Outsourcing&More #58 May-June 2021

Created by Pro Progressio

www.outsourcingandmore.eu No. 3 (58) | May–June 2021 ISSN 2083-8867 PRICE EUR 6 (INCL. 8% VAT)

THE ROLE OF EMPLOYMENT AGENCIES IS ABOUT CREATING VALUE, IMPROVING LABOR MARKET EFFICIENCY AND REDUCING THE SKILLS GAP Interview with Stefano Colli-Lanzi, CEO Gi Group | page 40 BUSINESS:

BUSINESS:

INVESTMENTS:

The BSS Tour International: 2021 Game Changers – business trends in the ‘new business reality’ were discussed! |page 8

Building engaged virtual team. It is easier than you thought! |page 18

Return to offices a matter of time, but a lot will change |page 48

INTRODUCTION

Created by Pro Progressio

Editor-in-chief Dymitr Doktór dymitr.doktor@proprogressio.pl Managing editor Katarzyna Czylok-Dąbrowska katarzyna.czylok@proprogressio.pl DTP

Iwona Nowakowska Advertising reklama@proprogressio.pl Published by Pro Progressio spółka z ograniczoną odpowiedzialnością spółka komandytowa ul. Dziekońskiego 1 00-728 Warszawa www.proprogressio.pl Editorial office address ul. Dziekońskiego 1 00-728 Warszawa www.proprogressio.pl Selected photos come from stock.adobe.com.

Print Drukarnia Jantar Legal support Chudzik i Wspólnicy An electronic version of the Magazine see the website www.outsourcingandmore.eu Circulation 3,000 copies Place and date of issue Warsaw, 12.05.2021 All rights reserved.

No copying, reproduction or photocopying allowed without written consent of the publisher.

Dear Readers, Despite many pandemic obstacles and challenges, the world of business services is constantly evolving and moving forward. It was discussed during the last BSS Tour International, during which speakers from all over Europe debated new trends in business. The 2021 Game Changers conference is behind us already, and the summary of this event is available on the Outsourcing&More pages.

The pandemic has become troublesome for HR processes, which, however, did not give up and focused on implementing some changes. Stefano Colli-Lanzi, The CEO of Gi Group, in the main interview of our magazine, shares some of his thoughts concerning the role of employment agencies, which create value, improve labour market efficiency and reduce the skills gap. This issue of Outsourcing&More Magazine also includes many other articles, interviews and news from the Business Support Services industry.

I invite you to read the May edition of Outsourcing&More, in which we again collected interesting publications in the area of investment, business and HR, introducing those areas in which the modern business services sector are present at.

Dymitr Doktór, Editor in Chief

The views expressed in this publication as well as the content of the adverts are not necessarily those of the editor.

Authors: Michał Płaczkiewicz • Agnieszka Sadowska-Janik • Weronika Guerquin-Koryzma • Mateusz Cieślak • Lidia Banasiak • Jarosław Karlikowski • Maciej Kulbat • Grzegorz Góralczyk • Konrad Krusiewicz • Stefano Colli-Lanzi • Marcin Uske • Mateusz Bonca • Khrystyna Maksymenko • Valdas Sirutis • Paulina Śmigielska • Anna Tymoshenko • Magda Dąbrowska • Monika Smulewicz

Outsourcing&More | May–June 2021

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INDEX

6 8 10 14 18 22 24 28 30 34 36 40 46

BUSINESS NEWS

The BSS Tour International: 2021 Game Changers Business trends in the ‘New Business Reality’ were discussed!

What employees want Our labour market has changed a lot since pandemic breakout, for example when it comes to demand for office space or facility maintenance services.

Lead with compassion

Data is not everything – the key to success is its proper use Check in with your employees Nowadays, proper use of data is the key to a competitive advantage in the market.

Find your ways to say thank you

Building engaged virtual team. It is easier than you thought!

Get people talking

2020 brought us a tremendous change not only in a private lives, making us stay at home more often, but also revolutionized our office reality.

Value over hours

Keep employees entertained

Warehouse outsourcing

Balance business with employee Warehouse properties – many willing to share in the success. wellbeing

Extending consumer protection to sole traders

Employee engagement activities during remote work. (7 employee engagement ideas to support your team during On 1 January 2021, a significant part of the provisions of the Act of 31 July 2019 entered . Burtley, S. Newton, 2020)

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into force amending certain acts to reduce regulatory burdens.

Non-compete agreements with civil-law contractors Companies often employ people under civil-law contracts to perform work.

SSC

When we’re at the office, chocolate is available in our kitchens every day An interview with Maciej Kulbat, Head of the Barry Callebaut Shared Services Center.

Bright and more specialised future of service centres in Poland Since it opened in 2010, HSBC’s global service centre in Poland has grown twelve-fold.

People and their environment should be the most important aspect – the HCD approach to office design We speak with Konrad Krusiewicz, owner of the Warsaw studio The Design Group.

MAIN INTERVIEW The role of employment agencies is about creating value, improving labor market efficiency and reducing the skills gap Interview with Stefano Colli-Lanzi, CEO Gi Group.

INVESTMENTS NEWS

Outsourcing&More | May–June 2021

48 50 54 56 58 62 64 68 72 76 80 82 86 Outsourcing&More | May–June 2021

Return to offices a matter of time, but a lot will change The pandemic has enforced changes on the work organization for most companies whose activity concentrated within the office space.

Hope that the market will start to grow again and move in the right direction is on the horizon Interview with Mateusz Bonca, CEO JLL Poland.

Lviv IT Cluster to modernize Technical and Vocational Education Lviv IT Cluster is embarking on a new project that has never been done before – modernizing technical and vocational education (TVE).

What’s next for BPO providers?

Business process outsourcing in the new normal.

The Fair speaks OPENly New office space for rent and a new place for meetings and cultural events – the Poznań International Fair will change beyond recognition in the year of its anniversary.

Consistent in Pomerania Do lawyers still go for the traditional law firm, wear a toga and a wig, fight the same cases to be recognised as legal advisors? Well, no!

Bydgoszcz encourages to invest... in sport!

Why is it worth investing in sport and how can an “active city” support its inhabitants in these activities?

Painted on glass Two glassworks, world tycoons: Stoelzle and Guardian Glass, have settled in Częstochowa for good. In the context of the sales market, they do not compete with each other, but they will certainly compete in the labour market over time.

Orient(ed) towards tourists The Orientarium at the Łódz Zoo will be ready soon. Its closest direct competitor is located in... the UK.

Corporate social responsibility in Kielce CSR is a new quality in company management strategies, which take into account not only the business approach, but also focus on the social and economic aspects of the operation.

HR NEWS Code of ethics – rules that must be followed Every year the American Ethisphere Institute produces the report “World’s Most Ethical Companies”.

Get ready to move up a gear!

Do not waste your time in the pit stop – check how to take the pole position after the coronavirus crisis, not only in the outsourcing industry...

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BUSINESS NEWS

WORLDLINE AND IATA PARTNER TO HELP AIRLINES BACK ON THE RUNWAY TO RECOVERY Worldline [Euronext: WLN], the European leader in the payments and transactional services industry and number 4 worldwide, today announced it has partnered with the International Air Transport Association (IATA) to give all their member airlines access to a wider range of payment solutions to better serve their passengers. All of Worldline’s payment capabilities and services will be made available through the IATA Financial Gateway (IFG).

As part of the partnership, Worldline has incorporated Ingenico’s TravelHub solution into IFG. This solution provides companies with easy access to more than 150 online payment methods and offers a range of currency options that are relevant to customers around the globe, including in high growth markets such as Russia, India, Brazil and China. It also offers smart transaction routing capabilities both globally and locally, which

improve conversion rates and in turn, revenue.

Airlines connected with IFG will be notified of the new payment services made available to them as a result of the partnership and can reach out to Worldline, via IATA, to gain access to payment capabilities in new markets. Once an airline decides to utilize the IATA/ Worldline TravelHub infrastructure, testing will be carried out in conjunction with IATA, which will then seamlessly activate the service so it can be used by the business.

These services include global end to end payment processing, state of the art fraud prevention solutions. As an active partner of the IFG community, Worldline, together with IFG, will be supporting airlines in optimizing payment processes and building a cost-effective global payment strategy.

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Outsourcing&More | May–June 2021

20 YEARS OF MANPOWERGROUP IN POLAND ManpowerGroup debuted on the Polish market 20 years ago, in March 2001, when the company opened its first branch in Warsaw. At first engaged in temporary work and recruitment, today Manpower­ Group is a business advisor for innovative HR solutions and a key player in the market. It has nearly 50 branches and over 500 employees.

When ManpowerGroup opened its first branch in Poland, operating under the name Manpower, every sixth person in our country was unemployed. Solutions such as temporary work or recruitment services offered by speciali­ ­s ed agencies, although well-known on the markets of Western Europe, did not yet enjoy great popularity in Poland. Candidates who had no experience of finding work with the help of recruitment companies were particularly sceptical. The turning point in the development of the industry was the Act on the Employment of Temporary Employees passed in 2003.

– The new laws regulated the temporary work solutions in Poland and provided a strong basis for further successful deve­ lopment of this business. The Act contri­ buted to the increased interest in the service among Polish employers. It was a milestone and starting point for the growth of our organization. Although temporary work was only one of several solutions we offered at the time, it was also one of the most crucial, the one from which the expansion of our investments on the Polish market began. Employers started to use this form of employment on a mass scale, and thus it became a standard to search for work through an agency – explains Iwona Janas, Managing Director of ManpowerGroup in

Outsourcing&More | May–June 2021

Poland, who has managed the company for over 17 years.

the World Economic Forum in Davos, the company announced the advent of the “Human Age”, in which the access A year after the launch of the company, to talent replaced the access to capital as ManpowerGroup co-founded the Asso- the main competitive differentiator. ciation of Temporary Employment Agencies, now known as the Polish HR Forum. – The development of the organisation As the most important organisation over these 20 years has been accelerated in the sector, Polish HR Forum shapes by, among other things, internal digitali­ the labour market in Poland, when it zation and intensive technological devel­ comes both to the legal sphere and opment, i.e. the introduction of modern the established standards. In 2004, tools to support business processes. We use the company expanded its range them in providing services to our customers of solutions, adding outplacement offer- as well. An example is the globally recog­ ings under the new Right Management nised and awarded Tapfin, a solution that brand to temporary work, recruitment helps to manage suppliers. We constantly and outsourcing. In the same year Poland strengthen our specializations and ensure joined the European Union. As Iwona the development of the competences Janas points out, this event triggered of our employees, who work with a growing a huge influx of foreign investment into number of clients and candidates. We are our country that ManpowerGroup was successively expanding the range of our able to support by connecting candidates solutions, currently delivered through three with employers. brands: Manpower, Experis and Talent Solu­ tions, which was established a year ago.

– The companies, which were perfectly The very way we do business has also been acquainted with and willing to use the solu­ changing over the years, at almost every tions we represented, opened their busi­ stage of our relationship with clients and nesses in Poland. This also contributed to candidates. It has been due to the progres­ a stronger familiarity of the Polish society sive digitalization. Currently, the pandemic with the topic of cooperation with agencies. has forced an even stronger entry into At that time, the modern business services the online world and caused major changes sector was also strengthening its position in the area of conducting recruitment on the Polish market and we supported it processes without physical contact with in acquiring specialists – adds Iwona Janas. the candidate – says Iwona Janas and adds that even though over the 20 years of its The year 2011 marks another important operations, ManpowerGroup has intromoment in the history of the company duced many changes in its structures, one with the establishment of a new brand, element remains constant.

Experis, which nowadays acquires specia­ lists for the IT industry. At the same time, – What we are extremely proud of is our the company underwent a rebranding: organisational culture, which has not to better reflect the structure made up changed for years and is based on time­ of several brands, it changed its name to less values, such as people, knowledge and ManpowerGroup. That same year, during innovations – summarises Iwona Janas.

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BUSINESS

THE BSS TOUR INTERNATIONAL: 2021 GAME CHANGERS – BUSINESS TRENDS IN THE ‘NEW BUSINESS REALITY’ WERE DISCUSSED! On March 31, 2021, Pro Progressio organized the 2021 Game Changers international conference. This event was held as part of The BSS Tour – an annual series of business conferences, curated and delivered by Pro Progressio since 2017.

2020 turned many industries on their heads and shifted both their business priorities as well as their strategic approach to many projects. It suddenly turned out that process stability, remote management skills, the quality of internet connection, relevant legislation on remote work, and remote work itself are more important than was the case in previous years.

The issues above have all become relevant from the perspective of employers, employees, and even governments.

of the international community, even after many months of the COVID-19 pandemic. These are: • Business Locations (Location Game Changers) • HR (HR Game Changers) • BPO / GBS / SSC Operational Activity (Operation Game Changers) • IT (IT Game Changers).

firms, IT clusters, BPO / GBS organizations, as well as recruitment companies. They connected and spoke from Malta, Ukraine, Belarus, Lithuania, Switzerland, Germany, Georgia, and Poland.

A broad view regarding the latest business challenges met with great interest from all those who listened to the debates. BSS Tour audience came In order to discuss these issues thorou­ from twenty different countries, including ghly, objectively, and provide an analysis the US, India, and Finland. from various standpoints, Pro Progressio When designing the 2021 Game Changers invited speakers from various countries Several important conclusions were conference agenda, Pro Progressio to participate in the debate. The speakers drawn during the event. Below we focused on four areas that keep being represented public administration, bring you some of them, as expressed widely discussed and are the focal point consulting companies, think tanks, law by the respective speakers.

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Outsourcing&More | May–June 2021

and the work environment change one year after the crisis caused by the pandemic ensued. 2020 has certainly revealed many problem areas. It demonstrated areas where many industries and companies lack proper funding, where changes were not imple­ mented quickly enough, and where we could gain more value. Generally, the funda­ mental trends in the digital domain remain the same. Artificial intelligence, Big Data, the Internet of Things, and cloud technolo­ gies continue to evolve at a dizzying pace – only now is this evolution more urgent than ever before. This is essential to enable deeper These comments were echoed by Laura automation, better resilience, and enable Kavaliaskaite, Director at Invest Lithuania more companies and entire industries to (Investment Development Agency in take priority in digitalization.

Lithu­ania), who said: Those locations that show real and lasting resilience to the crisis The panel dedicated to the IT sector drew will be the biggest winners. The govern­ the following conclusions and defined ment's focus on developing Lithu­ania's trends for 2021: digital infrastructure and creating a pro-­ • accelerated cloud adoption and -business ecosystem, together with a tighta growing adoption of cloud services knit GBS community, has proved to be among enterprises a winning formula which helped the Lithu­- • development of value-based process anian GBS industry to grow fourfold over automation – designing automation the last decade. I am confident it will be based on analysis and data a key success factor in the future as well.

• implementation of smarter platforms and tools in a new work environment Katherine Lazarevich, Co-CEO at a Bela- • development of better cybersecurity rusian company Digiteum, provided practices and a new privacy policy. another very interesting summary of the conference. She moderated the IT The BSS Tour International: 2021 Game Game Changers panel and stated – Game Changers has answered many questions.

Changers 2021 was a very insightful and However, quite a few remain and are ripe diverse event. We had the opportunity to for further analysis and discussion; their share and discuss a multitude of perspec­ time will come at the future BSS Tour tives and views on the IT development trends events. The next one is planned for June in 2021 – how will technologies, processes, 2021 already, so stay tuned! Tornike Zirakishvili, Deputy CEO, Enterprise Georgia (Enterprise Development Agency in Georgia), said: “The new normal" will give smaller countries, like Georgia and Lithuania, an advantage in attracting new BSS investments. The situation we find ourselves in requires rapid adjustment and change capabilities, which is easier executed by such smaller states. It is worth keeping in mind that these countries boast lower and more competitive operating costs and skilled labor costs, which is another benefit of being present there.

Outsourcing&More | May–June 2021

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BUSINESS

WHAT EMPLOYEES WANT Our labour market has changed a lot since pandemic breakout, for example when it comes to demand for office space or facility maintenance services. Likewise, the pandemic has changed employee expectations and remodelled the landscape of employee benefits. At the onset of the lockdown period, there was a widespread trend among employers to resign from employee benefit programmes, but today the term "employee benefits" has taken on a whole new meaning and it is no longer associated with gym cards and fresh fruit delivered to the office every Thursday.

ARE EMPLOYEE BENEFITS STILL NEEDED? In the world as we knew it before pandemic outbreak, personal passions and dreams were the area that dominated employee expectations towards their employers. Depending on organizational culture and corporate values, employee benefits were used to demonstrate that the employer cared for employee health, personal development and good ambiance; and to spruce up the job offer.

Nowadays these goals largely lost their allure because gym cards are rather useless when the gyms are closed, and fresh fruit in the office makes little sense when most employees work from home.

The focus has been shifted towards the benefits that can give employees a sense of security and stability of employment and help them reconcile work life with family responsibilities. For such benefits to be introduced, however, an organization must rely on the resource of culture and values in equal measure.

Suddenly, it is not the gym card that the employees crave for and look forward to, but employer’s trust and their genuine concern for the workforce.

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CULTURE AND VALUES Telework put company leaders to a test of trust. Those with the management style based on trust dealt with the switch relatively well. However, those with a controlling style seem to have lost their key management tool and have probably invested a lot of energy (and sometimes money) to develop some new control tools that could become applicable, under the circumstances.

This is a vivid illustration of the tangible benefits an organization can get from building a culture based on employer – employee trust. Even more importantly, trust helps employees work more effectively and with greater commitment.

Liberated from the fear of control, employees can release their creativity and potential, which brings tangible benefits of improved performance.

Culture of trust is conducive to testing new solutions and shaping an innovation-friendly environment. Companies that have not developed such culture are likely to pay a price, especially in the area of employee engagement.

Today, as innovations and creativity are the drivers of business success, it seems more important than ever.

We have all learnt by now that work from home does not consist in sitting on a sofa in comfy sweatpants and peeking at TV screen in the living room. In fact, WFH makes life harder for the employee, who must forget about the natural boundary between work and family life and juggle many different roles to take care of home responsibilities and job responsibilities at the same time. When WFH was an alternative solution, it used to be perceived as a benefit, but now we know what it takes in terms of energy and focus. An employee whose performance is appreciated, especially considering (admittedly) more difficult working conditions, will be more motivated than the one who is expected to deliver without any regard for the challenges he or she is currently facing. In our day and time, a leader must be attentive and empathetic, they must be able to show how much they care – otherwise, they are unlikely to be effective in people management.

At Unum, we have always led based on candid dialogue, listening and responding to employee needs and concerns in a systematic way. To that end, we have been

Outsourcing&More | May–June 2021

According to a quick survey conducted by our company among HR representatives associated in the Polish HR Management Association, what matters most now is physical and mental health, safety, and work-life balance.

using regular employee surveys with feedback about employee-oriented initiatives, internal communication, employee satisfaction and sense of security. Instead of the annual appraisal, quarterly reviews have been introduced. They are held by the manager and the employee in the atmosphere of respect and trust, have a developmental objective, and their frequency supports feedback.

Culture of dialogue has also been fostered by means of 360 degree feedback reviews that include management evaluation.

This information is used to lay down action steps corresponding to what our teams need.

It is important to remember that the culture cannot be developed overnight, on an ad-hoc basis, just because times have changed. Culture is built on a strong foundation of values. They are a signpost in the good times and when the world is in chaos. The values guide us in pursuit of our mission with unwavering consistency. Notwithstanding the circumstances, the values unite people around a common goal and help forge corporate identity. They are instrumental in processing the change and adapting to new conditions, since they serve as a constant and unquestionable theme underlying all activities. Finally, they help attract high

Outsourcing&More | May–June 2021

quality associates who look for consistency and clarity. Especially when everything around them is changing...

FLEXIBILITY ... and so it stands to reason that employee benefit packages should change as well. When we all worked in the office space, everyone had a fairly equal access to employee benefits. In WFH mode, however, employees deal with a different kind of pressure and, therefore, have different needs. Some have to share a small apartment with a working partner and children doing their online classes; some take care of senior family members; some have poor Internet access or home space that is not convenient when it comes to working on the computer. Another important issue is the job profile and characteristics. Due to the pandemic, we have all been stripped of the possibility to participate in meetings, and thus we lost a precious opportunity to share lessons learnt, seek inspiration and boost creative energy. However, there are jobs or tasks that actually benefit from isolation. As you can see, the dispersed structure results in a multitude of diverse needs. That is why it is crucial to look at employee benefits in a customized way and offer employees the assistance tailored to their needs.

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BUSINESS

Work from home does not consist in sitting on a sofa in comfy sweatpants and peeking at TV screen in the living room. In fact, WFH makes life harder for the employee, who must forget about the natural boundary between work and family life and juggle many different roles to take care of home responsibilities and job responsibilities at the same time.

This is exactly what our company has done. When lockdown was announced, we promised we would help upgrade home offices to the conditions similar to those the staff enjoyed in company office space and offered additional monitors, chairs and stands. When offering group insurance, we prepared an extremely wide range of packages that will meet the needs of employees raising young children, employees who do not have children, singles, sport lovers, etc.

Everyone could find the solution that was right for them, even though it was a group insurance product. Also, our employees may benefit from access to knowledge and online meetings with subjectmatter experts specializing in cardiology, psychology, pharmacy, dietetics or physio­therapy. We provided a wide range of topics for everyone to choose from.

