to organize – as many as 80% feel that home office does not increase their efficiency and does not facilitate faster completion of their current tasks. Furthermore, new trend in terms of hybrid

work is becoming more and more evident: the 50­50 format (one week at the office followed by a week at home).

Younger office workers want to spend less time in the office compared to their more experienced colleagues. The vast majority of employees, regardless of their age, like their offices for the opportunity to interact with others, build relationships with their colleagues and develop and maintain a bond with their organization – and this is made easier at the offices that feature breakout areas.

– As many as 87% of office employees claim that office quality matters to them when choosing a new employer. Moreover, nearly one in four respondents has reported that the location of an office may influence their decision to accept or decline a job offer. Employees feel comfortable and safe in their offices – however, they also mention that there is some room for improvement in terms of privacy, for instance in terms of space that enables individual, focused work, or

to safely communicate when confidential information is mentioned. The respondents also more and more often mention breakout areas as important office elements –says Ewelina Kałużna, Head of Strategic Workplace Solution Advisory at Skanska’s commercial development business unit in CEE and Managing Director Business Link, responsible for the flexible office space management.

Among the benefits that are most appreciated by office employees, free snacks continue to occupy the top position on the list (35%). The respondents also highly value massages (31%), innovation and access to new technologies in an office (30%), some space to relax (29%), and informal team ­ building meetings (2%).

Additional sports­related activities (such as watching sports games together) or top­down, large get­togethers with all employees are the least attractive in the eyes of respondents.

Source: Skanska

The current wage trends: High wage growth dynamics and changing benefits

Text | Martyna Petrus

13% – this is how much the average monthly salary of specialists and managers has increased since the previous edition of the Antal Salary Report. According to the latest survey, indicating the level of remuneration for specialist and managerial positions, the average monthly remuneration of such employees in 2022 amounted to PLN 13,654.

The year 2022 means new opportunities for both employees and employers. Over the last year, Antal's experts noted a very high dynamics of changes in wages and there is no indication that it will stabilize in the near future. The growing expectations of employees and candidates are influenced by the level of inflation, rising interest rates and the uncertain economic situation related to the war in Ukraine. Due to these factors, growth expectations are as high as 40% of current salaries.

UNANIMITY OF EMPLOYERS – A YEAR OF PAY RISES IN 2022

IT specialists and managers could count on the biggest increases in 2022 (an average of 34% more). With a gross result of PLN 18,843, they are – apart from the management staff – the best­paid employees in Poland and beyond. Senior management (an increase by 18%) –the average monthly remuneration in this group amounted to PLN 25,895 gross. Traders and marketers (increase by 29%) – their average gross salary is PLN 13,804. Finance and accounting representatives recorded an increase of 29%. This is one of the highest wage rates among the surveyed groups (next to sales and marketing).

– The current demand for IT specialists exceeds their availability on the market.

The information technology industry is still absorbing experienced people, as well as offering offers to candidates who have changed to IT or are starting to gain their first professional experience in this area. The growing wages are also influenced by the economic situation in the country – inflation, changes related to the Polish Deal, which often have a negative effect on wages in the case of contract work, extremely popular in the sector. All this raises the expectations of employees who are more and more open to financial proposals in the euro, which they believe, is stable. The multitude of job offers also results in the candidates becoming more and more selective and waiting for exceptional offers that will allow them to raise

the financial level by up to PLN 5,000-6,000 gross – comments Monika Kiliańska, Team Manager, Antal IT Services.

– A significant diversification of salaries is also visible in the area of Sales & Marketing. The most sought-after employees are recording unprecedented increases. At the same time, the demographic decline with high demand determines a strong increase in wages in positions with little, even 3 years of experience –says Maryla Aftanasiuk­Lisiecka, Business Unit Director, Antal Sales & Marketing.

– Compared to the previous edition of the survey, the management staff, finances and accounting had a strong impact. Employers in the area of finance and accounting simply do not keep up

with the changing salaries. The highest increases were recorded at the level of specialists and lower-level managers. There are no such big changes in higher positions. Salaries were influenced by: inflation, high interest rates affecting loan installments, changes in the remuneration policy from January 2021, and above all employers who are looking for highly specialized, active experts and managers supporting business – adds Michał Borkowski, Sector Manager, Antal HR, Finance, Legal & Administration.

