Outsourcing&More 42 September-October 2018

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No. 5 (42) | September – October 2018 ISSN 2083-8867 PRICE EUR 6 (INCL. 8% VAT)

Spreaded Wings of Emerging Europe. Interview with Andrew Wrobel, Head of Content Strategy and Publishing & Founding Partner, Emerging Europe page 18




HR Dream Team. Carlsberg Shared Service The most lively – pioneer of the Shared districts in Poznań How to build it? Services sector in Poznan page 56 page 90 page 10

Invest in Bydgoszcz Poland

• CIJ Awards Poland 2017: Best Investor-Friendly City • CEE Shared Services and Outsourcing Awards 2016: Emerging City of the Year • Eurobuild Awards 2015: Most Investor-Friendly City

• More than 1 million residents within 50 km • 1st place in The World Bank’s report – Doing Business in Poland 2015 • Regional economic centre • Academic hub of the region • International airport located within 3.5 km from the city centre

www.barr.pl www.investin.bydgoszcz.eu barr@barr.pl


Editor-in-chief Dymitr Doktór dymitr.doktor@proprogressio.pl Managing Editor Kamila Czyżyk kamila.czyzyk@proprogressio.pl DTP Iwona Nowakowska


Advertising reklama@outsourcingandmore.pl

Dear Readers,


As every year, summer period is the time, when some of the business activities slow down a little bit. This is also the time, when companies are getting ready for intensive work planned for the summary of third and all fourth quarter of the year.

Editorial address ul. Sobieskiego 104/29 00-764 Warszawa www.proprogressio.pl

P: +48 22 213 02 45 F: +48 22 213 02 49 editor@proprogressio.pl www.outsourcingandmore.pl Print Drukarnia Jantar Legal support Chudzik i Wspólnicy An electronic version of the Magazine see the website www.outsourcingandmore.pl Selected photos come from shutterstock.com website. Circulation 3,000 copies All rights reserved. No copying, reproduction or photocopying allowed without written consent of the publisher. The views expressed in this publication as well as the content of the adverts are not necessarily those of the editor. Partners

The Autumn will serve us a lot of opportunities to grow the business knowledge and networking with business partners in the area of outsourcing and modern business services. On European conferences scene you can find interesting business events in London, Berlin, Vilnius, Stockholm but also Warsaw, Bydgoszcz and Czestochowa. In those cities very interesting conferences and summits are planned where BSS, finance, AI, HR and Employer Branding are going to be the main theme of discussions and presentations. In September we bring you the Outsourcing&More with a list of very interesting publications, starting with main interview run with Andrew Wrobel – the Head of London based think tank Emerging-Europe. Among other articles you will find stories related to Carlsberg SSC, HR experience and awards for 3M GBS, business environment in Romania, Lithuania and Ukraine and also two sides of every process brought to you by Adaptive SAG. Enjoy the reading and I hope to meet you soon in person on one of the coming business events, Dymitr Doktór Editor in Chief

AUTHORS Michał Kościanek • Aleksandra Konicka • Andrew Wróbel • Loredana Niculae • Ruta Labalaukyte • Elżbieta Kozłowska • Adam Wąsik • Michał Ejchman • Konrad Krusiewicz • Anna Mielczarek • Krzysztof Raganowicz • Giudo Bianchi • Aneta Jurewicz • Krzysztof Stanczykiewicz • Monika Reszko • Anna Majer

Outsourcing&More | September – October 2018





Business news


The real estate sector breaks another charity record

A record-breaking 767,000 PLN was raised by the participants of the 9th Charity Real Estate Beach Volleyball Tournament organized by JLL.


Carlsberg Shared Service – pioneer of the Shared Services sector in Poznan

Interview with Michał Kościanek – Head of Carlsberg Shared Service Centre.


Notes on employer’s options to influence employees’ activities in social media


Romanian Financial Industry is taking an innovative path The Romanian financial sector has changed massively in the past years, and the development of new technological solutions has impacted this field. Since the introduction of the first credit card in Romania 20 years ago, the industry has embraced digitization and has turned it into a competitive advantage.


Employees fluent in three languages – it's the norm in Lithuania


Employers against the "generation Z"

Acquiring talented specialists, engaging them in work, and their long-term stay in a team is an increasing challenge for employers. This fact has been confirmed by reports of foreign and Polish research centers and reviews of recruiters. In this context, employer branding ceases to be a brand novelty and becomes a necessity.


Employer Branding – challenging way to talk about corporate's image Adam Wąsik, the Head of Pracownia_EB explains what Employer Branding really is, what does it include and what the most common mistakes in its area are.

How many languages do you expect a modern professional to speak? Well, if you are recruiting for talent in Lithuania, receiving a CV with three languages spoken to a high level is nothing out of the ordinary.


$ 10,000 and mentorship program for startups in Silicon Valley

Following their increasing popularity, social media started to be used For the fifth time already, the biggest tech as a powerful tool to build image, including the image of a potential employer. event of Ukraine and Eastern Europe, IT Arena, will take place in the last hidden gem of Europe – Lviv. From September, 28 to September, 30 IT Arena will gather Spreaded wings several thousand tech experts, developers, of Emergeing Europe tech managers, startup founders Wiktor Doktór talks with Andrew Wróbel, and anyone interested in the latest Head of Content Strategy and Publishing technologies from around the world & Founding Partner, Emerging Europe. at the Arena Lviv Stadium.



GPO – there are two sides to every process

In large businesses, where all processes are heavily siloed and separated, the need to create chains of processes that connect all tasks related to a given issue from A to Z (End to End – E2E) is clearly visible – regardless of the team in which these problems are solved.


Interior Branding Employer Design

Those usually interested in the subject matter of Employer Branding know perfectly well from experience and from the previously read articles what EB is, what it is for and what tools can be or should be used to show a positive image of the brand to the recipients.


Outsourcing&More | September – October 2018




Investment news


Łódź – the Office Eldorado in the centre of Poland

Today, Lodz is in the third stage of the development of its office space. It is safe to say that the current development works relate mainly to newly-built office buildings and are some of the largest projects in Poland.


Attractive for business, friendly to live in Bydgoszcz is successfully changing its image from an industrial centre to a centre of modern technologies and services. The City’s investment offer is based not only on a convenient location, access to modern office infrastructure and academic centres or qualified staff. An important element is also the work-life balance offered to entrepreneurs and employees.


The most lively districts in Poznań Work. Entertainment. Rest. Concepts which no one combined with each other until recently.


Business and quality of life. Strengths of Kielce landscape


The most popular areas in Kielce in terms HR news of investment attractiveness are such city districts as the office and business centre, the revitalised area of ​​charming Downtown, combining recreational, Italian passion service and office functions as well in Polish business as the industrial parts of the city where large production and transport companies Giudo Bianchi talks about his beginnings in the role of Country Director at Spring are developing their businesses. Professional.



Friendly Częstochowa

Częstochowa has changed its image in the last few years from the place for pilgrims and trips to the city aimed in industry and business but also friendly for its inhabitants. One of the three main programmes made with the President is Direction - Friendly Częstochowa.


What do you miss? Employer branding at the source Employer Branding, or, in other words, all the activities of a company aimed at creating coherence in the minds of employees and making them feel that the company is “their” employer and they chose it specifically as the place to work in.


Gdynia’s Sea City is taking shape under the watchful eye of experts

Gdynia has the magnetism of a big city with opportunities that are rarely found in large cities.


Łasztownia. New heart of the city

Szczecin has a chance to develop a very large and typical fragment of the city from scrap. It is a sensation on a national scale and a dream opportunity to create a new, lively part of the downtown area and revive the Odra region.


New life of Śródmieście district in Lublin Recently Lublin has been rediscovered on the tourist map of Poland. Not only are tourists attracted by big festivals such as the Carnaval Sztukmistrzów, the Jagiellonian Fair or the Night of Culture, but also Lublin becomes a popular destination for the weekend’s city break. One of the reasons is a revolutionary transformation which Śródmieście district in Lublin has undergone lately.

Outsourcing&More | September – October 2018



Relocation – the candidates expect more

Professional changes combined with a change of place of living may be quite challenging for the candidate. Companies increasingly offer relocation packages, which should help candidates both moving and adapting to a new environment.


Manager's authority – so close yet still, so far away

Authority and respect – how to build them in the eyes of colleagues as soon as possible?


HR Dream Team. How to build it?

Anna Majer, Human Recources Manager at 3M talks about the recipe for good team work, Dream Team 2018 Award and career path in HR industry.




Adaptive Group new service line "Rescue Rangers" supporting SSC operations With the currently increasing talent competition and attrition levels, market & customer demand for agility and flexibility of back office operations, it is absolute must that service center looks beyond traditional people sourcing channels and consider ad interim support from external professionals for particular periods and projects. As the response to those needs, since beginning of 2018 Adaptive Group has started new service line – Rescue Rangers, focused on operational support for sudden volume peaks, backlog reduction initiatives and temporary vacancies in shared services environment. Those could also replace SSC junior resources in case of unexpected sickness, vacations or unavailability.


Over the last few months Adaptive Group has grown the team to 20+ hands on consultants, experienced in SAP and other ERP interfaced solutions. The specialists are capable to support finance, accounting, logistics, procurement and customer service operations in English, French, German, Spanish and Russian languages! Adaptive Group is able to propose mix of expertise with the client access to the right skill set and competences required for particular operational challenges. By now, Adaptive Group can share very positive feedback from several assignments provided in different areas for the flagship clients of Amway BC Europe, Barry Callebaut SSC, Clariant GBS, Daikin, Eurofins, Takeda SCE or Tate & Lyle. Source: Adaptive

Outsourcing&More | September – October 2018


IX Reach and eStruxture strenghten partnership to offer exceptional connectivity solutions across North America IX Reach and eStruxture Data Centers, a prominent pan-Canadian provider of network and cloud-neutral data center solutions are further strengthening their partnership and commitment to providing first class connectivity, cloud and zero-downtime hosting solutions to major blue-chip networks.

As a Microsoft AEP, oneclick will be able to continue to achieve its main goal of providing an innovative technology platform for its partners who can streamline their IT provisions for customers. As a result, oneclick partners are able to provide a more productive and secure offering, whilst providing its educational customers with more accessible software. Everything which is needed to set up and access oneclick´s digital workspaces are a browser and internet access. Source: United News Network

This enhanced partnership with IX Reach complements eStruxture’s strategy to give customers more choice, by offering all the benefits of remote peering to the most popular Internet Exchanges in North America and Europe. Customers can access all major IXPs via a single port and enjoy transit that’s optimized for cost and network routes.

Pro Progressio and SparkSub join their forces

The partnership also demonstrates IX Reach’s dedication to supporting the growth of eStruxture as its market share in advanced network and interconnection services continues to expand in both the Canadian and global business marketplace. Continuing to set IX Reach apart from other network solution providers is its strong partnerships with major Cloud Service Providers: Amazon AWS, Google Cloud Platform and Microsoft Azure. The IX Reach platform enhances eStruxture’s Cloud Connect service, a network and cloud-neutral exchange that allows customers to connect securely, easily and directly from the company’s state-ofthe-art data centers to an extensive ecosystem of major cloud service providers, network and application providers, bypassing the Internet and taking advantage of a faster and more reliable option for their cloud strategies. From eStruxture’s facility in Montreal, IX Reach is well-equipped to support any network with its national and global expansion, regardless of size.

The modern business services sector has undergone many changes over the last 20 years, but most of all it has been subject to very dynamic growth. For more than a decade, the industry which includes BPO (Business Process Outsourcing) and SSC (Shared Service Centers) type of businesses, enter new markets, support new processes, but also face challenges in the area of ​​​​sales of services but also increasing employment. Despite the increasing activity in the field of robotization and automation, human capital is still and will be a very important role in the creation and development of the modern business services sector for a long time.

Source: IX Reach

Microsoft’s AEP program is designed to train resellers on Microsoft’s Academic licensing, whilst authorising selected businesses to purchase and resell Microsoft Academic licenses and demonstrate that they are approved and knowledgeable academic partners. Microsoft’s software helps students and teachers realise their full potential through the access of creative information and communication technology.

Established in 2012, the Pro Progressio Foundation, from the very beginning of its activity, focuses on support of the development of the BSS sector and the widest possible access to knowledge, which allows the creation and development of BSS operational centres. For six years Pro Progressio has built a number of business partnerships with such organizations as IAOP (International Association of Outsourcing Professionals), GSA UK (Global Sourcing Association), DOV (Deutscher Outsourcing Verband), Lviv IT Cluster, as well as the Emerging-Europe Alliance). Pro Progressio's key Business Partners are joined by SparkSub – an international advisory and consulting organization based in California with branches in Warsaw and Budapest. The aim of the established cooperation is on one hand the support of American companies that are interested in locating their operational centres or are looking for outsourcing partners in Poland and CEE region, and on the other hand supporting Polish service companies in building business relationships with potential clients in the USA.

The AEP certificate demonstrates that oneclick possesses the necessary skills to serve its customers in the best possible way, whilst having a decisive advantage over its competitors.

Pro Progressio and SparkSub will cooperate on many levels, aimed at developing cooperation between Polish and American markets for modern business services.

Oneclick recognised as a Microsoft authorized education partner Oneclick, provider of a digital workspace platform, has today announced that it has been selected to become a Microsoft Authorized Education Partner (AEP), which will allow system integrators to purchase Microsoft products from oneclick and resell them to its educational customers at a discounted cost.

Outsourcing&More | September – October 2018



First place – Dekada/BOIG

Second place – PZU Inwestycje

Third place – MLP Group


Outsourcing&More | September – October 2018


The real estate sector breaks another charity record A record-breaking 767,000 PLN was raised by the participants of the 9th Charity Real Estate Beach Volleyball Tournament organized by JLL. On this hot August day, the tournament was won in great style by DEKADA/BOIG.

A record breaking 767,000 PLN was raised at the 9th Charity Real Estate Beach Volleyball Tournament, which took place on 2nd August at La Playa Music Bar in Warsaw. 56 teams and 392 players took part in the tournament, while the entire event was attended by approximately 2,000 people. DEKADA S.A./ BOIG, PZU Inwestycje and MLP GROUP S.A. claimed the top three positions. Honorary patronage for the event was overseen by the Polish Volleyball Federation.

individual donations collected on the day, with additional 100,000 PLN later added by Globalworth, has been donated in its entirety to Stowarzyszenie Rodziców i Przyjaciół Dzieci Niewidomych i Słabowidzących “Tęcza” (“Rainbow Association of Parents and Friends of the Blind and Visually Impaired Children”). The money raised will support the modernization of the children’s center, the construction of a sensory therapy garden which will be situated alongside the building as well as the purchase of ophthalmologist diagnostic equipment.

According to JLL, the total raised by the event over its nine years now stands at 2.3 million PLN. This year 56 teams competed in the tournament were Adgar Poland, Allen & Overy, Atrium, AXI Immo, Baker & McKenzie, The size of the total raised at this year’s event went way Bank Zachodni WBK, Bird & Bird, BNP Paribas, BSC Real Estate beyond our expectations. We expected that the 9th edition Advisors, Cavatina, CBRE, Colliers, Cresa, Cromwell Property of the tournament would attract even more participants and Group, Cushman & Wakefield, Dekada/BOIG, Dentons, Echo allow us to collect a record-breaking Investment, EPP, Ghelamco, Gleeds, Globalworth, Go4Energy, amount. However, we had no idea that Greenberg Traurig, Griffin, GTC, HB Reavis, Heitman, ING, JLL, this year’s total would surpass last year’s Knight Frank, Kucharski & Partners, Linkcity Poland, Linklaters, result by a staggering 388,000 PLN. Magnusson, Metro Properties, MLP Group, MyHive, Neinver, In addition, this year’s charity was just Nepi Rockcastle, Nuvalu, Octava Property Trust, Panattoni as competitive as the action on the court. Europe, Polski Holding Nieruchomości S.A., Prologis/Logicor, I wish to thank all the players, attendees, PZU, Savills, SEGRO, Skanska, Strabag, Torus, TPA Poland, sponsors and patrons for their active parti- TriGranit, Unibail-Rodamco-Westfield, White Star Real Estate cipation and generosity, and representa- and Xcity Investment. tives of Panattoni, Globalworth, Gleeds, BNP Paribas Real Estate and JLL for their The sponsors of the 9th Charity Real Estate Beach Volleyball enormous contributions. It is a truly Tournament included AGIS Nieruchomości, Berlin Hyp, fantastic feeling to see how each year GOART Pracownia Reklamy, House of Tudor, La Playa Music the entire real estate industry comes Bar, Medicover, Mellov, Przedszkole Pomarańczowa Ciuchcia, together for such a great cause – to help Salwasport, Stewart Title Limited, STIXX Bar & Grill, Top Event, the youngest ones in our society, and TopWoman. comments Tomasz Trzósło, Managing Media patrons were: Officefinder.pl, EurobuildCEE, Director, JLL Poland. EuropaProperty, Warehousefinder.pl, Outsourcing&More, The event’s grand total of 667,000 PLN, OutsourcingPortal, Poland Today, Polska Rada Centrów raised from team registration fees, Handlowych, Property Design, Propertynews.pl, Retailnet.pl, the auction of items from sponsors and Shopping Center Poland, The City, Warsaw Business Journal.

Outsourcing&More | September – October 2018




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 seventh edition of SSC Lions we are presenting you the interview with Michał Kościanek – Head of Carlsberg Shared Service Centre. We discuss the evolution of the operation centre of the company who produces probably the best beer in the world.


Outsourcing&More: Carlsberg Shared Service Centre is the leader on Poznan market. Let’s talk about the beginning of the company in this region. How did it look like? Michał Kościanek: Yes indeed. We have started our journey back in 2006 when the Carlsberg Group decided to open an Accounting Services Centre in Poznan. These were the days that not only Poznan but also Poland was at its very early stage of growing BSS sector. It was a pretty bold decision for the company considering the availability of the experienced talent pool. Although there was literally no other SSC of that scale in the market to source the experienced employees, Poznan was and still is a major academic center with well-educated and ambitious graduates which in combination with an “import” of the experienced managers worked very well.

Nowadays we are very proud of our heritage of being the SSC pioneers in the region and building the talent pool in the local market that boosted the development of the BSS sector. Similarly, there were not so many options in terms of the available office spaces in the city. Despite that fact we managed after a few months of using a temporary office to move to a very attractive location in the city center at Garbary. We like it so much that after the ten years of using the premises we are planning to remain there for at least another five. Nowadays we are very proud of our heritage of being the SSC pioneers in the region and building the talent pool in the local market that boost-


ed the development of the BSS sector. Interestingly, we became the victims of our success. I met a lot of successful professionals, holding senior management roles in Poznan SSC organizations that started their career in our centre. It is also common to hear the opinion that having the Carlsberg Shared Service Centre experience on your CV is a quality assurance for the recruiters.

berg Group with new departments, such as Intelligent Automation and Data Analytics. We heard about the combined model of cooperation with one of the BPO companies. Does the SSC – BPO relation work on BSS market? We have entered into a longterm business partnership with an outsourcing partner almost three years ago. There is definitely a lot of potential to benefit from such a relationship. First of all, you get an access to the best industry practices, almost limitless talent pool and immediate wage arbitrage just to name a few.

That kind of development leads to rapid growth and transformations. Currently how many people you hire and what were the main stages of expansion of Carlsberg’s SSC in Poznan? Today we have more than 350 employees, ranging from pro- From my experience in Carlsfessionals to people taking their berg as well as my previous comfirst steps in the business. panies I used to work for, it is not uncommon that such an organizaThe first employees were hired tional change is usually challengin August 2006 and the Account- ing at the beginning and it takes ing Services Centre began provid- some time to fully benefit from it. ing Accounts Payables, General In my view there, a few key sucAccounting and Accounts Re- cess factors that have a pivotal role ceivables services to Carlsberg in making the outsourcing mutuPolska and had been extend- ally beneficial, especially when we ing it scope since then to come talk about the Indian BPO. First to cover most of our Western of all it is the readiness of the comEuropean accounting processes pany to outsource its activities from of the Carlsberg Group. cultural (cultural awareness) and process (harmonization level) perIn 2016, when we had exceeded spectives. Next is a set of new capathe size of 500 employees, major- bilities to manage the outsourcing ity of transaction-based, repetitive relationship. The last is an attitude, and non-language dependent pro- whether you want to run it as a mascesses have been outsourced to our ter / slave or a partnership relationoutsourcing partner and the scope ship. Of course the latter is my bet. of the center was refocused towards less transactional, adding Could you please describe value activities. We have migrat- the Carlsberg Shared Serviced new processes, such as Sales es activity in Poznan? What kind Support and developed substan- of processes are on the first place tially FP&A function that become and do you use automatization a Controlling Center of Excellence. and robotization in your Center? The name of the center was changed Originally, Carlsberg Shared to Carlsberg Shared Services. Services was created to provide accounting services, but today it is alCurrently, the center undergoes so responsible for IT, Master Data, many changes, providing new ser- Procurement, Internal Controls, vices, extending its service port- HR Services, Logistics, Planning, folio, and aiming for a foothold Sales Support and Controlling in the digital future of the Carls- across the Group in Europe.

Outsourcing&More | September – October 2018


We are constantly evolving our center and taking next steps by developing Center of Excellence within GSS. With Data, Reporting & Analytics we are leveraging Carlsberg Shared Services as one of the largest data sources for analytics implementation. Along with Intelligent Automation, we are also integrating bots into the Shared Services future.

When Philips decided to outsource/divest their captive centers across the globe I stayed with Philips and moved to the Netherlands where I managed the Global F&A Operations that had been outsourced. Then after four years I moved back to Poland and joined

Heineken Global Shared Services in Krakow to support its setup and operations management. After a few years I moved to the other side of the fence and joined the WNS, the Indian BPO company, where I was leading multilingual and multicultural Delivery Center in Gdynia.

Carlsberg Global Shared Services is growing and developing with Carlsberg Breweries, and it is our ambition to be a world class provider of business services. We aim that our high performing team is a key player in the region and delivers services with high quality at competitive unit costs. As GSS, we implement future-oriented operating model and thorough performance management framework. Our mission is to invest in services and people capabilities as well as look beyond transactional activities. By providing high quality services, we aim at being one of the driving forces behind the process of standardization and centralization in Western Europe region. Let’s talk about your career. You are present at BSS sector since many years. How did your career path look like? I made my first steps into the BSS sector back in 2003, which makes me feel like a pioneer of the Shared Services sector in Poland. That year I joined Philips European Accounting Services in Lodz, being part of the core team setting up the center from scratch. I consider this as a pivotal step in my career and feel privileged that I had been part of this successful team. Interestingly, if you will be reading through resumes of dozen of the center heads or senior managers in the BSS sector across Poland you will find their origins in Philips EAS.