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Flexibility of employee benefits becomes a top priority at the time when employees are no longer confined to one office space and operate as separate "units" with their local concerns and needs...

Employee enrolment is now easier than ever before, including a fully remote procedure.

Finally, it seems that the nearest future belongs to the benefits that help EMERGING NEEDS employees reconcile their family and job ... which need to be identified and responsibilities. There is high interest in analysed. After all, as the world changes, quality meetings with experts who can so do our priorities. According to a quick assist with family life challenges; in events survey conducted by our company for children; and in insurance coverage among HR representatives associated for the employee and their family. These in the Polish HR Management Associa- preferences have been acknowledge in tion, what matters most now is physical the latest Sodexho report entitled “Motiand mental health, safety, and work-life vational (Re)start”, with life insurance balance. The health crisis reminds us how identified as a most desirable benefit fragile our health is. The latest develop- ranked just behind the top choice ments, so sudden and global, and the fact of holiday financial support. that for so long now we have been living in the gloomy shadow of social isolation EMPLOYEE BENEFITS REVISITED and in an overwhelming fear for the safety Today, employee benefit system is in fact of our loved ones and ourselves must a much more comprehensive ecosystem have taken its toll on mental health. Diffi- that combines culture, values, employee cult access to medical services has not policy and care. If you are after the best helped, either. This is a serious concern and the most essential employee benefor employers who have their employees' fits, choose those that offer life and health mental and physical wellbeing at heart. coverage. After all, these are – invariably – the most precious assets for all of us. Another important point is related to the sense of security, both personal and Author: financial. Group life and health insurance is the right answer that provides health coverage and offers a sense of security. There has been increased interest in the benefit that provides money Michał for an employee in case of disease or acciPłaczkiewicz, dent and also financial resources for their HR Director, Unum Życie TUiR S.A. family members upon employee’s death.

Outsourcing&More | May–June 2021

BUSINESS

DATA IS NOT EVERYTHING – THE KEY TO SUCCESS IS ITS PROPER USE

The modern business focuses on data and invests in analytical tools – it is forecasted that in 2021 the companies worldwide will spend a record $52 billion on digital transformation. Nowadays, proper use of data is the key to a competitive advantage in the market.

There are 2.5 quintillion bytes of data (2,5*1030) created each day globally. If we want them to serve as the source of information necessary to make well-informed business decisions and gain a competitive advantage, this data has to be analysed properly. Therefore, it does not come as a surprise that the Big Data market is growing at a record pace regardless of the pandemic and trends in the global economy. According to the “Global Data Market Size 2017-2021” report by Cloud Technologies, in 2021 the global market of analysis and data migration will grow even by 26% as compared to 2020. Poland has been placed in the middle of this ranking. It is forecasted that $ 40 million will be spent on the Big Data investments in the upcoming months, which is 22% more than the year before. According to the experts from the Digital Poland Foundation, it is mainly due to large and medium-sized companies, which are aware of the benefits of gathering and processing data.

to share with them. We develop advanced technological solutions for them, and we provide them with a wide range of tools, thanks to which they can change their business mindset – says Paweł Łopatka, VP, Country Manager at SoftServe Poland.

more scientifically, Big Data refers to a large data volume, described with several basic characteristics. In addition to the size, there are also: the speed of data collection (we can have a relatively small amount of data, but they may flow very quickly, e.g., while logging into a device WORKING WITH DATA or websites, and they require ongoing Big Data begins when Excel can’t help us analy­sis) and the diversity of data (Big anymore – that’s how experts working Data is not just about numbers, but also with data on an everyday basis humoro­ hardware logs, long written texts, images, usly define this field of science. Speaking or records of phone calls).

– Competitive advantage today can be gained not just by possessing data but by its proper use. Companies have to learn how to process and analyse data and this is the kind of knowledge our clients expect us

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Outsourcing&More | May–June 2021

Big Data begins when Excel can’t help us anymore – that’s how experts working with data on an everyday basis humorously define this field of science. Speaking more scientifically, Big Data refers to a large data volume, described with several basic characteristics.

– At the initial stage of work, we collect all the pieces of data because each of them may actually have value for the business.

We create a so-called data lake, which constitutes a large source of information for us. Only then do we consider what should be deleted from such a central repository, and what we should continue working on. As a result, we design tools and programs, which will process selected data in such a way that client can extract the right reports and draw conclusions, see in real-time how their production line works or analyse users’ behaviour on their websites – explains Adam Wiszniewski, a Big Data Technical Leader at Soft­ Serve Poland.

While drawing the right analysis and conclusions, it is crucial not only to obtain data but also to process them expertly. To do so, it is necessary to understand the needs or problems faced by a company starting its adventure with Big Data.

protect our company against losses.

Data analysis is currently used by a wide variety of entities, from the finance sector, through the healthcare, media and entertainment, to the manufacturing and mining industries. New technologies on the market create the demand for new competencies and tools, especially in traditional banking. It’s an opportunity for companies like SoftServe to cooperate with the FinTech sector.

– We have been cooperating with banks, investment and insurance companies across Europe and the United States. We develop solutions for them supporting risk manage­ ment, data migration and safety, tax settle­ ments or price calculations. We want our systems to be scalable and easy to manage by clients’ organizations. Among our clients there are the largest world banks as well as other financial institutions of various sizes – says Yuliia Kushnirchuk, a Delivery Director managing the FinTech projects at SoftServe Poland.

BIG DATA BRINGS MEASURABLE FINANCIAL BENEFITS

Data analysis can also help understand the behaviour of website users, build Data is a valuable source of knowledge systems exchanging information on clini­ that can help to design marketing activi­ c­al drug trials or to prevent production ties, increase sales, optimize costs, or line failures.

Outsourcing&More | May–June 2021

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BUSINESS

Big Data is a key element of the business digital transformation. It is one of the High-Value Services together with such services as Cloud, DevOps, IoT, Machine Learning, or Business Intelligence.

– One of the most interesting projects we have worked on concerned a huge opencast coal mine. Special sensors were installed in the wheels of the trucks that transported the raw materials on the pre­mises of the mine, indicating the loca­ tion of the vehicle and measuring, among others, the speed and tyre pressure. When a truck was approaching an obstacle, e.g. a larger stone, these parameters changed. This information was collected in the cloud and analysed on an ongoing basis. If there was a change in similar parameters for several trucks in a given place, we knew that there was an obstacle on their route that needed to be removed.

This way, we were able to prevent accidents and breakdowns, avoiding work stoppages and, consequently, huge financial losses – explains Adam Wiszniewski, Big Data Technical Leader at SoftServe.

NOT JUST ANALYSIS, BUT ALSO DATA MIGRATION Many data projects consist of migrating the data to the public cloud. In the past, information was stored primarily on so-called servers. A lot of companies even build separate data centres where the servers were stored. Today, the cost and risk related to keeping such systems are considered to be too high. Here come cloud solution providers who provide modern and efficient computing tools, and secondly, charge only for the actual time the system works for a client. Such a trend creates a demand for data migration from internal corporate servers to a so-called cloud.

THE VALUE OF TECHNOLOGICAL CONSULTING Big Data is a key element of the business digital transformation. It is one of the High-Value Services together with such services as Cloud, DevOps, IoT, Machine Learning, or Business Intelligence. Some companies decide to have such competency pool and teams in-house, but at the same time, external technology consulting is gaining more and more popularity and trust.

Nowadays, outsourcing means not only risk and cost reduction, but above all is about getting access to qualified experts with extensive experience gained while working for various sectors. And there is still a shortage of specialists in data analysis and migration in the market. These are people who can develop software, speak fluent English, and know databases and cloud solutions very well. It is an advantage if they can understand the needs of the business.

Author: The article was prepared by SoftServe Poland

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Outsourcing&More | May–June 2021

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BUSINESS

BUILDING ENGAGED VIRTUAL TEAM

IT IS EASIER THAN YOU THOUGHT!

2020 brought us a tremendous change not only in a private lives, making us stay at home more often, but also revolutionized our office reality.

This unusual time was a kind of a test for shared service centers and outsourcing providers. Luckily, most companies were able to quickly switch their services into remote environment without being severely compromised. Although it's relatively easy to implement necessary tools, managing, motivating and supporting employees from the distance requires much more effort. During a year of such a geographical isolation, a lack of face-to-face meetings with co-workers and difficulties of work coordination, many team supervisors noticed how huge impact on employee engagement and productivity it can make. Indisputably the employee engagement is a workplace attitude that is ensuing all of the company to give its’ excellence every day, commitment toward organization's goals and values.

more company profits. What is the most important, engagement at work can bring employees a happiness also in private lives. (Well-Being Enhances Bene­ fits of Employee Engagement. Dan Witters, Sangeeta Agrawal, October 2015).

According to the American Management Association, engagement levels can be improved, even during time of crisis, if company cares and makes the right decisions at the right time. According to the study, higher engagement levels improve productivity both in good and bad times. (Employee engagement prac­ tices during COVID‐19 lockdown. Nisha Chanana, Sangeeta, October 2020).

People managers are persistently evolving innovative practices to engage their employees in most efficient way during The importance of employee engagement this unusual time. cannot be overstated. Raising engagement strategies have been proven to WHAT IS VIRTUAL TEAM BUILDING reduce staff turnover, improve produc- Virtual team building is the process tivity and efficiency, and in the end, make of strengthening relationships between

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remote workers. Both in real and virtual life, there is a strong focus on improving skills like communication and cooperation, together with promoting friendships. There is no obstacle to bring online team building games to regular online meetings. No matter which way you choose, the goal is always to improve the collaboration and communication, which leads to increasing of job satisfaction. In response to the COVID-19 pandemic, more and more companies invests in virtual team building, which resulted in increase of such interest up to 2500% worldwide. The top 3 of countries with the highest online team building interest are Singapore, United States and Australia, whereas for Europe those are Ireland, United Kingdom and Netherlands. (Team Building Statistics & Facts, Michael Alexis, January 2021).

According to Gallup survey, feelings of employee isolation reduces productivity up to 21%. To boost the productivity, team building actions occurs to be inevitable.

Outsourcing&More | May–June 2021

ACTIVITIES THAT YOU CAN IMPLEMENT AS A TEAM SUPERVISOR TO KEEP VIRTUAL EMPLOYEES ENGAGED Clear direction during tough times is extremely important. Organizations should be fully transparent as such openness builds trust among the employees to the company (Keeping employees engaged during tough times. J. Matkin, December 2016).

Create a healthy workspace—encourage workers to create a healthy workspace at home.

Encourage employees to work ergonomically from home as best they can and review their work‐at‐home setup.

Maintain a routine—encourage employees to stick to a routine and to maintain boundaries between their “work” time and “home” time.

Do not forget to be social—communication with colleagues is a great stress reliever. An organization should set up a session for fun activities that would normally take place in the office.

People insight states that During Encourage well‐being practices—organizations should care about their employee's COVID-19 lockdown, UK organizations well‐being; it can help reduce absenteeism, boost engagement, and performance. enforced efforts to sustain employee engagement and support their people Invest in technology—communication tools such as instant messaging and video and voice through rapid change. The survey data calling platforms can help to keep teams connected. It is important to invest in a recognition shows that overall employee engagement platform that allows employees to send and receive recognition. went up by 7% during April to September 2020. Among powerful employee engageAreas to support employees working from home (A new ment activities, keepingGRAPHIC employees 1.enterAreas to support employees working from home (A new coronavirus associated with human respiratory di coronavirus associated with human respiratory disease in China. tained and caring about theirW. wellbeing, China.

Fan, S. Zhao,W.Y.Fan, Bin, Y. Chen, Wang, Z. Song, 2020) S. Zhao, Y. Bin,W. Y. Chen, W. Wang, Z. Song, 2020) deserves special attention.

Lead with compassion

Check in with your employees

• Is anything blocking you?

• What are your top priorities right now? Are we aligned?

• What can I do to support you?

• Anything else you’d like to talk about today?

Find your ways to say thank you

Knowing what you expect is the key to successful and fruitful remote session with your employee. Do not forget to come Value over hours prepared to the meetings. That is also crucial to make necessary notes and highKeep employees entertained light action points after the session. Track the progress to show the real value of your Balance business with employee meetings. You can use prepared action wellbeing points to start next meeting as an overview of agreed achievements. Store your on team shared location, update it GRAPHIC 2. Employee engagement activities during remote work. (7 employee engagement ideas toaction supportlog your during whenever needed and encourage your lockdown. E. Burtley, S. Newton, 2020) Employee engagement activities during remote work.

(7 employee engagement ideas to support your team during team members to do the same. Do not lockdown. E. Burtley, S. Newton, 2020) underestimate a meeting just because it is not driven face to face. People can easily As engaging employees is a fundament priority. One of benefits of working feel that you are not engaged enough of today's management, establishing remotely is flexibility. Some dose of it which is highly demotivating for them. own actions supporting teams would leads to high productivity, but enough is This is why it is extremely important you surely be a dream in this current situa- enough and especially for 1to1 sessions commit 100% of your attention to that tion of prolonging lockdown. you need to set some ground rules. To particular meeting. do so, set the agenda which will allow you REMOTE 1TO1 SESSIONS to have constructive as well as small talk: CELEBRATION OF SUCCESS Investing your time to conduct 1to1 No matter what team you manage, it sessions at least on monthly basis is • How are you? What’s going on inside is always important to find a moment and outside work? the key to monitor your employees to enjoy even tiny victories. Once we progress, work on their motivation, • What have you accomplished got used to the remote management, there is also the area for remote celebraaccording to agreed plan? What are strengthen your relations and show that your subordinates are your highest tion of successes. Do not forget about you the most proud of?

Get people talking

Outsourcing&More | May–June 2021

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BUSINESS

Team building Games

Brainstorm

Awards

Informal talk

Webinars

Challanges

Thank you moment

Exercises

Team lunch

Coaching

Best practice sharing

E‐learning

Mentoring

TED Talks

New skill training

Team building

Feedback sessions Team meeting

of such incidents. Moreover, for few years now, there is a raising trend of introducing the hybrid model in the organi­ zations, dividing the work into office GRAPHIC 3. Tips on how to keep your team connected while working from home. Best practices implemented in Adaptive SAG. and home-office for all employees. It is Tips on how to keep your team connected while working from home. Best practices implemented in Adaptive SAG. feasible for such processes as for example Finance and Accounting, Master Data, recognizing the win, as words have a huge SUMMARY Reporting, Customer Service. In SSC, power, no matter if they are spoken face The 2020 crisis for sure was the test GBS sector, there is a common underto face or during a call. 79% of employees for GBS organizations, both highlighting standing that digitalization is the key to leave their job because of feeling strengths but also revealing their weak- success that is why investing in commuunder-appreciated. (A New Benchmark nesses. It was beneficiary as it pushed nication tools were very common long for Initiating Employee Engagement, shared services and outsourcing centers before the pandemic. Of course, there Retention and Results. O.C. Tanner, 2020). to improve and seek for new solutions. is always something to learn from each If your team members delivered what After several months of global lockdown, crisis. Some crucial lessons for SSC, GBS or beyond you expected, there is always companies exchanged their experiences have already occurred. We understood a good idea to highlight it with grati- and it turned out that introducing 100% that remote working mode should be tude. You can also add some gift to your of remote work model went smoothly included in crisis plan and we can expect words: send the team a box of candies, for most organizations. Employees got that the pressure on digitalization will be buy a lunch or send awards, like gift cards. used to periodic remote work, have raising after the crisis. What is reassuring, Going further, you can even organize necessary tools and appropriate mindset. the outsourcing model occurred to be an online party. Try to build your cele- As far as Eastern European countries (such highly resistant, which strengthen it’s bration on the AIR acronym, standing as Poland) are concerned, the switch went role as a provider of administrative and for Action, Impact and Reward. (How quite undisturbed due to strong contin- contact services. to Celebrate Success at Work: A Guide gency plans, appropriate technical solufor Managers. Leapsome.com, 2020). tions and management trained in case Indisputably, the basic key to this success is having engaged employees. As Jorge Paulo Lemann (Brazilian billionaire investment banker and businessman) said, Describe exact "The greatest asset of a company is its action that you people." Let’s keep them engaged and prize for we will all succeed. Workshops

Reward

Action

Impact

Model of building the celebrations with employees.

GRAPHIC 4. Model of building the celebrations with employees.

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Discribe the importance of having this action completed Grant the reward and celebrate

Author:

Agnieszka Sadowska-Janik, Project Manager, Senior Consultant, Adaptive Group

Outsourcing&More | May–June 2021

BUSINESS

WAREHOUSE OUTSOURCING Warehouse properties – many willing to share in the success.

The Polish warehouse market saw a record year in 2020, with the value of transactions closed last year reaching EUR 2.7 billion. Taking into account transaction volumes from previous years, a steady upward trend is evident. No wonder that more and more entities are interested in investing in this segment of the real estate market. As the number of investors grows, so does their diversity – alongside traditional institutional investors, more and more transactions are concluded by private investors or in the form of joint ventures.

A SYMBIOSIS OF DEVELOPERS AND INVESTORS Many investors choose to cooperate with experienced warehouse developers operating on the Polish market, which also include dynamically developing companies with Polish capital. Depending on the level of risk the investor is willing to assume, this cooperation may consist in: • the acquisition of completed and commercialized projects by institutional investors, with the lowest level of risk; or • forward funding transactions with the participation of more passive investors (often private ones) − which, however, are broadly secured by the developer and often guarantee the investor a certain return on investment and the developer a profit with smaller equity capital commitment;

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• all the way to joint venture transactions, which often involve investors with extensive development experience, but who do not have the appropriate platform to operate in the Polish market, which would enable them to carry out such projects on their own.

of specialists from various fields who have extensive experience in the implementation of warehouse projects. The developer's role is rarely limited to coordination of the investment process – it usually takes the form of substitute investment, and in return for its services the developer receives a specific monthly remuWhen the first projects turn out to neration from the investor, constituting be successful and give credibility to a certain percentage of the constructhe investor-developer relationship, such tion works' costs. A separate regulation cooperation may soon expand to include covers the division of profit after the sale joint implementation of further projects. of the project.

Due to the pace of warehouse projects, the key to success is the speed of deci- The cooperation and number of projects sion making, for which it is necessary is also fostered by the fact that wareto develop trust between partners. This housing projects are characterized by guarantees the possibility of fairly rapid a relatively (compared to other com­­­ creation of warehouse property portfo- mercial properties) lower "entry" cost lios, which in turn are products sought for this type of investment, i.e. the cost after by institutional investors. of purchasing or developing an investment. This enables smaller investors to Such cooperation with a developer invest as well, while larger players can is advantageous for both parties to develop more projects at the same time the transaction: under a development or acquire entire portfolios of waremanagement agreement, the devel- house properties. oper manages the entire investment process and carries out the commer- There are also different types of warecialization of the project. Complicated house properties available on the market, legal status of land, obtaining permits each of which can be attractive to a potenand approvals, negotiating lease agree- tial investor. Some warehouses are ments, often complex issues related to intended to be leased to several or a dozen zoning, coordination of the construc- different tenants (so called "multi-let tion process, appointing an architect projects"), which allows the landlord and general contractor – all this often to diversify the risks involved in leasing requires the involvement of a large group space. Other warehouses are so-called

Outsourcing&More | May–June 2021

The Polish warehouse market saw a record year in 2020, with the value of transactions closed last year reaching EUR 2.7 billion.

A steady upward trend is evident.

BTS ("built-to-suit"), i.e. buildings designed and constructed with a particular tenant in mind, who will lease the entire available space in the building. Fit-out of premises required for the needs of such a tenant is usually much more expensive, often such space is intended for production with the use of modern technology and specialized machinery. Implementation of such facilities may also be somewhat longer due to a more complicated process of obtaining all permits allowing for the implementation of such a facility.

Due to the high value of such investments, lease periods in this type of agreements are longer than in multi-tenant warehouse buildings. Additional collateral is also expected at the corporate level, allowing the receivables due from the tenant to be enforced against an economically strong entity in the tenant's capital group.

Developers are also constantly looking for new solutions for their products that will differentiate them from the competition and attract new tenants. Such new products include urban warehouses (the so-called "last mile") located within city boundaries and thus allowing for shorter delivery times at their final stage. Such products are also gaining popularity among tenants looking for relatively small warehouse space with the possibility of running an office and showroom. Tenants' interest translates into demand for such commercialized facilities among institutional investors.

of the warehouse properties sector in Poland, especially in view of the weakening of other traditional commercial real estate sectors such as offices, retail and hotels. The warehouse sector seems to be immune to the current pandemic situation, and the rise of e-commerce only deepens this dominance. Developers are responding to the growing interest of new investors in this market segment by offering various cooperation and investment models to potential investors. This gives hope for further dynamic growth of the Polish warehouse market in the coming years.

At the same time, such facilities pose an interesting challenge for warehouse developers in the area of shaping the urban fabric. The existing classical warehouses located outside of city boundaries have not, in principle, fulfilled any social function, while the new urban form of warehouses must not only correspond architecturally to the surroundings, but also respond to the social needs of city residents.

