SPCC e-magazine 1/2020

SPCC SPCC e-magazine e-magazyn SPCC

AKTYWNOŚCI

ACTIVITIES SPCC

SPCC

SPOŁECZNOŚĆ

COMMUNITY SPCC

SCANDINAVIAN SKANDYNAWSKIE INSPIRATIONS INSPIRACJE

The way towards a “new normal” in workplaces, on the labour market, in the economy.

No 1/2020

# NEW NORMAL

SPCC Patrons:

foto: Lorem Ipsum foto: Lorem Ip

No 1/2020

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SPCC IN THIS ISSUE:

SCANDINAVIAN

ACTIVITIES

COMMUNITY

INSPIRATIONS

SPCC ACTIVITies

3–6

p. 5

Letter from the Managing Director

p. 10

Business in times of pandemic - threats, changes, chances

7–26 n, Marco Eichhor ger General Mana ection Hotel Radisson Coll

Poland Macro Update New normal for the hospitality industry

New normal on the labour market

Currency risk in international trade in the COVID-19 era - what every entrepreneur should know.

sCANDINAVIAN InspiraTIONS

27–28

Corporate social responsibility in an era of COVID-19

Dorota Dąbrowska-Kobus, labour law specialist, attorney-at-law at Peter e Nielsen & Partners Law Offic

Selected solutions to counteract negative consequences of COVID-19 epidemic in the scope of employment relationships

p. 15

Let’s not forget why we’re coming back to the office

BUSINESS STRATEGY BEYOND COVID19

foto: Lorem Ipsum

Magda Szubert, ager Concept Development Man Ecophon Saint-Gobain

Skanska implements new safety standards in office buildings and creates the new office concept

SPCC E-magazine: Scandinavian-Polish business community online E-magazine is a quarterly publication in online format distribu­ ted­by Scandinavian-Polish Chamber of Commerce (SPCC) among wide group of readers interested in Scandinavia and Scandinavian-Polish cooperation. We reach SPCC Members, business organizations, media and individual readers interested in topics related to Scandinavia.

p. 19

p. 17

Editor: Ewa Lisiewska-Szczygieł PR & Communication Manager Skandynawsko-Polska Izba Gospodarcza elisiewska@spcc.pl phone 22 849 74 14 Follow us on:

Alexandra Kazimiers ki Executive Director Morgan Philips Exe cutive Search

SpCC COMMUNITY

Letter from Managing Director

months, organized with your engagement was focusing on supporting business with information on relevant issues around HR and employment, economic impact, government anti-crisis shield packages, leadership, uncertainty management and new tools needed in working remotely.

We are also proud to take business support to the next level introducing new benefits, new programs and new ways of promoting your solutions. The reception from you was great and I am convinced that these new tools will stay with us after COVID19 has gone.

In this special edition of SPCC E-magazine you will hear from a number of businesses responding to the Covid19 crisis and how some of them can support your business.

Dear SPCC Members, As we are going through really challenging time we had the chance in past few months to observe true leadership in the Nordic business community based on Scandinavian values: collaboration, innovation, social support, trust and equality.

There is no company that wasn`t affected by the crisis and it is with great proud that we see Members businesses providing so much support for the community. You as leaders showed your enormous engagement to stay strong, realistic and at the same time securing your teams and Polish society with so much needed supplies, donations, sharing your experience, knowledge and free advice and most of all staying together! The actions of the Nordic investors in Poland are excellent example how to deal with uncertainty and economic impact.

We are now all looking to the recovery process, and not forgetting that this recovery should be green. Our future depends now on the ways of implementation of sustainable solutions, circular economy, focusing on delivering more value to the society, environment, addressing current issues and making our businesses meaningful.

For us at the Chamber it was a natural step to immediately start thinking of how we can support you to go through this uncertain time. We reached out to our Members and offered to help wherever needed. As a result, we launched our first webinar already three days after the lockdown was announced. More than 60 webinars in past three SPCC e-magazine

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We showcase many of your actions, present new benefits for Members, summarizing also a transformation of SPCC activities and we hope the magazine will be also an inspiration and a reminder that we are here for you.

We really appreciate our Members engagement in SPCC new programs and webinars, offering your time, knowledge and expertise to other Members, to each other.

SPCC is looking for new opportunities in the developing areas of the Scandinavian-Polish cooperation, stimulate discussions on relevant issues, represent the voice of our Members to the Public Sector, now even more important than ever.

SPCC aim is to introduce you with relevant examples of this activities, we deliberately move the agenda forward, step by step. We rely on our members to help us, for signaling what is important to you, what trends you see ahead.

This is a synergy we want to create over time with members, partners and friends on both sides of the Baltic Sea. We plan to welcome you all in September during the SPCC Annual General Meeting (September 10th), Green Recovery Conference and many new occasions – as we miss our inspiring and meaningful conversations over fika.