Outsourcing&More | September – October 2018



We have entered into a long-term business partnership with an outsourcing partner almost three years ago. There is definitely a lot of potential to benefit from such a relationship. Since April this year I joined the Carlsberg Shared Services, where I am responsible for Western Europe Operations and leading the Poznan organization. Now Poznan and challenges which comes from GBS center in brewing industry. Did previous experience help you in current organization, or maybe managing the SSC in Carlsberg requires totally different approach?

to cooperation” category. What does Carlsberg do to encourage future employees to join your team in Poznan office? Why it is worth to be interested in working in your Centre?

Probably the best company in the world is looking for candidates for the various roles, ranging from experienced professionals (finance, logistics, procurement, robotics, data analytics) to student and graduated (internships and The beauty of our industry is that it the first job in various functions). is continuously changing and developing so I never complained on lack We are Carlsberg Shared Servicof challenges. While some compo- es, a member of Carlsberg Group, nents of running the shared ser- and a place where passion for beer vices centers are relatively constant meets with innovation and sense and well matured, what differs is of vision and purpose. We maintain the business context and individu- an open culture based on strong al stakeholders you are dealing with. values, where your insights and Peoples aspect is the most interesting opinions are welcome and matter, and variable component. and where you can steer your career towards anywhere you dream of. What helps me the most is the di­­­­versity of experiences in a few We offer a competitive salary, private dimensions: working in captive health care, life insurance, MyBene& outsourced model, international, fit system at your own disposal, and multifunctional and multicultural a wide range of internal trainings experiences, etc. organized on a regular basis. In addition, these days the emerging challenge, or if you take it from a positive stance – an opportunity is the technology development (robotics, machine learning, AI). Fortunately, I have always been an amateur IT freak so that helps me. Definitely this capability is pivotal one for every leader of the aspiring organization.

Probably you won’t find it elsewhere, like beer events in the office every month to foster our common passion; Wednesday breakfast sessions supplemented with meetings and workshops; extra holiday bonus every year to make the summer even more awesome; an excellent location right in the heart of a vibrant city.

At the end of this interview, question from the “invite you Thank you for the interview.


Outsourcing&More | September – October 2018

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on employer’s options to influence employees’ activities in social media Following their increasing popularity, social media started to be used as a powerful tool to build image, including the image of a potential employer.

As employees can "tag" their place of work on their private profiles, their activities in the web can have both positive and negative impact upon the employer’s image. It is, therefore, not surprising that employers are attempting to influence their employees’ activities in social media and are looking for tools which would make it possible.

Aleksandra Konicka, Legal Trainee in the Law Firm "Chudzik i Wspólnicy Radcowie Prawni" sp.p. www.chudzik.pl.


any information that could cause damage to the employer if disclosed. The employee’s duty to act in the interest of the work establishment can comprise various elements. Judicial practice interprets the "interest of the work establishment" quite broadly – as common wealth of employees and the employer, whereby the acting in the interest involves overall property and non-propUnfortunately, the dynamic growth erty entitlements of the employer. of new technologies, especially of ones related to the Internet, are not well fol- In some situations, employees can lowed by legislation. The Polish labour be expected to refrain from actions law currently misses regulations which which could cause harm to interests would explicitly state what an employee of the working establishment, in others can and cannot do in social media and – taking some positive actions. Howhow the employer can influence their ever, save for the instance of working employees’ activities on social channels. on a position related to the employThus, rules of conduct have to be decid- er’s promotion that way, the employed upon, based on current legislation er cannot request their employee to applied to the new reality. set up and run a social media account in their own name where they would One of employee’s basic duties is the ob- promote employer’s activities. The emligation, (laid down in art. 100 § 2 sect. 4) ployer should also not interfere with the of the Labour Code, to act the inter- employee’s activities in social media, as est of the work establishment, pro- long as such doings are not harmful for tect its property and keep confidential them. However, if any information post-

ed by an employee on the Internet can objectively harm the employer’s image, the employer has the right to protect their public perception. If the infringement of the employer’s image is of particularly serious nature, the employer can terminate the employment contract with the employee. In order to minimise the risk of such situations, in-company regulations should stipulate which employee’s activities in the social media are undesirable by the employer and what in this respect is understood by the latter as a breach of the duty to act the interest of the work establishment. Employers tend to regulate the issues in work regulations or other bylaws – a so called Social Media Policy.

Outsourcing&More | September – October 2018


The Polish labour law currently misses regulations which would explicitly state what an employee can and cannot do in social media and how the employer can influence their employees’ activities on social channels. Thus, rules of conduct have to be decided upon, based on current legislation applied to the new reality.

When implementing such regulations, one should remember that the employer must not restrict employee’s liberty to express their opinion or publish private materials. However, the employer can regulate the rules for e.g. tagging the employer in employees’ posts, disclosing in social media their place of work, current projects they work on or business partners they collaborate with. Such internal regulations or policies allow for stipulating employer’s expectations from the employee, thus having remarkable educational and preventive meaning. At the same time, specifying sanctions for employees’ breach of their duties by failure to adhere to the regulations helps to enforce legal consequences against them. When wording such documents, common sense and balanced interests of the employer and employees must be borne in mind. That is because employer’s activities must not interfere into employee’s privacy and right to free expression of their opinions or beliefs, though the employer has the right to protect themselves against any actions which can harm their image. 

spreaded wings of Emerging Europe


Outsourcing&More | September – October 2018


Wiktor Doktór, CEO of Pro Progressio talks with Andrew Wróbel, Head of Content Strategy and Publishing & Founding Partner, Emerging Europe.

Wiktor Doktór, Pro Progressio: Andrew – thank you for your time, and it’s a great pleasure to talk to one of the founders of Emerging Europe. I’d like to start with a very basic question: Having in mind that across Europe there were, and are, many organizations focused on FDI – what made you design, create and develop Emerging Europe? Andrew Wrobel: The pleasure is mine, Wiktor. Thanks for your interest in Emerging Europe. Back to your question, I have been a business journalist for over 15 years, working across all media formats and contributing to international publications focused on foreign investment. Six years ago, I worked with UK Trade and Investment (today, the Department of International Trade) on an extensive campaign in Central and Eastern Europe, which received an Event and Visual Communications Association’s award in the international campaign category. When the campaign was completed, I realised that there was no independent platform that would take that conversation forward, raise awareness about the region, and most importantly, bring the entire region closer together. So, I decided to take matters into my own hands. You decided to call the organisation Emerging Europe, why? As Professor Günter Verheugen recently said about our organisation, we have a wide spectrum of countries under our wings. Some of these countries have a gross domestic product (GDP) similar to Western Europe’s. In others, the convergence process will take some time. All of them, however, share a few common features that influence how they are perceived internationally. They all have a post-communist legacy, are lit-

tle known around the world and have to emerge from behind the Iron Curtain, which collapsed three decades ago but has remained in our mindsets – those of both people in the region and beyond. My experience of working and dealing with the 23 countries on a daily basis confirms that. So, you say Emerging Europe is a think tank. What do you do? It is actually quite difficult to define what Emerging Europe is. On the one hand, we are a think tank operating as a social enterprise, whose mission is to contribute to the social, economic and democratic growth of the region. As such, we produce research and analysis. We are also a media outlet running a quarterly magazine and a portal and reach over 100,000 individuals each month across our channels; two-thirds of these come from North America and Western Europe. As a publication, what makes Emerging Europe stand out amongst others discussing FDI and business is that our entire audience is actively interested in the region. No one arrives at our portal or picks up our magazine looking for Southeast Asia or Latin America.

Going a step further, we also explore culture, social aspects and even food and drink from the region. I think it is essential to emphasise again that Emerging Europe covers a wide variety of countries. Some are European Union (EU) member states; some are on the path to join it, some are affiliated with the Eurasian Economic Union (EEU). We have never advocated either is better. We focus on the social, economic and democratic growth of the region and this can be achieved in many different ways.

We see a wide range of activities: the Awards, country-specific outlooks, sourcing conferences, seminars, etc. Tell us more about those initiatives and their purpose. Sure. As I said, we are solely focused on the region. There are a number of organisations that talk about this region today, and they forget about tomorrow. We are never going to discuss any other region, even if we are asked or paid to do so. Our full commitment is to the emerging Europe region, and we are always going to promote our countries – regardless of whether this or that government body or business supports our activities. All these organisations can join us and Recently, especially during the Emerging benefit from what we do. Europe Awards ceremony in June, I heard one more description of us, namely that As far as our activities are concerned, we are a movement, that we engage in June, in order to celebrate our fifth various stakeholders and continue anniversary and the wealth of social and to build a united brand for the entire economic projects across the region, we launched the Emerging Europe Awards, region. I believe this reflects our work. recognising success stories, leading Since the very beginning, you have projects and best practice and encourfocused on economy, business, invest- aging thought leadership and excellence. ment, and – going deeper – real estate PwC in Central and Eastern Europe was and sourcing. Is that right? our strategic partner and will continue That is correct. All these areas have in that role. We handed out trophies always been important, but we also look designed by two Hungarian students at politics – as much as is needed to un- to winners in 11 categories. Amongst derstand doing business in our countries. the winners were the Polish firm Solaris,

Outsourcing&More | September – October 2018

Our Strategic Member, HfS Research provides free access to critical research based on buy-side research, client engagement and analyst knowledge, plus leading industry experts from across the globe, as well as complimentary admission to their very exclusive FORA (Future of Operations in a Robotic Age) Summits.



Siemens in the Czech Republic, Amazon in Slovakia, the cities of Ljubljana and Wrocław, Invest Lithuania and Professor Günter Verheugen, who has kindly lent his name to the Günter Verheugen Award, which will be handed out next year. One of the categories looked at investment promotion agencies and the crucial work they do. We carried out research for more than six months, and it resulted in an investment promotion agency ranking and a 60-page report.

As Professor Günter Verheugen recently said about our organisation, we have a wide spectrum of countries under our wings. Some of these countries have a gross domestic product (GDP) similar to Western Europe’s. In others, the convergence process will take some time. As far as our other activities are concerned, our country outlooks, which we organise together with the European Bank for Reconstruction and Development (EBRD), the largest institutional investor in our region, consist of two elements: a special report, published first online and then in print; and an investment conference, which we always hold in London at the EBRD’s headquarters. We also focus on specific themes. For example, Brexit and its impact on the region in our Beyond Brexit programme, on which we work on together with the Council of British Chambers of Commerce in Europe; demographics, especially linked to the Silver Economy is another theme. Yet another is the New Silk Road and collaboration with China. The property market is naturally an important theme, hence our partnership with and presence at MIPIM, the most significant event of its kind globally. We have also taken a closer look at business services and IT, which included a conference in London last March. Next, in the pipeline we have two summits planned: in Stockholm in October and in Orlando in February 2019.


You have managed to attract interest in your initiatives across the European continent. This has encouraged you to pursue another project – the Emerging Europe Alliance for Business Services, Innovation and Technology. What are the main goals for the Alliance, who are its partners and is this initiative open for other partners or members? Like I said earlier, business services, IT, technology, innovation have been essential for us since the beginning. This is because they contribute massively to the image and development of our region. So, having discussed the topic for a while and worked with all the major organisations, we saw a gap. Let’s take the sourcing industry as an example. Almost every emerging Europe country has at least one organisation which promotes the sector domestically and abroad. The major buying markets have similar organisations. International businesses are members of national organisations in our region and businesses from the region are members of a few international organisations. The Alliance is not trying to replace any of them: it complements their activities and, most importantly, brings them together.

on the chapters. We are also preparing for the Emerging Europe InnoTech Summits in Stockholm and Orlando. The Alliance created and will create many areas for cooperation for the sourcing industry. It is also a field for research and development projects and as a result for valuable reports. Recently you published an FDI report – what is it about and what makes it different from other FDI reports? The Alliance has begun working on its own research related to the sector indeed, but equally important is the access our members get to external research. For example, our Strategic Member, HfS Research provides free access to critical research based on buy-side research, client engagement and analyst knowledge, plus leading industry experts from across the globe, as well as complimentary admission to their very exclusive FORA (Future of Operations in a Robotic Age) Summits. These benefits are in themselves worth tens of thousands of pounds, but more importantly are imperative insights upon which leaders should be making decisions about the future of their organisations.

Additional agreements, for example, related to blockchain, are being negotiEmerging Europe is the founder ated as we speak. of the Alliance and in March we were joined by almost 20 other organisa- You mentioned the Investment tions, including PwC, CEE, HfS Research, Promotion Report, which is the first Convergys, Cushman and Wakefield, Pro ever report looking at investment Progressio, the Hungarian Services & promotion in our region. The only Outsourcing Association, the Nordic IT other similar report which exSourcing Association and Outsourcing ists is global and was published Verband, who signed a manifesto by the World Bank in 2012. London is a place where all govin London. We officially launched the Alliance in June. The Alliance is ernments representing our region a membership organisation and member- come in order to attract investors – and ship is free of charge. The commitment they all say the same: “Come to us, members make is to using services over we will do our best to support you.” Unfortunately, their words are hardly the course of the annual membership. ever reflected in reality and the goal The Alliance is open for investment of the report and the investment promotion agencies and municipal promotion agency (IPA) ranking was authorities (amongst recent new to benchmark and lead them to immembers are Invest Lithuania and prove their services. the City of Poznań), vendors and buyers of business services and IT, consultancies, Two out of three location advisors and investment funds, investors, start-ups, corporate executives reported using the internet during their most recent incubators, universities, etc. site location search, so we paid special We are currently inviting our members attention to communications. We also to our Steering Group and Advisory teamed up with a British investor who Committee and are starting work was looking for a location for their

Outsourcing&More | September – October 2018


manufacturing business – and so we reached out to all IPAs to see how they handle enquires. The 60-page report includes the most common shortfalls and best practice. Moving a little bit to the future – what are your main goals for the next 12 months? Well, our constant goal is to raise as much awareness about the region as possible. We are planning on continuing our current activities and developing new programmes and projects. One of the things that I – as someone who is responsible for strategy in both Emerging

Europe and the Alliance – am working to developing their FDI attractiveness, on is the Journalists’ Club. The goal of this what would it be? initiative is to direct the attention of forKnow exactly what your city, region eign media to the region. or country can offer foreign or domestic investors. I often see this as a challenge Of course, we continue building our audi- when I speak to officials. Make sure ence. Within the next 12 months, we’d you understand that your goal is to sell like to double our numbers and reach a product or service (your location) and 200,000 individuals per month. We this product must be a solution to their also intend to build a pool of hundreds challenges – or a way to reach their goals. Sell them what they need, not of members of the Alliance. what you think they would like to have. At the end of our conversation, To do that, you must understand and lisI have a question, or rather a request. ten first, and only then talk. If there is one thing you could recommend countries or cities when it comes Thank you for the interview.

Our full commitment is to the emerging Europe region, and we are always going to promote our countries – regardless of whether this or that government body or business supports our activities.

Outsourcing&More | September – October 2018



Romanian Financial Industry is taking an innovative path The Romanian financial sector has changed massively in the past years, and the development of new technological solutions has impacted this field. Since the introduction of the first credit card in Romania 20 years ago, the industry has embraced digitization and has turned it into a competitive advantage.

What drove businesses to do so is the demand for data analytics tools, the need to identify consumer expectations and future trends. The traditional way of managing financial activities is long gone, as consumers are now looking for various shortcuts in their daily lives. According to the latest analysis, Romania might be the best place for the next fintech revolution. FROM OUTSOURCING TO INNOVATION


Although many financial companies are already experiencing the benefits of partnering with fintech players, there is still place for further improvement when it comes to the way these strategic moves are perceived. A recent study conducted by KPMG has highlighted that 57% of financial institutions perceive the fintech industry as being one of the primary sources of disruption in their sector. So far, other aspects such as regulatory changes or new business models have been reported as the most influential, but we can see now an essential shift in perception.

Romania has a well-known reputation for outsourcing services to foreign countries and even continents. Even more, international companies started to open new offices and points of sale here thanks to the financial advantages and the highly-educated human resources. The same report found out that 22% of financial companies have a fintech However, the trend of building new soft- strategy in place that aligns with their ware and innovative solutions for foreign business operations and can face companies has changed in the past the challenges posed by the fast innodecade. We are now experiencing a wave vation in this area. Also, the majority of digitization, and the financial industry of banks, insurers, and asset manageis on top when it comes to adopting ment companies believe that technology new software and automation tools. in general and artificial intelligence, blockchain and the Internet of Things Many Romanian financial companies in particular, will significantly redefine have embraced innovation and made the financial services and offerings. it an essential point of their strategic agenda. Also, some important players But are these partnerships necessary? have already announced strategic part- Definitely! The financial businesses nerships with fintech organizations indicated that partnering with fintech or have developed internal departments start-ups is mandatory in the current with dedicated teams for this specific market. 61% of companies stated that purpose. Some analysts even anticipate they have considered a collaboration that it won’t take long until each finan- with fintech companies, while 81% Loredana Niculae, CEO NNC Services cial institution builds its own innova- plan to go forward with the implementation of new solutions. However, half Romania tion department.


of the companies reported that they are also planning on developing technological solutions in-house by employing IT specialists. This also indicates that the fintech innovation is not exclusively related to start-ups, even if the fintech start-ups market was worth US$119 million in 2016. One of the reasons why banks are considering an in-house department for innovative solutions is the belief that they can comply better with national and European laws. The payments sector, for example, has extended the regulatory coverage this year. This has determined fintech companies to call for various authorizations that enable the provision of reliable payment services. Of course, as consumers, we perceive these new rules as a positive response to the challenges of fintech in this payment area. Banks are also pleased with these new policies as they can offer improved services and products while also providing more control to consumers. ENHANCING THE CONSUMER EXPERIENCE

The spread of new technologies is transforming the way in which financial services are offered. New software

Outsourcing&More | September – October 2018


has helped financial companies experience they offer. By implementing to streamline the consumer experience new technical solutions, organizations are and seize many market opportunities. transforming their front office capabilities. Of course, even the business models have switched their focus. Technology-based strategies are now focusing on the end consumer. These help Romanian small and medium-size financial institutions to remain agile and to answer promptly to market changes or consumer needs. This approach will also offer financial businesses the chance to prosper, knowing that the competition with the large and powerful companies is undeniable. The same KPMG study has shown that the main objective of companies having a fintech strategy in place is to enhance the customer service and to improve the overall

Interacting with the end consumers isn’t something only big brands and companies do. Romanian financial companies are adopting emerging technologies and create digital platforms to communicate with their clients. As the financial sector matures, we can expect to see an attention shift from traditional approaches to innovative solutions that can also improve the internal efficiency. However, enhancing the consumer experience is not the only major objective that financial companies try to accomplish by implementing new technologies. They are also trying to overcome regulatory challenges. Romania has been marked by some significant changes when it comes to new policies, and that’s why financial companies have to maintain compliance. Fortunately, fintech companies have started to develop new solutions that aim to solve these regulatory risks and that enable the fast adoption of new legislative developments. It might not seem that essential to implement such solutions, but these RPA-based systems (Robotic Process Automation) can save valuable time and resources. WHAT SHOULD THE CONSUMERS EXPECT?

There’s no doubt that these partnerships between Romanian banks and fintech companies will be beneficial. Both companies and end users will undergo significant improvements thanks to the innovative solutions, such as mobile payments, that banks are implementing now. The customer experience will drive most of the fintech strategies in Romania. This shift from traditional banking to the digital banking has already started, but there is still room for improvements. But one thing is sure: the transformation won’t be easy neither for banks nor consumers.

Outsourcing&More | September – October 2018



Employees fluent in three languages

– it's the norm in Lithuania How many languages do you expect a modern professional to speak? Well, if you are recruiting for talent in Lithuania, receiving a CV with three languages spoken to a high level is nothing out of the ordinary.

already attained at least a B2 level in English. And their English is further improved in their first years of university, irrespective of whether their degree is in the Humanities or in a STEAM subject (Science, Technology, Engineering, Art/ Design, Math).

Find the latest information about the changing landscape of the Lithuanian Global Business Services sector by downloading the latest Lithuania‘s Business Services Report 2018 at www.investlithuania.com/gbs-report-2018.

Ruta Labalaukyte, Senior Investment Advisor, Invest Lithuania


In this Baltic country, the average number of languages spoken per person is 2.7, and 97.3% of the population speaks at least one foreign language. And the competitive advantage that this multilingualism brings has already been put to good use in the country’s burgeoning Global Business Services (GBS) sector. So, how do businesses harness the linguistic potential of a workforce, and even take it up a notch through a variety of initiatives? Using Lithuania’s case as an example, this article will show how it’s done.

Many old-fashioned methods – particularly those focused heavily on grammar – assume that students will spend years mastering a language before they actually start using it. But in today’s fast paced world, a skill that isn’t used becomes... well, useless.


CLT is applied widely and successfully in the Lithuanian education system, where foreign language instruction is compulsory from Grade 2. An additional foreign language is introduced in Grade 6, and students leave school with advanced knowledge of the first and intermediate knowledge of the second language. As a result, most freshman college students start university having

Creating a culture and business environment where multilingualism is the norm means establishing the right attitude towards language learning in school. Granted, there is no magic pill that guarantees success in language acquisition, but certain methods definitely bring better results than others.

The Communicative Language Teaching (CLT) method, which has been in development since the 1970s, favours a different approach. Here, the focus is on practicing and using the language as you learn.

Crucially, languages are not taught in isolation, but rather in congress with other skills and knowledge. For example, professors at leading Technology university in the Baltics – Kaunas University of Technology – have integrated elements of critical thinking, problem-solving and co-operation training into language instruction at the University. This way language instruction is integrated with skills that are required in the modern workplace. And the techniques learned and acquired in the classroom can be instantly adapted in real life – be it during a student’s internship or first employment. UNIVERSITY-BUSINESS COLLABORATION ENABLING YOUNG PROFESSIONALS TO LEVEL UP

Relevance plays an important role in successful language acquisition. Give bright, talented students a good reason to learn a language and there’s every chance they will. This is precisely what is happening in Lithuanian universities, where companies in need of skilled professionals speaking

Outsourcing&More | September – October 2018


specific languages actively participate in training courses offered at universities. The willingness of universities to collaborate shows their readiness to adapt to the changing needs of international business. Take, for example, the elective Norwegian language course at Vilnius Gediminas Technical University (VGTU). This course is offered by Cognizant Technology Solutions, which operates a thriving Business Services Centre in Vilnius that serves customers in Nordic countries. The course is tailored for students of Finance Engineering, Economic Engineering, and Business Logistics. Students not only gain linguistic competencies but also get a better understanding of the Nordic market and business environment. LANGUAGES POWERING THE GBS SECTOR

While English remains the standard for businesses around the world, customers still overwhelmingly prefer using their native language. This is why multilingualism is key to success in any client-oriented field. So, a major plus for companies establishing or growing their Global Business Services centres in Lithuania is the fact that more than half the population is fluent in at least two languages.