Authors:

Many warehouse developers are now choosing to introduce innovative and pro-environmental solutions in their projects – e.g. "green" building roofs, installation of photovoltaic batteries or other solutions reducing the environmental impact of the investment. This THE FUTURE OF THE REAL ESTATE undoubtedly increases the quality of each WAREHOUSE MARKET project and may encourage to invest The current situation related to those investors who pay special attention the COVID-19 pandemic has strengthto sustainability. ened and accelerated the dominance

Outsourcing&More | May–June 2021

Weronika Guerquin-Koryzma, Partner, Baker McKenzie

Mateusz Cieślak, Senior associate, Baker McKenzie

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BUSINESS

EXTENDING CONSUMER PROTECTION TO SOLE TRADERS On 1 January 2021, a significant part of the provisions of the Act of 31 July 2019 entered into force amending certain acts to reduce regulatory burdens (Off. J. of 2019, item 1495, as amended).

From that date, sole traders may, in certain situations, benefit from the same rights in the course of trade as consumers. These are cases of purchasing goods or services for purposes directly related to their business but which are not of a professional nature for the buyer.

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Outsourcing&More | May–June 2021

The legislator decided to introduce regulations to protect sole traders after many years of discussion. The legitimacy of imposing the rigours in professional trade on sole traders, regardless of the situation and the actual purpose of their purchase, was questioned most often. Meanwhile, by their nature, these circumstances are often similar to cases in which one party is a consumer – that is, by definition, a non-professional, weaker entity, which enjoys a special kind of "legal protection", namely consumer protection.

WHICH ENTREPRENEURS ARE COVERED

BY CONSUMER PROTECTION?

EXAMPLE 3: An architect buys furniture for their apartment from an entrepreneur. The sales Pursuant to the wording of the amending contract is not related to the architect's act, the provisions so far reserved business (professional) activity. They then for consumers shall apply to a natural act as a consumer. person concluding a contract related directly to their business activity, when • How to define the "professionalism" the content of the contract shows that it of the contract? is not of a professional nature, resulting The contract is of a professional nature in particular from the subject of the busi- for an individual entrepreneur if they can ness activity, as disclosed on the basis be treated as a professional in respect of the regulations on the Central Register of its execution and performance. Then, and Information on Economic Activity. a high degree of competence, knowledge, The amendment was supposed to elimiexperience, organisation, efficiency, and nate the disproportions and strengthen The definition sounds quite compli- diligence can be expected from them. individual entrepreneurs' position in cated, so it needs to be broken down The expectations regarding the above matters where they do not necessarily and exemplified. requirements do not have to be actuhave the required knowledge and profesally fulfilled. sional experience. Therefore, the common • What does a direct relationship with principle has become obsolete: a business mean?

EXAMPLE 4: This relationship is functional. One A sole trader professionally trades in invoiced purchase = purchase as an entre­ should check whether the contract is stationery. If they conclude a contract preneur = no consumer rights whatsoever a part of the entrepreneur's economic for the purchase of such items from another entrepreneur, high diligence can be expected about the wording of contractual clauses. If they fail to check them, they conclude the contract The contract is of a professional nature for an individual entrepreneur at their own risk. Such an arrangeif they can be treated as a professional in respect of its execution ment is of a professional nature for that and performance. Then, a high degree of competence, knowledge, experience, entrepreneur.

organisation, efficiency, and diligence can be expected from them.

However, the provisions' imprecise activity or directly contributes to its wording makes the determination economic results. of the nature of a specific contract a severe issue and thus which rights are vested in EXAMPLE 1: The entrepreneur produces and sells the parties to such a legal relationship. floor panels. They buy a machine needed In practice, it should be noted for such production. The contract is that although the legal definition directly related to that person's business. of a consumer has not changed1, from 1 January 2021, we have a new group EXAMPLE 2: of actors in economic turnover, known The entrepreneur runs a hairdressing as entrepreneurs–consumers or entre- salon. They purchase a printer to use preneurs with consumer rights. The group it in the business – e.g. print invoices. functions alongside the existing dichot- The contract is directly related to that omous division into entrepreneurs and person's business. consumers. The hybrid name reflects the nature of these entities well.

If such a relationship does not exist, 1 the person must be considered Pursuant to Art. 221 the Act of 23 April 1963 – Civil Code (i.e. Off. J. of 2020, item a consumer and consumer protection 1740) – A consumer is a natural person who must be applied to the full extent. enters a legal transaction with an entrepreneur that is not directly related to the business or professional activity of the former.

Outsourcing&More | May–June 2021

EXAMPLE 5: The entrepreneur retails foodstuff in his store. They conclude a contract with another entrepreneur to supply electricity to the store. This contract is directly related to the business (because electricity is needed to run the store).

Yet, it is not of a professional nature because the activity is conducted in a different scope.

The amendment contains a hint regarding the examination of this premise. It should be established based mainly on the subject of the economic activity performed by an individual entrepreneur disclosed in CEIDG. CEIDG is a generally available source of information about entrepreneurs. However, the data included therein are not the only measure of information to examine the professional nature of the contract. This fact can be determined based on other sources. They can include commercial

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BUSINESS

prints, declarations, the interior design of the company's premises, website layout, advertisements, recommendations, previous business contacts, etc.

The change most frequently referred to in the context of the amendment is the right to withdraw from a distance or off-premises contract granted to entrepreneurs with consumer rights.

It entails the seller’s obligation to inform about the method and date of exercising the right of withdrawal.

The analysis of the indicated premises will be of great importance for determining the legal relationship's nature.

Unfortunately, the legislator does not provide precise answers and does not suggest specific tools for this purpose. It should be expected that the practice will have to work out its system (for example, the use of declarations, check-boxes with appropriate content, or sales systems which retrieve data from CEIDG may become commonplace).

there is still a possibility of extending, limiting, and excluding the warranty provisions concerning such entities.

The change most frequently referred to in the context of the amendment is the right to withdraw from a distance or off-pre­ mises contract granted to entrepreneurs with consumer rights. It entails the seller's obligation to inform about the method and date of exercising the right of withdrawal. Failure to comply with this condition extends the statutory 14-day withdrawal period to 12 months.

Finally, it should be noted that the regulation in question does not apply to contracts concluded before 1 January WHAT RIGHTS HAVE 2021. It should also be remembered ENTREPRENEURS-CONSUMERS that since the statutory definition GAINED? of a consumer has not changed, a sole As a result of the amendment, protection trader in disputes with other entrefor entrepreneurs with consumer rights preneurs will not be entitled to use was extended in the field of: the assistance of consumer ombudsmen • the use of prohibited contractual provi- and the Office of Competition and sions, i.e. abusive clauses; Consumer Protection.

• the rights resulting from the warranty [rękojmia] for defects in the sold item; • the right to withdraw from a distance contract or ones signed outside company premises.

That means that such entrepreneurs have gained a powerful tool for questioning contracts, in particular contract templates commonly used in trade, general terms and conditions of contracts, or terms and conditions of services. The entrepreneur-consumer shall not be bound by individually agreed provisions that define their rights and obligations contrary to good practices and grossly violate their interest.

Undoubtedly, the new legal reality forces entities operating in business transactions to thoroughly verify such documents as sales terms and conditions or contract templates. The practical consequences of not adjusting their content to the applicable regulations may be far-reaching.

In respect of the warranty for defects, entrepreneurs have obtained the pre­­ sumption of the existence of a physical defect at the time of delivery of a sold item. Additionally, they may request to Author: have the item replaced or repaired. Seller's failure to respond to the entrepreneur-consumer's complaint within 14 days shall make the complaint acknowledged and the request contained therein recognised as justified. Contrary to a mistake frequently repeated in various analyses, it should be emphasised that

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Lidia Banasiak, Attorney at Law in the Law Firm “Chudzik i Wspólnicy Radcowie Prawni” sp.p. www.chudzik.pl

Outsourcing&More | May–June 2021

IPOSTA riposta.pl

BUSINESS

NON-COMPETE AGREEMENTS WITH CIVIL-LAW CONTRACTORS Companies often employ people under civil-law contracts to perform work. How can post-employment non-compete agreements be implemented in cases of such cooperation?

A non-compete agreement is a tool that companies use to protect their interests after the dismissal of an employee and to reduce the risk of important people leaving the company. In the case of persons employed under an employment contract, a non-compete clause may be implemented under a separate agreement, in accordance with the provisions of the Labour Code. A distinction is made between a non-compete clause effective during the period of employment (Art. 1011 of the Labour Code) which does not require compensation, and a non-compete clause effective after the termination of employment, for a period determined by the parties (Art. 1012 of the Labour Code), which triggers additional compensation. Importantly, in the case of a post-employment non-compete clause, the applicable legislation requires the payment of compensation for refraining from competitive activity, which cannot be lower than 25% of the remuneration received by the employee prior to the termination of the employment contract for the period corresponding to the duration of the non-compete clause.

under a civil-law contract or entrepreneurs running a sole proprietorship have been regulated in some way, and what conditions should be met when signing such agreements?

CIVIL CODE RULES – ONLY FOR AGENTS Provisions concerning non-compete agreements in the context of persons performing work under civil-law contracts appear in the Civil Code only with respect to agency agreements. This type of agreement is regulated in Article 758 of the Civil Code, under which the party accepting the order (agent) undertakes, within the scope of his/her business activity, to act as a permanent intermediary, for remuneration, in concluding agreements with clients for the principal of the entrepreneur, or to conclude such agreements on the principal’s behalf. The Civil Code explicitly provides in this case for the possibility of concluding a separate agreement under which the agent may be obliged not to conduct competitive business with its former principal.

acted as an agent in the course of their cooperation with the former principal.

The non-compete clause cannot be in force for more than two years after the termination of cooperation and must, as a rule, be compensated.

The former principal is obliged to pay a sum agreed upon by the parties in the contract, and if the amount of such compensation is not agreed upon, the agent is entitled to compensation appropriate to the benefits obtained by the principal as a result of the restriction of competitive activity and the agent’s lost earning capacity.

The parties may, however, also explicitly exclude the non-compete clause from consideration, in which case the payment of remuneration will not be necessary.

The same effect will occur if the agency agreement is terminated due to circumstances for which the agent is responsible.

PROHIBITION OF COMPETITION AND FREEDOM OF CONTRACT

The fact that the Civil Code provides for the possibility of concluding a non-compete agreement only in the case However, such an agreement must meet of an agency agreement does not mean a number of requirements: it must be that concluding such an agreement is However, the provisions of the Labour concluded in writing (otherwise it is null not allowed in other cases. The possiCode do not apply to non-employees. and void), it must relate to the geographic bility of concluding such agreements is The question therefore arises of whether area or group of customers covered confirmed by the case law of the Supreme the principles of concluding non-compete by the agent’s business and to the goods Court. The right of the parties to con­ agreements by persons performing work or services for the sale of which the agent clude such an agreement results from

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Outsourcing&More | May–June 2021

A non-compete agreement is a tool that companies use to protect their interests after the dismissal of an employee and to reduce the risk of important people leaving the company. In the case of persons employed under an employment contract, a non-compete clause may be implemented under a separate agreement, in accordance with the provisions of the Labour Code.

the principle of freedom of contract In a judgment of 19 November 20151, expressed in Article 3531 of the Civil Code. the Supreme Court stated that Article 3531 of the Civil Code implies consent to On this basis, the parties to a civil-law the inequality of the parties to the contract contract may agree that one of them and the non-equivalence of their legal will not provide their services for some situation, so it is permissible to include time after the termination of cooperation a non-compete clause in the contract for certain entities. However, the analysis without additional remuneration for this. of the provisions and the case law leads At the same time, in an earlier ruling 2 to the conclusion that the parties cannot the Supreme Court stated that a free-­­­­­­­ofshape the content of such a non-com- -charge non-compete clause is sanctioned pete agreement in a totally arbitrary by invalidity, due to its inconsistency with manner: the agreement concluded the principles of social coexistence. by them cannot be contrary to the nature of a given legal relationship, be incon- THINGS TO REMEMBER sistent with an act of law or the princi- How should one proceed, then, when ples of social coexistence. When drafting concluding a non-compete agreement a non-compete agreement with a person with, for example, a programmer who employed under a civil-law contract, cooperates with the company running especially the latter criterion plays a sole proprietorship, or a permanent an important role. In practice, sometimes consultant employed under an engagethe content of the agreement proposed ment agreement? To be sure that to the contractor may violate such prin- the agreement will not be regarded ciples, which will result in the invalidity as incompatible with the principles of the prohibition. of social coexistence, the agreement should provide for some form of remuDoubts arise in particular as to whether neration for refraining from competition. it is possible for the parties to agree Of course, there is no statutory requireon a non-compete clause that will not ment for the amount of such compensainvolve any additional remuneration tion, so the issue should be determined from the former principal. Unfortunately, by the parties. the case law of the Supreme Court is not 1 Judgment of the Supreme Court of 19.11.2015, consistent in this respect. In principle, 2IV CSK 804/14, LEX No. 1943224.

Judgment of the Supreme Court of 11.09.2003, the Court allows for this possibility. III CKN 579/01, OSNC 2004, No. 10, Pos. 167.

Outsourcing&More | May–June 2021

The scope of the non-compete clause itself should also be detailed. If the non-compete clause is too general, it will most likely not be accepted by the other party. Therefore, it is good practice to indicate the scope of services covered by the prohibition, the area in which it will apply, or the industries or specific companies to which it will apply. It is also important to remember the possibility of introducing provisions providing for a contractual penalty for conducting competitive activity into the agreement, as makes it much easier to claim damages in the event that the former contractor violates the non-compete clause.

A properly structured non-compete agreement can protect the company against, for example, leakage of important information or important co-workers leaving the company. It should therefore not be forgotten, also in the case of persons employed under a civil-law contract. Author:

Jarosław Karlikowski, Attorney-at-Law, Expert in Employment Law, Noerr Legal Firm

29

SSC

WHEN WE’RE AT THE OFFICE, CHOCOLATE IS AVAILABLE IN OUR KITCHENS EVERY DAY

Word of admission: SSC Lions is a new project run by Pro Progressio and focused on the com­­­munication support provided to Shared Service Centres.

On ­Outsourcing&More Magazines’ pages we will present business cases and interviews with leaders of Shared Services Centres, industry experts and consultants.

Our interlocutors will provide the answers to the questions related to best business practises, project manage­ ment and employer branding.

In the tenth edition of SSC Lions we are presenting you the interview with Maciej Kulbat, Head of the Barry Callebaut Shared Services Center.

SSC LIONS

Katarzyna Czylok-Dąbrowska, editor: Tell us more about Barry Callebaut – what kind of company and organization are you right now?

Maciej Kulbat, Head of the Barry Callebaut Shared Services Center: The Swiss-based Barry Callebaut Group is the result of a merger of Callebaut – a Belgian chocolate manufacturer – with Cacao Berry, a French chocolate manufacturer, back in 1996. Barry Callebaut is the world's leading manufacturer of high-quality chocolate and cocoa products, with over 150 years of market experience. The company operates in over 40 countries, has about 60 production plants, and employs over 12,000 people worldwide.

Collaboration, entrepreneurship, customer orientation, integrity, and passion – these are the hallmarks and qualities unique to the Barry Callebaut Group, and they are shared by all our employees and countries where we are present as a company.

associate ourselves with our city; after all, it’s been a quarter of a century already. Our activity in Łódź is multifaceted, hence our work experience and internship programs cover many areas. Many of our apprentices and trainees gained their first professional experience with us and stayed permanently.

The changes that took place in Łódź in recent years are easily observable. It also affects the quality of life in the city and We are committed to long-term cooper- encourages young people to tie their ation. We want to create an environment future to Łódź. where employees can develop, introduce innovative solutions, and thus shape I guess we're all fed up with the COVthe company’s future. We strongly sup- ID-19 pandemic however I can't help port internal promotions and employee but ask how you've been doing over transfers between the Barry Callebaut the past year and what has changed in Group companies. the company, also for the better...

2020 and the pandemic has put all Why did the company choose Łódź as companies to the test. The commitment its Polish headquarters? of our employees meant that we sailed The world’s favorite delicacy is cre- through this storm safely and steadily. ated in Łódź for 25 years. This sum- The COVID-19 pandemic has made it mer marked a quarter of a century since even more obvious that cooperation is chocolate factory was opened in the city a crucial component. services, and we plan to increase our headcount over the next two years. Our center not only increases its services portfolio but we also keep extending our support to new regions. We employ people in the following positions: junior, regular, specialist, expert, leader, manager, global manager. This is the result of the Group’s organic development, as well as numerous acquisitions and mergers.

OUR PRIORITY AT THIS DIFFICULT TIME HAS BEEN TO ENSURE A SENSE OF UNITY AND SUPPORT FOR ALL BARRY CALLEBAUT SSC EMPLOYEES. What makes the Barry Callebaut Group truly remarkable is the kind of intimacy, which is not a common feature of large corporations. We are a global company with a startup approach.

We’re happy to look for new solutions across all areas of our activity.

We’re all on the same team and we are always guided by the idea of ‘doing well by doing good’. Chocolate is a unique product, and the Barry Callebaut Group attaches great importance to the sustainable production of this delicacy, supporting farmers and the transparency of the supply chain (country of origin).

What does the Barry Callebaut Shared Services Center do? What is the structure of the Polish branch?

At Barry Callebaut Shared Services Center we support global processes in areas such as: Finance, IT, Customer Service, Logistics, HR, Master Data, Transport, Quality, and Supply Chain. We are constantly expanding the scope of our

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and today it is the second largest plant in Europe owned by Barry Callebaut.

We built on this success and opened a Shared Services Center here. Łódź, located in the heart of Poland, is a great location both in terms of logistics and human resources. The Łódzkie Voivodship affords us an opportunity to easily employ talents from many areas and assemble a highly specialized team at our SSC. As an employer you participate in the ‘Youth in Łódź’ (‘Młodzi w Ło­dzi’) program implemented by the City of Łódź Office. Program’s mission is to encourage young people to tie their future to the city of Łódź and to support their professional development, but also to provide local entrepreneurs and investors with highly qualified staff. What kind of young professio­ nals are you looking for and what can you offer them?

We try to support every initiative that takes place in Łódź. We strongly

In the case of the Shared Services Center in Łódź we managed to efficiently switch to the home office mode. We were no strangers to the work from home model (our policy, even before the pandemic, assumed remote work 5 days a month); however, in the beginning, we missed coffee breaks with a piece of chocolate and having lunches together. In addition to meeting our business challenges, our priority at this difficult time has been to ensure a sense of unity and support for all Barry Callebaut SSC employees.

We moved most of the meetings and events to the online world, we launched a psychological support line, we constantly develop a work culture based on the principles of work-life balance (we believe this to be an extremely important aspect, particularly when working from home), and this year we plan to grow the number of events engaging our employees remotely.

Since we are not in the office we decided to use this time proactively – by doubling our office space and carrying out a pro­ per refurbishment across both floors.

The pandemic significantly accele­ rated the digital revolution, including the one taking place in the business

Outsourcing&More | May–June 2021

environment. What sort of digitization and robotization activities did you undertake at the Barry Callebaut Group?

Our organization has been a longtime investor in solutions that allow us to derive maximum benefits from the available technological solutions.

The pandemic has shown that this is the right direction. Systemic solutions and the form of information provision that we possess enabled us to carry on with our daily business without disruptions. We are currently focusing on increasing competences related to automation and robotics so that we can implement as many improvements in this area as possible.

You are managing the company’s Polish branch for almost a year. What do you identify as your greatest challenge and what successes have you already achieved?

It's been a really intense year.

The pandemic has, quite obviously, added new threats but it has also created many new opportunities. Looking at it from a personal perspective it’s been a year full of learning – getting to know the organization, the chocolate manufacturing process, but first and foremost getting to know the people and the teams that act passionately to make our organi­ zation what it is on a daily basis. Lots of interesting experiences and ambitious plans for the future give me a lot of energy to act. And when work from home and remote schooling prove a bit much, a cup of hot chocolate saves the day.

Finally, we would like to ask if you remunerate your employees in sweets, too?

When we're at the office, chocolate is available in our kitchens every day.

We have an informal saying: chocolate is always the answer. Nothing tops a short coffee break with a piece of chocolate. In the current remote work environment we are sending chocolate to our employees as gifts for special occasions, such as the anniversary of our SSC. In addition, the Barry Callebaut SSC employees have VIP accounts at an online store offering Barry Callebaut products meaning they can purchase them at a significant discount.

Thank you for the conversation.

Outsourcing&More | May–June 2021

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BUSINESS CASE STUDY

BRIGHT AND MORE SPECIALISED FUTURE OF SERVICE CENTRES IN POLAND Since it opened in 2010, HSBC’s global service centre in Poland has grown twelve-fold. Today, however, not the size but the expertise it brings into the global business matters.

In 2007, when HSBC Bank Poland opened its back office in Krakow with just 64 employees on board, rarely anyone would predict its swift transformation and long, successful career. Just three years after the start, the centre has become an independent entity – till now known as HSBC Service Delivery (Polska) Sp. z o.o. – and has been included into the network of HSBC’s global service centres, spread in a number of markets around the world.

Bank’s only service centre in Europe has gradually developed over the years, both in size and scope of services. Today it employs close to 3,500 highly-skilled employees to provide specialised services in 13 languages to HSBC’s customers

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and businesses across 32 markets. This is exactly half of the HSBC’s network, covering 64 countries and territories where the bank collectively serves more than 40 million customers.