Human resources management specialists and managers recorded an increase in remuneration by 22% –on average it amounted to PLN 12,524 gross. The average monthly gross salary here amounted to PLN 13,284.

The dynamics of salary growth in shared services centers is also growing (22%) – thanks to the average monthly salary of PLN 9,834 gross. In logistics,

an average increase was recorded by 21% and the gross monthly salary amounted to PLN 12,164.

In the pharmaceutical and medical equipment industry, the average monthly remuneration in the analyzed period was PLN 13,572 gross (an increase by 12%).

In engineering positions, there was an increase by 10% – the average monthly salary amounted to PLN 10,611 gross.

In banking and insurance, it amounted to PLN 12,724 gross (an increase by 7%).

The lawyers who gained the most in the beginning of the pandemic have now recorded an increase in average wages of only 3%. Their average monthly salary amounted to PLN 13,068 gross.

The salaries of administration representatives increased by 28% compared to the previous edition of the Antal report – their average salary offered amounted to PLN 7,925. Despite a significant increase, it is still the lowest­paid

Martyna Petrus PR Specialist, Antal

group in the study mentioned. Compared to recent years, however, the growth rate of wages is growing.

(UN)OBVIOUS NON-WAGE BENEFITS

The benefits that have gained a lot in importance and are most willingly offered by employers are Christmas gifts and vouchers, which was probably influenced by improving economic situation. Compared to the previous edition of the report, their increase was by 8 pp. and are offered by 42% of companies. Benefits in the form of a parking space (an increase by 3 pp) and co­financing for retirement insurance (an increase by 5 pp) have also gained in importance.

Most employers are well aware of the needs of their employees. The biggest differences concern additional vacation days – here as many as 35% of respondents would like to receive such a benefit (an increase by 6 pp), and it is not offered by the current employer. Another important benefit is the company car – 24% of respondents would like to expand the portfolio of benefits with this point (an increase by 2 pp) – and co­financing education – and here 23% of responses were recorded analogously. According to specialists and managers, fitness cards are overestimated.

The working reality of gender equality

Text | Aleksandra Tyszkiewicz

Important evolutions and transformations are happening in the Polish labour market. A major change is an advance towards equality and diversity, and the growing number of organisations driving initiatives with that aim in mind. But are their current actions sufficient? According to the Hays Poland report – “Women in the Labour Market 2022" – not really. As many as 53% of female respondents encountered gender-related obstacles in their careers.

We need to acknowledge there is still a long way to go to achieve gender equality in the Polish labour market. Organisations are increasingly willing to implement diversity policies and engage in initiatives that increase the percentage of women in leadership roles. However, in reality, these changes are not satisfying for everyone. Our research shows that still there is a large group of women who don’t see the labour market as a friendly or accessible place.

DOES GENDER AFFECT CAREER DEVELOPMENT?

According to the survey that forms the basis of "Women in the Labour Market 2022", 53% of women and 28% of men

encountered in their careers obstacles due to their gender. If we drill down into the data, female specialists and managers are more likely to experience situations where their professional opportunities are determined by stereotypes, unconscious bias, or discriminatory practices than their male colleagues.

The survey responses from women say they experience cases of favouritism towards men (55%), stereotypes in hiring and promotion decisions (53%), and the assumption that they are less available to the employer as a worker (48%). Another surprising statistic is that 42% of women cited a lack of confidence in their qualifications from employers.

These sentiments are reflected in the boardroom. The results show that in 2022, only 16% of organisations are managed by women, which is 5 percentage points lower than in 2021. Poland doesn’t have a shortage of talented, successful female managers and directors, but looking at the composition of management and supervisory boards, we see the vast majority are led by men. Thereby, many important decision­making processes may miss a unique, female perspective, which can allow a focus on frequently overlooked issues – such as working conditions, internal communications, and organisational culture.