80% of young people speak English and over half the population speak two or more foreign languages.

According to Lithuania’s Business A MULTILINGUAL GBS ECOSYSTEM Services Report 2018, 27% of the centres BUILT ON TALENT in Lithuania operate in 6 languages or more. In Lithuania, effective language teaching in schools and universities gives students Naturally, a multilingual staff member the solid base and skillset they need. Then is a valuable asset, with their ability business-university collaboration and to cover several languages making language training programs provided it easier to assign them roles within by Business Service Centres allow these an organization. But what about other talents to perfect the languages they subject specialisations? For example, already know, or quickly switch to other imagine you find the perfect candidate languages to meet market needs. for a position in Finance who speaks fluent English and German, but you want This approach to multilingualism means them to work with the Norwegian market. the country’s GBS sector is flourishing. The good news is that skilled linguists Lithuania’s population leads the EU for tend to pick up new languages easily – higher education levels, 80% of young as many foreign companies in Lithuania people speak English and over half have learned – so this doesn’t need the population speak two or more foreign to be a deal-breaker. The Lithuanian case languages. The GBS ecosystem already shows that GBS centres are very effective has numerous success stories, with at finding ways to help professionals add multilingualism a key benefit on offer. a language (if not two) to their skillset English is the most popular language, with Nordic and Western European in the shortest period of time possible. languages close behind – 38% of GBS According to Lithuania’s Business Services centres serve clients in German and Report 2018, 72% of centres in Lithuania French. And linguistic skills are just part provide language training to their of the package, as 89% of Lithuanian GBS em­­ployees. The most popular languages employees possess a higher education besides English are Scandinavian degree, and 29% hold a Master’s degree. languages and German. While external language training is common, around Lithuania’s example goes to show how a third of the centres also offer training a focus on language skills, from school in house. Experience of the already men- years onwards, can create the conditioned Cognizant and Danske Bank Global tions for a thriving, globally focused Services Lithuania shows that helping services sector. professionals reach B1 level in Danish or Norwegian is an achievable goal.


of GBS centres serve clients in German and French.

Outsourcing&More | September – October 2018


of centres in Lithuania provide language training to their em­­ployees.

27% of the centres in Lithuania operate in 6 languages or more.



$ 10,000 and mentorship program for startups in Silicon Valley For the fifth time already, the biggest tech event of Ukraine and Eastern Europe, IT Arena, will take place in the last hidden gem of Europe – Lviv. From September, 28 to September, 30 IT Arena will gather several thousand tech experts, developers, tech managers, startup founders and anyone interested in the latest technologies from around the world at the Arena Lviv Stadium. IT Arena is not only about world-known speakers and companies like eBay, Soundcloud, LinkedIn, Google, and Facebook. Every year IT Arena looks for new names, fresh ideas, outstanding products, and revolutionary solutions developed in Ukraine and around the world.


Startup Competition is an excellent opportunity for early-stage startups to validate their idea, business model, understand whether their startup is ready for the reality check, as well as get additional funding. Among the prizes IT Arena 2018 offers – $ 10,000 and $ 5,000, as well as a trip to Silicon Valley and mentorship from Techstars Berlin. This year, the startup battle at IT Arena promises to be particularly tough. The jury includes a former US military, and now – Managing Director and mentor at the famous accelerator Techstars Berlin, Rob Johnson. Rob will take the stage at Startup Track of the conference, as well as give out personal mentorship to one of the winning teams. At IT Arena, Rob will share his unique entrepreneurial expertise: In the military, we not only learned planning but also how to identify potential risks and mitigate them in advance. There are a lot of parallels between the military to entrepreneurship – thinks Rob. According to him – The best form of validation is revenue. The biggest red flag for me is when a founder is more concerned about "being right" than finding the truth.


• Likely AI – an app that uses Deep Image Analysis to predict the popularity IT Arena Startup Competition – one of your Instagram posts. of the most important events for startups in Ukraine. In addition to pitches • Docsify – G Suite service for tracking user in front of the world-class jury, IT Arena interaction with outgoing emails. startup teams will have an opportunity to show off their products at Startup UKRAINIAN STARTUP CULTURE Alley – an exhibition of Ukrainian & inter- Ivan Dmytrasevych, CEO & Co-Founder national tech developments. Among at Startup Depot Business Incubator, Head of Startup Track at IT Arena says that previous participants of Startup Alley: he has been truly impressed by the last • Senstone – a smart accessory that year’s competition winners: Senstone converts speech into text. Having and Docsify, which won The Best B2C collected over $ 300,000 at Kickstarter, and The Best B2B categories. Ivan elaboSenstone exceeded its primary goal rates on Ukrainian startup culture: – In my by 6 times. The device recognizes opinion, the startup culture in Ukraine has 12 languages and allows you to make a unique path and evolves in its own way. On the one hand, we have people with notes and reminders. a background in outsourcing, who are eager • SolarGaps – smart blinds, which to make new products and services. They allow you to use solar energy in urban have a systematic approach and serious conditions. The total value of attracted attitude, realizing that this is a long-term investments exceeded $ 1 million, game. On the other hand, we have a bunch allowing SolarGaps to become one of CEOs and Co-Founders who are running of the top deals in alternative energy and marketing the startup for months without an understanding which problem outside the USA. their product is really solving, whether there • Kray Technologies – agriculture drone, will be a demand for their product and what that ensures the best crop protec- is their business model. tion by dusting crops in the most Thinking about our potential to become problem areas. a startup nation, I’m inclined to believe • Gametree – an app that allows you that Ukraine has it. A growing number of Ukrainian startups going global is to look for friends among gamers. AWARD-WINNING PRODUCTS AT IT ARENA

Outsourcing&More | September – October 2018


a good indicator of this process. I encounter numerous international startups with Ukrainian co-founders who get into Y Combinator, Wise Guys or MassChallenge, meanwhile, we are launching new programs and accelerators in Ukraine. We are definitely moving in the right direction! In several years, the key startup event of Ukraine has not only witnessed hundreds of successful projects but also star jury members: Robin Wauters from Tech.eu, Mike Butcher from TechCrunch, Marvin Liao from 500 Startups, etc. This year, Greg Banas, CEO of AdVentures Poland, will join the Startup Competition, and give the best startup a direct ticket to Poland Prize, the program that allows foreign startups to start a business in Poland. Another jury member of the upcoming competition, Martin Koshubovski is a representative of CRDF Global, an organization that announced a $ 5,000 prize. The main prize of Startup Competition 2018 is $ 10,000 from IT Arena. Moreover, one of the winning teams will get an invitation for a two-week mentorship program in Palo Alto from the competition partner – Startup Embassy. – We believe talent is available everywhere, and great companies can come from anywhere in the world today. At Startup Embassy we’d like to offer the prize and bring the best of the best to the heart of Silicon Valley, and help them reach the global stage from here – Sergey Samusev, Co-Founder of Startup Embassy.

of a product. In case the startup had Grammarly, a startup from Kyiv has raised already raised investments, they must $110 million investment money last spring. General catalyst, IVP and Spark not exceed $ 100k. Capita became the main investors during the institutional funding round. From September 1 to September 15, the organizing committee will interview teams who submitted applications and choose the finalists. 50 projects will have the opportunity to pitch at the stage of IT Arena on September 28. On September 29, the jury will choose the winners. STARTUP SUCCESS STORIES FROM UKRAINE

Petcube is a Ukrainian startup that develops smart gadgets for pet owners. In March 2017, Petcube was ranked first in the Wearable Tech Show, bypassing Nest and Amazon Alexa. For the past 6 years Petcube has received funding of $ 14 million. At the moment, Petcube has three hardware products – Petcube Camera, Petcube Bites, Petcube Play. The company also has a software-product Petcube Care, which allows pet owners to store video clips and have access to them at any time. Petcube products are currently present in 3,000 stores, including Best Buy, Petco, Bath& Beyond in the US and Softbank in Japan.

The startup was founded by two friends – Max Lytvyn and Alex Shevchenko in 2009. Since then, Grammarly became one of the best grammar checkers and its developer’s team has growth to 100 people. $ 110 million is the record amount of investment money for Ukraine, moreover, it’s the first money from investors in this project ever. Grammarly founders say, they will use this money to help the company grow bigger.

The speaker from Grammarly will join IT Arena this year. Igor Karpets, Head of Enterprise Sales, will share his tips Petcube is aiming for $ 20 million on getting deals closed. To be eligible for participation, startups at the next investment round. Another have to be no more than 2 years old success story belongs to the online Meet the best Ukrainian startups in Lviv and to have at least a demo version grammar checking service. this fall!

Outsourcing&More | September – October 2018




of employers emphasize the difficulty of reaching candidates with relevant experience.


of employers emphasize the problem of recruiting employees involved in their duties.


of employers consider talent deficit to be the drawback. 28


Employers against the "generation Z" Acquiring talented specialists, engaging them in work, and their long-term stay in a team is an increasing challenge for employers. This fact has been confirmed by reports of foreign and Polish research centers and reviews of recruiters. In this context, employer branding ceases to be a brand novelty and becomes a necessity.


One of the first signals of changes was the Accenture report 2016, taking into account the experience of companies – leaders of the rankings of the most desirable employers. 60% of respondents already pointed to the above-mentioned difficulties as the greatest problem. A similar trend is observed on our home ground. The Employer Branding Poland 2018 report, developed by the HRM Institute, states that 44% of employers consider talent deficit to be the main drawback, 39% – the difficulty of reaching candidates with relevant experience, and 24% emphasize the problem of recruiting employees involved in their duties. Such people usually have permanent employment, companies must reach them, not vice versa. The employee market is inevitably transformed into a talent market.

activities in this respect include the onboarding program (76%), the employee command system (70%) and exit interviews, i.e. interviews with leaving employees (65%). The “Career” tab is a standard on the website (86%) as well as a profile on LinkedIn (75%). The methods are known, effective, but – from the point of view of modern employer branding – definitely too limited. TO Z

Representatives of the Generation Z are beginning to enter the labor market. It is a group of people born after 1996 (some sources set the date at 2000) that technology has always been with. In turn, managerial positions are taken up by millennials, already having one change in the awareness of recruiters in their experience. The generations will focus the attention of employers, and their expectations will determine The HRM Institute assesses the situation the direction and pace of changes. moderately optimistically: 18% of respondents say that they already imple- Deloitte devotes a lot of space ment the employer branding project, in the Millennium Survey 2018 and 35% have the strategy developed, to the disappointment of both groups. but it needs to be supplemented and The advantages presented in recruitrefined. The most frequently undertaken ment advertisements and non-finan-

Outsourcing&More | September – October 2018

cial benefits, such as sports packages or “fruit Mondays”, are far from the original and are not a response to real expectations. The “dynamic work environment” key-phrase, also contributes nothing. The following are significant for millennials: salary (63%), organizational culture (52%) and employment flexibility (50%). Generation Z places less emphasis on financial considerations (51%), organizational culture (57%) is more significant. Work flexibility is also important to them (44%). When planning the employer branding strategy, it is worth taking into account the priorities, striving for a reliable synchronization with the consumer brand and the reality in the company. It is ideal when two branding messages become one message, and examples from the company’s life and real career stories become a powerful marketing tool based on storytelling. TRUTHFULLY

An employer’s brand, like any brand, is a promise. The greatest threat is the discrepancy between the suggested and actual values and experiences.




of respondents have the strategy developed, but it needs to be supplemented and refined.


of respondents say that they already implement the employer branding project.

Even if the everyday life of employees does not affect the external image of the company, their mental attitude translates into productivity and satisfaction. Scandals with greater coverage have a negative impact on the PR of the company and hamper its development. The four-year Ernst & Young study also showed a connection between the employer’s brand and economic profit. A reliable employer branding reduces HR expenditures by 50%, thanks to lowering the costs of rotation, advertising and recruitment, increasing twice the number of applications sent.

nology results in a deficit of the neurological connections responsible for relationships. This is yet another reason why we need to build a contact space to create a team. When designing spaces for employees, I always try to get as much information as possible about the company, its operations, development directions and strategy. The target group is important. The character of the office is largely due to the specificity of the team’s work and the individual approach to very different needs. Satisfying the needs seems to be the most difficult element of the entire design process, Monika Gutmajer-Żmija, an MDD architect, clarifies. Human personalities go beyond the standard division into introverts and extroverts. A classic extrovert needs space for expression, even aggression, and constant challenges. However, there are people who like challenges and prefer working in solitude. A quiet relaxation zone is the perfect solution for an introverted person who does not need many stimuli. However, it becomes a misunderstanding when employees burst with energy.

Representatives of the Generation Z act quickly and decisively. It will be difficult to make them stay in a company if their employer does not provide the flexible and diverse work environment promised during the recruitment process. Office spaces can not then be limited to open spaces and classic conference rooms. David Goleman notes that the greatest weakness of the Generation Elżbieta Kozłowska, Z is emotional intelligence. Limiting Does ensuring comfort for all require Public Relations, MDD interpersonal interactions due to tech- large areas and creating several different


zones? Not necessarily. – The increased interest of customers in chillout spaces, relaxation zones and open canteens is noticeable. Many companies refresh outdated offices, adapting them to such functions. Facing a small budget or no possibility of comprehensive reconstruction, this solution is worth considering, but it is worth considering whether it is a remedy for all ills? Problems need to be looked at comprehensively – Monika Gutmajer-Żmija recommends. – Not all employees want to spend their free time with loud games and conversations. Some need relaxation, sometimes even naps. For them, a silence zone will be better. It is important that spaces met the needs of all users and the rhythm of their days. This effect can be obtained by means of such solutions available on the market as acoustic panels, rooms for creative or quiet work, acoustic booths. It is crucial to sense what solutions are the most beneficial for employees in a given industry and a particular company. The task of leaders, in accordance with the contemporary employer branding, is to balance the degree of introversion and extraversion, which in turn builds an atmosphere of cooperation and a sense of belonging. This effect is achieved by the correct shaping of individual spaces.

Outsourcing&More | September – October 2018


Employer Branding challenging way to talk about corporate's image

Adam Wąsik, the Head of Pracownia_EB explains what Employer Branding really is, what does it include and what the most common mistakes in its area are.

Wiktor Doktór, Outsourcing&More: There’s a lot of buzz around employer branding nowadays and, as usual, plenty of diverse information on the topic. As you are a recognised expert in the field, I will start with an obvious introductory question – what is employer branding? Ad a m Wąs i k , Pr a cow n i a _ EB: In the simplest terms, employer branding consists in building an employer brand; that is, “organising” and “presenting” the company in such a way that its current employees want to continue working for it, and potential job candidates perceive it as a dream workplace. What does it mean to “organise” and “present” the company in such a way? It is a very complex process which in its ideal version should begin with a diagnosis of the situation in the organisation. Development and implementation of the strategy is the next step, and it is carried out in cooperation with both employees and the management team. All these actions are supplemented with a multi-channel communication campaign which showcases the company’s advantages as an employer. However, it should be noted that this is the ideal, model version, and in real life the scope of employer branding activities can vary greatly, just like the companies themselves.


Some companies require introduction of through changes – e.g. new remuneration policies, different mode of management or communication, or a change of the job grid. Other organisations are just interested in introducing one element, e.g. new employee healthcare scheme, and need some help in communicating this to their staff. There are also companies which need help with their career pages or running their profiles on Facebook, Instagram, or business-oriented social media platforms, such as GoldenLine.pl, or LinkedIn, and, of course, there exist self-aware organisations who do a lot of good for their employees and communities and are looking “only” for a clever way of communicating this fact to the world. So employer branding is not only about attracting external job candidates, but includes also activities aimed at current employees of the organisation? Do I understand it correctly? Yes, there is a natural division into external and internal employer branding. Both of them perform the same function – they build the employer’s brand. Companies are always changing – they introduce new development programmes or close them down, they hire people

or fire them – all of this is just one part of the business life. Any such change should be clearly and explicitly communicated to employees in order to ensure that they feel that they are treated fairly. Additionally, certain changes have to be suggested to companies. This is what internal employer branding activities are meant to do, and in the long run, they contribute to reduction in staff turnover, increase the employee engagement and their job satisfaction levels. Building the employer’s brand always begins inside the company! Outside-oriented activities are simply an emanation of the organization’s DNA and a way of informing the its local community, including the most desirable job candidates, about the good things happening within it and communicating what the employer’s brand is based on. The possibilities are aplenty – from atypical CSR actions, through non-standard recruitments, to large-scale communication campaigns. Just one more thing, for the sake of getting the whole picture – could you tell our readers which activities do not constitute examples of employer branding? There is a tendency to treat employer branding as advertising. Especially nowadays when the number of recruitment adverts, promoting individual employers

Outsourcing&More | September – October 2018


Photo: Katarzyna Cegłowska/ketti.pl.

Outsourcing&More | September – October 2018



or even individual job posts, internships or work placements, has been increasing dramatically. Such actions are usually referred to as examples of recruitment marketing and they can constitute part of employer branding, but are not the same as employer branding. Could you give us an example of this type of marketing? A billboard placed vis-a-vis the competitor’s location, an advertisement in a newspaper supplement highlighting best employers in the city or an on-line advertorial promoting a specific employer – all of these are just advertisements. They represent just a small section of the entire range of standard employer branding activities. If they are part of the strategy, that’s great, because it means that they are included in a well-thought-out process. If not, they can do more harm than good. How can such advertising harm the image of the organisation? If it is not part of the strategy and does not reflect the reality, it will be verified very quickly. Employees will find a way to share their real opinions about the company. In the era of social media, it’s really not hard to do.

Photo: Katarzyna Cegłowska/ketti.pl.


We know now what is and what isn’t employer branding. Still, there is one obvious question left – what is it for? Why companies need employer branding and what role does it play? Is it just a fad or a significant element of the company’s strategy? EB could have been seen as a fad several years ago. Back then, the employee’s market was just beginning to take shape in Poland, and there was no shortage of specialists, at least not at such a large scale as today. Nowadays, employers must include the need to hire suitably qualified people into their business planning. Various studies have shown that employee shortage is one of the biggest obstacles to development of companies. The latest edition of the popular “Talent Shortage Survey”, a report prepared by ManpowerGroup, states that more than half of the enterprises which took part in the research had problems with hiring right employees. Business people confirm it also in private conversations, often stating that recruitment has never been as much of a challenge as it is today.

Outsourcing&More | September – October 2018


And it is no secret that the situation is not going to improve... Poland is literally running out of employees, especially specialists and this issue affects an ever growing number of industries and positions. The hunger for jobs is so big that standard recruitment activities cannot satisfy it. According to the research conducted by Randstad Polska, 75% of employers intend to hire more people this year. Importantly, only 45% of them claim to know how to do it. This is exactly why the employer branding strategy should be an integral element of the development plan of most organisations.

factors influencing the price of the EB service, which is in fact dependent on what we need to repair, how much time it would take, and what kind of changes have to be introduced in internal and external communication. Does the company need only a new career page? Does it need to have its job ads changed? Or does it need new recruitment materials or, for example, a widespread recruitment campaign with interesting creations and many channels? It all affects the price. Of course, the budgets of companies are not made of rubber, but there are many examples which prove that low-cost activities can be effective and inspirational.

In the simplest terms, employer branding consists in building an employer brand; that is, “organising” and “presenting” the company in such a way that its current employees want to continue working for it, and potential job candidates perceive it as a dream workplace.

It allows a company to be perceived as a reliable employer – makes it possible for the company to understand its own internal culture and operations, learn how its employees evaluate the company culture and then use these insights to communicate the truth about Mistakes are often made when new the company to the outside world. solutions are implemented. Could you name some of the most common Let’s imagine for a second that there is mistakes related to creating EB a company that claims that it provides strategies? The lack of in-depth internal research great development opportunities, but its current and former employees eval- involving the company’s employees is uate this aspect very poorly in employer certainly a sign that the company has reviews and ratings, for example neglected to do things properly. Still, on such websites as GoldenLine.pl. although more and more companies Such a company immediately becomes decide to carry out such research, they unreliable in the eyes of potential job often remain reluctant to implement candidates, which means that some changes on the basis of the results they of them decide to avoid it already obtain, which is a serious mistake. This at the early stage of the recruitment happens even when the changes would process. This is an example of the situ- have been relatively easy to introduce. ation I’ve mentioned previously – one in which advertising is completely Another big obstacle is the fact that disconnected from the EB strategy. companies are not open to criticism. If a company does not know its EVP We often reveal many unpleasant (Employee Value Proposition), its things in the process of developing communication will be muddled and the EB strategy and those things confused. should not be swept under the proverbial carpet. Many employers make the mistake of thinking that it is How can EB activities be valued? It all varies depending on circum- better not to talk about it. However, stances, of course, as there are no ready the same things are said, loud and solution packages. We can prepare clear, on the Internet, it is fairly obvious a very modest Facebook campaign if you analyse the on-line opinions. for a thousand of PLN, but we can also develop and implement a strategy I also think that there are still few compafor several hundred thousand zlotys. nies which communicate with job candiThe valuation takes into account dates by showing them the “human face” the company’s size, the complexity of their brands. The human-to-human of its structure and the number of target approach is just beginning to develop groups which need to be taken into in Poland. Candidates make decisions account. The problems pointed out about their careers in an increasingly by the company’s employees during deliberate manner. They want, for the diagnosis stage are also significant example, to work with experts who can

Outsourcing&More | September – October 2018

teach them new things. According to the research carried out by GoldenLine. pl, the boss – his or her profile, experience and management style – is one of the key factors which people take into consideration when choosing their future employer. It is therefore important for companies to retain leaders because they attract other employees.

Finally, I will add that that until recently brands have not tried to arouse positive emotions in people, which I also consider to be a big mistake. They did it in relation to their products, but not in EB communication. Candidates expect this, because they want their work to make sense and be a source of pride in their local communities. Who should represent the organisation in EB projects? Which units should cooperate with each other and what type of new specialists should the company attract? In Poland, the professionalization of employer branding is still on-going. Although some organizations already have their own separate EB structures, the majority of the responsibility for the employer brand is borne by the HR departments. Regardless of where the competences are built, cooperation with business and management will always be of great importance, just as the fact employer branding should be seen as a form of investment. EB has its own indicators which directly impact business operations. We focus on the outsourcing market and modern business services. Could you explain the difference between preparing the EB strategy for manufacturing and trading companies and doing the same for service providers in our industry?