GLOBAL SERVICE CENTRES PLAY AN IMPORTANT ROLE IN HSBC’S STRATEGY The COVID-19 outbreak and fundamental shifts in the financial services sector in 2020, including the demand for sustainable solutions and customers’ preferences to engage digitally, have been reflected in a redefined HSBC’s global strategy. Recently announced bank’s refreshed purpose – “Opening up a world

of opportunity” – promises to use HSBC’s expertise, capabilities, scale and perspectives to create new chances for customers, employees, investors and communities. In many cases, HSBC’s global service centres are the driving force behind the changes already taking place in various areas across the bank, including IT, operations and risk.

This trend is expected to strengthen in the near future.

Poland, being one of world’s top five locations (along with India, China, Philip­ pines and Brazil) to run service centres and definitely Europe’s favourite spot, fulfils the criteria of the location strategies and consolidation initiatives very well.

Outsourcing&More | May–June 2021

across the globe. 2021 continues signi­ the Krakow service centre managed ficant growth of the team with a number the COVID-19 pandemic crisis by moving of senior and specialist roles in recruit- 99% of employees to work from home in ment. Cybersecurity Poland includes just five days without any service disrupcurrently a Security Operations Centre, tion has strengthened the centre’s excelcyber-engineering, control assurance lent reputation. The workforce resilience and testing, global communications, and tried-and-tested business continuity awareness and training teams. The head plans come in line with the modern infraof Cybersecurity Poland Practice is also structure and general living comfort in the Global Head of Cybersecurity Risk Poland which are another factors helping Under one roof the Krakow service centre and Controls Strategy, whose wider to highlight the importance of the centre hosts rather exceptional – even on a scale team is responsible for design, moni- on the global map of HSBC’s network. of such global organisation as HSBC – toring and continuous improvement combination of finance, IT, operations, of end-to-end cybersecurity control HSBC has taken the advantages of talent accessibility in Poland and other Eurorisk, transformation and other teams. management components.

Employees range from technologists transforming the banking experience to operations professionals managing It has only been two years since the ope­­­­ning of a dedicated cybersecurity team a volume of 1.7 trillion payment transin Krakow. Now, more than 100-people-strong team monitors, detects and responds to various cybersecurity threats to HSBC’s assets and clients across the globe. actions a year. People use their unique expertise and capabilities to carry out complex operations as well as research The importance of non-financial risks pean countries, dynamic customer and development activities. and needed controls has significantly services capability and effective busiincreased in recent years. Not surprisingly, ness flexibility to transform the Krakow CRITICAL ROLES OPENED IN POLAND TO DIRECTLY MANAGE it is an area of close focus for financial insti- service centre from a “cost optimisation REGIONAL AND GLOBAL TEAMS tutions like HSBC and regulators globally. location” to a “value creation centre”. As Competences demonstrated by the staff, There has been a visible surge of subject- a result, HSBC Service Delivery (Polska) has along with their commitment and open- matter experts needed to respond to chal- become one of the most diversified global ness to drive the change across HSBC lenges from the market and regulatory service centres which help realise HSBC’s have generated interesting opportuni- requirements. Just recently, a specific team strategy and commitment to customers, ties for the service centre in Krakow. They – Global Third Party Management Hub – shareholders and community. have also resulted in quite a few senior or has been formed in the Krakow service critical roles opened in Poland to directly centre, aiming to effectively manage The development journey will continue in manage regional and global teams the third party risks faced by the bank the coming years. In 2021, HSBC Service supporting customers and businesses all and ensure compliance with regulatory Delivery (Polska) plans to hire 1,200 new obligations globally. employees in Krakow, twice as many as over the world. employed last year. The largest increase is forecasted in the risk, finance and IT It has only been two years since the ope­­­­ ONE OF THE MOST DIVERSIFIED ning of a dedicated cybersecurity team GLOBAL SERVICE CENTRES departments – the latter one will grow by 400 new people by the end of the year. in Krakow. Now, more than 100-people- ACROSS HSBC strong team monitors, detects and If the day-to-day high quality service The development plan can be characterresponds to various cybersecurity delivery is the ordinary success under ised not only by the scale of recruitment, threats to HSBC’s assets and clients business as usually; the way how but more importantly, by the evolution of the candidate's profile into highly-skilled, experienced, yet flexible professional to answer further specialisation of the services delivered from Krakow to HSBC’s regional and global structures. With access to an excellent talent pool (well-educated people with great multilingual skills and often also outstanding on-the-job expertise), service centres located in Poland can provide one of the most comprehensive combinations of investment and efficiency, allowing for way more than basic processing of the simplest jobs.

Author:

Grzegorz Góralczyk, Deputy Centre Director of HSBC Service Delivery (Polska) Sp. z o.o.

Outsourcing&More | May–June 2021

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BUSINESS

PEOPLE AND THEIR ENVIRONMENT SHOULD BE THE MOST IMPORTANT ASPECT – THE HCD APPROACH TO OFFICE DESIGN

What is the human-centered design approach? What does it actually mean and how can it support office users in their daily tasks? We speak with Konrad Krusiewicz, owner of the Warsaw studio The Design Group, to discuss the essence of the philosophy of human-centered design in office space design, as it accompanies designs by TDG. ProProgressio: You are specialists in designing corporate office space for large corporations. From the very beginning of The Design Group’s existence, you have been confirming that the human being is the most important element in the design process. But what does it truly mean?

Konrad Krusiewicz: The human-cen­ tered design idea has always been with us.

In the beginning, this was our inherent need and design mission. As we grew in experience, we came to understand clearly that human centered design is nothing more and nothing less than designing for the user. Sure, we make an attractive space that conveys a clear message to our client, but above all, we focus on the office user. What does it mean? We analyze issues related to ergonomics and concern for employee’s health. We make sure that at work they benefit from an adequate lighting system, appropriate acoustics, and use ergonomic solutions around them. This is not designing for the sake of form and function only; these are to build an ergonomic and healthy work environment.

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Do you still come across utility designs that focus on form and function rather than on people?

You might think that all designs are human-centered. Yet many products or spaces are designed only to fulfil their function: one desk, one chair, one lamp.

Of course, this is the layout that meets all the regulations, for it is impossible to have it otherwise. However, our design gives much more than required by the regulations, both in terms of lighting, acoustics, or ergonomics. We could choose for our designs, for example, an ordinary chair, which must have an adjustable lumbar section and a five-star base. However, in our designs, we seek solutions that are pro-health and pro-ergonomic, and not just a chair “X times.”

Where does the human-centered design process even begin? How do you guide such a process with your Clients?

The process ought to stem from a clear understanding that things and spaces we design are meant to serve more than just basic functional purposes. In my

opinion, one has to begin by accepting that it is essential to enjoy a tailored, ergonomic workspace. It has an impact on a person’s daily functioning as well as on their mental and physical health. Our job is not just to put up a desk and hang a lamp. We need to understand how important it is that the said lamp has features that allow for flexibility to accommodate the user. In the future, I believe, the same will be true for designing ventilation or audio-video systems, as well as other supporting solutions based on artificial intelligence or machine learning.

How does your cooperation with the Client proceed when you talk about the recipe for an office consistent with the philosophy of human-­ -centered design?

Clients tend not to focus on this a lot.

They know that their office space must have good acoustics, great lighting, and it is advisable to have biophilia. If we see potential in the Client and we feel that there is a budget for it, as these are still not the most affordable solutions, we

Outsourcing&More | May–June 2021

We make an attractive space that conveys a clear message to our client, but above all, we focus on the office user. What does it mean? We analyze issues related to ergonomics and concern for employee’s health – says Konrad Krusiewicz, architect and CEO of The Design Group.

Outsourcing&More | May–June 2021

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BUSINESS

start by talking about the philosophy of such an office. We talk about what it can give its users on a daily basis, and how it will support their wellbeing and proper functioning. We make the Client aware of the possibilities and try to involve them in thinking about a work environment that is focused on being good for people, not just meeting their basic needs.

The specialists talk about solutions and their implementing possibilities. This can be very complex. However, it is quite difficult to discuss all this. For us, these are natural design elements, but other people may not feel it.

We are still working on enriching our portfolio with a design that would be fully implemented in line with the human-centered design idea. However, so far we have not been able to do so.

I suppose that the very high costs involved in this type of implementation represent the major obstacle.

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So you also explore the Client’s needs from the psychological, anthropolo­ gical side...

Yes, our customers need to understand what the options are and what they serve. If we see a desire for further discussion, we invite our partners to talk in detail about individual pieces of equipment. The specialists talk about solutions and their implementing possibilities. This can be very complex. However, it is quite difficult to discuss all this. For us, these are natural design elements, but other people may not feel it. Not every Client will find the ability to change the color temperature of the lighting over their desk to be exceptionally important. Our mission is not to tilt at windmills. However, there are a lot of Clients who see the potential in this; this gives us the opportunity to implement such solutions. Our Clients tend to appreciate them very much.

Do you think there are universal needs of employees and office users that need to be taken into account in human-centered design?

Adequate acoustic comfort is fundamental. It is fantastic that Clients as well as existing regulations have already noticed this, and it shows up in designs.

Workstation organization is yet another universal need. A chair with the right mechanisms and the option to adjust it in many settings, as well as a desk with the adjustment option, are all important here. This may sound obvious. However, this example clearly shows the differen­ ces that human-centered design enfor­ ces. In fact, in a human-centered design, we should use a sit-stand desk. In contrast, I feel that this type of equipment is

still considered a benefit rather than a basic piece of equipment. Moreover, I do not think many people consider it an element of human-centered design and building a sustainable work environment.

Apart from that, I would point out the multifunctionality of spaces, and lighting, which we think and talk about a lot. This entails variable color temperature, the ability to vary light intensity, and often the combination of lighting with the Dali system, which allows its settings to change automatically, according to the amount of natural light and consistent with the time of day or season.

Is it possible to identify the successive stages of human-centered design?

It would be difficult for me to spe­ cify them. For us, human-centered design is just a natural process. Of course, it involves coming up with a range of solutions, systems, types of finishes.

But for me, these are simply elements of the design process, which incorporate the direction of human-centered design.

Could you share some great examples of your designs that particularly reflect the implemented philosophy of human-centered design?

We are still working on enriching our portfolio with a design that would be fully implemented in line with the hu­ man-centered design idea. However, so far we have not been able to do so. I suppose that the very high costs involved in this type of implementation represent the major obstacle. We are currently fini­ shing the Allegro office, and I think that this office will be closest to the philosophy of human-centered design. Hence, this is still ahead of us. I would very much like to promote the idea of human-centered design, to broaden people’s interest in this matter, and to build awareness of how many benefits human-centered design can bring to the office space. This philosophy is very dear to me.

Thank you for the interview.

Thank you too.

Outsourcing&More | May–June 2021

MAIN INTERVIEW

Outsourcing&More | May–June 2021

THE ROLE OF EMPLOYMENT AGENCIES IS ABOUT CREATING VALUE, IMPROVING LABOR MARKET EFFICIENCY AND REDUCING THE SKILLS GAP Interview with Stefano Colli-Lanzi, CEO Gi Group.

Outsourcing&More | May–June 2021

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MAIN INTERVIEW

Time like now means always two things: threat, but also opportunities. In Chinese word ‘crisis’ is described by two signs: threat and chance. This is how we consider present time. We keep our eyes open and still monitor situation on the market.

Wiktor Doktor, Pro Progressio: Wow. Stefano, I must say that looking at the development of Gi Group in Poland, you are making milestones year by year. It's nice to observe such a dynamically developing business as yours. Is Gi Group also expanding its activities outside of Poland so dynamically?

Stefano Colli-Lanzi, CEO Gi Group: Of course. As we consider Central and Eastern Europe as important part of our business, it does not stop us on a different markets. We just finalized transaction of take over of Swiss job board Jobtome with over 10 million of users. Previously, 2020 year, we’ve closed acquisition deals in Brazil, Spain and Poland.

We believe the most important challenge is to ensure an ever more effective and efficient matching of labour demand and supply and to be attractive to candidates, especially at this historic time of digital transformation. It does not stop us at all, as we have strategic goals to achieve turnovers level of EUR 3 bn in 2021 and double it within upcoming three to four years. Our strategy is to become one of the four-five companies in this industry that will be able to take full advantage of the economies of scale in its core business along with its infrastructure.

Several months ago you connected Grafton Recruitment to Gi Group, now it's time for Work Service. How did the acquisition process in your company look like last year in Poland and other countries?

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Taking full control over Work Service is under process. It is worth to underline, that this entity is one and only in a whole group that is publicly listed. In history of Gi Group we’ve never had situation to organize financing our development this way – through stock exchange. After years of troubles like lack of capital, overly complicated structure or inability to make long-term decisions, we want to give to Work Service a new beginning.

It needs a strong business restructuring plan that requires the maximum commitment of the management, the strengthening of synergies with Gi Group, the availability of financial resources and the promptness of this availability. All these actions, vital for the future of the company, can be taken only with a strong and clear governance, avoiding slowdowns due to a fragmented ownership. The full control of the company is not the only option that Gi Group takes into consideration. Even with a qualified majority and, as a consequence of that, with the presence of minority shareholders, Gi Group will do whatever it takes to assure to Work Service a future of competitiveness.

I’d like to ask about 2021. Are you planning any further acquisitions or business expansion this year?

Time like now means always two things: threat, but also opportunities. In Chinese word ‘crisis’ is described by two signs: threat and chance. This is how we consider present time. We keep our eyes open and still monitor situation on the market.

You are a significant player on the HR services market. You also conduct a wide-ranging market analysis – how do you assess the situation on the market of recruitment services in Poland and in Europe?

Poland is the largest market in Central and Eastern Europe. With a strong presence here, we automatically become one of the leaders in the entire region.

Apart from the size itself, the potential of the population is also important – the qualifications and abilities of the employees. And these in Poland are systematically increasing, which makes the value of the market grow even more. This can be seen in the pace of economic development. In recent years, the dynamics of GDP growth in Poland has been higher than in rich Western European countries. This makes the market promising also after the pandemic. At the same time, the Polish labour market is still not saturated in terms of the presence of large companies, new ones are still appearing both in industry and services.

Cooperation with them is a great opportunity for our industry.

In Europe the real problem is the lack of an effective recipe for changing demographic situation. Individual countries have serious problems, spend heavily on family benefits and yet achieve low birth rates. In France, the situation is much better than in Italy, and it is hard to see why. I’ve never heard any politician really analyse this problem, explain why it’s happening and which measures can actually change the situation.

Outsourcing&More | May–June 2021

Within three months of the start of the pandemic, nearly 90 to 95 percent of employment contracts were being signed with the help of digital, and also mobile, tools. So, the pandemic accelerated a lot the adoption of technologies that had already been available before.

We talk a lot about sustainable development, but we ignore demographics. It is very bad. Of course, the problem is culturally grounded. We can see on the example of countries outside Europe that they do not have such a big problem with it, where population growth is a chance for survival. However, emphasizing Europe’s rivalry with other continents in this aspect will not help, after all, children are not born to win economically 2020 and the first half of 2021 are still quite specific times for many industries. How do you assess coope­ ration with various industries in times of a pandemic – do any industries require more care than others?

I see it in a slightly different perspective. Definitely role of the agency will also include training people, because we will be facilitating the connection between employers and candidates. Consequently, the scope and complexity of our services will grow, as well as their value. As a result, competition between agencies will be less about price and more about quality of service.

Outsourcing&More | May–June 2021

The pandemic has changed a lot in our industry. Many processes were frozen, the suspension was visible especially from March to June last year. Then we actually got back into action, although it was not easy, we had to find our way in the new reality. As a result, in the last months of 2020 we achieved one of the biggest increases in activity in this respect. However, we had to differentiate our approach between different markets, which eased the restrictions at different times and survived COVID-19 in different ways. Understandably, people have also become more cautious during the pandemic and are less likely to want to change jobs. However, I think vaccination campaigns will translate into later growth. When we suddenly ‘unfreeze’ [open] the markets, we will find that one third of employees will want to change employers. We are even bracing ourselves for a surplus of activity during this period. Now is the time to prepare for that. We also anticipate that some industries will permanently increase their online presence. Some previously stationary companies will rely on remote

work more often, while at the same time working to maintain the appropriate efficiency of employees. We need to be ready to help them do that.

Everything indicates that most industries will automate and digitize – is recruiting or contracting IT employees still a challenge, or is it more like "mission impossible"?

We are certainly facing a significant increase in the role of digitalization.

COVID-19 forced everyone to accelerate the process of bridging the growing gap in recent years between the potential of technological innovation and the opportunities to use it. Although before the pandemic there had already been talks about digital signature, remote contracting, we only introduced them on a small scale, in few markets. In contrast, within three months of the start of the pandemic, nearly 90 to 95 percent of employment contracts were being signed with the help of digital, and also mobile, tools. So, the pandemic accelerated a lot the adoption of technologies that had already been available before.

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MAIN INTERVIEW

Outsourcing&More | May–June 2021

No matter what generation you are, now, thanks to pandemia, you are forced to communicate in a digital way. It was not that popular before, now it is a standard. And for everyone, not just X, Y or Millenials. Of course, in our activities we have to consider our customers needs as much as candidates needs, so we can perfectly match them together.

Another trend is the very fast-growing skills deficit. While the pandemic crisis temporarily alleviated this deficit as it increased the supply of workers, we are increasingly seeing that job candidates are starting to be more important customers for us than employers; it is the availability of candidates that is starting to be a real competitive factor in the HR market. Even if the pressure of skills shortage is now somewhat weaker, the accele­ ration of digi­talization will force a shift in the competencies sought by companies and change the nature of many occupations. As a result, the gap in the labor market will widen; on the one hand, the group of people who cannot find employment due to their competencies not matching the needs of companies will grow, while, on the other hand, more and more companies will face a growing shortage of the skills they need.

Thus, the role of employment agencies is changing, which is no longer just about negotiating rates and managing personnel, but also about creating value, improving labor market efficiency and reducing the skills gap.

At the end of our interview, I would like to look at candidates – do the times when generations X, Y, Z and Millennials are facing recruitment require a completely different approach to candidates from recruitment agencies, or maybe the same method of dialogue can be used, the same types of interviews and the same tools that support recruitment process?

Here comes digitalization again. No matter what generation you are, now, thanks to pandemia, you are forced to communicate in a digital way. It was not that popular before, now it is a standard. And for everyone, not just X, Y or Millenials. Of course, in our activities we have to consider our customers needs as much as candidates needs, so we can perfectly match them together.

Thank you for your time.

Outsourcing&More | May–June 2021

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INVESTMENTS NEWS

KONIN EAST INDUSTRIAL PARK SHOWS THAT NEW INDUSTRIAL ZONES IN POLAND CAN BE GREEN AND MEET 21ST CENTURY CHALLENGES There are very few investment areas of over 100 ha in Poland which are not infrastructural deserts. Most of the large parcels available on the market are agricultural land that have not been developed in terms of road and technical infrastructure, which are key aspects for large investments in industries such as automotive or electromobility.

The Stare Miasto district is well-accessible by both road and rail. This location, which is increasingly popular among international companies, is situated in the main East-West transport corridor, close to two A2 motorway junctions (Konin East and Modła) and national roads. As far as the rail is concerned, the location is close range from the intermodal terminal in Konin, part of the TENT Rail Line, giving investors

the opportunity to develop a pan-European network.

Although the Konin coal mine will close, workers will have an opportunity to retrain and become specialists in the expanding field of renewable energy. This ‘green energy’ transformation represents a real economic opportunity for Konin, local communities, and new investors.

International manufacturing companies wishing to carry out multi-million investments in Poland search for plots of land that would be able to meet the requirements of their planned business activity (within a few months from the start of initial discussions). Land, where investors can develop their business almost immediately, is still a rarity in Poland.

For example, Polish electric car manufacturer, Izera, searched for years until it found a suitable location for its factory.

The Polish Investment and Trade Agency announced that the construction is to start this year in Jaworzno, Silesia.

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Outsourcing&More | May–June 2021

ARCHITECTURE, DETAILS AND FUNCTIONALITY CONSTITUTE KEY POINTS OF FOCUS FOR SKANSKA DURING THE CONSTRUCTION OF THE NOWY RYNEK COMPLEX IN POZNAN Nowy Rynek is a multifunctional complex developed by Skanska in the capital of the Wielkopolska Region. The cons­ truction of the first phase started in the summer of 2017 and less than a month ago the Swedish developer began the erection of another building, marked with the letter E, which will complete the newly emerging quarter of the city. It will provide approx. 28,500 sqm of modern and healthy office space, while a meticulously designed market square located inside the complex will create a space for the residents of Poznan to rest and relax. evaluation system for office spaces focusing on sustainable solutions and Nowy Rynek is a multi-stage project the needs of their future users. Phase E with various functionalities with a total of the Nowy Rynek complex will be distinusable area over 100,000 sqm. Skanska guished by a partially covered terrace, is developing this project with a view shielded with a three-story façade, to provide residents new urban space, located on the top floor of the building. while preserving the historical char- There will be greenery, amphitheater acter of the place. The company invited platforms, and some small architecture several of the best architectural studios in for active leisure and a moment of relaxPoland to cooperate in the design of indi- ation. It will also provide an opporvidual buildings and the public space tunity to admire the panoramic cityof the entire complex. The urbanistic scape view of the Wielkopolska capital. design, i.e. the overall land development The inner walls of the terrace will be concept and the design of the E building, covered with a graphic depiction were prepared by the JEMS Architekci of the charms of Poznan. The commisstudio. The concept refers to the history sioning of the building is scheduled of Poznan at the turn of the 19th and 20th for the second quarter of 2023. centuries, when the city experienced dynamic territorial expansion. In turn, – The urbanistic concept of Nowy Rynek the development of internal spaces is built around the central area, which within the complex was entrusted to shall be another city market on the map the local studio Ultra Architects. of Poznan. On the one hand, the build­ ings form the frontage of the complex, The newest building marked with and on the other, they open up viewpoints the letter E will provide approx. 28,500 connecting its space with the surrounding sqm of modern and healthy office space area – says Marcin Citko, architect from confirmed by the most demanding envi- JEMS Architekci studio. According to ronmental certificates. The office building the architectural assumptions, due to has already received the highest plati­ its location at the intersection of two num-level LEED pre-certificate and main streets, the E building will become will also apply for WELL Core&Shell the main point of reference identifying certification. This is a multi-criteria Nowy Rynek in the city space. For this

Outsourcing&More | May–June 2021

reason, it was important to emphasize its height, while maintaining the proper scale of the entire complex in relation with the neighboring buildings. This effect was achieved by covering the technical stories located above the office space with a uniform façade along the entire altitude of the building and a fan-shaped opening of the lowest stories.