According to the survey that forms the basis of "Women in the Labour Market 2022", 53% of women and 28% of men encountered in their careers obstacles due to their gender.

Female respondents also indicated that they experienced a sense of being undervalued by colleagues in their careers. 48% of women in managerial or C­level roles have the impression that their work and effort were overlooked. Many female leaders also indicate that they are being perceived and assessed through the prism of stereotypes. These include, for example, the "feminine management style" – mistakenly understood by many as too emotional, with an excessive tendency to compromise, and a lack of esteem among subordinates.

MIND THE SALARY GAP

Another contentious issue is the salary difference conundrum between women and men. Only 33% of women and 66% of men are convinced that gender does not affect the salary level of employees with comparable skills and experience. According to the Central Statistical Office, the adjusted gender pay gap in Poland is between 18­20% – based on a comparison of employees with similar education, holding similar positions, and with similar work experience. In practice, this difference results from the fact that women work part­time in more circumstances, are employed in different sectors and occupy the top positions in companies less frequently. Pay inequality is detrimental to both organisations and employees, preventing the adequate deployment and development of talent, and leading to high staff turnover and dissatisfaction.

What could help to solve this problem?

According to 77% of women and 57% of men – greater transparency on pay.

The survey does depict a trend that points towards progress – over the last year, women have been promoted slightly more often than men. Although both female and male respondents most often indicated their efforts as the reason for getting a promotion (36% and 39%, respectively), the other arguments differ depending on the gender of the employee. While women were more likely to see the supervisor's initiative (19%) and the emerging business need in the company (17%) as the reasons behind their promotion, men usually saw it simply as the next stage of their career development path (26%).

THE BALANCING ACT OF WORKING PARENTS

Stereotypes and inferior career development prospects are not the only obstacles that female workers face – employers also see potential motherhood as an issue when considering an application. 67% of our female respondents that are working parents encountered obstacles in their careers that were related to balancing work with raising children. Parenthood and family responsibilities are still seen as being conducted, in the main, by women. As a result of this assumption, some decision­makers believe that women will often be out of the office to take care of their children, or will become pregnant and disappear on maternity leave.

parent”. Additionally, under the new legislation, new fathers are to be granted two months of parental leave that cannot be transferred to their partners. On this key issue, where the thoughts of both women and men that participated in our survey aligned, regulatory grounding will help break conventional parental stereotypes.

This momentum has pushed more employers to invest in the development of equal opportunities. These organisations recognise that diversity in the workplace equals new avenues for innovation, more ways of addressing challenges, and can be a solution to talent attraction dilemmas. The benefits of implementing equity and inclusion policies are also the backbone to achieving the goal of a satisfied

The challenges in being a working parent do not only apply to women. 45% of fathers in our survey experienced obstacles in reconciling work with raising children. In addition, 69% of women and 81% of men indicated the lack of opportunity to fully participate in the life of their children. This vital piece of information for employers must lead to the greater implementation of support programs for working parents. However, such initiatives should be addressed to both women and men who – as the research shows – would like to be equally involved in family affairs.

A BETTER TOMORROW

Gradual changes are visible on the horizon, in the hope of equal opportunities for working women and men. The EU’s Work­Life Balance Directive aims to make it easier for parents to balance work and family life, aiming to change the deeprooted figure of the “woman as the main

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and engaged workforce, one with diversity in representation.

Importantly, policies need to translate into specific actions. Ensuring equal opportunities for promotion, pay, and a fair assessment based solely on work results for all doesn’t magically happen overnight. In theory, a successful diversity policy is a keystone to building a company culture based on respect, equality, and inclusion, in which every employee – regardless of gender, age, background, or beliefs – can pursue their professional ambitions.

However, for a policy to be effective, it must be anchored in the business strategy and adhered to by managerial staff. Employees need to feel that diversity is truly important to the organisation. This is done through defined procedures, clear communication, and consistent application. Only then can both companies and employees reap the rewards, creating a better tomorrow for all.

Aleksandra Tyszkiewicz Executive Director, Hays Poland

67% of our female respondents that are working parents encountered obstacles in their careers that were related to balancing work with raising children.

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