There are no fundamental differences between the industries. Maybe except for the fact that BSS/SSC companies often feel that they need to start by building awareness of the brand’s existence and the scope of its operations in our country. Candidates often associate SSC centres with products or services offered by the companies’ headquarters. They are surprised to find

We live in the world of instant communication, so there is no way to hide anything from candidates who verify the brand before they make the decision to work for it. Employers must be ready to find their footing in this world. out that no final products are assembled in a SSC belonging to a recognizable technological brand, or that its employees do not design mobile applications. Such a centre is most likely to conduct financial activities for the whole of Europe, so it is not looking for IT specialists, but specialists in finance and accounting, as well as analysts. In the strategy building process, we must take into account that BSS/SSC is “subordinate” to the consumer brand. Our job is to help candidates understand that a shared service centre can be a separate, independent employer with a strong brand of its own.

also seen a growing number of worldclass EB projects, e.g. Future Processing videos, communication of IKEA RETAIL or ambient advertising campaigns of Luxoft. Employers are becoming bolder and more open to non-standard activities. SAMSUNG R&D was the first entity in Poland to use e-sport to recruit brand ambassadors, and a company from the BSS/SSC industry, ARLA GSS, used the tongue-in-cheek “cow-themed” advertising to communicate its employer brand to potential job candidates. What is more, I believe that the quality of the campaigns will just continue to rise, because our market will require even more commitment and creativity on the part of employers. Otherwise, they will not manage to attract new hires and, most importantly, retain their current employees. Anyway, the great quality of some of the campaigns has been already visible during the “EB Kreator” contest organized by GoldenLine.pl; the largest competition of this type in Poland. In the last edition (March 2018), the number of submitted projects and companies exceeded our expectations. Also in terms of their quality.

I have one more question related to social media, as it is also an area you are experienced in. Do social media help with EB efforts, or are they more of a hindrance? As you can probably guess, my question is related to the ubiquitous trend of everyone using social media to express their thoughts and feelings at any time and place. And how we, as a country, compare If the company is telling the truth, with others? Does Poland inspire it can handle even the biggest amount the world with its EB activities, or are of on-line hate. I really do think so. we mostly inspired by others? I think the world still inspires us, although not as strongly as it used to. Each job market is different and there are different needs and aspirations – it is difficult to compare and follow foreign patterns. There are many organizations in Poland that are doing very well when it comes to their corporate cultures, ambassador teams, and creative campaigns for potential job candidates.

We live in the world of instant communication, so there is no way to hide anything from candidates who verify the brand before they make the decision to work for it. Employers must be ready to find their footing in this world. And I have the impression that many of them have done it! They often build social media competences in their HR departments or employ specialised agencies such as ours to communicate with candidates. Finally, could you tell me a bit more about GoldenLine and Pracownia_ EB? What is the role of employer branding on the Polish market? GoldenLine.pl is the largest website of its type on the market. Candidates use it to look for jobs and, above all, leave their data on the site, counting on being found by employers. More than 2.6 million candidates are registered in the GoldenLine.pl database. As the number of people who actively look for jobs on their own grows smaller, search & selection recruitment is becoming more and more important, and GoldenLine.pl is one of the tools which employers choose most frequently for this purpose. GoldenLine.pl has very good results when it comes to the number of recruiters’ messages which are opened by potential job candidates, as well as the number of people who choose to respond to these messages. Pracownia_EB has been operating for less than 5 years and provides services related to consultancy and implementation of end-to-end employer branding projects. We are a separate brand in the GoldenLine structure.

Personally, I am pleased that companies operating in Poland are increasingly choosing to begin building their EB strategies by focusing on their internal work cultures, which translates into achieving better results.

Personally, I am pleased that companies operating in Poland are increasingly choosing to begin building their EB strategies by focusing on their internal work cultures, which translates into achieving better results. Poland has


A good employer has good on-line comments and is not afraid of haters or responding to false allegations. But a good employer is also not afraid to act when disturbing signals begin to crop up.

We offer a propriety 360° approach – from in-depth interviews with employees, through EVP concepts and graphic creations, to the production and implementation of EB indicators.

Outsourcing&More | September – October 2018


team’s favourite type of work. Depending on the goals we are to achieve, we build communication platforms and tools, and select channels to reach the relevant target groups. We specialise in digital activities – our projects have won employer branding competitions in such categories as the Best EB Strategy, Best Recruitment Materials, Best Career Pages, and Best Social Media Videos and Campaigns. We have collected more than 20 awards in total for our work with such brands as Budimex, IKEA, Arla GSS, Oney, Agora and GoldenLine, and getting recognition for the work done for GoldenLine has brought us exceptional

pleasure. We are widely associated with our unique take on EB, but clients value us not only for our fresh ideas and innovative approach to brands, but also for the simplicity and efficiency of our operations. By including in its structures an employer branding agency, GoldenLine.pl became for employers not only an exceptional supplier of recruitment services and products, but also a source of advice on how to become a good employer and develop one’s business without worrying about employee selection. Thank you for the interview. 

Photo: Katarzyna Cegłowska/ketti.pl.

What have you manged to achieve in Pracownia_EB in the last five years? Even though we have been active only for 5 years, our client portfolio includes some of the biggest employers in the country and many global brands. They represent various sectors – from telecommunications and IT to retail and production. We are particularly interested in two areas: the employer branding strategy and implementation of recruitment marketing. The first area focuses on the research in which we get to know the EVP of the employer and develop indicators which we later take into account when creating the strategy. The second area focuses on our creative

Outsourcing&More | September – October 2018



d oe sil sses ily e m av proc fro ess e l h e re of issu gard a s ns re se hai ven – s ce c gi le . ro ate a isib ved p v ol e all cr to rly s e o r t ed lea are e t s h d la c , w nee re ) is blem s s E o se es he sk E2 pr is n d, t l ta – se bu te al End the e ara ct g ch lar sep nne d to whi In d co En in an at Z ( am th to te A the of

there are two sides

On the one hand it stems from the need for employees’ development and creating awareness in which part of a bigger process they are – what information they receive and to whom they deliver the results of their work. It is important to understand where it came from, how it was prepared (built, bought, bred) in order to know how to process it, what to expect, why it is like this and not different, what are its properties, which of them can be changed and to which one should adapt. It is essential in order to have a better ability to work on a product that is in front of us.

to every process

On the other hand, in the commercial environment, in this part of our time that we can call the professional life, we are usually in the middle of various processes. As opposed to the so-called private life, where we are mostly consumers and end recipients, our job is to deliver. We are hence in a situation where we have a recipient of our work and it is good to know what their needs are; in today’s world changes take place rapidly, also those concerning preferences of the recipients of our work.

It does not matter that the HR department knows that in order to employ a person they need a permission for his remuneration and purchase of the equipment necessary for him if these tasks are still launched and carried out separately.

everything related to receiving raw materials and products, and the sales department engaged in finding and serving a client. Even though everyone sees the connections between departments, individual parts of the company still focus on their traditionally understood areas. It does not matter that the HR department knows that in order to employ a person they need a permission for his remuneration and purchase of the equipment necessary for him if these tasks are still launched and carried out separately.

It happens in the production process (where do bauxite, caustic soda and diodes necessary for electrorefining of aluminium come from), in classic services (from what type of glass is the glass that we are to clean made of, what are the properties of the glass cleaner, at what time is it best to deliver sandwiches and at what time to deliver lunch sets), and therefore it also happens in the business and out­ In many companies, it is still difficult sourcing services industry. to think that in the case of employment the first “E” (in E2E) appears along with There is an evident tendency to monitor a vacancy (or when a decision about cre­­ the capabilities and limits of suppliers, ating a new post is made) and the last as well as the needs of the recipient “E” appears when employee remunerof our work. It is a cultural change ation bank transfers are prepared, they that started quite a long time ago, have received their workspace however, as it happens with cultural (a desk, office supplies), as well changes, it will take a lot of time before as working tools (a computer with it can be said that a given company has installed applications, all necessary gone from silo management to E2E access). Only then we can say that management. the process has ended. Only such understanding of the process will allow In the business services sector it addi- to say that the task is complete and tionally requires detachment from that the needs of the internal customer the traditional approach, where have been met. It often changes the finance department has dealt the perspective. Sometimes, in order with everything related to money, to start working like this, all you have the HR department focused on people, to do is change the order of tasks, the purchase department handled remember to start some things beforehand. Sometimes, however, it requires better cooperation between teams or even some changes in internal policies and regulations.


in the kitchen. Such knowledge diffusion takes place if there are no antagonisms and changes are within the reach of employees. However, often the diffusion has to be aided as the changes concern distant local units, different as well as increasing the Days Payable regions, taking into account legal Outstanding (DPO) ratio. Although aspects, policies and regulations. these two departments work in one purchasing process – from procureHence the need for a position respon- ment to payment (Purchase to Pay sible for the process from the begin- – P2P) – their silo isolation and tradining to the end and empowered high tional division result in mutually enough to influence the organization annulling efforts. In fact, both teams on the global level. Such a Global work for the benefit of the company, Process Owner (GPO) impacts the or­­ however, when maximizing their ganization by means of improvement efforts they create internal conflicts and harmonization projects (unifying and misunderstanding. the approach), adjusts global policies, as well as controls indicators crucial for How to avoid that? A GPO with CFO the company from the global perspec- and O2C (Order to Cash) access will be tive. They often manage a virtual team able to strike an appropriate balance spread among the most important between the company policy and good places in the world and have their practice in the sector, as well as ensure collaborators and sub-process owners later on that all departments follow in particular regions. the top-down payment period.

Without proper changes the IT department cannot even start ordering a computer for an unemployed person (“a non-existent user”) and the purchase department cannot place orders for office supplies if the requestor does not appear in the cost structure. It is all easy to make up when the computer and pens can be bought off-the-shelf and the necessary access can be granted by a colleague next door. Most often, however, employing a person results in creating a few (a dozen or so?) requests, which will land up at the ends of different queues in different parts of the globe and which require time (to be processed). The full of enthusiasm and motivation newly-employed goes to, not always necessary, trainings (the time fillers) and weaves between copying machines and borrowed desks, while the supervisors navigate between user policy regulations, passwords and equipment use. A globally empowered GPO has also the ability to make global decisions, In some processes the need for which gives a chance to eliminate mutuchanges and adjustment of policies ally annulling activities. For example, and procedures goes much further. owners of the procurement process, There are more and more movements apart from ensuring the best comprothat build bridges between fossil- mise between the price and the quality ized production, purchase, sales and of purchased commodities and servi­­ accounting department silos. They ­ces, also look after positive relations start to notice that the purchase does with the key company suppliers. It not end with the order being placed is not only related to the Corporate and that the sale does not end with Social Responsibility (CSR) but also the disposition to deliver a product. to care for maintaining the quality In international structures this task and timeliness of deliveries. This is is hugely simplified by the process also often reflected in ensuring that centralization in Shared Service invoices are paid as quickly as possible. Centres, in which process members For the same suppliers the owners work on the same floor of a building of the commitment and payment and can solve current problems process, besides guaranteeing correcton occasional (ad hoc) meetings. They ness of accounting and compliance can also exchange opinions, insights with the fiscal and financial proviand suggestions over a cup of coffee sions, they secure the level of the company acting capital. Therefore, this translates into assurance of as late payment of invoices as possible,

Outsourcing&More | September – October 2018

The activities of the GPO dealing with P2P may not be sufficient to increase the level of the acting capital – apart from increasing the DPO it is also necessary to shorten the terms of loans for clients (reduce the DSO – Days Sales Outstanding). Here again, the risk of a conflict is eliminated by the GPO – this time handling the O2C (Order to Cash) – who will strike the right balance ensuring the appropriate capital level. In companies of a scale which makes it impossible for all employees to comprehend all processes, the roles that control the processes top-down are crucial. One of such roles is the Global Process Owner who cares for the correct and optimal flow from the beginning to the end and therefore for achieving the strategic goals of the company.

Michał Ejchman, Manager & Senior Consultant, Adaptive Group



Inside of Euronet Polska office in Gdański Business Center building. Design and realization: TheDesignGroup


Outsourcing&More | September – October 2018


Interior branding employer design The role of Interior Design in Employer Branding

Those usually interested in the subject matter of Employer Branding know perfectly well from experience and from the previously read articles what EB is, what it is for and what tools can be or should be used to show a positive image of the brand to the recipients. Of course, this issue is not a new one and it has been known for a long time that the need for building an appropriate image of the company is the everyday struggle of most organisations, however, it is worth knowing that the definition of Employer Branding was introduced no sooner than in 2001 by the McKinsey company and it set out a new direction of HR activities. In Poland, EB has been present for a long time, but the breakthrough year, at least according to specialists, was 2013, recognised as the year of strategies and well-thought-out campaigns. Obviously, the awareness of the need for Employer Branding is growing each year, but 2018 marked the first time when more than 50% of companies declared in the study carried out by the HRM Institute that they had a more or less speci­fied EB strategy. It is worth mentioning that only 18% of them have this strategy fully defined.

Outsourcing&More | September – October 2018




Employer Branding is a powerful HR tool. Following the simple statement of image is everything, EB sends a message about the organisation out into the world – about its values, approach to employees and the culture of operation. A very important issue is also the fact that Employer Branding is addressed to two target groups – external and internal: EXTERNAL – new talents, job candidates, INTERNAL – current employees, various social and generational group, employees


leaving the company, transferring infor- clearly noticeable trend – particularly mation about the internal atmosphere for the last two/three years – is the fight to the market. for employees using the tool of working environment. This can be observed Understanding the needs and expec- particularly strongly in industries such tations of these two target groups will as IT, FINTECH, SSC, and BPO, where allow us to answer the question of why the nature of work is similar in certain an organisation would need a well-de- categories, and the remuneration similar. signed office. Another very important, if not the most As shown by the latest research, approxi- important, attribute of the employer is mately 90% of job candidates declare that the atmosphere prevailing in the organi­ one of the key elements when selecting sation and in the office itself. As many an employer is the interior of the office as 95% of the surveyed indicate this where they would be working. A very factor as the most important element

Outsourcing&More | September – October 2018


Interiors of XL Catlin office won the first prize in "The best office in BPO/SSC sector" category in Office Superstar 2017 contest. Design and realization: TheDesignGroup

when making decisions on undertaking or continuing cooperation with a company. A place we go to for 8–12 hours a day must supply employees with a number of solutions that will allow them to perform the entrusted tasks in the agreed manner, as well as a set of elements that will enable free contact with the external world. Another very important element is the communication connection between co-workers – those are often people from different generations or

simply with different characters, such as introverts/extraverts. Experience gained from numerous projects shows that a properly designed office allows the employees to perform work more effectively or enables better internal communication. A number of measures, such as attractively and diversely prepared common areas, properly programmed multi-functional kitchens, attractive open spaces, and dedicated focus rooms, allow for creating the optimal working environment. Obviously, we cannot forget such significant aspects as optimal utilitarian character

Outsourcing&More | September – October 2018

of areas (which does not mean a compact use of each square metre – as “breathing space” is also important) and their preparation for mobility, taking into consideration the fact that the present business can be very dynamic in the context of changes in projects – their availability, tasks and sizes of teams. All this results in the increasingly greater interest enjoyed by the open approach to designing exceptional office interiors, and it is worth remembering that the first step should be to thoroughly examine the organisation’s needs in this respect.





What is the most important in Employer Branding and building a PR image of the organisation can be definitely translated into interior design of the office if it is to be a kind of continuation of the strategy. The created strategic EB pillars should be the pillars of a well-prepared design. This does not always need to be reflected literally, but reference should be sought in the functionality of space and in the finishing materials and solutions used. If we assume that the message we want to send to the market (both external and internal) is supposed to present the organisation as a true and caring, stable, credible, creative, mobile, dynamic or traditional, the decor itself also needs to reflect this. With the present awareness of employees, it is difficult to persuade anybody that a company is caring and has a pleasant work atmosphere by showing – during an interview – a standard open space with poor lighting or non-ergonomic equipment contrasted with a magnificent reception desk, which turns out to be the only successful element in the office. It is hard to persuade someone that the company is very creative if we have white walls and smooth beige lining all around us.


In order to prepare well for designing an office, one has to understand the message he or she wishes to send to employees, as well as what functional needs current users really have and may have in the future – let us remember that a new office is supposed to be open also in 5 or 7 years. It is important to specify the style we want to have the interior in and whether it needs to, for example, be internally mobile. It is worth examining these expectations at the very beginning, by using, for example, surveys or interviews, and then giving them to experts to implement in the design process.

Modernisation or construction of a new office is a challenge faced by organisations once every five or seven years on average – sometimes less frequently. One of the budget items in such an investment, beside rent, movables, IT or physical relocation, is the item related to finishing of the office (fitout). It still frequently happens that the item related to the decor and office equipment becomes an afterthought at best. However, it is worth realising that the sustained outlays will pay off in aspects such as work efficiency, increase in creativity, lower absence rates, greater satisfaction with the work environment – all this together will raise the internal and external EVP (Employer Value Positioning). This will be reflected in an increased staff retention rate or will facilitate acquisition of new talents, which, in combination with less time off (for instance, due to anxiety or fatigue), will reduce HR costs.

Costs of the investment project implementation can be easily presented with the example of an office employing, for example, 200 employees. They would need an office with the average gross surface area of 2,400 sq m. Let us assume costs of higher-quality fitout at the level of EUR 700/sq m. With a new building, costs of organisation after deducting the developer’s/lessor’s budget should be at the level of ca. EUR 400/sq m. This would give us expenses amounting to EUR 1.0 million for fitout – which should be considered for partial financing from the CAPEX and OPEX budgets). With a contract for 5 years, where we would pay ca. EUR 4 million for rent, during the effective term of which we would spend ca. EUR 24 million on salaries, it gives approx. 3.5% of principal costs of running business operations. With a contract for 7 years, this will amount to nearly 2.5 %. Add to this savings related to reducing expenses for HR activities. This is obviously a matter of making a decision, but it is worth being aware that, in the global perspective, outlays for preparation of a good work environment are not crazy high.

Outsourcing&More | September – October 2018

Konrad Krusiewicz, Founder / CEO, The Design Group


The question answers itself –


The most important step to making the decision on designing an office compliant with the Employer Branding strategy is awareness of the need to make a decision on introducing changes in the organisation. This would require overcoming many, often difficult, challenges, but would ultimately provide us with a tool that would allow us to fulfil EB elements most expected by the organisation, such as COHESION OF COMMUNICATION, COMMITMENT OF EM­­PLOYEES, EASE IN ATTRACTING TALENTS. If, in the relocation or modernisation process, the Management Board along with HR, PR and EB departments demonstrate a high level of openness to changes, courage and commitment – the success is guaranteed!



INVESTMENT NEWS CitySpace expands: new serviced offices in Gdańsk CitySpace is opening a business centre in Tri-City. A new addition to the portfolio of this serviced office operator will be Gdańsk’s Tryton Business House, an office building located in the historic part of the city, just steps away from the European Solidarity Centre. The new space will offer more than 140 workstations located in comfortable offices and four flexible open space areas fitted out to bespoke needs of the future tenants. The opening of the seventh CitySpace business centre is scheduled for midOctober this year. This is the first location of this operator in the Pomerania region. The decision to launch serviced offices in Gdańsk was based on data showing rapid growth of outsourced services in this part of the country.

office space house backroom facilities such as a kitchen equipped with premium class coffee machine and relax zones where employees can take a short break if needed and then get back to work with a refreshed mind. Business meetings at CitySpace centres are held in dedicated tenant meeting rooms. At the Gdańsk location, companies using the flexible open space will have an exclusive access to a meeting room.

EPAM Poland chooses Browary Warszawskie The EPAM Poland global software producer will move to a new Warsaw headquarters. It will be the first office building in Browary Warszawskie – a city-forming project which is being developed by Echo Investment in Warsaw's Wola district. EPAM trusted the developer once again: since 2017 its Kraków office has been located in O3 Business Campus which was also built by Echo Investment.

of a business and to provide short-term contract options. And tenants do not have to worry about furnishing the space with furniture, fixtures and fittings or office and IT equipment as the operator takes care of that for them. All CitySpace business centres are equipped with top-class IT infrastructure, quality furniture and numerous employee facilities to ensure comfort at work and uninterrupted operation. Common areas of serviced


The Gatehouse Offices will have over 14,000 sq m of office space and service space. Apart from the underground car park for 106 cars, it will also have 82 spaces for bicycles. Its location

Tryton Business House offers 24,200 square metres of modern class A office space and is located in one of the most recognisable spots in Gdańsk, at Jana z Kolna Street, close to the Gdańsk Shipyard. The building’s location ensures excellent access to public transport and enables fast transfer to other parts of the city, including Lech Walesa International Airport. The office building is BREEAM “Excellent” certified. Source: CitySpace

The flexibility offered by CitySpace lies in its ability to adjust the number of active workstations to the current needs

used by employees and visitors of this part of the city.

EPAM will occupy the highest floors of the Gatehouse Offices which is under construction on the corner of Grzybowska and Wronia streets in the Browary Warszawskie complex. This May the building reached its highest construction point and it was topped off. After L'Oréal Polska and WeWork, EPAM Poland is the last company who has decided to choose the Gatehouse Offices. It means that the first office building of Browary Warszawskie is 100 pct leased. Service space is now waiting for its tenants, which will be

within an 8-minute walk from the metro station also makes it an attractive workplace for people travelling by public transport. The name of Browary Warszawskie refers to the legendary Haberbusch and Schiele brewery, which was located at this site for several decades. The current project will restore life in this part of the city in order to meet the needs of the modern centre of the European metropolis. Source: Browary Warszawskie Press Office

Cresa opens its fifth office in Poland Cresa already has five offices across Poland: in Warsaw, Wrocław, Tricity, Łódź and Krakow. Its Krakow office is located at High5ive, 9 Pawia Street. High5ive is the best-connected office project in Krakow, benefiting from its proximity to the Krakow Main Railway Station. Once fully built out, the office complex will consist of five buildings providing a total of 70,000 sqm of lettable space. The project is being developed by Skanska. Cresa Poland has an office in building no. 1, completed as part of phase one.