The façade is designed in such a way so that the outer walls could provide the users with a lot of daylight inside the building, as well as broad views of the outside while reducing the negative impact of the climate. It allows for more rational management of the building's energy management. Glass surfaces have been limited to the necessary minimum, and in places of less importance for the inner aesthetics they were replaced with opaque planes with better thermal and acoustic insulation, as compared to glazed walls. This solution improves energy efficiency and thus reduces the operational carbon footprint of the building. The shape of the coffering that makes up the façade is slightly “contorted” – the line of the external wall bends towards the inside at the axes of the window openings, which additionally makes the whole building look slimmer.

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INVESTMENTS

RETURN TO OFFICES A MATTER OF TIME, BUT A LOT WILL CHANGE The pandemic has enforced changes on the work organization for most companies whose activity concentrated within the office space.

The home office, applied on the un­­­heard-of scale, has become a recipe for the chal­­­­lenging times, allowing to maintain the continuity of processes. Even though the experts point out that the offices will keep their importance, with office employees set to return to their respective workspaces at some point in the future, much is likely to change on the market, both in relation to the corporate work models, and inside the office buildings alike.

PROCEDURES AND SOLUTIONS IN PLACE When the pandemic broke out a year ago, office buildings’ owners and pro­perty managers responded to the situation in a prompt manner. Following the guidelines of the respective authorities and organizations, various procedures and safety measures have been introduced across the buildings, with the objective, both in the past and at present, to minimize the risk of infection among the tenants’ employees.

– We have introduced a number of changes both in the buildings we manage, and in our own office alike – starting with the wide­ spread measures i.e. stipulating proce­ dures of conduct, supplying the buildings with disinfectants, enforcing an obliga­ tion to wear masks in common areas, and topping off the above with the installation of touchless devices – says Marcin Piątkowski, leasing director at Torus.

Torus has also conducted a market analysis. A special expert team was established, which in cooperation with respective consultants and suppliers has assessed close to 100 various construction solutions, also in the field of technology,

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the ones analysed, recommended, or managers), in order to recognize various implemented both in Poland, and abroad. attitudes to the remote work, alongside fears that accompany the return – We have carried out a comprehensive to the office. Answering the question: market review, while conducting a screening ‘What do you miss while working from process evaluating real efficiency and relia­ home?, 73% of the respondents pointed bility, choosing only those solutions, which to the contacts and relations with people/ – simply put – can have a tangible influence team as the things they miss the most. upon the employee’s safety and comfort. 56% of the respondents highlighted Some technologies, which are currently the fact that they experience a deficit in the talking point of the industry, were our the field of information and knowledge standard products way before the outbreak exchange, while 36% have trouble sepaof the pandemic, for instance, the high-per­ rating private sphere from the profesforming advanced ventilation and air-con­ sional one. The lack of an ergonomic workdition systems. We have implemented space proved to be a main problem that a number of interesting proven solutions, impeded the home-office type of work with additional works being made testing for 40% of the respondents. Other probothers. Some of them will become our new lems relate to the disruption of the day standard in the buildings, now still under rhythm (33%), and to the difficulty in design, which we are planning on erecting focusing attention (26%). On the other in the near future – adds Marcin Piątkowski. hand, the question ‘What influences the sense of safety in the office?’ was One of the long-standing standards in replied in the following manner: 70% – the Torus-erected buildings, among others, efficient air-condition and ventilation; 68% is to provide 50 m3 of fresh air per capita/ – healthy and clean air; 67% – sanitary per hour, which accounts for the highest regime; 52% availability of means of sanivalue on the market at present. The venti- tation in the workplace; 49% – possibility lation systems are equipped with sensitive to air the respective indoor facilities; 44% F7-class filters that clear the air provided – honouring the rules of social distancing. into the building from contaminants, whereas the air condition has the 3-gear The findings of the research come as little steering, which ensures more circula- surprise. The home office, although being tion control. Additionally, the 3-meter a practical solution, strips away numerous office height measured from the floor to relational and social aspects, which the ceiling creates – on top of the optical accounted for a vital piece of the office added values – a large and comfortable life, which both the employees, and workspace, which accommodates more air the employers considered a value. It also than most offices available on the market. blurs the borders between the private and professional spheres, and makes it difficult SIGNALS COMING for the managers to govern their respecFROM EMPLOYEES tive teams. The pandemic has not let up, Torus has also carried out research with most companies currently working among tenants (with respondents occu- in the remote or hybrid manner, which pying various positions – from interns to can be considered a way to minimize

Outsourcing&More | May–June 2021

risk, though, there are also companies that returned to their offices or are planning to. Some people find home office appealing, some less so. Some people would like to return to their offices, some other find it comfortable to work from home – the experiences vary. As much as the companies operate in the remote work manner, even if somewhat out of necessity, once the external factors change, and the end of the pandemic (however we understand it) starts to loom on the horizon, one will have to give some good thought to the future of the organization of work. It might resemble the new search for the values and sense in the sphere of work-life balance or employer branding, although today we look at them from a little different perspective – more home – than office-related.

DOKI Office Gdańsk – visualisation. Materials: Torus.

FORMAT Gdańsk – visualisation. Materials: Torus.

FUTURE IS A HYBRID? While discussing the future, much is being said about new models of corporate operations and changes in the work organization, alongside new functions of the offices. It seems that the hybrid-type work, which lowers the employee density in the office, and in real terms means that employees work from home or from office on a rotational basis, is likely to stay on for much longer. The experts, though, underline that we should apply caution and consideration while approaching changes in the work organization (e.g. permanent full or partial leaning towards the home office).

– We should differentiate between the re­­­­mote work as a practical and efficient tool for the times of crisis, and the business model based on such a mode of opera­ tion, even when consigning the pandemic to the past. Just because the home office holds good at present, the fact that compa­ nies maintain the continuity of processes and high efficiency, it does not mean that people know actually how to work from home, while having or not the conditions to do so. It is likely that many people find it convenient not having to commute to the office, but as a matter of fact, it consti­ tutes a great cost at the same time – in social, relational, and private aspects – as the home and professional borders have totally faded away, of which today we are not fully aware – says Monika Reszko, business psychologist.

Outsourcing&More | May–June 2021

the necessity to get by in the challenging times. The essential change in the work organization, should it take a permanent nature, shall be analysed from many angles.

We need to bear in mind that people tend to get attached, need to live in a commu­ nity, which is impossible to fill in through digital means. Therefore, the employers need an ‘office haven’ at which the employees shall arrive, even if it is not on a daily basis – Although everything seems to be going – adds Monika Reszko.  well, in real terms managers have great diffi­ Author: culty overseeing employees scattered all around in their respective homes. The same goes for the level of engagement amongst the employees – apparently, it is on the rise, but we should be asking a question: Why? What stems from my observation is the fact that, to great extent, it results from stress, Marcin Uske the need for work, and – generally – from The model of remote work and its assessment are based on the outcome, on the executed tasks. It all looks appealing when looking at numbers, but one shall remember that today we are still operating in the necessity mode. In some time the external factors are going to change, and it will be much easier to spot the negative effects of the changes.

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INVESTMENTS

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Outsourcing&More | May–June 2021

THE SLOWDOWN, CAUSED BY COVID-19, HAS BROUGHT TO THE FORE THE IMPORTANCE OF NEW TECHNOLOGIES, INNOVATION AND SUSTAINABILITY Interview with Mateusz Bonca, CEO JLL Poland.

Wiktor Doktór, Pro Progressio: It’s been several months since you joined the JLL team in Poland. What are your first impressions after taking charge of the organization? Are there any significant differences between real estate and the energy or banking industries where you previously worked?

Mateusz Bonca, JLL: These industries are undoubtedly different when it comes to the type of products and services they provide to clients. However, these sectors’ strategic goals when cooperating with business partners are very similar.

Regardless of whether it’s real estate or the financial sector, appropriate competences and experience are key in order to offer advisory services, which are comprehensive in nature and focused on longterm cooperation.

However, I’m under the impression that both the real estate industry as well as the financial and banking sector in Poland have done their homework after the previous crisis, which took place more than a decade ago. Lessons learned are

Outsourcing&More | May–June 2021

now helping these industries to better navigate the uncertain and turbulent socioeconomic conditions we have been facing over the last twelve months.

The excellent professionals who operate in our domestic market are in no small part to thank for this – managing the JLL team proves this to me on a regular basis.

It is a company with a unique organizational culture made up of wonderful, wise, talented, and entrepreneurial people.

The office market in Poland, in Europe, and across the world has been undergoing massive changes over the past 18 months. Many developers entered 2020 with ongoing office projects and plans to quickly find tenants for such projects. However, the pandemic slowed down the process of companies moving into new offices. Looking at it from JLL's perspective, what was the situation like in Poland and in other countries?

The pandemic definitely put the brakes on new projects being launched or new lease agreements being

signed. This, however, does not mean that the market has stagnated. Let’s not forget that before the pandemic struck, the office sector was really buoyant and new records were being set practically every quarter.

During the first weeks of the pandemic, our clients focused primarily on crisis management and ensuring business continuity within their organizations.

After this had been achieved, they started verifying their growth objectives and recruitment plans that had been set before COVID-19, as well as reexami­ ning their respective strategies; some tried to initiate negotiations with landlords in order to adjust rents and amend other lease conditions. We’ve noticed an increase in the number of lease renewals, which illustrates the degree of uncertainty among tenants and the prevailing ‘wait and see’ approach.

However, with the arrival of the summer months, some tenants started planning for relocations. This process, of course, was in many cases significantly impacted

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INVESTMENTS

The office return is already happening. Companies such as Google are already reopening their offices to their employees. The narrative and mood surrounding remote work and its supposed advantages over working in the office are also clearly changing. Employee productivity working from the office as opposed to working from home is currently one of the key questions on the agenda of many corporations.

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by successive lockdowns and related travel restrictions as well as the curbing of on-site visits; but there is hope that the market will start to grow again and move in the right direction. We observe similar trends across other parts of Europe.

and expansion consultancy projects and advise companies which are considering Poland as their new location. Such projects require time, but the good news is that shared service centers (and not only) have very ambitious development plans.

The modern business services sector has so far been one of the main te­nants of Class A buildings. On the other hand, it’s one of the industries to have quickly adapted to remote work. Are you already seeing a return to offices, or is the home office model still dominating the work landscape in 2021?

Quite paradoxically, a smooth implementation of WFH across companies in the business services sector will translate or has already translated into growth for this sector. BPO, SSC, and ITO companies in Poland have pro­ ven that they possess all the necessary competences and infrastructure to enable them to operate effectively, even when the world around them is gripped by the chaos the pandemic has wrought.

We have managed to maintain business continuity in an exemplary manner, especially when compared to say, some of the Asian countries. However, confining workers to their houses or apartments cannot last forever. We can see this through the actions of our clients who ask us for support in both developing an office return strategy and adap­ ting their office space to the ‘new normal’. We also run a number of relocation

Work from home has undoubtedly resulted in a different perception of the office. On the one hand, we have the convenience of staying in our apartment, and on the other, in quite a few cases, we face an absence of an ergonomic workspace. How do you think offices will tempt employees to stop working from home altogether or at least limit it?

The question is whether the tempting you refer to will be necessary in the first place. Conversations with our teams and clients have allowed us to conclude that fatigue from continuous remote working has well and truly set in.

Naturally, there are many advantages to the home office model – we do not have to spend precious time commuting to and from the office on a daily basis, we can have a ‘casual Friday’ every day, and we can spend more time with our families. But we are also tired of the seemin­ gly endless conference calls; not having our own desk; children having their online classes in the same room. In addition, not all business can be conducted remotely in the long run, because some tasks require effective teamwork; also, many of the best ideas and solutions

occur out of the blue, over lunch or coffee with your colleagues via those face-to-face interactions.

The office return is already happening.

Companies such as Google are already reopening their offices to their employees. The narrative and mood surrounding remote work and its supposed advantages over working in the office are also clearly changing. Employee productivity working from the office as opposed to working from home is currently one of the key questions on the agenda of many corporations.

Is it correct to say that offices will focus on quality, and as a consequence, push standards even higher than pre-pandemic levels?

Considering the office space developed around the Rondo Daszyńskiego area in Warsaw, it is difficult to imagine projects which can be more modern.

Our research shows that 51% of companies will reduce their presence in buildings of a lower technical standard.

The market and the companies’ strategy will force changes and the need to adapt. I also expect that the coming months and years will see more solutions in the areas of sustainable development and real estate gain traction.

Environmental issues are currently being overshadowed by the pandemic, but climate change continues apace, and

Outsourcing&More | May–June 2021

Our research shows that 51% of companies will reduce their presence in buildings of a lower technical standard. The market and the companies’ strategy will force changes and the need to adapt. I also expect that the coming months and years will see more solutions in the areas of sustainable development and real estate gain traction.

our sector bears a lot of responsibility in this area. A 2018 study estimated that the real estate industry is responsible for 40% of the world’s carbon emissions.

This motivates developers and tenants to implement specific solutions that reduce the industry’s carbon footprint. JLL committed to achieve net zero carbon emissions across all JLL-­ -occupied buildings by 2030. We also actively support our clients in drawing up strategies of this kind – one example of the work we do in this area is the contract we have recently concluded with ROBYG. The last decade has seen a rise in flexible offices and coworking office space. Do you think that the co­ ming years will prove favorable for such solutions?

The future of the office market will be partially shaped by flexibility. This, in turn, should translate into flex offices enjoying great popularity. On the one hand, their attractiveness is boosted by the short-term conditions and nature of the use of space and workstations, which can be relatively quickly adjusted to current business needs.

Moreover, the months of remote work have brought us a certain degree of freedom, meaning we perform our daily business assignments where we feel best and safest. Flex offices offer us a lot of freedom in this regard and many of them, due to their modern layout, motivate us and stimulate our creativity.

Outsourcing&More | May–June 2021

There is a lot of talk that tenants will start choosing shorter lease agreements – and this is precisely what flex offices offer. Are the traditional three – five – seven-year lease agreements in danger of becoming a thing of the past?

Companies will probably start moving towards a model combining standard leases with the use of flexible office spaces. Every office sector participant has different needs, and flex offices have helped to diversify the sector. Older office buildings already offer shorter, predominantly three-year lease agreements. Different lease periods are also offered by companies subletting a portion of their space. It has been a signi­ ficant market trend, which will continue to have an impact for the next year or so. Currently there is approximately 120,000 m2 of space for sublease on offer in Warsaw alone. Flexible space ope­ rators, after a difficult period where their industry experienced a great deal of volatility, should emerge unscathed from the current crisis and benefit from the ‘new normal’. Of course, the traditional lease market will continue to do well, but flexible office spaces will continue to complement the sector.

We’re approaching the end of our conversation. I would like to ask you about the general condition and scale of the office market in Poland. Are there cities with either an excess or a shortage of office space?

Even before the end of 2020 there was a lot of talk that the pre-pande­mic development activity would lead to an oversupply of office space. However, our data shows that developer activity has returned to a level similar to that seen in 2013. Currently, 1.2 million m2 of space is under construction; for comparison purposes this figure is 400,000 m2 lower than the corresponding period in 2020.

This will likely lead to a gradual absorption of available office space and will offset a rising vacancy rate.

It is possible that we will be dealing with a supply gap and a lack of available space in some markets in 2-3 years' time. We’re already seeing this pattern emerging in Poznań.

Some older office buildings will also be removed from the market, with some being demolished and others undergoing a change in functionality. Some owners of older properties will choose to modernize their facilities. This will allow room for the development and implementation of new technologies and innovations, which will help in the adaptation of older portfolios and their adjustment to the new needs of tenants. I very much believe that interesting years lie ahead of us with Poland’s office market now having entered a phase of change and transformation. In fact, it’s just like everything else around us.

Thank you for the conversation.

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INVESTMENTS

LVIV IT CLUSTER TO MODERNIZE TECHNICAL AND VOCATIONAL EDUCATION

Lviv IT Cluster is embarking on a new project that has never been done before – modernizing technical and vocational education (TVE).

The new project is called Lviv IT Cluster Academy and will focus on updating the curricula in vocational schools. Already in September, an updated program Information Processing and Software

Operator will start at the vocational school № 29. The Lviv IT Cluster Academy project is implemented jointly with the KIVSH creative space with the support of the Department of Humanitarian Policy

of the Lviv City Council and the Department of Education and Science of Lviv Regional State Administration.

As of 2018, 238 thousand students studied in vocational schools across the country. This number has decreased twice in the last ten years and continues to do so. There are currently 19 vocational schools in Lviv with 8,362 students.

Lviv IT Cluster decided to help update the curriculum at vocational school № 29 on the basis of one program related to the IT industry. The vocational school is attended by students admitted thereafter the 9th grade of school. They spend 3 years gaining more practical skills, and afterward, can continue their studies at the university, or immediately start working.

– The implementation of the project will qualitatively change the training of Infor­ mation Processing and Software Opera­ tors, but also give impetus to use IT tools in other professions. Modernization of this program, which today is one of the most popular on the labor market, will update not only the curriculum but also the mate­ rial and technical base of the institution and demonstrate a good example of public-pri­ vate partnership in vocational education in Ukraine – says Roman Stetskyi, principal of the vocational school №29.

Information Processing and Software Ope­rator – is the first educational program that will be modernized through joined efforts of experts from Lviv IT Cluster

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Outsourcing&More | May–June 2021

member companies and the vocational school teachers. Over the next few months, the workgroup will improve the curri­ culum of core subjects as well as add new subjects to the program. Students will learn the fundamentals of basic and specialized programming languages, such as C, C++, Java, Javascript, Python.

This will give them an opportunity to work on various projects after graduation, including web programming. Students will also learn the basics of software testing.

– Since the beginning of the year, we have been actively involved in the modernization of technical and vocational education. We believe TVE is deprived of attention, but it offers narrow technical specialties, there­ fore, on behalf of the tech industry, we want to support such specialties. We have gath­ ered a workgroup of two dozen people, which includes experts from companies such as SoftServe, N-iX, GlobalLogic, PLVi­ sion, Abto Software, as well as representa­ tives of the vocational school itself. Together we review the old curriculum and try to make it interesting, modern and establish closer cooperation of students with the IT companies through internships and prac­ tical classes in companies – comments Ivan Babichuk, Supervisory Board Chairman of Lviv IT Cluster.

In addition to the updated curriculum, students’ involvement in practical classes will also change – they will be able to do internships and study in IT companies, thus better integrate into work processes and understanding of IT business. The project is also joined by partners who see their mission in the development of education – creative space KIVSH. – KIVSH creative space is always about development. It is valuable for us that we became co-creators of the first program for youth development in the IT industry – Lviv IT Cluster Academy. In this way, we will be able to help students integrate into the business and creative environment.

We understand how important it is to lay the right foundation in life, so the first thing one should do is to study the basics – and do it in an accessible format. The introduc­ tion of current trends and values in the study process will encourage students and in the future will promote the development of their skills in practice – says Kateryna Knyzhytska, СЕО of KIVSH.

Outsourcing&More | May–June 2021

Author:

The workgoup of the Lviv IT Cluster Academy plans to complete the updated program by the end of the academic year, so from September 2021 students can begin modernized studies. Admission to the program begins in March, you can apply for the program at the vocational school №29 website.

Khrystyna Maksymenko, PR Director, Lviv IT Cluster

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INVESTMENTS

WHAT’S NEXT FOR BPO PROVIDERS?

BUSINESS PROCESS OUTSOURCING IN THE NEW NORMAL “The pace of change has never been this fast, yet it will never be this slow again” – said Canada’s Prime Minister Justin Trudeau at the World Ecenomic Forum annual meeting in Davos in 2018.

His message became a harbinger of the events that shook the world in 2020 and sped up the pace of change even further.

As is the case with many other industries, the pandemic has pushed BPO players to change the ways they deliver value to their customers. Showing considerable resi­lience in the face of a global crisis, the business process outsourcing (BPO) market is expected to grow by 7–8% annually over the next four years. The focus for BPOs is now set on employing automation, artificial intelligence and other technologies to build robust service roadmaps and secure lasting client relationships.

another challenge. BPOs expertly perform these tasks, saving their clients time and money. While business process automation has emerging as a threat to BPOs, intra-organisational technology initiatives are notoriously difficult to implement, so corporations trust their BPO providers with automation solutions as well.