Outsourcing&More | September – October 2018


Axell Logistics establishes fifth warehouse location in Poland Axell Logistics, a Dutch logistics operator, has leased 6,000 sq m of industrial space at Prologis Park Teresin. Experts from JLL advisory company represented the company in the processes of selecting the location and negotiating favorable lease terms. Prologis Park Teresin will be Axell Logistics' fifth Polish warehouse location joining Skierniewice, Rakoniewice, Nowy Tomyśl and Chorzów. The company provides a wide range of services, including full truck load services, groupage transport along with complex warehousing services for customers from the FMCG, manufacturing and e-commerce sectors as well as valueadded services related to reverse logistics, packaging, and the creation of ready-made promotional stands. Prologis Park Teresin logistics centre consists of three buildings offering in total around 160,000 sq m of space. Prologis Park is located in the municipality of Teresin, about 40 kilometres west of Warsaw's city centre, on the international E30 road. Its own railway siding provides direct connection to the railway line leading from Western Europe to the Baltic states and Russia. Furthermore, Teresin is located in close proximity to the A2 Berlin-Moscow motorway. Source: JLL

KIDS&Co. – operator of corporate and office park kindergartens doubles the number of branches in Poland

in Wroclaw and the Enterprise Park office complex in Cracow. The facilities were entirely designed in accordance with the stylistic code and detailed guidelines of KIDS&Co. They are available to all children, including one-yearolds. What is important, in every kindergarten a functional playground was created. The new projects have been implemented jointly with nationwide developers such as Skanska, Echo Investment and Avestus, however the operator is open to cooperation also with local investors and plans to develop in other Polish cities. Plans for next year include such locations as Poznan and Lodz, in which after the kindergarten dedicated for Infosys employees, KIDS&Co. will build facility open to all comers. This year, KIDS&Co. also opened kindergartens with crèche branches for corporate clients. The first of them was designed for 125 children and probably is the largest facility of this type in Poland located in an office building. The kindergarten was opened in Wroclaw in the West Link office building for a large international employer, which located there one of the largest R&D centers in the world. FORTE Furniture is another client who entrusted KIDS&Co. designing and running an extremely modern kindergarten and crèche complex for 150 children in Suwałki. This is the second KIDS&Co. kindergarten conducted for this client including facility in Ostrów Mazowiecki. All KIDS&Co. facilities offer a modern playgrounds, macrobiotic diet and original teaching methods, including English language education and program for social skills and emotional intelligence development.

Krakow remains the leading regional office market. Savills shifts its local office to High5ive In response to the rapid growth of the Krakow property market, real estate advisory firm Savills has moved its local office to High5ive. Krakow is the largest regional office market in Poland. According to Savills data, nearly 60,000 sq m of new space was delivered in the city in the first half of 2018 and almost 300,000 sq m is currently under construction. Savills new Krakow office is located at 9 Pawia Street on the office space of coworking space operator Business Link. The office offers elegant common areas and conference rooms for tenants, space for creative work and enclosed private offices. High5ive is a modern office complex developed in phases by Skanska Property Poland. Once fully built out, it will provide a total of approximately 70,000 sq m. At the end of June 2018, Krakow’s total office stock stood at approximately 1,150,000 sq m. The city’s vacancy rate edged up by 0.1 p.p. year-on-year to 9.3%. Office take-up hit approximately 77,000 sq m while just under 60,000 sq m of new office space was added to the market in the first half of 2018. Nearly 300,000 sq m is currently under construction. Base rents at prime office buildings range between EUR 13.5-14.5 per sq m per month. Real estate advisory firm Savills delivers comprehensive advisory services on the commercial property market. Its office agency team provides professional support to office landlords and tenants through its network of offices in Warsaw, Krakow, Poznań and Wrocław.

In September 2018, KIDS&Co. opened 5 new bilingual kindergartens, marking its presence on the map of Poland in several completely new locations. KIDS&Co. is the only nationwide operator in Poland, specialized in opening and running modern, bilingual kindergartens and crèches in cooperation with the best employers and developers on the market. The development of the operator's facilities concerns well-connected, modern office complexes, usually located in city centers. The newly opened kindergartens are located in Generation Park X office buildings in Warsaw, Sagittarius Business House

Outsourcing&More | September – October 2018



Łódź – the Office Eldorado in the centre of Poland Today, Lodz is in the third stage of the development of its office space. It is safe to say that the current development works relate mainly to newly-built office buildings and are some of the largest projects in Poland.

The development of the Łódź real estate market is divided into at least three stages. At the beginning of the 21 st century, tenants did not have much choice and mainly used the renovated buildings of former production plants and factories. Łódź is famous for its revitalization projects and the rental of office space in post-industrial spaces. It was a natural method of development and provided an optimum use of the potential of the real estate market at that time. The process of revitalizing post-industrial buildings became one of the trends, which initiated the process of searching for modern office space.

platform, forty BPO/SSC/R&D projects were realised in Lodz during that period, whose presence influenced the rapid development of the office infrastructure. It was the sector of modern business services (BSS) that became the driving force for the development of offices and the creation of new and attractive jobs in Lodz. The emergence of international and domestic developers resulted in the growth of the city's infrastructure, creating three major office districts. Each of them was located in the close, and over time – the immediate neighbourhood of universities and transport hubs.

development in the years 2011–2014 remained stable, with an average growth rate of 15,000 sq. m per year. From the beginning of 2015, a significant revival of the market could be observed, which in 2015–2016 grew by about 35,000 sq m per annum. Today, Lodz is in the third stage of the development of its office space, and thus it is increasingly opening up and reacting to the needs of developers and office tenants. It is safe to say that the current development works relate mainly to newly-built office buildings and are some of the largest projects in Poland.

The years 2005–2012 mark the second At the beginning of 2018, Cushman& stage of development. According to Wakefield prepared a report describing the data provided by the BSSIndex.com the real estate market in Lodz, which stated that the dynamics of the office market


Outsourcing&More | September – October 2018


As Marcin Włodarczyk, Regional Director at Colliers International, states: – With the intense development of the office market in Lodz currently being observed and the high growth rate of the supply of buildings, apart from the New Centre of Lodz and the axis formed along Piłsudskiego and Mickiewicza Streets (from the Piłsudskiego/Rydza-Śmigłego junction area to the Mickiewicza/Żeromskiego junction area), there is a very clear division into two new hubs, that is (1) the Mickiewicza/Piotrkowska crossroads area (the former Red Tower, Orion, CBL, Synergia, Łódź1 buildings and the newly-built Hi Piotrkowska, Teal, Sepia buildings), and (2) the Piłsudskiego/ R ydza-Śmigłego crossroads area (the so-called Crossroads of the Marshals) with slightly older buildings. Together with the New Centre of Lodz, they clearly form three office hubs, still belonging to the broadly understood centre of Lodz. The fact that Lodz is now an impressive construction site is also mentioned by Igor Yankilevich, an Associate at Savills: – At the moment Lodz has approx. 90,000 sq m of modern office space under construction. The enormous potential of the city is demonstrated by the decisions of the biggest developers, who have recently initiated projects in Lodz. Undoubtedly, one of the most attractive business areas in the city is the New Centre of Lodz (NCL), where Skanska Property Poland has implemented the Nowa Fabryczna project in the immediate vicinity of the new railway station. Still under construction, the City Gate (Skanska Property Poland) is located in this area, and HB Reavis and Ghelamco Poland have already acquired land in this area, where further projects can be expected in the future. The last decade has shown that in the developing region of Central and Eastern Europe, cities with well-organized office districts and a good supply of human resources have attracted the most attention from foreign investors in the BSS sector. Thanks to the concentration of business and the possibility of choosing development areas with attractive locations and low costs, many cities in Eastern European countries, from Lithuania through Poland, the Czech Republic, Romania and Bulgaria all the way through to Serbia, have attracted

more and more new developers from abroad. Lodz was highly successful at exploiting its potential in the first two stages of development, and thanks to new projects, the third stage is looking very good and very ambitious, to say the least. The next 12 to 18 months will see a period of intense construction work, as a result of which a dozen or so new and modern facilities will be erected, complementing the Lodz office districts. It should be noted that in addition to the commercial projects, Lodz itself is undergoing major changes. A wideranging revitalization process has already begun in the city centre. This involves not only the renovation and modernization of tenement houses, streets, and the important monuments of the city, but also comprehensive actions aimed at improving the quality of life and creating favourable conditions for business and creative activity. This is the largest revitalization process in Poland so far. The inner city centre has been divided into 20 projects, eight of which have been selected as top priority – projects with EU co-financing have already begun there.

New investment in the city

Name of the investor: Signify (formely known as Philips Lighting) Country of origin: The Netherlands Number of workplaces: 120 Sector: Lighting Products, Systems and Services Company’s residence in the city: Symetris Business Park, Al. Piłsudskiego 86 Ocuupied surface: 1,500 sq m

Why did Signify decide to establish this center in Łódź? If you look at all the years that we have been in Łódź since 2003, and the fact that Infosys in Łódź employed a lot of people

The interest in Poland, as a location for BPO/SSC operational centres, remains at a high level. Lodz is a big academic centre, and at the same time it is constantly expanding its office space while maintaining the optimum costs of business operations. These factors make it invariably an interesting destination for many BSS projects in the region of Central and Eastern Europe.

who still work or used to work for Signify, there is a large labor pool of thousands of people who used to work either directly or indirectly for Philips. We hope to be able to attract those people to come to work with us again. That’s one of the reasons. The second reason is that the big cities in Poland are totally full with overheated markets, and of the 2nd-tier cities in this industry, like Łódź is less tensed in terms of labor market. Also the attrition percentages at peer companies have proven to be much lower, and the availability of well skilled people speaking foreign languages is also good in Łódź.

Investor Service and International Cooperation Bureau Piotrkowska 104a St. 90-926 Lodz Phone: +48 42 638 59 39 Fax: +48 42 638 59 40 e-mail: boi@uml.lodz.pl

Outsourcing&More | September – October 2018

Lion Paauwe, Director Finance Services Center, Signify


Phot o: Ro b

ert S awic k



ATTRACTIVE FOR BUSINESS, FRIENDLY TO LIVE IN Bydgoszcz is successfully changing its image from an industrial centre to a centre of modern technologies and services. The City’s investment offer is based not only on a convenient location, access to modern office infrastructure and academic centres or qualified staff. An important element is also the work-life balance offered to entrepreneurs and employees. 52

Outsourcing&More | September – October 2018


In its strategy to create a city attractive for business and friendly to live in, Bydgoszcz focuses primarily on sustainable development. This is very well visible in the city centre. Many of the objects which still remember the industrial history of the City are now given a new dimension, are again available to the inhabitants and create unique space for the development of culture and business. REVITALISATION IN HARMONY WITH THE RIVER

Located on the Brda and Vistula rivers, Bydgoszcz is one of the leaders in Poland in the field of revitalization and restoration of riverside areas. The Bydgoszcz Water Junction, a part of the international waterway E70, along with the Mill Island are the pride of the City and its important distinguishing feature. Many monuments and symbols of Bydgoszcz were created over the centuries by the water. A city with an island in the centre is a unique urban treasure. From the Middle Ages, it was an important economic centre for several centuries, influencing the development of Bydgoszcz and reflecting its history. It was here that the royal mint was located, which operated at the turn of the 16th and 17th centuries. The area was forgotten and shamefully avoided for many years, when in 2005 it was covered by a local revitalization programme, which helped prevent its further degradation. Today, the Mill Island is a green enclave in the centre of Bydgoszcz, just a few steps from the Old Market Square. Once again, it became the centre of interest for the inhabitants of Bydgoszcz and visitors as a natural and cultural space. This unique area is surrounded by the water of Brda river and its branch Młynówka. Tenement houses of the so called Bydgoszcz Venice with an impressive view on the Opera Nova opera house create a picturesque landscape. Water, footbridges, old mills (nowadays turned into museums), beautiful tenement houses, well-maintained greenery – all of this together with a large number of inhabitants and tourists as well as outdoor events organised here creates today’s atmosphere of the Bydgoszcz river island.


In order to fully revitalise the Mill Island and the salon of Bydgoszcz, it was necessary to implement one of the largest construction projects in the history of the City – the ongoing revitalisation of the mighty Rother’s Mills – a mill complex from the first half of the 19th century occupying the central part of the island. The historic building is to be vibrant again and serve the residents and tourists. The facilities will include, among others, a “Culture Park” for cultural and educational activities, “Water Gardens”, audio-visual room, as well as a multipurpose section, with the possibility of separating smaller spaces for organising event offices, workshops, conferences, temporary exhibitions, shows or attractions that will strengthen the tourist potential of Bydgoszcz. One of those will be an ex­­hibition presenting the functioning of the human brain. The Rother’s Mills are also designed to offer a space for catering services and facilities for the water tram service. At the top of the impressive buildings, the City will construct a view terrace. At the beginning of July this year, the revitalisation of the Old Market Square adjacent to the Mill Island also began. This is another element of big changes in the City salon, which is regaining its former splendour. The preparation of the project was preceded by extensive consultations with residents, as a result of which the traffic of cars will be limited on the square. In addition to the rearrangement of space and the renovation of the Old Market Square, a light stripe designating the course of the 18th meridian that crosses the centre of Bydgoszcz will be constructed. Changes were also made to the Kościeleckich Square located near the old town, where the City walls began almost 1000 years ago. Right next to the square, in 14th century, Kazimierz the Great erected a stone castle surrounded by a moat, making Bydgoszcz an important point on the trade routes of Poland at that time. As a result of the Swedish deluge and the Prussian partition, the City was significantly destroyed, and the damaged castle was

Outsourcing&More | September – October 2018

Invested in the city

Name of the investor: Cybercom Group Country of origin: Sweden Number of workplaces: 22 people in Bydgoszcz, 1,262 people worldwide, Sector: IT – Software House, IT advisory Company’s residence in the city: Business Center, Unii Lubelskiej St. 4c Ocuupied surface: 400 sq m

Cybercom is a Swedish company who supports clients with technological advisory, software development, IT security, cloud services and Internet of Things solutions. In the fourth quarter of 2016 we launched another consulting unit – Bydgoszcz, which is our third location, next to the Warsaw and Łódź office. Currently, Bydgoszcz department employs more than 20 highly qualified specialists in software development in .NET and JAVA technologies. After more than a year of work, this department is serving international clients from Great Britain, Switzerland and Sweden. One of our goals is to expand the existing team and create a big Competence Center in the field of .NET and JAVA technologies. We are extremely happy that Bydgoszcz is a rapidly growing city in the IT sector. We fit into this business landscape with a lot of pleasure and we do our best to develop even more in this region.

Marcin Siech, Managing Director, Cybercom Group



taken apart. The Kościeleckich Square, however, did not lose its commercial character. The construction of a modern market hall at the beginning of the 20th century made the square the main point of Bydgoszcz trade. Today, business is once again present here. The location near the most important public administration institutions, banks, hotels, universities and in the vicinity of cultural centres is an undoubted advantage of the Immobile K3 office building erected here, offering high-class office and retail spaces with an area of nearly ​​ 9,000 m2. At the same time, the new destination of the historic building of the market hall, which at the end of 2016 returned under the city’s wings, is being discussed. It is considered to restore its commercial function, with the dominating role of selling regional food products, as well as the extension with a gastronomic or entertainment function.

Bydgoszcz Regional Development Agency Unii Lubelskiej 4C St. 85-059 Bydgoszcz Phone: +48 52 585 88 23 barr@barr.pl www.barr.pl

Simultaneously with the progressing revitalisation of the Bydgoszcz Old Town and the Mill Island, the idea of expanding the neighbouring Opera Nova has also returned. The facility is one of the most modern and most versatile music theatres in Poland, and the Bydgoszcz Opera Festival held here since 1994 hosts opera groups from all over the world every year. The three stone circles of the Opera House situated on the Brda river became a recognisable symbol of Bydgoszcz. The planned construction of the fourth circle will strengthen the rank and

cultural potential of the City, contributing to the development of not only musical but also congress, exhibition and festival activities – including the Camerimage International Film Festival of the Art of Cinematography, already rooted in Bydgoszcz. THE ENERGY OF THE CITY DRAWN FROM THE WATER

the world of sailors, artists and travellers. In the National Swimming Competition “The Bydgoszcz Water”, hundreds of swimmers from all over Poland compete every year against the current of one of the cleanest rivers in the country. For the fourth time, Bydgoszcz has also become an arena for the struggle of 5,000 triathlonists from all over Europe during this year’s edition of the Enea Bydgoszcz Triathlon. In turn, enthusiasts of culture are attracted by, among others, “The River of Music” – the first and only series of summer concerts on the water in Poland with the participation of international artists.

The river has influenced the development of Bydgoszcz since its inception. In recent years, Bydgoszcz has consistently turned to water. The revitalized Mill Island along with the modern marina have become the City’s landmark. It is on the Brda river that numerous events for residents and guests from around Bydgoszcz is an important and energetic the world are organised in Bydgoszcz. business, academic, cultural and sport centre. The City is developing dynamEvery year, the Bydgoszcz Water Festival ically, attracting investors and tourists “Set your heading on Bydgoszcz with its offer. Clearly, however, it also 53˚N, 18˚E” takes place here, which makes sure that it is a friendly place is a unique undertaking combining to live in.

Industrial heritage is an extremely important element of the cultural landscape of Bydgoszcz. In 2015, the TeH2O Bydgoszcz Water, Industry and Craft Trail was created, and the promotion of industrial heritage is included in a number of City strategies and programmes. This gave an impulse to establish 2018 as the Year of Bydgoszcz Industrial Heritage. This idea not only encourages reflection on the industrial past of Bydgoszcz, but also creates a context for discovering the contemporary character of the City, including the development of Bydgoszcz enterprises, creative industries, modern technologies and production.

Photo: Robert Sawicki


Outsourcing&More | September – October 2018


The most lively districts in Poznań Work. Entertainment. Rest. Concepts which no one combined with each other until recently. Each of them represented a different area of life; they did not intertwine in any way. However, this situation is changing as business and recreation spaces are increasingly often being combined by architects. In Poznań, this combination is a great success, as proven by the following examples.


Outsourcing&More | September – October 2018


BAŁTYK TOWER AND JEŻYCE DISTRICT, THE MODERNITY AND TRADITION Let's start with the award-winning office building located at the Kaponiera roundabout. The 16-storey Bałtyk Tower is one of the most modern buildings of its kind in Poznań. It is located in the very centre of the city, in the place of the cult cinema "Baltic", and in close proximity to the Poznań Main Station. This innovative project by the Dutch MVRDV practice is more than just an office building, as it offers a beautiful art courtyard with numerous restaurants and cafés. Additionally, building also

houses a gym, which matches the trends of taking care of one's physical condition, and there is a viewing terrace at the very top of the building, allowing you to relax surrounded by Poznań's panorama. As a call-back to the tradition of the location, the Bałtyk also has a small cinema. The building itself impresses with its innovativeness and the designers' novel concept – it presents itself in a completely different way from all sides. It is a space that combines business, including modern services, with a cultural centre, which is a perfectly harmonious match.

MARCELIN, POZNAŃ GREEN HEART Slightly farther from the city centre is the Business Garden – another place that is something else. The office and service space is distributed throughout nine buildings, constituting an integral, intimate complex. The project's designers used pro-environmental technologies, including an energy-saving lighting system, which improves the comfort of work while taking care of the environment. Among the buildings you can find an inner garden, green areas, which simply encourage you to relax. It is one of many examples of enclaves of greenery adopted by business. The complex offers basketball pitches

Outsourcing&More | September – October 2018

and a boulodrome for enthusiasts of physical activity. Numerous restaurants are also located in the Business Garden, and as if this were not enough, the complex has an excellent connection to the Poznan-Ławica Airport. A new building, Maraton, was built on the other side of Poznań Główny railway station quite recently. The project was carried out in accordance with the principle of sustainable development. Innovative technologies have been used in the building to maximize comfort and effectiveness of work – the building has earned one of the highest LEED rating levels.





In recent years, Wilda (the district where the Maraton is located) has become the culinary heart of Poznań. New restaurants pop up every day, offering more and more new culinary experiences. Łęgi Dębińskie, a popular recreational area, are the green lungs of Wilda. In the vicinity, residential construction is also developing dynamically. Last year, the Night Social Market (Nocny Targ Towarzyski) has found its home at the border of Wilda and Łazarz. It is a place that combines music, good food and entertainment, created in the place of the railway hall, giving the events organised there an industrial atmosphere.


Between the neighbouring Wilda and Ł a z ar z there is also the Wolne Tory area. According to an innovative project, a new district of Poznań will be built here, combining office space, residential, commercial, educational, and cultural functions. The advantage of Wolne Tory is to be its ubiquitous greenery and a wide footbridge. Another advantage is also its strategic location: close to the railway station, the Poznań International Fair, and the city centre.

On the other side of the Warta River, the areas located by Lake Malta make up another attractive location (near the Śródka roundabout, which enables easy access to public transportation). The modern office buildings – Malta Office – where companies from the modern services sector have their seats, are next to a shopping mall and, above all, to the lake, which regularly hosts sports events such as triathlons, regattas, or the recently concluded 2018 World Rowing Junior Championships. The area by Lake Malta also offers a variety of activities for water sports, cycling, and running enthusiasts. It is also worth mentioning the Malta Thermal Baths, the largest water park in Poland, which additionally provides relaxation in the SPA salon, a sauna zone, as well as geothermal and saline pools. After exercising, you can also relax by the Malta Lake – concerts at the Malta Music Stage, where the first edition of the Late Summer Festival will be held at the beginning of September, are very popular.


Outsourcing&More | September – October 2018


STARE MIASTO AND CHWALISZEWO, THE OLDEST AND THE MOST BEAUTIFUL PLACES One of the most dynamic areas for the development of city-forming initiatives is the Old Town and Chwaliszewo, located in historical parts of Poznań. The communities of these districts are one of the most active in the city. For a few years now, KontenerArt has been operating by the Warta River. This place, created as an artistic initiative, allows to relax, interact with culture and art, participate in workshops or exhibitions. A large, sandy beach is also a great attraction. Thanks to the Rzeka w Mieście ("River in the City") programme, residents of Poznań relax, barbecue, practise sports and go to an open-air summer cinema – all on the Warta riverbank. They also travel along the Wartostrada

Two new projects are also attracting attention in the Old Town: the first one in the Stara Rzeźnia Building, where, according to a concept developed by Vastint, a multifunctional facility with workplaces and a public space is to be constructed, and the second one – in the Gasworks at ul. Grobla (the so-called Filters Hall). This space will combine business, recreational, educational, and cultural functions. Now, the city government is seeking for the investor for this project. With its architecture, Poznań increasingly often ties into to the idea of work-life balance. High quality of public spaces, interesting initiatives of the residents,

New investment in the city

Name of the investor: VentureDevs Country of origin: USA Number of workplaces: 90+ Sector: IT, R&D, Investments Company’s residence in the city: 27 grudnia 3 St. Ocuupied surface: 400 sq m

After creating the first polish social network Grono.net, which reached over 2 mln users, I noticed that the biggest problem young companies face in their development is the lack of solid technological background. This is how VentureDevs was created – a Polish-American venture development firm offering comprehensive support to companies and startups from all over the world. I founded it together with Joe Gardner – the creator of an international network of business angels in Silicon Valley. Our team consists of experienced, talented and

– a recreational trail that currently but most of all, modern office space with consists of 13 kilometres of asphalt places to relax, proves that work, enterpavement – on bikes, rollers, or on foot. tainment, and rest can be in perfect harmony in one city. Near the Warta River, in the historical area of Ostrów Tumski, there is also the ICHOT Gate of Poznań. The interactive centre for interpretation of the city's heritage was established by the Cybina Investor Relations River and immediately became a place Department for meetings and relaxation for resi- City of Poznań dents and tourists. Thanks to modern Za Bramką 1 Street 61-842 Poznan technologies, it creates an amazing P.: +48 61 878 54 28 story about the history of the Cathedral inwestor@um.poznan.pl www.poznan.pl and the development of Poznań.

passionate people who focus on creativity and are not afraid to implement their own ideas. We easily found such talented team players in Poznań, and we are happy that we chose this city to open our first office.

Wojciech Sobczuk, CTO, VentureDevs

Outsourcing&More | September – October 2018



Business and quality of life. Strengths of Kielce landscape The most popular areas in Kielce in terms of investment attractiveness are such city districts as the office and business centre, the revitalised area of charming ​​ Downtown, combining recreational, service and office functions as well as the industrial parts of the city where large production and transport companies are developing their businesses. An important point on the business map of the city is Targi Kielce SA (Kielce Trade Fairs) and the exhibition, congress and conference infrastructure surrounding it. A part of the city located in the neighbourhood of the western junction on the S7 expressway is growing in importance in the context of logistics, transport and warehouse activity, with the perfect location that attracts new investors.


Outsourcing&More | September – October 2018



Northern, post-industrial district of K ielce has been adapted by the Kielce Technology Park (KTP). It is an area where the idea of a modern industrial and business district called Technopolis is being successfully developed and further investment areas are prepared and offered to investors. The idea of ​​​​an advanced and multifunctional district in the 'business park' concept includes areas selected for business activity, where not only business-related functions are created. Facilities such as kindergarten, sport infrastructure, service points and in the near future also housing.

Among plans for the nearest projects is the construction of California Inc. office building – the largest technology incubator in Central and Eastern Europe of a value of 86 million PLN. In addition to modern office spaces, there will be a coworking area for business networking as well as a laboratory and some social facilities. The last floor will entirely be dedicated to sport and recreation zone. Kielce Technology Park was established 10 years ago. The very first project that received funding from the European Union was of a value of 86 million PLN. An Orange Inc. incubator and the Technology Centre were built with these funds. First years of our activity had shown that we had fulfilled the local business needs. Three years had passed and the need for infrastructure and professionalization of services grew. That is why, we decided to further develop the infrastructure and in effect, create a so called scale effect – which is an accumulation of firms in a one particular area. A real business ecosystem was created – Szymon Mazurkiewicz, director of KTP. The Park has also gained new development plots where new factories are created. That brings new workplaces and newest technologies. In the middle of July this year works related to equipping new investment areas were completed. The plot with a total area of ​​​​over 7.5 ha has been developed thanks to co-financing from the Regional Operational Program of the Świętokrzyskie Province. Soon tenders will be announced for the sale of individual plots.

Name of the investor: Panattoni Europe Country of origin: Poland Number of workplaces: several dozen Sector: logistics services, textile Company’s residence in the city: Panattoni Park Kielce – complex of halls Ocuupied surface: currently in realisation 42,000 sq m Time of the decision of location: 12 months

Panattoni Europe, as a leading developer of warehouse and production spaces, has long emphasized interest in expanding its portfolio to smaller locations that are outside of the main warehouse markets. Their selection is based on observation of the markets themselves as well as the development directions, with development of road connections between cities and access to human resources as the leading factor influencing the decisions. Contact with clients whose interest in emerging markets is constantly growing is also significant. Kielce, due to its location near the intersection of the S7 expressway and the National Road No. 74 and an access to qualified employees, were our obvious choice. The city attracts not only investors who need warehouse space, but also companies in the production industry that want to open new plants and companies wishing to change their location.

The idea of ​​​​Technopolis is a concrete vision of development of this business district of Kielce, the direction that city follows and the thoughtful conception of a modern space. More about Kielce Technology Park available at www.technopark.kielce.pl.

Office complex Astra Park Kielce. Outsourcing&More | September – October 2018

Dorota Jagodzińska, Managing Director, Panattoni Europe





Revitalised area of the ​​​​ old Market Square, with little streets surrounding it, main promenade that at the same time is also a main shopping street together share many functions important for residents. The very centre of Kielce is tempting not only after hours. It attracts with numerous draws, great restaurants, unique shops and various services. This is where the most important cultural events take place, the City Festival, street performances and sport events. However, Kielce Downtown is also a modern space for business.

Driving north along national road No. 73, expressway in the future. The S7 national on the right side at the exit to Warsaw there road (part of the international E77 route) is a complex of advanced office buildings. connects north and south of the country, providing Kielce with fast communiAstra Park consists of 3 office build- cation with the largest agglomeraings of the Green Building certificate tions in Poland – Warsaw and Kraków. with a total area of ​​​​16.300 sq. m, where The National Road No.74 connects are the residences of such companies the capital of the Świętokrzyskie Provas Echo Investment, Barlinek or Cersanit. ince with Łódź, the Lublin Region and Subcarpathia. Right next to this complex there is an iconic object, once the residence The landscape of this area is dominated of a well-known local construction by exhibition and congress halls (total company EXBUD, now the Business area of 90,000 sq m.) of Targi Kielce Centre of the company City Core. Enter- SA (Kielce Trade Fairs) – vice-leader in its prises representing the modern business industry in Central and Eastern Europe, services sector have located their offices as well as production and logistics facilihere: Comarch (ITO), Call Center Inter ties of Kielce large companies. Galactica (BPO), Medicover (BPO). The improvement of a road infrastrucThis business district is adjacent to two ture, in particular the construction largest universities in the region: Kielce of the S7 expressway resulted in freeing University of Technology and Jan Koch- up the investment areas and increased anowski University. In the neighbour- interest in this location for investment hood one can also find the Galeria Echo projects. Currently, Panattoni Park Kielce – the biggest shopping centre in prov- is being under construction in this area. ince that due to its outstanding design It’s a production and warehouse centre has become one of the city's landmarks. consisting of three buildings with a total area of ​​​​over 75,000. sq m.

Proper office development along Aleja IX Wieków will soon be completed with another investment. Ventus Business is a prestigious office and service space in an excellent location in close proximity to offices, courts, banks, hotels and a shopping mall. In the immediate vicinity at Leśna Street the construction of 12,000 sq m of high class office space on seven floors is also being planned. Investor Assistance Centre Kielce City Hall: Strycharska 6 St., 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

All of the office space plus the recreational facilities that are concurrently offered in the city centre make this part of the city popular among investors and residents. A large complex of advanced office buildings, where one of the most important companies in Poland and Europe are settled is however located in another part of Kielce.


Sites located near the Kielce – West junction (also called the trade fair junction,where the routes S7 and National Road No. 74 intersect), are dominated by the logistic, trade and production functions.

In this part of the city, production companies such as DS Smith (specialised packages for industry), Aebi Schmidt Polska (equipment for winter road maintenance, airport technology), as well as transport companies – DHL Service Point and DB Schenker (providers Kielce – West junction was designed and of services in the area of global logistics) built with the thought of creating the S74 are settled. Panattoni Park Kielce.


Outsourcing&More | September – October 2018


FRIENDLY CZĘSTOCHOWA Częstochowa has changed its image in the last few years from the place for pilgrims and trips to the city aimed in industry and business but also friendly for its inhabitants. One of the three main programmes made with the President is Direction – Friendly Częstochowa.

to mention here. There is summer series – Aleje tu się dzieje, another one – Dni Częstochowy and Noc Kulturalna. In Częstochowa there are about 200 events, each year, organized only by the City.

The programme was divided into three areas. Friendly Częstochowa – Active is connected with recreation and relax for inhabitants. It is, among others, building and mordenization of the swimming pools (recently near IV Sienkiewicz High We want to change the way of thinking School), playgrounds, pitches, complex in some of our residents minds. We want them to perceive their city in a good way so they talk about it with pride – says the President of the City, Krzysztof Matyjaszczyk.

Most of the localizations are available and used by all of them. And in some way it integrates residents, not dividing them into any groups.

rewitalization of Lisiniec Park. Here we can also mention building Water Park. Inhabitants and tourists may also use city bikes. There are 20 stations where you can rent one of the 185 bikes – this way of transport became very popular in our city, we can ensure there will be more stations and more bikes. In the framework of Friendly Częstochowa – Green, the city government wants to improve the appearance and functionality of the city parks, make smaller squares and support the idea of planting new trees in coopertion with residents. Cultural Częstochowa is the ensurance of the rich cultural and entertainment offer in the city. Our City has a lot of events


Promenade divides two huge districts: "Tysiąclecie" and, the younger one, "Północ", in which flats are always quite expensive because of the many plants, safety and great area. When you go down the road you can see many playgrounds, skatepark, pitches, restaurants, pubs and right by the forest, an amphitheater where in fact, Czesław Niemen was performing. For the whole year Promenade offer many atractions and the possibility to rest from everyday life and the sounds of the city without leaving the town. Promenade and amphitheater are the places of many concerts, festivals and sports events. Many different trees planted along the Promenade make an incredible effect for every season of the year.

In the city there are places which are the most popular among residents in terms of relaxing and spending free time. The specific of Częstochowa is that there is no place which is only for youngsters, families or, very active here, seniors. Most of the localizations are available and used by all of them. And in some way it integrates residents, not dividing them Forest, in which before the II World War into any groups. 27th Infantry Regiment trained shooting, CZESŁAW NIEMEN PROMENADE AND was organized. Walking avenues was ANIOŁOWSKI FOREST made. It is natural boundary between Czesław Niemen Promenade, earlier district Północ and the road DK1. Thanks called – promenade of the 30 years to the plants, places for rest and physof the People's Republic of Poland, was ical activities, the forest is the best place made in the 70's. The area was organized for inhabitants without car or time for with plants in framework of social activ- a longer trip. ities so in cooperation with residents. Now it is a place for walks which is 1700 m There are also natural paths for students long and starts in direct neighbour because Aniołowski Forest is not only of tram stop and leading by beatifully the forest by its name. You can see there managed green grounds by, well known many of the wild animals which live to the residents, Aniołowski Forest. in this part of our country.

Outsourcing&More | September – October 2018


It is impossible to count how many in­­­ habitants use the facilities of Promenade and Aniołowski Forest because the "season" for them actually never ends. Even in winter it is a perfect place for everyone. This place is surely unsual in the scale of country and the residents of other cities can not believe that it is possible to make an asyl for residents between the buildings.

of Christman Charity and to support autistic people by lighting blue light. This year it was also a place of the new event – One Bilion Rising – the dance of women who are against violence. Biegan is the place where scouts celebrate Warsaw Uprising and where the Independence March has its end. Near to the Biegański

on the beginning of the September, there is the final of the action called New Backpack for New School Year organized under the patronate of the President for children from foster families.

The City develops very fast, there are many new projects for the business, industry and residents. President emphasises that he wants to make Częstochowa a friendly place to live.


The Avenue is a spectacular line of communication which is known by the inhabitants of our country but not only. Its a road which lead from historic Saint Zygmunt Church to the peak of Jasna Góra. The Avenue was made in the beginning of XIX century as a road which connects Częstochowa and New Częstochowa, cities which were administratively connected on the 19th August 1826. Nowadays it links the Old City, Downtown and the district right under the Jasna Góra. The Avenue has characteristic construction – two roads are divided by boulevard with many trees. It is a place of shops, restaurants, art galeries and recently also modern office buildings. The Avenue is a place of meetings, Sunday walks but also cultural and sport events. We have seen here parts of "Peace Race", Tour de Pologne, marathon runners and roller skates races. Among residents of Częstochowa there is a division between first, second and third avenue. Between second and third there is the heart of the city – Biegański Square – Biegan. Marshal Piłsudski, who has a special place in hearts of residents od Częstochowa, is the guardian of that place in the form of monument. Before II World War it was the place of the most important events for the city. Today it is a place of many concerts, the most beautiful Christmas ornaments and huge Christmas Tree. Every year residents come here to celebrate New Year, to be a part of The Great Orchestra

Square we have Museum, Gaude Mater, City Art Gallery and arthouse. Also, there is a green zone of relax in the making. There will be 15 birches in the steel plant-pots, deck chairs and benches. All of them will be a place where people can hide from sun and hot weather. Right next to it we have summer cafe.

This year the next part of revitalisation has begun. Next year, the beach which has 2000 square metres will has 6000 square metres with the sand from the seaside city – Łeba. For those who are not fans of the sand, there will be also a place with grass. The beach is only a part of the plan. On its south part we will have a building with a coffeehouse. When the rest area will be ready, the City will take care of the Bałtyk area.


It is unusual place. It was made in the 70's of the last century and it has about 40 hectares. There are three water tanks which have 11 hectares. They are called: Adriatyk, Bałtyk, Pacyfik. There is a very nice swim spot with a boathouse and tennis courts. In 2014 the city started to sort out the area – the first part of revitalisation has begun, walking paths was made, new benches was installed and the beach was widened. If you like to relax in an active way you can rent canoe or pedalos. For 3 years now, there is also a rope park for children and Wake Park which is a big attraction. Lisiniec Park is also a great place for events organized by the City and by associations from Częstochowa. Frytka Off Festival is an iconic event which has been moved here because of the amount of people attending. Also, Summer Chill and the Festival of Colours are organized there every year. Every year,

Outsourcing&More | September – October 2018

The City develops very fast, there are many new projects for the business, industry and residents. President emphasises that he wants to make Częstochowa a friendly place to live. To make it possible, residents have to feel good in here. The task for the city government is, among others, to provide an area for rest, recreation, but also entertainment. We know that it is a task for years so that is why we want to make our offer more and more attractive for inhabitants of Częstochowa. We have a vision of friendly city in which spending free time is a pleasure.

Investor Service Center Department of European Funds and Development City Hall of Częstochowa Waszyngtona 5 St. 42-217 Częstochowa Phone: +48 34 3707 212 Investor Assistance Centre Phone: +48 34 3707 213 e-mail: coi@czestochowa. um.gov.pl fer@czestochowa. um.gov.pl www.czestochowa.pl Anna Mielczarek

Częstochowa, which on the Region Congress was considered as the most innovative city in Poland, among others, for the innovations in the social sphere, wants to go futher and develop in this direction. Because the most important are people – the residents, and maybe someone who still needs to find its place on Earth is going to decide to stay here.



Gdynia’s Sea City is taking shape under the watchful eye of experts


Outsourcing&More | September – October 2018


Gdynia has the magnetism of a big city with opportunities that are rarely found in large cities. It is not often that one is able to invest in a large city centre plot and do something really big and important. This is one of the key observations made by urban planners of the Urban Land Institute (ULI) Europe in their report on Gdynia’s Sea City. The July report on Gdynia is the result of workshops and talks conducted by ULI advisors with over 50 developers, architects, potential investors, residents and city officials, held in February of this year in Gdynia.

The Urban Land Institute is a prestigious, independent non-profit institution, focused on research and educational activities, which associates 30,000 members (real estate professionals) from all over the world. Specialists willingly share their experience and best practices, promoting the formation of modern and sustainable communities all over the world.

waterfront, an attractive piece of real estate located near the beating heart of a city with a population of a quarter million, spanning a total of 33 hectares, is unique on a European scale. Urban planners estimate that in the next several years as many as 8 thousand people may move into the Prestige Seafront Zone, whereas an additional 4 thousand may find employment there.

We’ve invited experts from all over the world to discuss our thoughts about the transformation of port areas and draw conclusions from processes that have already taken place in other cities elsewhere in the world. We wish to utilise the experience of experts to shape the future of our city in the best way possible, stated Wojciech Szczurek, Mayor of Gdynia.

All over the world, urban areas at the interface of land and sea are significantly raising their attractiveness and becoming a heart of the city, visited in large numbers by both locals and tourists. The regeneration of such a large post-industrial area located near the city centre is an opportunity for brave and creative investors and a challenge for city officials. The Sea City district undoubtedly has its advantages – its locationin the direct vicinity of Gdansk Bay and within the Tri-City agglomeration, which currently represents the fourth largest office space market in Poland and a dynamically growing business centre. Ultimately, these post-industrial areas are to be developed into a business and residential city centre with hotels, commercial premises and, perhaps most importantly, a leisure zone with cultural activities.

Gdynia’s Sea City is a modern district that’s emerging in the city centre, at the interface between sea and land. Investments planned in the Fisherman’s Pier region and on land released by shipyards will revolutionise Gdynia’s downtown area. The scale of this enterprise is comparable to the transformations involved in the construction of the city and its seaport in the 1920s. Gdynia’s

ULI Advisory Workshop Report – Sea City District: Gdynia, Poland can be downloaded here:

Outsourcing&More | September – October 2018



We wish to create a modern neighbourhood, but our main purpose is for it to become a friendly place for people to live in, where they can be truly happy. We’re striving to create a vibrant waterfront that will become a major part of Gdynia, recognised around the world. It’s to be a place available to all, where residents and tourists alike will be able to enjoy the proximity to the sea, and companies will prosper, emphasizes Katarzyna Gruszecka-Spychała, Deputy Mayor of Gdynia. LEADERSHIP, COMMUNICATION, COMMITMENT AND PARTNERSHIP

Control over the Sea City development process, its functions and architectural directions is one of the most important challenges that Gdynia faces. Around the world, waterfront areas are the most


spectacular city districts, vibrant with life and combining residential, business, cultural and leisure functions. The authors of the report note that the city plays the role of an informal leader in this process and point out that it would be beneficial for the entire process to use such tools as spatial planning or regular meetings and seminars that may be used as a forum for dialogue between investors, developers and local residents. In the opinion of ULI members, one of the factors that determine whether a new district becomes a success is whether it is vibrant and becomes a place open to all – this is to be achieved through mixed-use zoning and high-quality public spaces. Recommendations also concern cooperation with Gdańsk, Sopot, the Marshal’s Office and the Port of Gdynia.

Outsourcing&More | September – October 2018


Gdynia is the first city in Poland and in this part of Europe that has received the ISO 37120 certificate for smart cities.

ULI also recommends bringing the district to life as soon as possible, indicating the possibility of using already existing buildings, such as a well-preserved inter-war period ice storehouse, with its characteristic Art Deco architectural style. Experts point out that it’s a great place for artistic activities and for organising meetings, workshops and consultations. Tom Murphy – former Mayor of Pittsburgh and a current member of ULI – noted that The city and investors must look at possibilities and options for the waterfront that are bold and original. They must combine strategic functions. It’s not just another investment, but rather something truly unique. THE INVESTOR CHECKS IT OUT – OPEN DATA, TRANSPARENCY AND SUPPORT

Gdynia is the first city in Poland and in this part of Europe that has received the ISO 37120

Outsourcing&More | September – October 2018

certificate for smart cities and been registered on the www.dataforcities.org inter­­national platform, where you can check the city’s position in relation to global leaders, such as London, Amsterdam or Dubai. This confirms the city’s attractiveness and competitiveness on a global level, e.g. in economic or social terms. Gdynia is doing well in the ranking, in certain areas even excellently. Its investment attractiveness is also confirmed by other international rankings. The editors of the fDi magazine belonging to the Financial Times Group have twice awarded Gdynia the title of the Polish City of the Future. Gdynia also ranked first in the main category for mid-sized cities as well as in the categories of economic potential and business friendliness. Gdynia’s local government builds individual relations with each

investor, based on the principles of tailormade support, depending on the type and size of the investment. In Gdynia, investors can count on efficient and direct support as well as consultancy in procedures arising from Polish law. SEA CITY BRAND – HIGH QUALITY OF LIFE COMBINED WITH A FEELING OF HAPPINESS AND HARMONY

The quality of life is the unique characteristic that sets a city apart from others. The high citizen satisfaction index (nearly 90%) also contributes to Gdynia’s attractiveness, and the quality of life that has made it possible results from numerous factors: the high level of safety, environmentally-friendly urban transport, clean air, unique modern architecture, high-quality education, cultural and sports facilities, the sea and forests at one’s fingertips,



Gdynia City Hall Investor Support Division 10 Lutego 24 St. 81-364 Gdynia Phone: +48 58 668 20 18 investorsupport@gdynia.pl www.gdynia.pl

and such prestigious events as: the Open’er Festival, Polish Film Festival, Red Bull Air Race Air Show, Gdynia Sailing Days, Ladies’ Jazz Festival and the largest triathlon competition in Poland – Ironman 70.3.

a former Mayor of Pittsburgh and famous author of the city’s industrial-area regeneration efforts, Angela Goodings from TH Real Estate and the aforementioned Lisette van Doorn, head of ULI Europe.

Gdynia has a great deal to offer. It has some of the happiest citizens in Poland and booming maritime, logistics, and technology sectors. Our hope is that the advisers’ recommendations will allow Gdynia to realise its full potential in creating a new district that will become an integral part of the city, attract talent, and build the city’s reputation both on a national and global scale, stated Lisette van Doorn, director general of ULI Europe.

I’m glad that this report has been realised. Its publication, intended primarily for professionals in the real estate industry, will greatly improve Gdynia’s recognition as a place for investment on the international arena, said Katarzyna Gruszecka-Spychała, Deputy Mayor of Gdynia. – Most important of all, however, is its substance. A group of world-class experts confirms that Gdynia has a project that’s an absolute gem in the making. Of great importance is also the report’s strong emphasis on the need to reconcile interests and search for good solutions that will allow one to continue to harmoniously combine the simultaneous development of the city, along with its most prestigious district, and the port, she added.

The report concerning Gdynia’s Sea City has been published on the official website of the Urban Land Institute Europe, and among the advisors were such renowned names as prof. Greg Clark, a well-respected economist and urban planner, Tom Murphy,

Urban planners estimate that in the next several years as many as 8 thousand people may move into the Prestige Seafront Zone, whereas an additional 4 thousand may find employment there.