With this in mind, it is no wonder that some BPO providers have not only withstood the challenges of the pandemic but even managed to grow. The Paris-headThe global pandemic is transforming quartered Teleperformance, for instance, traditional BPO models and the sector has recently decided to expand its Lithuafaces significant challenges. This article nian team by more than 500 employees. provides general trends by drawing on examples of how Lithuania-based With a new global client entrusting BPO providers are adapting in the face the company with content moderation of ubiquitous change. work, Teleperformance needs specia­ lists with the right language skills, and OUTSOURCING SOLVES LACK Lithuania’s multilingual talent pool is OF CAPACITY AND EXPERTISE more than ready to meet the challenge.

The whole premise of BPO rests on busi- The country has one of the highest nesses having scarce resources. Large foreign language knowledge rates enterprises often lack the means or in Europe, with the average number expertise to carry out certain functions, of languages spoken per person being such as customer support, data entry, or 2.7, and 97.3% of the population speaking accounting, themselves. Many of them at least one foreign language. Operating also do not have the technology stack in Lithuania since 2015, Teleperformance for transaction processing work, which is now employs specialists speaking English,

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Swedish, Portuguese, Spanish, Russian, Greek, and Hebrew.

GEOGRAPHIC DIVERSIFICATION – THE KEY TO COMPETITIVE ADVANTAGE The global pandemic has starkly highlighted the flaws of the single outsourcing hub model, affirming that diversification is key to getting the offshore delivery equation right.

Other factors, such as tigh­tening regulations in various jurisdictions and a steady increase in wages, are also pushing BPO providers towards a global delivery model. Today, diversifying their geographic presence is paramount for BPOs that want to leverage unsaturated talent pools and gain competitive advantage over their competition.

US management consultancy Guidehouse opening an office in Lithuania is a recent example of such geographic diversification. Expanding its managed services business, the company expects to hire up to 100 specialists who will serve Guidehouse clients in the areas of AML and brand risk management. Lithuania’s strong antimoney laundering ecosystem and highly-quali­fied local talent were the main drivers behind the company’s decision to invest in the country.

Outsourcing&More | May–June 2021

Balancing remote working with information security is challenging, however, and with most data breaches appearing through 3rd party vendors, businesses may be reluctant to use BPO providers to mitigate the risk of data exposure.

COMPETITIVE DIFFERENTIATION VIA HIGH-TECH SOLUTIONS Data is the new gold, but it must be processed to extract business value.

Most companies understand the importance of data, but have problems figuring out how to use it. For them, the pressing priority is mining organizational data to produce insights that can improve the operations, customer satisfaction, create growth opportunities. This is why BPO providers offering machine learning, advanced analytics, artificial intelligence and other high-tech solutions will undoubtedly gain the trust of their clients and be better equipped to grow their business in the future.

ensure continuous delivery of services.

Balancing remote working with information security is challenging, however, and with most data breaches appearing through 3rd party vendors, businesses may be reluctant to use BPO providers to mitigate the risk of data exposure.

This fear is not unwarranted – the remote working model is highly unusual for the out­­­sourcing industry, and a recent IBM security study found that employees new to working from home pose security risks.

This is also backed by a recent Malwarebytes study that found that remote workers have caused a security breach in The functions carried out at Cognizant’s 20% of surveyed organizations. To reasVilnius hub perfectly illustrate how high- sure clients and protect their information, tech solutions create value for BPO clients BPOs need to train their staff, develop and, in turn, enable BPO growth. The hub robust security protocols and secure their currently provides end-to-end back-office work-from-home infrastructure. processes for key clients in banking and insurance. The Center also provides infor- Another challenge is the mounting cost mation management and business solu- pressures. The increasingly competitive tions, supporting complex business chal- industry landscape may lead to shrinking lenges like Solvency II implementation. margins and deteriorating service levels, which might jeopardize the long-term NEW CHALLENGES relationship between BPO providers and IN THE NEW NORMAL their clients. Companies most impacted The COVID-19 pandemic has brought by the pandemic are looking for savings on unprecedented levels of sophistica- and put BPOs under a pricing strain. tion to virtual working, with BPOs rapidly Many BPO providers are asked to change deploying remote access end-points that their cost model from FTE to Hourly and protect the health of the workforce and vice versa as a way for clients to secure

Outsourcing&More | May–June 2021

contracts at competitive rates. Payment models such as outcome-based support or business process as-a-service might also start to re-emerge in the market as flexibility is a desired quality in uncertain times.

The eventual recovery of the global eco­­­ nomy will see a boost affecting different industries and geographies. Differentiating themselves by offering hightech solutions, large BPO providers will likely continue to compete for con­­­­­­tracts of global enterprises. Pockets of educated, multilingual talent at attractive rates will remain one of the key elements giving a competitive edge for large BPO players. The Lithuanian BPO centres Teleperformance, Cognizant and Guidehouse exemplify the main developments of business process outsourcing post-crisis, showcasing the adaptability and responsiveness required to cope with the ever-accelerating pace of change. Author:

Valdas Sirutis, Senior Investment Advisor, Invest Lithuania

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INVESTMENTS WINNER OF 2020

OUTSOURCING STARS

THE FAIR SPEAKS OPENLY New office space for rent and a new place for meetings and cultural events – the Poznań International Fair will change beyond recognition in the year of its anniversary. Work on numerous investments is already underway.

Many residents consider the territory covered by the Poznań International Fair as a large and closed area located in the centre of Poznań. Nearly 23 hectares, virtually a city within a city, comes back to live during numerous Fairs and events organised there.

well as bestow it a local magnitude. It is because it will be a pedestrian crossing, among greenery, with places where you can sit, have a rest, drink coffee or have a meal. A new promenade, yet of a different nature than those that already exist in Poznań.

Mentions about commissioning a passage through the area of the Fair between Głogowska and Śniadeckich streets have been brought about for years.

For many residents, this will be equal to shorter journey to the railway station or to the nearby Wilson Park. The passage will also give urban vibe, break through the monolithic structure of the area as

TO BEGIN WITH, WE DIG

Visualisation: Śniadek + Śniadek Architekci.

plates numbers, which will speed up entry and exit as well as payment, and will remind the driver where they have left their car. Electric car owners will also have more and more spots where they can charge them.

The car park can be entered from Głogowska Street – opposite the railway station, in the place where the Adria restaurant used to be situated. Not only attendees of the events organised at the Fair can park their cars there, but also the residents, as far as possible.

The investment will have its beginning underground. The first stage of works – and changes – will be the construction of a multi-storey car park beneath the Fair.

Preparatory work has already started.

The car park will be of three storeys and have spots for 650 cars. Its equipment The car park will also have its own will include cameras able to read vehicle impounding reservoir. The water accumulated in it will be used to irrigate nearby green areas, which will be spread across wider than these days.

WE CREATE A SQUARE AND A CULTURAL STATION Upon the underground car park has become operational, the cars parked at the Fair area will disappear. Hence, there will be new space for development and exploit. That is why the construction of the car park is correlated to the creation of the Culture Station, which will be located above it, and which will be made up of a square between pavilions 1, 2 and 12 and the pavilions alone, created (except for pavilion 1) for the needs of the General National Exhibition.

The space was designed by the Śniadek + Śniadek Architekci [Architects] studio.

Designers came down with an idea to

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create an aesthetic square with stone and wooden floors, greenery islands, where visitors can find places to have sit, or even lie down, and sunbathe. There will also be water surfaces in several places, which will provide you with pleasant cool during the summertime.

The square will become a place for rest and meetings – which will be additionally facilitated by 2 restaurants and coffee houses located inside the pavilion, whose terraces will be connected to it permanently. This place will also hold concerts, performances, shows, vernissages and other interesting events. It will become a new cultural showpiece of Poznań, bustling with life just like those city squares in Italy or Spain.

WE PAVE THE PASSAGE The Culture Station will be a space of wide availability to everyone, accessible from both Głogowska and Śniadeckich Streets.

This results in another spatial revolution at the Fair: the opening of a pedestrian path connecting these two streets. Poznań residents as well as visitors will find it easier to get from the train station to the Wilson Park or, more broadly, to Łazarz. The road through the Fair will run along the Poznań Congress Center building and will inevitably be a trail filled with a garden and restaurants: running from the GARDENcity restaurant to catering outlets located in the Culture Station. It will run along the garden situated nearby the PCC and then through a greenery-filled square.

It will be a pedestrian-only zone, a new promenade in the city.

Either the square, the Culture Station and the passage through the Fair area are to be put into use autumn this year.

WE ARE BUILDING THE H6 No more talking about the Culture Station, yet we are still discussing the Fair: at the other end, at the intersection of Grunwaldzka and Święcickiego Streets, a new A+ class office building will soon be erected. A state-of-art building with a body characterised by variety of sizes and heights, developed by the CDF Architekci studio. Its usable area will exceed 3,200 sqm. The interiors will have an industrial character and be arranged at the discretion of the individual needs of tenants.

Visualisations: Śniadek + Śniadek Architekci.

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INVESTMENTS

Visualisation: Śniadek + Śniadek Architekci.

The offices at the H6 will be perfectly suited for people and companies opera­ ting in the creative industry – and their location at the Fair area is to bring about a synergy effect, whereas companies – with the Grupa MTP at the forefront – are to inspire, drive and cooperate with each other.

The H6 office building is to be put into use at the turn of 2021 and 2022.

WE MOOR IN THE SOŁACZ PORT It will be a natural development of the catering activity conducted by Grupa MTP under the GARDENcity brand.

The Sołacz Port will be a special place.

The building, which has housed a restaurant of high popularity throughout Poznań for over a hundred years, comes from the East German Exhibition, which was held in 1911 on the very area of today’s Fair.

Why the Sołacz Port? On the one hand, a park being a haven from the hustle and

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bustle of the city and a restaurant where you can take a break from the rush and noise, have a coffee and eat something delicious. On the other – a reference to the marina with boats that have sailed on the Sołacz ponds for several dozen years and which are still remembered by many Poznań residents. The Sołacz Port will be arranged in the Hampton style – a combination of seaside vibe with urban luxury. It will be bright, comfortable, elegant, with the use of natural materials. When it comes to the gastronomic theme, European cuisine will be dominant there, with a special emphasis on the Mediterranean one. As the menu will be created

by Tomasz Zdrenka – GARDENcity headchef, we can expect sophisticated combinations of flavours and textures, always served artistically.

It will be possible to enter the Sołacz Port this autumn, but as early as spring, you will be able to experience a foretaste

of port life while drinking coffee and having ice cream in the cafe garden.

Despite the difficult situation, Grupa MTP has ambitious development plans.

First of all, the International Poznań Fair will open to the inhabitants of Poznań, but also to new opportunities and interesting projects. Poznań is waiting impatiently for the successful completion of all investments and a new opening!

More information:

Investor Relations Department City of Poznań Za Bramką 1 Street, 61-842 Poznan Phone: +48 61 878 54 28 e-mail: inwestor@um.poznan.pl www.poznan.pl/invest

Outsourcing&More | May–June 2021

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WE WE II SEE SEE II THINGS THINGS II DIFFERENTLY DIFFERENTLY

INVESTMENTS

CONSISTENT IN POMERANIA Businesses evolve. Do lawyers still go for the traditional law firm, wear a toga and a wig, fight the same cases to be recognised as legal advisors? Well, no! Today they have many interesting avenues to pursue from cybercrimes to international intellectual property rights.

The emergence and development of the compliance department in the Tricity shared services centers has been a growing trend for quite some time. This has been possible thanks to, among other things, the availability of the right talent, graduates from the universities and other factors.

WHAT IS COMPLIANCE REALLY? Compliance, means to comply, but with what? In practice, it means managing the risk of non-compliance with the law and internal regulations, but also includes social responsibility and business ethics.

Compliance, in other words is to ensure that a business adheres to external rules

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and internal controls so that its managers can rest easy, knowing that they will not be rudely awakened by unexpected subpoenas, financial penalties, proceedings for abuse or fraud or unfavourable press articles.

The field, which, unfortunately, has not yet been introduced as widely and consciously as, for example, in the United States, is beginning to be visibly appreciated and implemented in Poland, as business begins to understand that the implementation of compliance influences In Poland (as across the globe), we the development of the enterprise, creates observe very clear trends in the growing added value and market advantage. importance of compliance in enterprises of various types and sizes. The market is One of the more obvious reasons is already verifying the stability, credibility the increase in the number of legal reguand caution of contractors, eliminating lations, but also a global approach to unreliable entities, and it can be expected doing business. If our business partner, that it will continue to consistently follow client or part of our company is located this direction. outside Poland, we must also take into

Outsourcing&More | May–June 2021

account compliance with the regulations and legal standards of that country.

What is more interesting – even indirect crimes committed in another country using a company’s tool can be a violation of law. Reason enough to implement risk management for such threats?

So, really, it’s no wonder that compliance departments are booming in Polish businesses as well as in the shared service centers of international corporations.

Over the last year alone, we can see a clear trend among the biggest players in the region, such as Bayer and Amazon.

In addition, the already obvious trend of automation and digitization of processes is conducive to the development of non-compliance risk management in the sector of modern business services. Compliance specialists are in great demand in the labor market right now. Law graduates especially, taking into account their knowledge of standards and legal regulations, but also gra-­ duates of economics, management and people using foreign languages, because compliance covers various departments in the company and is intertwined with them in search of potential threats and so called bottlenecks in processes.

Aside from prevention of financial frauds, the next most important compliance issues are centered around security of and transparency towards customers, consumers and shareholders. This is especially true in the case of pharmaceuticals companies. In this case Pome­ rania is a shining example with two major drug manufacturers choosing the regin for their shared service centers. We are of course talking about the Polish Polpharma and the German Bayer pharmaceutical giants. Both have their shared service centers in Tricity, that employ compliance specialists who care about maintaining the highest standards for customers from all over the world.

Compliance comes from regulated industries, especially financial market, where it is very well established and defined by law. Today, it is also spreading on a large scale in the pharmaceutical, e-commerce and insurance industries, where not only compliance with the GDPR is particularly important, but also safety, health and respect for consumer rights.

– In 2020 despite the pandemic Bayer was able to establish a Compliance & Data Privacy Operations Team in Service Center Gdańsk. Strong corporate brand and very positive multi-year employer track record of SCG enabled us to recruit successfully legal professionals with diverse backgrounds. Also, Compliance comes from regulated positive international perception of Tricity industries, especially financial market caused many candidates to positively look (banks, brokerage houses, investment at compliance work opportunities in Gdańsk funds), where it is very well established – says Krzysztof Mazurek, Regional Legal and defined by law. Today, it is also & Compliance Operations EMEA, Global spreading on a large scale in the phar- Anti-Corruption Risk Area Lead, Bayer. maceutical, e-commerce and insurance industries, where not only compliance The COVID-19 pandemic not only acce­ with the GDPR is particularly impor- lerated and spread the automation tant, but also safety, health and respect of processes, but also caused a much for consumer rights. more dynamic development of the e-commerce industry than in previous years. But Often, however, the greatest danger is increased growth brings increased risk and reputational risk. In connection with that is why the e-commerce sector has the planned amendment to the Act doubled down on both internal regulaon the liability of a collective entity, tions as well as industry wide regulations international companies have to take to ensure the safety of the consumer. care of their reputation even more. They cannot afford to be suspected of money Realising that customer trust and confilaundering, financial fraud, non-com- dence is one of their most important pliance with the minimum wage or assets, Amazon has one of their largest the financing of terrorist groups. In Amazon compliance centers in Tricity this regard, Tricity also stands out where, compliance specialists work on the world map of the business shared towards ensuring strict adherence to services sector, with its Anti Money Laun- compliance of the standards of imported dering and Financial Crime Unit compe- and exported products with the standards of the European Union. tence centres.

Outsourcing&More | May–June 2021

The growing popularity of the subject of compliance is accompanied not only by the development of the training and courses market in this field, but also by fully developed risk management tools supporting the work of companies in such processes as document management, contract management, due diligence, financial flow control, external reporting calendars, libraries of requirements, monitoring, etc. These help increase work efficiency through faster identification of problems, better communication and reporting, and more efficient detection of potential threats. These tools, very often "made to measure", are offered by external companies. It also happens that they are independently built within the enterprise.

There are more regulations ahead of us, which in the near future may further strengthen the importance of compliance in business, but the most important thing still seems to be maintaining the trust of customers and business partners. Proper implementation of changes and raising the standards, especially in the context of the COVID-19 pandemic experience and remote work, has become an important factor influencing the functioning of entire enterprises. Ensuring regulatory compliance in an organization is now a particularly important and more timely task than ever before. Author: Paulina Śmigielska, Project Manager, Invest in Pomerania

More information:

al. Grunwaldzka 472 D Olivia Business Centre – Olivia Six 80-309 Gdańsk Phone: 58 32 33 256 e-mail: office@investinpomerania.pl paulina.smigielska@investinpomerania.pl www.investinpomerania.pl

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INVESTMENTS

BYDGOSZCZ ENCOURAGES TO INVEST... IN SPORT!

Based on the previous experience of running the Bydgoszcz sports portal Active Bydgoszcz and the organization of the Cycling Capital of Poland, this year, on the initiative of Bydgoszcz, there has been created a new project called Active Cities.

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Sport is not only about health. It is also a way to feel better in times of the pandemic, and even to succeed in business, because everything that requires regular physical activity can translate into positive effects at work, life and running a company. Why is it worth investing in sport and how can an "active city" support its inhabitants in these activities?

SPORT PAYS OFF PHYSICALLY Almost everyone is convinced of the positive impact of physical activity on health.

However, do we see its other advantages as well, including the relationship between sport and success in running a business or developing a professional career? Contrary to appearances, these are activities that can go hand in hand for many reasons. Involvement in sport determines attitudes in people and these are extremely useful in the professional sphere. They can include boldly taking up challenges, setting goals and mobilizing to achieve them, persistence in overcoming difficulties or drawing even greater motivation from failures. Both in sport and in business, what counts is efficient operation under time pressure, striving for better quality and efficiency, and (depending on the discipline) good communication with the team.

Finally, regular physi­cal activity is great for the human body, balancing the effects of a sedentary lifestyle, relieving stress, increasing brain performance, energizing and supplying us with hormones that affect the feeling of satisfaction, which often also affects our level of job satisfaction.

According to research, people regularly engaging in healthy physical activity show better memory, and practicing sports already in youth increases the chances of subsequent higher ear­nings. Therefore, such a "physical investment" is a solid foundation, supporting our steps towards success in many areas of life, especially in business.

Photo: Bydgoszcz City Hall.

Outsourcing&More | May–June 2021

– The development of modern civilization causes the average person to experience less and less movement. It is worth finding a balance for sedentary work and living

by spending free time actively. The World Health Organization recommends that adults engage in physical activity most days a week, so as to devote a total of at least 2.5 hours a week to it – says Dr. Kamila Litwic-Kaminska from the Kazimierz Wielki University in Bydgoszcz. – The peak of secretion of endorphins, which positively affect our mood, is noted after about 30 minutes of exercise, so incidental action is not enough. Regular activity has a lasting effect on our body, lowering the heart rate, blood pressure, slowing down the rhythm of breathing, thanks to which we are better able to cope with everyday challenges and approach them more calmly. Physi­ cally active people also report better sleep quality and wake up more refreshed. Sleep is essential for proper regeneration and wellbeing. Moreover, sport teaches us to over­ come weaknesses, to cope with difficulties, pain or fatigue, it also shapes our regularity and increases awareness of our own abili­ ties and limitations. These are the factors that can translate into positive effects at work and running a business, they also help prevent overwork or professional burnout – explains Dr. Litwic-Kaminska.

The theory is confirmed by practice, as advocated by the Bydgoszcz professional runner and trainer Paweł Ochal, Polish marathon champion and bronze medallist of the European Championships: – I am often approached for coaching advice by people with stable lifestyles and who run their own businesses. I always ask about their purpose and motiva­ tion. They often answer that they just want to discharge themselves, they are looking for a break from everyday life or they planned to go out for jogging twice a week. After a few weeks, they themselves notice that movement works well for them.

They say that they can finally get enough

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INVESTMENTS

According to research, people regularly engaging in healthy physical activity show better memory, and practicing sports already in youth increases the chances of subsequent higher earnings.

sleep and have more energy to work... How simple is it, 2–3 hours of sport a week, and the energy to act is enough for the whole 7 days. Strange to some people, they in fact begin to treat physical activity as a therapy for everyday stress. While running in the park or forest, they can free them­ selves from the four walls of their home or office, and they often get new ideas into the oxygenated cells, which makes them want to go further and develop even more.