Outsourcing&More | September – October 2018



Ĺ‚asztownia. New heart of the city

Szczecin has a chance to develop a very large and typical fragment of the city from scrap. It is a sensation on a national scale and a dream opportunity to create a new, lively part of the downtown area and revive the Odra region.


Outsourcing&More | September – October 2018


Łasztownia is one of the most interesting places in Szczecin. The island is located in the center, however slightly separated from it. This place has its own history and its potential is extremely consistent with the brand of the city, which is good to live, surrounded by greenery, water and nature. The city still has numerous secrets to be discovered. The potential of the Oder River area and Łasztownia, which combine the left and right side of Szczecin, provides exceptional opportunities that Szczecin decided to take advantage of. The first step towards a change in the image of Łasztownia was made in 2013. This is when the first renovation works to the 19th century building called the Old Slaughterhouse commenced. There is a restaurant, a conference and projection venue and a bookstore in the building. Also, in the same year, a six-story Lastadia Office building built from scrap was put into use. It takes advantage of its water front location and form harmonized with the existing pre-war architecture. Szczecin Boulevards were open at the same time. The wharf began to live, and the usually empty areas by the Oder River became crowded. Today you can come across cyclists, joggers and fishermen there. Łasztownia is becoming increasingly recognized by the residents of Szczecin and it has become a permanent part of our city. The island is being visited more and more willingly by residents and tourists. The historic cranes on the Old Town quay, which from time to time play a major role in illumination shows, have become the symbol of this place. Another hall-

Outsourcing&More | September – October 2018

mark of Szczecin’s Łasztownia is the Mast of the “Kapitan K. Maciejewicz” vessel, set on the Gdynia Boulevard by the Oder River. The maritime character of this place will be emphasized by putting into use in 2020 the Maritime Science Center. Visitors of Łasztownia may expect numerous attractions, such as the City Summer Zone with a beach located right on the Odra river bank, a modern yacht port, numerous restaurants and cafes. In the summer season residents and tourists can also take advantage of motor boat rental, and the Szczecin water tram.

Szczecin City Hall Armii Krajowej 1 Sq. 70-456 Szczecin P.: (+48 91) 435 11 64 fax: (+48 91) 435 11 65 www.invest.szczecin.eu

Recently the city chose the winner of the international urban and architectural competition “Łasztownia. Nowe serce miasta” (Łasztownia. New heart of the city). Preparation of local spatial management plans for Łasztownia based on the winner’s vision will commence this year. Construction works of the Kłodny Bridge and reconstruction works of the entire road system improving access to the entire Oder River area, including Łasztownia, is planned for 2020. Hence, after 2020 developers and investors will get better opportunities to invest in the entire area. Something new is happening in this place which for a long time fascinated mainly historians and architects. Here the heart of the city can beat. The Oder River area begun breathing, and the vision of the city, in which life is good, near water and nature, has started to fulfill itself. 




of Śródmieście district in Lublin Recently Lublin has been rediscovered on the tourist map of Poland. Not only are tourists attracted by big festivals such as the Carnaval Sztukmistrzów, the Jagiellonian Fair or the Night of Culture, but also Lublin becomes a popular destination for the weekend’s city break. One of the reasons is a revolutionary transformation which Śródmieście district in Lublin has undergone lately.

Many people visiting Lublin years later cannot believe what they see. They remember the city from the turn of the centuries – the times when the economic transformation has left its profound mark on the capital of the Lubelskie Region. Large industrial plants collapsed then, banks were liquidated, and economic problems negatively affected the local budget, which is why public spaces and roads were neglected. Lublin did not have facilities that would attract tourists because a historically attractive area of the Old Town suffered from the lack of investments and renovations. At that time, it was hard to imagine that the city would be able to undergo such a radical transformation and become an open, friendly, attractive for tourists and, primarily, trendy place.


Currently, Lublin makes an excellent impression on tourists visiting the city for the first time and becoming more familiar with the city makes them want to stay here even longer. The latest infrastructure investments (such as an express ring road and access roads to the city centre which many Polish cities might envy) caused that the entry to Lublin itself is equal to modern European metropolis, and the upcoming terminal date of commissioning of express roads connecting the city with motorways A2 and A4 makes the travel to Lublin pure pleasure. Lublin has also benefited from the airport with the fast-growing route network owing to which tourists fromthe most remote places in the world may visit the city.

Outsourcing&More | September – October 2018


During a kilometre long walk through Krakowskie Przedmieście to Krakowska Gate, you are provided with the opportunity to discover modern European Lublin. In the area of road junctions with Lipowa and Wieniawska streets, the business seats and public institutions dominate.

Outsourcing&More | September – October 2018



Still, tourists have been visiting most willingly the Old Town with its unique atmosphere, typically Polish Renaissance architecture, full of atmospheric restaurants, cafés and pubs. During the academic year there are plenty of students from Poland and other countries (academic Lublin has the highest degree of internationalisation in the country), and during the summer season, it is possible to encounter tourists from all over the world. The charm of the Old Town has already been discovered several years ago, and in the meantime, in the surrounding Lublin Śródmieście district, revolutionary changes were underway. Today, thanks to them the Old Town is becoming a trendy, interesting and friendly place to spend free time, both for tourists and the city residents.

Krzysztof Raganowicz, Strategy and Investor Relations Department, The City of Lublin Phone: +48 81 466 25 08 e-mail: krzysztof.raganowicz @invest-in-lublin.com


Krakowskie Przedmieście street is the heart of the Śródmieście district running from the Old Town and Krakowska Gate to the west, which has been an axis of development and the extension of urban properties for hundreds of years. However, this time changes which made it possible to create the area of cultural and tourist attractions, high-class gastronomy and public space friendly to residents were initiated on the western side of the route in 2012. The construction of a unique cultural and business centre begun then, on the basis of so-called “Theatre under Construction” whose unfinished building has frightened in the centre of Lublin since 1974. In 2015, the Centre for the Meeting of Cultures was built at its place. Along with the LCK

Lublin Conference Centre, the Lublin Philharmonic and the Music Theatre, it constitutes a complete infrastructure to organise world-class art and business events. The space of the Theatre Square built in the same year became a vibrant place which combines the areas of student campus of Miasteczko Akademickie, Saski Park – an oasis of peace in the centre of Lublin, and the part of Śródmieście district fulfilling the metropolitan functions of the city. The square is an excellent place to start discovering the new side of Śródmieście. During a kilometre long walk through Krakowskie Przedmieście to Krakowska Gate, you are provided with the opportunity to discover modern European Lublin. In the area of road junctions with Lipowa and

Wieniawska streets, the business seats and public institutions dominate. There are courts, offices, premises in the buildings from the turn of the 20th century occupied by companies and state-of-the-art office spaces can be found in the nearby. Owing to this, cafés and places offering lunch, which could be the source of pride for Warsaw o r C r a c o w, s h o o t o u t of the ground like mushrooms in this part of the city. Further, there are buildings of the National School of Judiciary and Public Prosecution with interesting architecture and Grand Hotel Lublinianka, behind which there is the Centre for Culture, operating in the beautiful monastery building, and Lech Kaczyński Square beside it, allowing to rest among the trees during the busy day. Reaching the road junction with 3 Maja street, we can see a renovated in 2017 – the 700 th anniversary of granting Lublin the city charter – Litewski Square which has already become the hallmark of modern Lublin. It was not so long ago that there was nothing special about a representative square located in the heart of Śródmieście district which discouraged from spending free time there and did not expose the beautiful historic surroundings of three palaces, diverse tenement houses, the building of the Main Post Office, the Capuchin church and an axis of Krakowskie Przedmieście street. What is more, the promenade

Outsourcing&More | September – October 2018


connecting the Litewski Square with Krakowska Gate was not unusual at all and could not attract people. It was easier to open a bank account there than to spend a lovely evening with friends. That was the reason why the decision about implementation of the project “City of Lublin revitalisation of Śródmieście” was undertaken. Within its framework, the Litewski Square was rebuilt, a part of Krakowskie Przedmieście street was pedestrianised, and a part of the promenade to the Krakowska Gate was completely renovated. Owing to all this, in the very centre of Lublin, a large, modern, pedestrianised space, naturally extending the Old town, was made available for residents and tourists. The Litewski Square became one of the most popular places to spend free time chosen by the residents of Lublin, and a multimedia fountain has already acquired a status of a tourist attraction. The area around the Litewski Square and a part of a pedestrian zone at Krakowskie Przedmieście are filled with restaurants with gardens, pubs. Hence hostels and apartments for rent near them have immediately begun to be established. What is the most important – a success of last year’s celebrations of the round anniversary of the city foundation and the commissioning of the new Litewski Square initiated a trend for Lublin – visitors from Warsaw choose the city more frequently than, favoured so far, Kazimierz Dolny – a traditional place for weekend trips of the capital’s residents. The project of Śródmieście revitalisation itself has been selected the TOP Investment of Eastern Poland 2017 in the poll organised by the Portal Samorządowy website. Discovering the charm of Śródmieście, the areas situated farther from the city centre of Lublin should not be forgotten. In the southern part of the district, there is Zamojska street, whose post-industrial area is starting to show the signs of developments typical of this kind of areas across Europe – representatives of creative industries and luxurious apartments arrive there. The proximity of the Old Town, a future Rusałka Park and a sports complex in the Bystrzyca valley bring this area closer to the forecast of Charles Landry – British expert on creative cities,

visiting Lublin two years ago – who stated that in a few years it will be the most prestigious and trendy part of Lublin. Notwithstanding, in the northern part of Śródmieście, separated from the rest by the Lublin East-West road, there is Podzamcze area which awaits relocation of the bus station to implement the next big revitalisation project. Thanks to it, this area will host an urban spirit lost when the Jewish District was liquidated during the World War II, and a new look of this part of the city will correspond to the positively changing image of Lublin. New life of the Śródmieście district in Lublin is a reason for joy not only for the residents of Lublin, who were provided with the attractive area to spend free time or tourists visiting Lublin, but also for the city itself which has been consistently implementing the strategy of creating a friendly urban space and assuring its residents an excellent quality of life for many years. Taking into account a comparable standard of available office space, similar business costs and experts’ abilities on the local labour market, it is the comfort of living in the city that might have a crucial role in the decision about the choice of locating investments from the modern business service sector. Looking at nationwide and international ranking results of the city, ever-increasing supply of modern office space and at companies which have been established in the capital of the Lubelskie Region in recent years, it is noticeable that the strategy of Lublin produces the desired effects.

Invested in the city

Name of the investor: Phlexglobal Ltd Country of origin: US, UK planned fte for 2018 in poland: 100 (88 at the moment) Sector: Consulting Company’s residence in the city: Lublin Nord Office Park Ocuupied surface: 971 sq m As a specialist provider of Electronic Trial Master File (eTMF) and other support services for the global clinical research market, Phlexglobal brings order, stability and control to our customers’ TMFs so they can achieve the highest quality standards through our expert service and authoritative technologies. The company decided to establish a branch in Lublin, mostly because of the convenient air connections from Lublin Airport with our headquarters in Great Britain, availability of qualified university graduates with knowledge of foreign languages and readiness of local authorities provide specific investment support in locating foreign business

Many people visiting Lublin years later cannot believe what they see. They remember the city from the turn of the centuries – the times when the economic transformation has left its profound mark on the capital of the Lubelskie Region. Large industrial plants collapsed then, banks were liquidated, and economic problems negatively affected the local budget, which is why public spaces and roads were neglected. Lublin did not have facilities that would attract tourists because a historically attractive area of the Old Town suffered from the lack of investments and renovations. At that time, it was hard to imagine that the city would be able to undergo such a radical transformation and become an open, friendly, attractive for tourists and, primarily, trendy place.

Outsourcing&More | September – October 2018

in the region, which we received at the beginning. We are still looking for people with a very good knowledge of English who can focus on details in their daily work. We are constantly developing our employees so they can deal with more and more complex processes on clinical research field.

Kamila Kucharczyk-Biernacka, Head of Poland TMF Operations, Phlexoglobal Ltd



HR NEWS Agnieszka Zielińska takes the role of SPCC Managing Director The Board of the Scandinavian-Polish Chamber of Commerce has appointed Agnieszka Zielińska as Managing Director of the Chamber. Agnieszka will be responsible for all SPCC activities in Poland with effect from the 1st of August. Agnieszka has more than 10 years of extensive experience in the International Business Environment in respect of business relations, sales, marketing and events management. She is a business trainer and lecturer. She has worked in a wide range of industries including real estate, media, business NGO and has for more than 7 years developed Scandinavian-Polish cooperation.

Agnieszka Milczarek is a licensed property manager. She has over 11 years of experience, which she has gained while managing prestigous A class buildings and cooperating with the biggest investment funds in the market. Agnieszka is an expert in different aspects of property management, including recommercialisation, reconstruction, preparation for sale, taking over the management of new buildings and implementing new services. Agnieszka graduated from the Faculty of Management at the University of Warsaw. She completed her post-graduate studies in Property Management at the Faculty of Law and Administration at the University of Warsaw. She is also a member of the prestigous RICS association, which brings together the professionals from real estate and construction industries.

Veronika Schmid-Lutz (SAP) elected Chair of OPC Foundation Board of Directors In this key position, the Chair manages the strategic and tactical directives of the Board of Directors and ensures the marketing, technical, and overall business activities of the OPC Foundation consistently align with its vision and objectives. In addition, the Chair organizes and calls the Board of Directors meetings and engages directly with the organization’s infrastructure. The Chair position requires a dynamic leader who can navigate the political, business, and technical challenges associated with a standard setting organization.

Colliers International strengthens its property management department Colliers International, the industry-leading global real estate services company, is strengthening its team in Warsaw. The position of Associate Director in the Property Management Department has been taken up by Agnieszka Milczarek, who will supervise the work of several property managers in Warsaw, Krakow and Trojmiasto. She will also be responsible for building and developing relationships with customers. Agnieszka has worked with Colliers for ten years, most recently as Senior Property Manager.


New Executive MD of EMEA Occupied Services Colliers International will strengthen its EMEA Occupier Services platform with the recruitment of Andrew Hallissey, who will join the firm as Executive Managing Director of EMEA Occupier Services. Andrew will drive strategy, client service delivery and spearhead the growth of the firm’s occupier business in the region. Andrew Hallissey joins Colliers from CBRE where he has held senior leadership roles within their Global Workplace Solutions business in Chicago, Hong Kong, New York and London. He has gained extensive global experience advising large corporations on their global real estate organization and strategy over the last 18 years, having worked across EMEA, North America and Asia Pacific. Andrew also currently serves on the global board of directors of Corenet, the leading global association for the corporate real estate profession. In this new role with Colliers International, Andrew will report to Chris McLernon, EMEA CEO; and lead integrated service delivery for all occupier clients specialising in corporate real estate services, portfolio strategy, transaction management, brokerage, lease administration, project management, workplace services, and facilities management outsourcing advisory across the EMEA region.

Outsourcing&More | September – October 2018

Comprehensive support for shared services & business process management

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contact: www.adaptivesag.com, contact@adaptivesag.com

Change Management and Communication


Italian passion in Polish business Giudo Bianchi talks about his beginnings in the role of Country Director at Spring Professional.

Kamila Czyżyk, Pro Progressio: Prior to becoming Country Director Spring Professional, you were responsible for Badenoch&Clark development in Milan. What convinced you to leave your home country and continue your career in Poland? Giudo Bianchi, Spring Professional: In Italy I was involved in the start-up and development of both Badenoch&Clark

In my country, the lack of job opportunities for young people is a very pressing problem with serious social repercussions. In Poland, the unemployment rate has fallen below 6% and anyone who can and wants to work – does it. In the worst case – not in their profession. and Spring Professional. In less than 4 years we became market leaders, with more than 230 people in 10 branches. All of this has been achieved under conditions of stagnation in the Italian economy. Meanwhile, Poland’s GDP is growing


dynamically. In July, the NBP revised its estimates of GDP growth to 4.6%. In such conditions, the growth potential for companies such as Spring Professional is very high. Recently Spring celebrated its second birthday – we are at the beginning of an exciting journey. It was the perspective of development and work in such dynamic conditions that was decisive for me to move to Poland. It cannot be denied that Italians and Poles, in terms of temperament, are like “fire and water”. Poles are less expressive. Do you also feel this at the level of business relations? How different is the Italian businessman from the Polish one? Of course, I see differences, but not as many as I could have expected before I arrived here. In the last two months, I have met mainly with the C-level management of companies. The way in which they negotiate or build and maintain business relations is very similar in Poland as in Italy. This is probably also due to the fact that many managers in Poland have experience of working abroad. Today’s business is often transnational, cultures and traditions overlap. Poles feel very comfortable in such reality.

In your area of responsibility for the development of Badenoch&Clark in Milan, you have been faced with challenges in recruiting specialists on a daily basis. Which of them are the most needed on the Italian market at the moment, and why? Export managers are for sure in particular demand. The Italian economy is not growing, and the local market is sometimes too tight for ambitious, growth-oriented companies. That is why there is so much demand for people who will be able to find new markets, sell products or services abroad. Of course, the Italian labour market also suffers from a shortage of specialists in areas where they are scarce almost everywhere in the world. Many positions are awaiting specialists in web marketing, social media or the broadly understood Industry 4.0. The Adecco Group recently published a report entitled “Skills of the future – the fourth industrial revolution in Eastern Europe”, in which we pointed out problems related to the mismatch between employees’ skills and business needs. This is a pain that affects not only Poland or the region of Central and Eastern Europe, but also Italy.

Outsourcing&More | September – October 2018


Comparing these two markets: Italy and Poland, can you say that they have similar challenges and problems, or are they completely different? In Italy, the unemployment rate is at the level of 10%, and in the under 30 age group it reaches as much as 40%. In my country, the lack of job opportunities for young people is a very pressing problem with serious social repercussions. In Poland, the unemployment rate has fallen below 6% and anyone who can and wants to work – does it. In the worst case – not in their

market can learn from Italian. However, I can already see that in the area we are focusing on – the recruitment of middle and high level managers – there is no shortage of good practice. In Poland there are excellent candidates and employers who offer them appropriate conditions for development. However, the “employee market” is a situation which is not favourable for companies, the conditions for development are difficult. Hence the growing demand for professional intermediation, such as Spring.

To sum up our conversation today, what can we wish you in the coming months, and what can we wish Spring Professional for its 2nd birthday? I would like my first winter in Poland So what practices are missing not to be too cold! on the Polish labour market and what can we learn from the Italian market? Spring Professional, on the other hand, This is a difficult question. I have needs one thing – talents. We are been in Poland for two months – looking for the most talented canditoo briefly to say what the Polish labour dates on the market for our Clients, profession. Although, as I mentioned, there are also positions on the Apennine Peninsula where there is a permanent shortage of qualified specialists.

Outsourcing&More | September – October 2018

Today’s business is often transnational, cultures and traditions overlap. Poles feel very comfortable in such reality.

but also for ourselves. We are constantly developing and with open arms we welcome on board young people with broad horizons, focused on comprehensive development in various areas of business, far beyond HR. Thank you for the interview. I wish you many warm days and successful recruitment processes.



What do you miss? Employer branding at the source Employer Branding, or, in other words, all the activities of a company aimed at creating coherence in the minds of employees and making them feel that the company is “their” employer and they chose it specifically as the place to work in. This applies obviously to both the current and potential employees. What is worth creating within the company’s activities, then, in order to achieve the effect of a desirable workplace or a workplace that fully employs the personal potential of employees?

From the point of view of a training service provider who constantly meets clients and talks to them, it is worth considering what an employee really needs these days in order to want to get up in the morning and go to work with a smile. Internal Employer Branding refers, among others, to the atmosphere at work that should facilitate development. What is really the point here? As a manager of a team of trainers and coaches I receive a lot of feedback regarding the development processes that they lead. I also keep being a practicing coach/ trainer myself. Employees come to trainings with some internal resistance already within them. This resistance comes for different sources:

– I am taken away from my operations that already do not fit the temporal framework intended for them, – I do not understand the reasons for me participating in this particular training, – I do not see the relationship between the subject matter of the training and the company’s vision and strategy and, first and foremost, my everyday work, – my objectives define a completely different development directions, based on my values, – and many more... Values are the most important force that guides people. It is worth for them to be a guiding force for the company as well. Obviously, the majority of organisations would mention here the fact that they already have their values defined, but according to our experience gathered during presence in organisations undergoing developmental processes, it is purely theoretical. Even if the company employs values in its communication with employees, these values are not understood and people within the company often do not identify with them.

It is a good idea for people responsible for the field of EB to ask themselves the following question: What does our employee miss? Outsourcing&More | September – October 2018


The “environment that facilitates develop­­ment” means supporting the employee physically, mentally and intellectually while relying on values of individual people and company values. It also means supporting the employee in actual use of their potential, taking into consideration their talents, unique features, resources, and source of motivation and knowledge on the moment they achieve the state of FLOW. What is helpful here is the develop­­mental processes that replace the traditional trainings. We keep selling more and more processes such as individual and group coaching, team coaching, and facilitation, including visual facilitation. I notice a shifting trend within this field. I also notice that companies start understanding that working with an external trainer/coach, based on actual, real situation within the company becomes a great value, a great improvement over the forms of training that have their objectives set in advance. It obviously requires combining multiple roles on part of the training leader and excellent skills in working on a “living system” such as a team or a group. In practice, however, it provides excellent results. Internal Employer Branding should currently take advantage of the key question of ZEN Coaching: What do you miss?* To be more specific: it is a good idea for people responsible for the field of EB to ask themselves the following question: What does our employee miss? It is a profound question that demands an honest answer, one that discovers the areas required to feel satisfied “here and now”, at that workplace, in that team, in this specific project, in this specific task... Let us pay closer attention to two developmental processes that provide space for work based on modern challenges a team faces. TEAM COACHING

Effective team coaching is an activity that is more and more desirable within the organisations in view of the dynamically changing reality. There are significant political and economic changes taking place. The markets fluctuate fast and the technological progress is so quick that yesterday’s solutions may * www.zencoachingpolska.pl

not be valid today. And strategies that are efficient today may not be efficient at all tomorrow. Team coaching has a one final objective – to enable the team to do efficient work, which it will be able to do on its own, without a coach, and to make the team members aware of their potential and able to take advantage of it. From that stems a clear need to work not only on team objectives, but also on the form in which its members work with one another. Team coaching provides an opportunity to increase work efficiency, since it is implemented in the form of continuous learning. The process of learning is understood not as gaining specialist knowledge, but rather as “producing” new knowledge resulting from reflection over actions undertaken, tasks analysed within the project, and synergy of team members’ knowledge. A team coach is going to ask the participants the following questions after every session: What will you do after the session? What actions is each of you going to undertake? Meanwhile, at the beginning of the next session they are going to ask: What have you done and what have you learned through it? This method of working assumes lack of authoritarianism and delegating responsibility to team members. Such activity aims at enabling the team to take responsibility for their own decisions and actions, as well as releasing motivation and energy needed to make a change.