As it turns out, this activity not only does not interfere with their work or running a business, but on the contrary, apart from vitality, it also brings interesting solutions to other problems.

of investments, especially in the sector of modern business services. Work-life balance is an idea actively undertaken and promoted in Bydgoszcz, which for years has been a city of sport, water and greenery. On a daily basis, the City offers its residents wonderful areas to encourage physical activity, such as countless parks, including the largest municipal park in Poland – Myślęcinek, as well as riverside boulevards, sports complexes or the charming green space of the Mill Island, located in the heart of the City. Bydgoszcz is also the City where many outstanding athletes have come from or have been associated with, constantly inspiring the local community In this context, Paweł Ochal also uses with their international successes. an interesting experience brought from the Far East: – Having been to Japan a few In recent years, dozens of sports events times, running the alleys of Tokyo where in various disciplines, both for profesI flew in for a competition, I have often seen sionals and amateurs, have been held people running like me. However, when we regularly in Bydgoszcz, already renowned stopped for a moment at the traffic lights, nationally and even in Europe. The City these people started talking and gesticu­ also became the initiator of the national lating. It turned out they were working while competition for the Cycling Capital jogging! For me it is a difficult art, and they of Poland Cup. Inspired by the project while being unable to cope with something of the European Cycling Challenge at work, found a solution precisely during from a few years ago, Bydgoszcz did physical activity. "It's normal for us," one not let this idea go into oblivion and Japanese told me then. threw up a new challenge. Since 2019, it has been organizing a nationwide BYDGOSZCZ INFECTS WITH... city competition for the Cycling Capital SPORTS ENERGY of Poland Cup. This year's edition will run Sport and recreation are also impor- throughout June, and the rules are simple tant ingredients taken into account – cyclists download a free app designed when assessing the quality of life, which, for the competition, which records according to experts, is of increasing the routes travelled and their lengths. importance for the further development Thanks to the joint commitment, users

Active Cities (in Polish: Aktywne Miasta) is a multifunctional, free mobile application, useful for everyone who practices sports. It offers several disciplines, measures time and distance travelled, calories burned, and the routes travelled are marked on the map.

Each kilometre travelled is converted into coins, and these can be exchanged with project partners, e.g. for discounts or gifts. Complete statistics with training history are available in one place. The initiator of the project is the City of Bydgoszcz.

Download for Android:

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Download for iOS:

The Active Cities application also allows you to set your own goals. Each training session or goal can be published on social media, to share your achievements with friends. By downloading the application, you also gain access to many useful functions and have an opportunity to take part in the national competition for the Cup of the Cycling Capital of Poland. Monthly bicycle struggles are a fantastic adventure for all lovers of two wheels, as well as a form of promoting a healthy lifestyle and ecological transport in cities. The next edition will take place in June 2021. Details are available at www.aktywne.miasta.pl.

Outsourcing&More | May–June 2021

Photo: Bydgoszcz City Hall.

Inspired by the project of the European Cycling Challenge from a few years ago, Bydgoszcz did not let this idea go into oblivion and threw up a new challenge.

Since 2019, it has been organizing a nationwide city competition for the Cycling Capital of Poland Cup. This year’s edition will run throughout June.

contribute to the mass implementation of the "smart city" idea, and motivate each other to healthy, sport competition, promoting an active lifestyle. The winning city will receive the Cup of the Cycling Capital of Poland, and the added value for the authorities will be the detailed statistics of journeys, the so-called "heat map", i.e. data on the most frequently used routes, useful in planning and designing bicycle infrastructure.

ACTIVE CITIES INCREASE HEART RATE Today, in the era of the pandemic, phy-­ sical activity has assumed slightly

Outsourcing&More | May–June 2021

dif­­­ferent, more individual forms, and sports competition on a mass scale has moved mainly to virtual space. The City of Bydgoszcz is also moving in this direction, taking up the technological challenge and setting a new trend in encouraging physical activity and building a spirit of positive competition, not only on a local but also national scale.

their users, offer discounts to partners from the region or post local sports and recreation information.

Based on the previous experience of running the Bydgoszcz sports portal Active Bydgoszcz and the organization of the Cycling Capital of Poland, this year, on the initiative of Bydgoszcz, there has been created a new project called Active Cities. It is an internet portal and a sports app, which is a multifunctional tool dedicated to people who spend their time actively. The app not only measures kilometres in several different disciplines, but also gives an access to other useful functionalities that make it easier to set and achieve sports goals and encourage friends to do so. What's more, all cities that will take part in the Cycling Capital of Poland will have access to a wider version of this application. This will enable them, for example, to create city games, share routes with

Bydgoszcz sees great value in cultivating the idea of work--life balance, ensuring both the growth of the local economy and the creation of a convenient space for living, sports and recreation. It boldly goes even a step further and, using new technologies, encourages residents of other Polish cities and towns to spend their time actively.

People are the most important aspect for both business and city development, and quality of life indicators will be increasingly important for further investment development.

More information:

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

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INVESTMENTS

PAINTED ON GLASS

Two glassworks, world tycoons: Stoelzle and Guardian Glass, have settled in Częstochowa for good. In the context of the sales market, they do not compete with each other, but they will certainly compete in the labour market over time. The local government of Częstochowa has already acted here, which took care of profiling classes in technical schools and supporting the creation of a new field of study at the Częstochowa University of Technology.

The glass industry in Poland consists of over 100 companies. They deal with the production of flat glass and their products, lighting glass, glass blocks.

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DESPITE THE PANDEMIC The Stolzle Glassworks in Częstochowa started a new investment in the Katowice Special Economic Zone on Wednesday, March 9. Later this year, a modern logistics centre will be built at Rząsawska Street.

And this is not the end of the company's plans.

– says the president of Stoelzle Częstochowa, Artur Wołoszyn.

million PLN of private capital investment in various ventures. Besides, thousands of workplaces – he adds.

NEW WORKPLACES

The construction of the new centre takes place in the area of the Katowice Special Economic Zone, which is related to, among others, with additional discounts The centre, which is being built near for the implementation of investments the existing Stoelzle plant in Wyczerpy and with an increase in employment district, will be one of the largest faci­ by several dozen people (currently lities of this type in Częstochowa. This the plant in Częstochowa has about 1,000 summer, on an area of over 20 thou- people, the entire CAG holding company sand square metres, a hall will be built. has 8,300 employees).

The construction of it will cost almost PLN 25 million. The whole thing will be – It is extremely important for us that modern and more ecological thanks another large employer wants to develop to a system for obtaining energy from in our city and create new jobs. As a local renewable sources. government, we try to support such activi­ ties, both in the area of logistics, communi­ – This construction is a response to the ever- cation and education – through coopera­ growing demand for glass packaging and tion with entrepreneurs in terms of adapting the company's development. The new Częstochowa's educational offer to facility will increase production efficiency the needs of the labour market – emphaand shorten loading and delivery times. sizes the mayor of Częstochowa, Krzysztof The centre will be the largest facility of this Matyjaszczyk. – Getting to the start of this type in the entire CAG holding, of which investment cost a lot of work. Together Stoelzle is a part. Although other compa­ with the company and the city, it was nies are located in several European coun­ also carried out by the Katowice Special tries and the USA, it was decided to invest Economic Zone. Thanks to the coopera­ in Częstochowa. That shows how enormous tion with the Zone management, over 30 potential and capital for the entire holding companies have invested in Częstochowa company is the Częstochowa company so far. It is over one billion six hundred

FURTHER PLANS As the management board of Stoelzle emphasizes, the construction of the centre is not the only investment that will be implemented in Częstochowa. At the beginning of next year, the company plans to build a new glass bath which costs over PLN 135 million. This project will also be associated with increasing employment.

Stoelzle Częstochowa is the largest of the seven companies belonging to the Stoelzle Glass Group. The company supplies prestigious glass packaging for the world's largest brands in the spirit, cosmetics, pharmaceutical and food industries. The factory in Częstochowa offers the highest quality glass decoration services. Stoelzle Częstochowa, its construction and design area, provide customers with individual creation of glass products of the highest quality and in line with current trends. The company has quality certificates: ISO 9001 and BRC / IoP standards for food packaging.

GLASS WAS ALWAYS HERE The history of glassmaking in Poland is as long as the history of our statehood.

The oldest glass products found come from the turn of the 10th and 11th centuries. In 16th-century, there were about thirty steel mills. Their placement was determined by geographical and geolo­ gical location.

The location of the glassworks once depended on natural conditions, and above all, on the resources of raw materials such as glass sands, technical clays, limestone and firewood. Due to the firewood, glassworks were established in

Outsourcing&More | May–June 2021

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INVESTMENTS

The development trend on the market is also due to the growing revenues, the total value of which accounts for 40% of the market value, and the largest recipients are European Union countries - they account for almost 80% of total exports. One can risk a statement that Częstochowa lamps hang in salons all over Europe.

in the construction industry contributes to significant energy saving, reduction of pollutant emissions, including greenhouse gas emissions. Poland has good quality raw materials, educated human resources, a central location and an insatiable market, which gives great potential for the development of the glass industry.

Częstochowa occupies a rather prominent place on this map. Today, two large glass processing plants operate in the city: a tycoon in the production of float glass – Guardian Glass and Stolzle Częstochowa.

The production of glass is also related to the aforementioned production of devotional items, to meet the needs of the pilgrimage tourism in the city, stained glass windows and a widely represented lighting industry. That is a good time wooded areas, which provided them with for foodstuffs such as "Winiary", bottles for Polish lighting producers. The develtwo essential raw materials: fuel and ash. for baby nutrients, vodka miniatures opment trend on the market is also due Historical sources indicate that 93 steel and perfume bottles, which still consti- to the growing revenues, the total value plants operated in Poland from the begin- tute a significant part of today's produc- of which accounts for 40% of the market ning of the 14th to the mid-17th century. tion in "Stolzle Częstochowa" – a branch value, and the largest recipients are Euroof the Austrian glass factory, which is pean Union countries – they account In the 19th century, one of the most modern a tycoon in the industry. for almost 80% of total exports. model glassworks in the country, established in 1897 by Izydor Geisler, The glass industry in Częstochowa is not One can risk a statement that Częstochowa the "Paulina" glasswork was established only "Paulina". Apart from historical condi- lamps hang in salons all over Europe, which in Częstochowa (to secure the needs tions, a prime requirement for the devel- is a reference to the 15th or 16th century, of the planned alcohol bottling plant). opment of this industry was the demand when Polish glass reigned on European It employed 725 workers who lived for glass products, considering the need tables, just like mirrors. Likely, the fact in factory houses, and there was also for devotional articles, including bottles that many companies from the lighting a school for 140 students. At that time, for the miraculous water from the spring industry operated in the city is also because since 1886 Częstochowa was the second it was not difficult to find specialists to at St. Barbara. fully electrically lit city in Europe (the first work in glasswork because between Gidle and Radomsko glass was smelted The Barbara Glassworks operated from was a small district town of Darkehmen in small manufactories, and steelworkers 1909 at Ciemna Street (now Sikorski in East Prussia, in which several arc were considered itinerant specialists, Street). It was grinding glass spools lamps were installed). The development which was determined by the specificity for silk and the production of glass stop- of road lighting was preceded by a few of the industry. When the bottling plant pers for perfume bottles. The larger plant years before the deve­lopment of lighting turned out to be too small as a sales was Zacisze Glasswork. It was established for industrial plants in the city and its source, the glasswork exported its produc- in 1922, later renamed "Stradom". When immediate vicinity. tion to Russia, to the Caucasus and Persia, Barbara was closed in 1962, the workers Author: A. Tymoshenko which is today's Iran. moved to the "Stradom" glassworks, but Translation: M. Wytrzymała after eight years it was also closed and More information: After World War II, the steelworks was the entire glass production in Częstonationalized, but manufacturing did chowa was concentrated in the former not start. At that time, the warehouses "Paulina" in Wyczerpy district. of the Chemical Central were located in Investor Assistance Center Department Wyczerpy district. Częstochowa Glass- The glass industry in Poland consists of European Funds and Development works, which also managed other glass- of over 100 companies. They deal with City Hall of Częstochowa works in the city of Częstochowa, began to the production of flat glass and their Waszyngtona 5 Street, build a new factory at Warszawska Street products, lighting glass, glass blocks. 42-217 Częstochowa Phone: +48 34 3707 212, +48 34 3707 213 in 1959, in the area of the former "Paulina". The products of the Polish glass market e-mail: coi@czestochowa.um.gov.pl, It was put into service in 1963, and in 1970 are also excellent insulation materials fer@czestochowa.um.gov.pl new packaging was introduced: bottles (glass and mineral wool). The use of them www.czestochowa.pl

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Outsourcing&More | May–June 2021

Fot.: Dron4Pic.

INVESTMENTS

ORIENT(ED)

TOWARDS TOURISTS An underwater stroll surrounded by stingrays and sharks, several dozen oriental species, and thousands of plants from Southeast Asia are supposed to attract even up to 1.5 million tourists to Łódź per year – when the COVID-19 pandemic finally ends, that is. The Orientarium at the Łódz Zoo will be ready soon. Its closest direct competitor is located in... the UK. It promises to look insanely good. Imagine a 6 meter deep pool filled with more than 2.5 million liters of salt water. There’s a tunnel at the bottom of this pool, 25 meters in length and 2.4 meters in height.

Acrylic walls are 12 centimeters thick and allow visitors to feel completely safe as well as provide them with an unparalleled chance to admire the marine fauna and flora from the perspective normally reserved exclusively for scuba divers in Southeast Asia. And trust us, there will be a lot to admire at the Łódź Orientarium.

We’ll return to the stories about a coral

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reef stretching right before us and exotic vegetation a little bit later; for now, let’s focus on what truly grips our imagination the most – the sea creatures swimming around us.

barrier. Mother Nature has equipped some stingrays with lethal weapons – tails with venomous spinal blades, which may be dangerous to humans, too. It was a stingray that pierced the heart and led to the immediate death of the famous ‘Cro­Stingrays are among the species to be codile Hunter’ Steve Irwin. The Łódz Orien­ present. These cartilaginous fish take tarium will also be home for rare guitarfish different shapes and colors, depending and some of the largest predatory sharks on the specific species. They may not look – the feared great white sharks, which, threatening, and their presence does not not quite fairly and with great detriment result in an adrenaline rush comparable to their population, have been labeled to that generated by a shark, but let's “man-eaters”. At the bottom of the pool take a moment to appreciate the acrylic there will be... a replica of a WWII airplane.

Outsourcing&More | May–June 2021

The Orientarium is one of the most important investments in the history of the Łódź Municipal Zoological Garden.

investment upon hearing this – the Orien­ tarium will occupy half of the present Zoo area! Pavilions, enclosures, and aviaries for animals extend over an area larger than 10 full-size football pitches. Guests will also have at their disposal an entrance Water was pumped into the pool at and conference area, as well as recreathe beginning of March this year, and tional and catering facilities with an area the first lucky visitors were already taking of approx. 20 thousand square meters. a walk down the acrylic tunnel – without the merry company of sharks and sting- – The construction of the Orientarium will rays thus far because the water pumped enable connecting the exhibitions with each in at the moment is there for the purpose other, meaning spacious enclosures and of leaching the tanks, that is, to get rid aviaries will be created. Such solutions make of all dangerous compounds. Leaching it possible to keep animals in large spaces, takes 6 to 8 weeks and only after draining and also have different species alongside the temporary water and a thorough one another in a varied environment. This, cleaning of the tank, the pool will be filled in turn, allows the animals to behave in with proper salt water to be be stocked an unconstrained way, and grants visi­ with fish. tors the opportunity to observe animals in conditions closely resembling their natural The Lodz Orientarium will be an sophisti- habitats. In addition, the new facility will cated breeding and exhibition complex. be available to visitors all year round thus People who have had the opportunity the animals will not have to be moved to to take a stroll around the Zoo located breeding facilities during the cold season– at Konstantynowska Street will immedia­ said Tomasz Jóźwik from the Municipal tely understand the size of the current Zoological Garden.

Such aircrafts flew over the Coral Sea back in 1942 when the combined fleets of the United States Navy and the Royal Australian Navy fought the Imperial Japanese Navy.

Outsourcing&More | May–June 2021

Around 50 different species of animals from Southeast Asia will live under the roof and in open enclosures of the Orientarium.

Better living conditions will be enjoyed by all – both the present inhabi­tants of the Łódź Zoo, such as langurs (primates belonging to the Old World monkey family) and binturongs (predatory mammals living in the dense forests of South and Southeast Asia), as well as species that have not been here before. Orangutans, clouded leopards, Malay bears, gibbons, hornbills, Bali starlings, will be among those brought to the Muni­cipal Zoological Garden; and, after a bit of a break, the Indian elephants will return, too.

Transports are arriving from all around the world. Gharials (reptiles belonging to the crocodile family) were found nearby – Czech Republic is where these large specimen (measuring up to several meters) were found. Indian elephants will be brought from the Netherlands and France. Plants, shrubs, ivy, and grasses that will be planted in the Orientarium are vegetation ordinarily found in and around

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INVESTMENTS

Guests will also have at their disposal an entrance and conference area, as well as recreational and catering facilities with an area of approx.

20 thousand square meters.

Ever since the Zoo was established on the very last patch of the Łódź Forest and a deer named ‘Boruta’, caught in the Reymont Square, was brought there and became its first inhabitant, there has been no investment that had the potential to attract so many new visitors.

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Outsourcing&More | May–June 2021

Water was pumped into the pool at the beginning of March this year, and the first lucky visitors were already taking a walk down the acrylic tunnel – without the merry company of sharks and stingrays thus far because the water pumped in at the moment is there for the purpose of leaching the tanks.

Laos, Hong Kong, India, Australia, Japan, and the Philippines. They will arrive at the Orientarium from crops in the Netherlands – there will be approx. 20 thousand plants in total, including some rare varieties. Most of them have already arrived in Poland. Around 14 thousand potted plants are stored in a greenhouse near Łódź – one of the selection criteria applied was their color, in order to have them match the interior of the Łódź Orientarium.

Outsourcing&More | May–June 2021

Plants will also cover a large part of the Orientarium roof. Stonecrop was chosen for the roof. It should withstand both extended periods of drought and heavy rainfall. Soil is composed of elements which will absorb excess water and release moisture on hot days; this, in turn, doesn’t require much maintenance work around the stonecrop.

Wrocław – said Arkadiusz Jaksa, chairman of the Łódź Zoo management company.

The Orientarium is one of the most important investments in the history of the Łódź Municipal Zoological Garden. Ever since the Zoo was established on the very last patch of the Łódź Forest and a deer named ‘Boruta’, caught in the Reymont Square, was brought there and became its first inhabitant, there has been no investment that had the potential to attract so many new visitors.

– Our hope is that the Orientarium will act as a strong impulse for the development of tourism. Łódź is further rewarded by its central location within Poland and excel­ lent transport communication links. We expect to welcome visitors from Poland and from all over Europe. Our closest compe­ titor – the only other Orientarium in Europe – is located in the UK – remarked Hanna Zdanowska, the Mayor of Łódź.

– Our estimates show that the project will cost approx. PLN 270 m. We concluded that the "design and build" formula suits this type of project the most. I am convinced that having the Orientarium constructed in the Łódź Zoo will be a real hit among tourists and will boost the city’s attrac­ tiveness, the same way it happened in

More information:

How exactly did the Wrocław scenario play out? After the Africarium was built there, the number of visitors grew from 440 thousand to 2 million per year. Łódź has focused on the Orient, where there is no shortage of interesting, extremely rare species.

Business Development and International Relations Bureau Piotrkowska 104a Street, 90-926 Lodz Phone: +48 42 638 59 39 Fax: +48 42 638 59 40 e-mail: boi@uml.lodz.pl

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INVESTMENTS

CORPORATE SOCIAL RESPONSIBILITY IN KIELCE CSR is a new quality in company management strategies, which take into account not only the business approach, but also focus on the social and economic aspects of the company's operation, which in the long run translates into the development of competitiveness and a positive image of a given company.

Caring for the social issues of employees, investments in human resources, relations with recipients, fair market practices and finally care for the environment are just some examples of broadly understood CSR. Fortunately, more and more such companies operate in our country.

in which about a million bees currently live, providing eco-containers and bottle dispensers that help in proper recycling or co-created with the Association MOST project "Umbrella for Nature".

At the end of January, the owner of the Dafi brand began work on an innoWith this text, we would like to present you vative project, which primarily draws several companies located in the capital attention to the problem of global of the Świętokrzyskie region, of which we threats, resulting largely from harmful are particularly proud. Companies that, human activity. The company decided apart from business success, also success- to combine business with pleasure and fully implement social missions – activities created an ecological mural on one aimed at the local community as well as of the walls of the skyscraper located in on a wider, nationwide scale. the center of Kielce. Formaster, in cooperation with the building manager, also parti­ ECOLOGICAL REVOLUTION AND cipated in the comprehensive thermal A MURAL THAT CLEANS THE AIR modernization of the façade, which was In the Świętokrzyskie Voivodeship, the supporting surface for the mural the topic of sustainable development of the "Cosmic Challenge" promotional and ecological initiatives is taken up more campaign. and more often. One of the precursors of this type of activity is Formaster Group, What is the uniqueness of the resulting the owner of the Dafi brand. The company mural? The completed project cleans produces solutions for the filtration of tap the air. This is due to the fact that ecolo­ water and is primarily trying to convince gical paints were used to create it, which the public to give up water in disposable are made only from natural ingredients. bottles. The scope of additional activities Thanks to this, they are anti-smog and for the benefit of the planet, performed have cleansing properties. The mural by the company, is really wide, and they has an air filtration power comparable include, among others: creating 2 apiaries to 250 trees!

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In addition, the company has established 2 apiaries on its premises, thanks to which over a million bees have already settled in Kielce and at the factory in Bilcza. Formaster continues coope­ ration with the MOST Association as part of the protection of umbrella species, i.e. species whose extinction causes the extinction of others. The aim of the project is to protect endangered species and their habitats. Naturalists created the concept, and the Dafi brand finances it fully. A very interesting and necessary initiative was also the location of the Dafi "bottle kiosk" in Galeria Echo in Kielce. This particular campaign has an educational value, showing how to properly recycle disposable packaging, especially plastic. The company also constantly creates and supplements networks of eco-containers into which used Dafi filters can be thrown.

FIGHT FOR THE CLIMATE The ActivTek company – a tenant of the Kielce Technology Park, has for several years been a manufacturer and the only certified distributor in Poland of air purification systems, operating on the basis of the active, advanced technology ActivePure RCI – Radial Catalytic Ionization.

Outsourcing&More | May–June 2021

Ecological paints were used to create the mural, which are made only from natural ingredients. Thanks to this, they are anti-smog and have cleansing properties. The mural has an air filtration power comparable to 250 trees!

The company is the initiator of many social projects that contribute to the improvement of the quality of life of the inhabitants of Kielce and the region. In 2016, the company organized the "Healthy Preschool with ActivTek" competition. All kindergartens

Outsourcing&More | May–June 2021

and nurseries from the region, participating in the competition, had a chance to win a set of ActivTek air purification devices. The award was to equip the Winning Institution (selected as a result of a vote by Internet users) with 5 AP 3000 ActivTek air purifiers.

Another example of activities undertaken by the company and promoting a healthy lifestyle among the youngest is the campaign "Child-friendly Health Center". The goal is to improve air quality in Polish kindergartens and school institutions. The effect of these activities

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INVESTMENTS

DS Smith is an international cardboard packaging company with four production plants located in Kielce.

“Distance Bench” is not only an exhibit at the exhibition, it is also a piece of furniture that has unique visual, artistic and functional values. One of the benches also found its place in the Municipal Public Library. Ds Smith and its employees join many charities, participate as one team in charity runs and other sports events aimed at helping those in need.

DS Smith Easter auction.

is, among others, a 70% reduction in morbidity among children from parti­ cipating institutions, adapting schools, kindergartens and nurseries to the needs of children with inhalation allergies, or popularizing knowledge about air quality in school and kindergarten buildings.

10 years after the debut of systems based on ActivePure RCI technology, ActivTek has faced the challenge of the global fight against the SARS-CoV-2 virus and a disease entity called COVID-19. The ActivTek company has the results of tests carried out in a laboratory accredited by the FDA (American Food and Drug Administration), which showed that only a dozen or so to 30 minutes of Radial Catalytic Ionization (RCI) technology reduces the number of SARS-CoV-2 virus infectious particles in the air over 99.9%. In 2020, during the first wave of the COVID-19 pandemic, the company delivered and installed specialized and state-of-the-art duct equipment to fight the virus. The devices have been installed throughout the infectious disease ward of the Infectious Diseases Clinic of the Provincial Integrated Hospital in Kielce and help the staff and patients to this day.

ECO-PACKAGING AND ECO-EDUCATION DS Smith is an international cardboard packaging company with four production plants located in Kielce. With its new sustainability strategy, DS Smith has set a goal to make all its packaging recyclable or reusable by 2023. The company,

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with each of its actions, aims at a circular economy according to the following principles: use again, recycle, reduce.

Taking care of the natural environment, the company’s employees last year planted a forest with 5,000 beech trees. Also noteworthy is the educational program in the field of ecology, waste segregation and ecology conducted by the company’s employees in schools and kindergartens.

The company willingly engages in various types of charity and social campaigns, both local and national. The company’s activities often focus on helping the most needy who find themselves in a difficult life situation. DS Smith supports many local initiatives of a cultural, educational, economic and social nature. Its products support institutions, universities, schools and kindergartens. Every year, employees visit the Children’s Hospital, presenting all the little patients of the hospital with specially prepared cardboard toys, cardboard puzzles and sweets.

The company donates many exhibits and products to charity auctions. One of them were corporate, Easter eggs made of corrugated cardboard, in the following years it was a cardboard armchair.

The products were auctioned off for a large amount, which was transferred to the account of one of the foundations that help the most needy. Over the last few years, the company has also provided computers to schools in Kielce, and has been involved in a very interesting way in the celebration of the main promenade in the city, the so-called “Waking up Sien­ In addition to initiatives related to the fight kiewka”. A cardboard square was organi­ against the coronavirus pandemic ­zed, where children and their parents (including donation of disinfectants for could color cut cardboard butterflies or Caritas facilities of the Kielce Diocese, play in the land of cardboard, creating or financial support for the Jan Kocha­ buildings from previously prepared packnowski University in Kielce, which urgent- ages. During this time, parents could rest ly created a laboratory to detect the SARS-­ on a cardboard sofa or armchairs. ­CoV-2 virus), the company supports cultural and educational initiatives, incl.

More information: helping students of the Faculty of Arts of the Kielce University, materialize their ideas and projects with cardboard, which are exhibited in cultural institutions.

DS Smith, together with the Design Institute in Kielce, has made a number of inte­ resting artistic projects. One of them is “The Distance Bench” – another work reali­­zed as part of the Institute’s exhibition entitled “Public space in times of plague”.

Investor Assistance Centre Kielce City Hall: Strycharska 6 Street, 25-659 Kielce Phone: +48 41 36 76 571, 41 36 76 557 e-mail: coi@um.kielce.pl www.invest.kielce.pl/en www.mapa.invest.kielce.pl/en

Outsourcing&More | May–June 2021

HR NEWS KAROLINA FURMAŃSKA JOINS THE PRS TEAM OF CUSHMAN & WAKEFIELD interim reports, and attending conferences and other industry events as an expert.

Karolina Furmańska has joined the Con­­­­ sulting & Research team of Cushman & Wakefield as a Senior Residential Analyst with responsibility for advisory to PRS clients. The new hire will also deliver transactional support to investors provided by the firm’s Capital Markets.

Karolina Furmańska has over 12 years of experience in real estate, focusing on the residential market and alternative investments such as rental apartments, student housing and co-living. Drawing on her expertise and knowledge she will support clients in the residential sector. In her new role, Karolina will be responsible for a range of measures concentrating on residential advisory including participation in PRS investment deals, preparation of advisory reports for developer and investor clients, internal residential sector databases, preparation of analyses and

Karolina Furmańska began her real estate career in 2009 by taking a job in the Department of Real Estate Management at the Office of the Capital City of Warsaw, where she focused on acquisition and clearing of proper­­ ­­ty titles. Prior to joining Cushman & Wakefield, she was a member of JLL’s Living Investment Team, which was responsible for transaction advisory comprising rental apartments, purposebuilt student accommodation, co-living and other income-producing assets in the residential sector. Previously, since July 2012, she worked for residential sector advisory firm REAS with responsibility for assignments related to consulting development projects and the so-called Developers Act. In 2018, REAS was acquired by JLL. Karolina Furmańska is a graduate of Interfaculty Studies in Land Management of the Warsaw University of Life Sciences and Geodesy and Cartography with a specialization in Spatial Information Systems of the Warsaw University of Technology. She also graduated in Property Management from the Postgraduate Studies in Real Estate Valuation, Brokerage and Management at the University of Warsaw.

ŁUKASZ NELKEN-ŻBIK JOINED WARSAW'S BRANCH OF COREES POLSKA – COMMERCIAL REAL ESTATE Łukasz Nelken-Żbik joined Warsaw's branch of Corees Polska – Commercial Real Estate, where he took the position of Head of Valuation. He is responsible for collaboration in the field of real estate appraisal, preparation of feasibility studies, consulting and other forms of tailored services, according to the individual needs of any Client. Łukasz Nelken-Żbik is related to the real estate market for 14 years. He is the Pro­perty Appraiser of the Royal Institute of Property Appraisers in London (RICS), as well as the Appraiser placed on the Ministry of Infrastructure's list of Appraisers.

Throughout his career path, he has been dealing with appraisals of development lands, commercial, office, housing and industrial properties, as well as hotels and technical real estate. Furthermore, he carried out processes connected with consulting in the real estate field, consi­dering complex projects and their legal and commercial aspects, as well as he carried out individual and portfolio projects.

PROMOTIONS IN COREES POLSKA – COMMERCIAL REAL ESTATE In accordance with development of internal structure of Corees Polska – Commercial Real Estate, we are proudly announcing promotions of our Team Members.

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Kamila Pomianowska takes up the position of Operations Coordinator. Working in Warsaw branch, Kamila in responsible for ongoing support of commercialization processes, as well as for maintaining foreign relations with third parties that Corees cooperates with.

Kacper Moś takes up the position of Senior Researcher. Working in the in Kraków branch, Kacper is responsible for market research, ongoing support of commercialization and administrative processes.

Outsourcing&More | May–June 2021

CAREER & DEVELOPMENT

CODE OF ETHICS – RULES THAT MUST BE FOLLOWED

Every year the American Ethisphere Institute, composed of scientists, lawyers, government representatives and leaders of various organizations, produces the report “World’s Most Ethical Companies”.

There are several factors that determine whether a company can be called ethical: situation, mission and policy, as well as the morality of employees.

The code of ethics sometimes does not fulfil its purpose, because it is not put into practice.

In 2021, the ranking included 135 companies representing 47 industries from 22 countries. Many business people for whom ethics in business is the number one principle, not only in theory, but also in practice, are fighting to be included in the list. We live in a time when employees, investors and stakeholders feel that the most trustworthy companies are those with a strategy and vision based on ethical goals. Thanks to their attitude, such organizations achieve better results and become market leaders.

Companies wishing to be included in the Ethisphere Institute’s ranking must maintain high standards, apply innovative management techniques, act ethically and in accordance with the motto of the institute "Good, wisdom, business, income". Moreover, they must not have any legal problems and should be involved in charity. There are several factors that determine whether a company can be called ethical: situation, mission and policy, as well as the morality of employees. The code of ethics sometimes does not fulfil its purpose, because it is not put into practice. There may be individuals who do not follow the established rules, and failure to comply with ethical standards leads to pathological situation that should not take place in business.

The very process of creating a code of ethics can be time-consuming. In Grupa Progres a team of several employees has been working on such a document for 2 years. Taking a broad perspective, they created a set of values and principles that we follow every day. The code is supposed to help and it truly helps raise awareness of ethical problems that may be encountered in everyday work and facilitate making the right decisions. In case of any doubts regarding the conduct, our employees may ask for guidance, e.g. from their superior.

CODE OF ETHICS – WHAT DOES IT MEAN EXACTLY?

This type of document should define work standards, rights and obligations of an employee at every level, including managers. This is particularly important when we take into account the PwC’s "Global Economic Crime Survey 2020", which shows that as much as 60% of abuses in Polish companies result from actions taken by managers. For instance, they frequently use company cards for private purposes or abuse procedures for approving various expenses. Honest employers who follow the code and combat such practices should conduct formal and informal audits of the application of labour standards, which should also include health and safety. It should be clearly emphasized that we underIT IS BETTER TO PREVENT THAN take to establish and maintain a safe and TO CURE healthy working environment for our More and more companies in the world employees, external employees referred introduce regulations against bad prac- to contractors, and visitors. tices – they apply appropriate policies and ethical codes. The leaders are the United Human rights are another important States and American businesses, where issue in the code of Grupa Progres, which ethics is the basis of action. They are is reflected by the lack of violence and followed by Great Britain, France and a friendly work environment. We do not Germany, where companies are highly allow violation of any human and citizen sensitive to issues such as corruption and rights due to sex, race, language, origin, other abuses. In Poland, business ethics is birth, property or religion. Mobbing or also gaining importance, although some any other practices that do not conform enterprises are only beginning to imple- to the code are also banned. However, ment certain rules in their organizations. it is not sufficient to state that everyone In large corporations, codes of ethics has the right to work in an environment apply both internally and externally. free from violence or harassment. It is They belong to the criteria for verification necessary to act, for example, to create of business partners before concluding an internal anti-mobbing procedure and contracts, in which anti-corruption inform employees about the requirement clauses or references to ethical principles to report disturbing situations. The code appear more and more often. of Grupa Progres, a copy of which is

Outsourcing&More | May–June 2021

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CAREER & DEVELOPMENT

Employees with more than 5 years of service caused damage to the organization twice as much as those working for less than 5 years.

The amount of damage caused increases with the level of education – 64% of the perpetrators of all professional frauds had higher education.

Men (72%) committed employment fraud more often than women (28%).

in possession of our every employee, includes e.g. information on where to turn for help when they experience or witness inappropriate behaviour. They can also contact their supervisor directly, use the company's business ethics hotline or send a message to a special e-mail address.

Another key component of the code is confidentiality. The number of reported cases of abuse related not only to remote work, but also to the protection of trade secrets, personal data, cybersecurity or supplier verification is growing. In order to minimize the risk, it is necessary to develop an appropriate confidentiality strategy, quickly implement internal procedures and familiarize employees with them. These measures should also deal with conflicts of interest and impose on the team the obligation to resolve them, as they may adversely affect the operations of the company and its shareholders. The abovementioned principles will not work if we forget that, as a leader, we have to compete openly and fairly, and we have the right to obtain information about other entities using appropriate and legal methods.

ZERO TOLERANCE It is obvious that a code of ethics should be the foundation of every business.

Unfortunately, looking at the statistics, many businesses still have a problem with integrity. In 2020, 162,574 cases of economic crimes were detected in Poland, 8,262 more than in 2019 (154,312 cases) and as much as 104,098 more than in 1999 (58,476 cases).

In 2020 the Association of Certified Fraud Examiners (ACFE) published another "Report to the Nations" on fraud and economic abuse occurring in nine regions of the world. It shows that the main factors determining the amount of damage suffered by the organization are seniority, sex, education and age. Employees with more than 5 years of service caused damage to the organization twice as much as those working for less than 5 years. The amount of damage caused

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increases with the level of education – 64% of the perpetrators of all professional frauds had higher education. Men (72%) committed employment fraud more often than women (28%), and the average value was also higher (about 150,000 USD vs. 85,000 USD). Moreover, the average damage value increases with the age of the perpetrator. The report also reveals that out of the 2,504 cases studied, the average loss suffered by the organization amounted to 1,590 million USD. As many as 54% of companies did not recover funds lost as a result of professional fraud.

The damage caused has a direct impact on the organization's ability to create jobs and produce goods or provide services.

The ACFE also identified weaknesses in the internal control system that contribute to committing professional fraud. It is the lack of internal control mechanisms or ignoring the existing ones, the lack of management review and the organizational culture prevailing at high levels of the organization. This highlights the important role of preventive tools and justifies analyses of internal procedures, identifying gaps in them as well as detecting attempts to abuse in order to effectively limit their negative consequences.

According to the ACFE, abuses are most often detected thanks to tools enabling anonymous reporting of irregularities in the workplace, internal audits and inspections or even by accident. This clearly implies that the principles of business ethics cannot be left to chance.

Author:

Magda Dąbrowska, Vice President, Grupa Progres

Outsourcing&More | May–June 2021

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CAREER & DEVELOPMENT

GET READY TO MOVE UP A GEAR! Do not waste your time in the pit stop – check how to take the pole position after the coronavirus crisis, not only in the outsourcing industry...

The coronavirus pandemic is undoubtedly a humanitarian crisis leading to millions of human tragedies. On the other hand, it works as a catalyst for change in the business area, with an unprecedent pace and scale since the war. Today it would be difficult to argue with the statement that we live in a time of permanent change and uncertainty but, in the face of many questions about the future, one thing is certain – it will be digital.

Faced with enormous challenges and the need to make difficult decisions, some CEOs decided to make sharp cuts and choose the escape strategy. Others focused on more risky activities which gave them the chance not only to survive, but also to win in the post-COVID reality.

The current slowdown seems to be a kind of a pit stop – according to the racing terminology used by Professor Andrew Scott from London Business School. They use it to properly “lubricate” the company so that, after leaving the pit stop, it will achieve even better results.

McKinsey's research shows that, during the 2007–2008 recession, the top quintile

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of companies outpaced its competitors by approx. 20 percent in terms of TRS (Total Reward Statement) as they eventually entered the recovery phase. Eight years later, their advantage grew to over 150 percent. This is another proof that companies which act decisively and early enough are doing much better than others.

In the area of F&A outsourcing, the pursuit of automation is one of the ways of looking for cost effectiveness – the basic element of building value for customers.

The same concerns the use of cloud computing which enables, among others, financial reporting or providing advanced analytical data in real time. Advanced business analytics allows capturing inforUSE DIGITAL TRANSFORMATION mation that indicates trends or risk areas, AS A HIGH-OCTANE MIXTURE e.g. operational ineffectiveness. Thus it The fourth industrial revolution continues allows clients to, among others, streamline and modern technologies, such as RPA internal processes, improve services, etc. (robotic process automation) or AI (arti- Additional indicators may also enable, e.g. ficial intelligence), are gaining popu- identifying a rival who struggles with finanlarity. Before the pandemic, relatively few cial difficulties and may be open for sale companies could boast of implementing (based on information, e.g. from commerthem, whereas now the question is not cial authorities or market analysts). so much “whether to invest?” but “what to invest in?”. The selection of the right When talking about modern technologies, technological investments is the key we should constantly take into account issue – it should reflect new assumptions security (including data), risk management about your industry, the pace of its digi- (especially immediately after the loud fire tization and the digitization of customers, of the European cloud giant OVH Cloud suppliers, employees, regulators, etc. in March this year) and cybersecurity (put Development should be conducted in to a great test in the home office era). two ways: across the company's busi- IT systems must be properly designed not ness core and towards searching for new only in terms of security, but also bandwidth and capacity. market opportunities.

Outsourcing&More | May–June 2021

In the area of F&A outsourcing, the pursuit of automation is one of the ways of looking for cost effectiveness – the basic element of building value for customers.

The same concerns the use of cloud computing which enables, among others, financial reporting or providing advanced analytical data in real time.

the growing importance of the modern tools and technologies in business, this aspect was relegated to the background, becoming an added value.

A separate issue is the level of digital employee competences – the gaps in this area (especially among senior leaders) probably resulted in the fact that companies hardly use e.g. artificial intelligence.

Meanwhile, the upgrade of talents in companies with digital aspirations is indispensable not only from the perspective of building a competitive advantage on the market, but also in terms of motivation.

BE AGILE AND FLEXIBLE

business needs are implemented on the basis of various task teams from different countries in order to optimize the expenditure and obtain the maximum value for money). This approach gives both parties a win-win deal and is likely to grow in popularity.

The third area worth considering in the above context is the ability to reach customers where they are – more and more frequently online, especially on social media. Many organizations, including finance and accounting, are publishing, tweeting, chatting and sharing increasing amounts of messages, photos or videos on their social media channels.

In consequence, they manage to establish relationships with customers, attract new ones and increase brand recognition.

There will be fewer and fewer companies that will choose not to use or to ignore the potential of the tools that allow them to like, share or comment on almost every word, photo or video.

Agility has long been a characteristic feature of the best preforming mid-size companies. Such companies – which will be ready to quickly react to changes (e.g. the boom in the use of videoconferencing services, telemedicine or e-shopping), constantly conduct analyses of their environment, learn and introduce innovations – will stay ahead of the competition. To achieve this, it is necessary to provide close cooperation on almost every business and functional line of the company, focusing on continuous offer improvement based on delivering value to customers. For this GO BACK TO THE ROOTS purpose, it is necessary for the company OF OUTSOURCING AND REMIND to accept the “test and learn” approach. As YOUR CLIENTS OF THEM! a result, it will be able to draw conclusions In the pandemic reality, entrepreabout actions components that should be neurs think twice before choosing to kept and method to promote them. spend money. The most recent data on the reasons for outsourcing by CEOs Flexibility should cover not only the inside and CFOs are all the more understandof the organization and its offer, but also able – they indicate that there has been the way it is delivered to customers – a sharp increase in the number of organi­ e.g. in terms of the structure and scope zations that prioritize cost reduction. of contracts. More and more often, espe- For many years, the possibility of saving cially in IT outsourcing, we hear about and improving financial results was the so-called autonomous teams or the main argument for managers to the bestshoring phenomenon (different choose outsourcing. Subsequently, with

Outsourcing&More | May–June 2021

New market realities have brought professional business service pro­­ viders and many of their clients to the common denominator – remote work. This allowed many skeptics to break the last barrier: the lack of trust in people “from the outside”. As a result, service providers gained the opportunity to reach the most conservative prospects and free themselves from the mindset in which they are completely dependent their own chief accountants or human resources. For this to happen, however, service providers must deliver a message that they may find obvious as entities operating in the outsourcing market: information about the benefits of outsourcing partnerships.

Klaus Schwab, founder and executive presi­dent of the World Economic Forum, stated some time ago that, in the new world, it is the fast fish that eats the slow fish – not the big fish that eats the small fish. This holds true both on the racetrack and in the pandemic or post-pandemic reality. COVID-19 has undoub­ tedly become a “black swan” which made: (1) the safety and protection of employees become the highest value, (2) physical location cease to be important for building trust between business partners, (3) the cost aspect of cooperation return to its key position. All these factors are charac­teristic of outsourcing services – we just need to turn them into success. Author:

Monika Smulewicz, Partner, Managing Director, Grant Thornton

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