Team coaching works on the objective of a team – a single common objective. Meanwhile, group coaching focuses on individual objective of individual group members within a given project and during a given phase thereof. The techniques employed by a group coach inspire the group members to generate creative solutions, but what is invaluable in this process is the element of a group, which

Team coaching works on the objective of a team – a single common objective. Meanwhile, group coaching focuses on individual objective of individual group members within a given project and during a given phase thereof.

results in mutual stimulation for further development within the field of inspirations, ready solutions, experience sharing and the valuable completely different perspective of another person. Group coaching extends the group’s perspective with aspects that have not been visible prior to the session. It provides space for exchange of ideas, abandoning limitations, and mutual support, and all of that translates to development. And it is exactly the kind of development that answers the question: What do I miss now? When implementing a given project, in a given department, when working on a given objective or a challenge, on a specific Team coaching encompasses also day and with specific resources that team integration, and by focusing I discovered at today’s session thanks on actions, decisions and actual results, to the group perspective. it provides foundations for systematic learning and, therefore, development Both methods discover genuine values of the participants. This, it provides of both the team and the group. They results that are more permanent and also show understanding of these values rooted in the actual system of rela- and unravel their true source. Thus, they tionships and dependencies, as well provide a wealth of knowledge to people as in a real context. The strength of this that handle EB within the company. method consists exactly in the fact The results and conclusions from such that it is a way of learning and there- session make it possible to design in detail fore it fits perfectly into the “learning the activities within the scope of internal organisation” paradigm. Everyone can EB, based on actual knowledge of what learn from themselves and others, the employees need in a company in order and together we can achieve more to feel truly satisfied, taken care of, helped than a single person can. The strength with development and supported consists in the sum of creativity by their employer. What become the key of individual, the energy released and is the knowledge of where the potential the mutual inspiration. of team or group members lies and how to develop it efficiently in further EB This is where the strength of group projects. For if we open the door for conticoaching shows – many heads are nuous growth, we do the best possible better than one. work within the field of internal EB. 

Outsourcing&More | September – October 2018

Aneta Jurewicz, Development Manager, Hutchinson Institute



RELOCATION – the candidates expect more Professional changes combined with a change of place of living may be quite challenging for the candidate. Companies increasingly offer relocation packages, which should help candidates both moving and adapting to a new environment. Candidates willingly use this type of offers, hoping that such change can positively affect the development of their careers.

64% of respondents indicate that financing the move by the company is a strongly motivating factor. The professional support in finding a job for a partner of a new employee would also be important - this is what 55% of respondents believe.

National-wide recruitment processes have become a standard. Employers are noticing a shortage of specialists in specific areas and they abandon limiting searches of the employees only in the immediate vicinity of the organization. Furthermore, candidates are open to professional changes, including those related to moving to another location. Readiness to change and willingness to talk with the recruiter is high. A survey carried out by the SSC / BPO team in HRK SA (HR consulting company) shows that 63% of candidates from the SSC industry are currently considering a job change, and the need to relocate would not be a problem for them. GREATER OPENNESS

A few years ago, professional mobility was mainly associated with foreign trips. We are currently observing a very intense increase in regional mobility – not only between cities, but also voivodships. Candidates are more and more open to relocation (alone or with the family) to a place where they will be provided with better pay and more attractive living conditions.


Before making the final decision, candidates make detailed calculations related to the possibilities offered by the new job. It is difficult because of various kinds of fears, including loss of the newly acquired employment. On the other hand, the tendency to take on challenges is getting stronger among employees, especially in the areas where the number of specialists is limited, as it is in the SSC / BPO sector. The candidates’ openness for relocation concerns both temporary mobility (work during the week, return home for the weekend) and permanent mobility. The observations of consultants from the HRK SSC / BPO team show that candidates are increasingly suggesting to their employers they are open to relocation, including the possibility of working in the company’s structures outside Poland.

67% would decide to relocate to a change jobs, while among those aged between 34 and 50, readiness to change their place of residence is about 57%. ADDITIONAL SUPPORT

While deciding whether to accept a job offer in another place, candidates pay attention to the possibility of development, higher remuneration or the prestige of working in a better company. Most often, they decide to relocate to larger cities because they realize that it will be easier for them to find attractive jobs Although it may seem that young in business agglomerations. people without obligations are more open to relocation, the results of a study Experienced specialists have always been conducted by SSC / BPO HRK show that able to count on satisfying employment the age of the candidates is not very conditions regardless of the situation important when deciding to change on the labor market. Currently, however, jobs and the place of residence. Open- the offer of high earnings is not a guarness to relocation is equally high among antee that the candidate will accept people who are at the beginning the offer. Thus, a high level of remunerof professional career as well as those ation is just one of many factors that with many years of experience. Among can motivate a candidate to change his respondents under the age of 33, place of residence.

Outsourcing&More | September – October 2018


Candidates increasingly pay attention to the organizational culture of the company, i.e. everything that creates a working environment. The style of management, the behavior of employees and supervisors are more and more important. The candidates who value their psychological comfort want to work in an environment characterized by a pro-employee management style, without excessive stress and constant pressure on the results. Therefore, many people are looking for information about the company to which they apply, even at an early stage of the recruitment process. When browsing social networks, candidates pay special attention to: the company’s location and distance from the place of residence, benefit packages offered, nursery / kindergarten facilities, schools in the immediate vicinity of the company, training offer, remote work opportunity, flexible working time, work atmosphere and office equipment and decor.

Today’s employees value the possibility of professional development more than the conditions of employment. This is a strong motivation factor to move for 86% of candidates in the SSC / BPO industry, and only for 6% it does not matter. For comparison, the form of employment contract offered by the employer is important for 64% of candidates. The need for a balance between private and professional life is also highly rated by participants of the study conducted by the HRK SSC / BPO team. For 73%, a good level of work-life balance may be a motivator to make a decision about starting work in a new organization and relocate to another city. What other, less standard, support from employers would applicants expect? 69% feel that an additional motivator for relocation would be a flat rented and payed for in the first weeks by the employer. 64% of respondents

Outsourcing&More | September – October 2018

Among respondents under the age of 33, 67% would decide to relocate to a change jobs, while among those aged between 34 and 50, readiness to change their place of residence is about 57%.

indicate that financing the move by the company is a strongly motivating factor. The professional support in finding a job for a partner of a new employee would also be important – this is what 55% of respondents believe. The situation of employees on the Polish labor market has not been so good for a long time. The low unemployment rate means that candidates can literally pick and choose from jobs offers and change jobs in the hope of further development much more willingly than a few years ago. However, the level of interest in relocation is closely related to the attitude to professional changes – the active candidates are much more likely to decide to accept work in another Krzysztof Stanczykiewicz, location than the passive candidates Business Unit Manager with the sense of employment stability. SSC/BPO, HRK S.A.




– so close yet still, so far away

One of the greatest needs of people in managerial positions is to inspire respect, enjoy recognition among their employees and receive evidence of appreciation from their supervisor. And just like in life – it takes a grand effort and work to achieve the greatest needs and mainly, it’s your own effort. Authority and respect – how to build them in the eyes of colleagues as soon as possible?

In the first place, one must come to terms with the fact that there is no shortcut in building authority. The tricks, performances and emphasizing your position will not work here. It's a long process that will be accompanied by ups and downs. I used the word “process” consciously, because it is a set of behaviors, tools and repetitive methods each time a new employee joins the team or when you start working with a new group. The thing is to do it consciously and with mindfulness. Being a manager is a fascinating role, ennobling but also demanding. So let it be your journey with adventures, and treat this article as signposts and stations with tasks. STATION ONE – WHY DO YOU NEED THE AUTHORITY FOR?

Answer the question for what purpose you want to build an authority. In other words, why do you need it? Regardless of whether you are a manager who has advanced within the organization and


now manages a team that you have just been a part of, or if you are entering a new company where you already have a team established, you need to specify the direction to which you are heading. If you focus on the authority itself, you will mistake the tool with the goal. Respect is meant to enable you to do more. It is an instrument that needs to be tuned in order to harmonize with other members of the orchestra. In my work, I meet with the urge to engage authority in order to more effectively enforce tasks, meet a set of goals or have peace of mind at work. I remember the answer of one client who said he wanted to "be listened to". When asked about specifics, he added that he had the impression that people did not listen to him, that he did not feel important. And that was the turning point. Because it was his felling, even doubt, whether he was listened to. What's more, he was afraid for his own worth. And

that's fine. We have the right to various fears. College doesn’t really teach you how to be a manager, and the organizations are rarely equipped with the right set of tools and knowledge to do that either. Often it is a lonely road on which it is easy to make a mistake in choosing a direction. However, only when you realize your own fears, you will be able to tame them and move on. In the long distance that means to achieve goals, cooperation and satisfaction with the successes. THE SECOND STATION – WHAT BUILDS THE AUTHORITY?

In order to be an authority for others, you must first build self-respect and be such a boss in your eyes that you would like to work with yourself. So what would your perfect boss be like? What are the characteristics of him/her? What behaviors would rise the authority? What principles would be followed at work? Charisma is certainly a trait

Outsourcing&More | September – October 2018

CAREER & DEVELOPMENT Regardless of whether you are a manager who has advanced within the organization and now manages a team that you have just been a part of, or if you are entering a new company where you already have a team established, you need to specify the direction to which you are heading.

that makes it easier to be a leader and gain recognition in the eyes of others. I even heard that you cannot be a good manager without it. And here I disagree. In the eyes of associates, it is worth being credible and coherent, and that allows to clearly define the principles and frameworks for cooperation. It happens that the very word "principle" generates resistance. Since our childhood we were being taught the principles of: moving on pedestrian crossings, allowing the primacy, etc. There are so many rules that we can have a sense of life in a permanent compulsion. However, if you understand what this rules are for, you start to treat them as a tool that facilitates and simplifies your life, and in terms of teamwork, the principles are the condition for trust, without which it is difficult to effectively cooperate.

of fair play. It's the same with team collaboration and your authority. The good news is that when you lead a team, you are the one who sets the rules. Create your list of rules that you want to be respected by your team. They can be about meetings, reporting, sharing ideas and many other aspects that are important to you. While defining them, focus on what is valuable to you: punctuality, openness, loyalty etc. If you have been a manager for many years, make a small summary of how far you accomplished the vision that has guided you since the first day since you took this position. To what extent do the principles of cooperation that you have developed allow you to achieve your goals? If you are not fully satisfied, return to your list of rules and find those that need refreshing or those that maybe need a total change.

If you play any sport, you know that rules apply in each of them. Especially when you want to develop a technique, and then in the face of competition keep the rules

You have defined the rules, determined how you want to work with your people and how you want them to feel with you. Now the hardest thing! You have to behave


Outsourcing&More | September – October 2018

exactly this same way. I wrote in previous articles that I do not know a person who would not like to be more consistent. Whether it's in a professional or a private life. We simply would like to be more faithful to our principles. In everyday life, however, we yield to the pressure of time, the opinions of others, the fact that it is easier to let go sometimes. There is nothing wrong with that. Sometimes such solutions are better in the short term. However, you do not create the rules for a moment. For intervention or isolated situations. The rules are the foundation. They build trust and predictability, which allows you to survive in crisis situations. You do not believe it? Think about it when you last participated in the fire drill? And what? Why are those drills performed at the least expected moment? Well, it is a training of principles that will allow you to save your life in the event of a real crisis. Therefore, come back to your list now, check how many of these rules you can follow. The rules of cooperation is not a wish



concert. If at least one seems difficult to follow – change it or enter it on the list of goals to achieve. Start with small steps. Train one rule at a time, until it becomes a habit, then move on to the next one. FOURTH STATION – DO NOT MAKE US GUESS

Performing tasks from previous stations will prepare you to enter the team. Monika Reszko, And this is another key moment.

Business Psychologist, Communications Expert

What do you think your co-workers need more: independence or support? – I asked such a question recently on one of the training courses for managers. 80% of participants replied that the ting their employees need most is support. I asked what specific support they expect. The discussion raged and it sounded like requests to Santa Claus. I asked another question: How do you know that this is how it is? There was

silence. It turned out that most of these needs were in the sphere of imagination of the managers. So how can you be sure that your employees really need it? It is a human affliction to make assumptions, projections and mind reading. It seems to us that if we know, we know the facts, others are also aware of it. And this is a serious mistake that results in disappointment and frustration, the risk of which, contrary to how it seems, could be easily avoided. Do not make us guess. Introduce your vision, the rules by which you want to work. Ask a question about what team members think about them and ask them for a proposal of rules that are important to them.

the readers of the messages worked every day in Warsaw. The example of one of my clients, the CEO of a production company can be the best illustration of the openness to co-workers. His oncoming was preceded with a whole lot of guesses and fears that there will be redundancies and further miraculous changes in the company, which will certainly be to the detriment of employees at the lowest levels. On the first day of work, he left his office, headed to the production hall and introduced himself to each operator, brigadier and fitter, handed him over and asked what was important to them at work. He gained respect through the fact that he showed it himself. He awakened Such a dialogue can take up to several the confidence through interest. He months. Forming a team is also a process, tamed the fears of giving space to them. but above all it is an extraordinary adventure during which you meet not only Very often in relations with my clients other people, but also yourself. I meet with the expectation that I will give golden advice, a universal method, something that will wonderfully develop, change or even repair what the manager in his opinion did wrong. Even if it were to be the only thing you will remember from this article, then understand that there is no such thing as a universal method. You can learn about good practices and solutions that have worked well FIFTH STATION – ATTENTION TO GOOD for others. However, the most important PRACTICES thing is that they are compatible with The "open door" is a very popular you and adapted to the context technique which aims to encourage of the organization or team with which employees to come to the manager with you work. Perhaps the above content ideas or challenges. It is also used to show seemed trivial to you and you have tested the team members their openness and your own ways and they are working well readiness to talk. However, what happens for a long time. However, if you have read when, after trying to enter the office, up to this point, it means that there is your employees hears: "not now", "come something to it and there is a point to, later", "now is not the right time"? Do not from time to time do a specific servicing be surprised if the next time he or she will and check how much we achieved pass your office without even a glance. in our vision of being a leader. Maybe it's I am also familiar with the example just that you are planning to promote of the head of the HR department, someone. Share your experience and which in the monthly communica- give others support, show solutions tions to the employees encouraged – even this article. You know that the road them to contact her personally. There to the moment of fulfillment is somewould be nothing wrong with that, if it times bumpy. Help others achieve their were not for the fact that her office was own championship – this will certainly located in the headquarters in Paris, and also strengthen your authority.

The "open door" is a very popular technique which aims to encourage employees to come to the manager with ideas or challenges.


Outsourcing&More | September – October 2018



Outsourcing&More | September – October 2018


HR DREAM TEAM. How to build it? Anna Majer, Human Recources Manager at 3M talks about the recipe for good team work, Dream Team 2018 Award and career path in HR industry.

Kamila Czyżyk, Outsourcing&More: First of all, please accept our gratulations for entire 3M team for winning the Special Prize in HR Dream Team 2018 contest. Could you share more details about the contest? Anna Majer, 3M: Thank you very much! We have received a special award in one of the 3 categories – “Development of Talents in the Company”. The jury recognised our original project called Development Action Plan. The justification accurately summarises the assumptions referring to the managing of competences in the context of strategic objectives of the company. Carrying out the project we relied on our experiences, understanding of business, directions of development of 3M Global Service Center (GSC), but also talent awareness and aspirations of our employees. It has resulted in creating a tool and a process which efficiently worked in the company. It is worth mentioning that the awarded project was conducted using our own

Outsourcing&More | September – October 2018

merits. Our HR Department comprises specialists of different areas and therefore our biggest value is team work, exchanging experiences, and sharing knowledge. The results of our projects are our common work. The name of the award is especially satisfying – HR Dream Team – since it emphasises the engagement of the entire team. What was the biggest challenge during the working process on this project? What is worth emphasising is the high pace of work in the fast-developing company where the dynamics of changes influence the execution of all initiatives. It is a positively inspiring challenge which generates numerous fantastic ideas and releases creativity. Even though it requires adapting to the fast-changing conditions, one of the key competences in our company, it gives a lot of satisfaction to carrying out the tasks. A great meter of the satisfaction of our 3M GSC team is the Great

Place to Work© title, presented to us two years in a row. It is a great privilege but also responsibility for the future. We are determined to maintain the high level, create even better work place, and appropriate organizational culture. Coming back to your question, the last two months mean dynamic changes in 3M GSC Poland. The company used the strategic approach towards further development of our shared services centre by moving here the analytically and technologically advanced processes. Thanks to this our employees may develop their skills in unique and advanced projects. New roles generate a large number of recruitment, both internal and external – within 3 years we have employed over 650 people. With such fast increase of the company, achieving very good results and carrying out the company assumptions, we reinforced trust of our global supervisors who make decisions regarding further development of the GSC and migrating more processes to our company. Every day we prove that it is worth investing in us.



Working with people requires many compromises, patience and understanding. What factors or motivational methods led your team to be "Dream Team 2018"? Frankly speaking, managing a team like this is something to be proud of. The current stage of development of the entire team is the result of very hard work of all its members and mostly business maturity and understanding of the role of HR in the company.

well experienced managers. It has been a great challenge but also a possibility to learn from their enormous professional experience. I have functioned in various environments, in local and global teams, and each of these experiences have been really meaningful for me. 3M GSC currently hires more than 650 employees in Poland. What can a person that plans to work in 3M’s office unit anticipate from the employer?

Our corporate culture is based on listening to employees. One of the examples is the tool we introduced last year - 3M Pulse. In 3M GSC Poland we are perceived as a partner who understands business and its needs well. Our expertise combined with varied experiences and competences are also significant. It is important – be close to business, take part in making strategic decisions and constitute an integral part of all the departments which create 3M GSC Poland. When we ask people working in HR businesses about their motivation to work in this industry, their answer is simple: human factor. In your case, working with people was the biggest motivator to be associated with the industry, or did other factors decide? Working in HR is varied, dynamic, and therefore very interesting. Each organization, especially a global one, is a meeting place for different points of view, needs, and generally diversity. For me, that was the deciding factor which convinced me to work in HR. Professional Human Resources Department does not only mean support for a series of processes in each company; it means supporting people and manifesting high level of sympathy for their situations and problems they come across, amongst others. Ability to manage emotions in the company in general, and own emotions in particular, is a key competence of every good HR employee. I was lucky enough to have amazing supervisors who gave me the possibility to develop and work in different areas of HR. From the early stages of my professional career I have had the opportunity to work with


I think that it is important for the employee to have the possibility to fully use their competences. It boosts natural engagement. Recognising the results of this engagement is incredibly important since it builds an employee’s commitment regarding the point of what she or he does as part of their duties. The large part of the team is looking for something more; therefore, creating the environment where company invests in the development of new skills and competences is the foundation of every good company. Very often it means engaging people in the decision making processes, it always comes down to openness and listening to employees’ needs; since they are all different – the number of options and possibilities of addressing them is enormous. We are aware of the fact that all of these elements are important and that we need to offer them. Every day we work to fulfil these challenges and I think that the already mentioned Great Place to Work© prize constitutes a certain quality certificate for what we do; 70% of the general assessment come from the employees. The remaining 30% is the external assessment based on the policy and processes audit. What is more, I think that the role of HR, and also team leaders, is to create a strong brand of the company. And I am not talking only about the external building of the employer’s brand but more significantly about what we do for our in-house employees. We know that our employees are highly receptive in differ-

ent areas and want to experience work on many projects. 3M GSC Poland provides such opportunities. We are part of the company operating globally, we cooperate with many units of 3M, we take part in international projects, results of our work are recognised and very often we cooperate with people on high positions in the structure of the entire 3M. On the other hand, despite the global character and large scale of the company, personal attitude towards the employee is crucial for us. The award winning project – HR Dream Team – is the proof which refers to individual development plan for our employees. Coming back to your question, the thing a person trying to start a professional career may expect from us is the respect towards other person and her/his creative skills. Our corporate culture is based on listening to employees. One of the examples is the tool we introduced last year – 3M Pulse. We use it to measure all aspects of the employees’ everyday life. Every employee has possibility to answer the given question and share their opinions. We conduct the open door policy, we often talk, we have daily meetings where the employees report their problems, doubts, and, what is important, ideas for improving processes. Of course, we not only listen but we also undertake specific actions. The award I mentioned before is not only a privilege but most of all, a great material to work with people. When we received the Great Place to Work© award we met with each team (there were over 40 of them), analysed the results of the survey and together we developed plans for securing the main needs which we are now carrying out. To sum up, we counted up over 380 actions for different groups! We are really improving our work environment together with our employees. What they say is very important to us since they create this work place and shape the organizational culture. What position is in the greatest demand? Currently we experience significant increase of employment. It goes up in all areas and this trend will remain also next year. Marketing & Sales Operations and IT Departments are two areas which develop in the new directions.

Outsourcing&More | September – October 2018


For the end of our interview, I’d like to ask you a tricky question: Do you think that there are irreplaceable employees? Yes, I do. But what I mean is that we are all different and we all carry different accumulated experience and situations which created it. Therefore, whenever someone takes up a new role, e.g. in a different department, covering for another person – the difference is noticeable. However, it is important to draw the added value on the change which brings new quality. Sometimes we think that someone is irreplaceable and only this person can carry out specific tasks. However, this is a common trap which does not allow fantastic employees to develop. This way other specialists are also blocked and it is impossible for them to replace the current expert. In 3M GSC we pay close attention to this issue, we do not build silos, we do not hold employees by force “because someone is irreplaceable”. We look cross-sectionally and develop talents in different areas. Maybe an external analysis of how the carrier paths are shaped in our company could be surprising in the way people from various departments make sideway moves to different departments, e.g. from HR to IT. We give such possibility because we focus on competences and not only experience in a given area. We believe in the internal recruitment. Information about every new position is first of all communicated to our employees and it often happens that despite lack of required experience we appreciate the potential, talent, and desire to develop. Experience is something you can gain quickly. To recap, I think that the ideal condition in the company is when the respect of an employer to employees and their creative abilities is balanced with the employees’ will to develop their skills and satisfaction from achievements and execution of the set goals. Moreover, the aim of all companies should be creating such conditions which will be automatically adjusting to the new needs, also the needs of tomorrow.

Outsourcing&More | September – October 2018

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