Please reach out to us if you think we can help in any way.

Stay safe and we hope to see you all soon not only on virtual platforms.

Agnieszka Zielińska Managing Director 03

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Business in times of pandemic - threats, changes, chances During the last three months, the well-known rules putting our world into order have suddenly changed. Flexibility and the ability to adapt to changes has become a necessity, both for SPCC member companies and for our organization as well. Online activities, so far complementary, have replaced almost completely all other forms of communication.

New circumstances - new solutions In March, we faced many uncertainties, but one thing was clear directly: in the new situation, we must quickly create a new model that will support member companies as effectively as traditional forms of networking.

We quickly realised that in times of crisis and isolation, the need for contacts, exchange of information and experience is even stronger than before.

As the first step, we invited experts to cooperation to provide member companies with information they need to go through the first phase of economic shutdown. Together we were looking for answers to questions about how to organize remote work, manage dispersed teams, solve various legal problems or benefit from anti-crisis shields. Meetings devoted to economic prospects and analysis of the situation in Poland and worldwide enjoyed great interest.

SPCC ONLINE:

60 webinars 6 meetings with Nordic Ambassadors 700 participiants at SPCC online events Communication with the authorities SPCC national sections online meetings with the Ambassadors of Sweden, Norway, Denmark and Finland proved to be an important and appreciated form for SPCC e-magazine

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gatherings. They allow us identify the problems most often faced by Scandinavian investors, which leads to more effective communication with the authorities.

We also develop public affairs support by intensifying cooperation within the International Group of Chambers of Commerce, IGCC. Common positions and recommendations of entrepreneurs have been reflected during the meetings with representatives of authorities and in eight official letters addressed to ministries and government bodies.

On behalf of entrepreneurs, we drew attention to the most urgent issues, such as the liberalisation of certain requirements of an administrative 04

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nature, which are difficult to implement in the current situation, at the same time a failure to fulfil those obligations entails the risk of serious consequences for entrepreneurs.

Those activities led to several changes were introduced to the Shield 4.0 project, among others, it was decided to extend the validity of tax residency certificates; during the epidemic it is also possible to use copies of certificates.

New benefits and new services for the new time This crisis is different, it affects every area of the economy. Unprecedented situations require fresh solutions, therefore SPCC has created new services to support member companies.

If you are interested in getting advice or would like to join the program as an expert, please contact us: expert-support@spcc.pl

New members in SPCC social media Each member company is an important value for our Polish-Scandinavian community.

Unfortunately, we do not have the opportunity to welcome new members into our midst during business mixers, as we did before. Therefore we encourage you to follow SPCC profile on LinkedIn, every Monday we present there new companies that join the SPCC.

SPCC Sales Support It is promotion and effective support of member companies’ offers. Tell us what you want to offer other members and we will communicate your offer in social media, on our website and in the Sales Support Newsletter.

Every Thursday we present new offers for the Scandinavian-Polish business community and encourage you to benefit from them.

New offers can be sent to: spcc@spcc.pl.

SPCC Expert Support Knowledge and up-to-date information are essential tools, especially in the current situation.

Professional advice from a qualified expert can help you evade costly mistakes and show you the right solution.

Thanks to the new SPCC Expert Support program, member companies can get an individual advice from experts who share their knowledge for free.

We currently offer advice in the following areas: coaching, economics, HR, law, online solutions, real estate.

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This year’s summer will also be special. All programs launched during last months will be carried out without summer break. We will continue to organise online meetings and webinars during the holiday period. The situation is very dynamic and we want to be sure you don’t miss out on anything important.

We will inform about all activities by e-mail and in social media, follow us on .

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This year three new companies have joined the SPCC Patrons. We would like to thank all Patrons for their involvement and support of SPCC activities and the Polish-Scandinavian community.

7N A/S is a global, elite IT consultancy and agency with more than 20 years market experience in serving all aspects of critical IT projects. We work hard every day to help top IT specialists achieve fulfilling professional lives and satisfying earnings.

Founded in Copenhagen, 7N currently manages more than 1400 specialized consultants within a wide range of industries and leading companies in Denmark, Norway, Sweden, Finland, Switzerland, Poland, India and USA. 7Ns global reach brings with it increasing opportunities for both companies and consultants.

Mowi Poland S.A. is a part of the Norwegian Mowi ASA Group.

We specialize in farming and processing of Atlantic salmon and our products are available in 70 markets around the world. Every day we deliver over 7.4 million healthy and tasty meals. We meet one fifth of the global demand for salmon, which makes us the largest producer of Atlantic salmon in the world.

In 2019 Mowi ASA produced 435 thousand tonnes of Atlantic salmon, achieving a turnover of EUR 4.1 billion. Our farms, plants and offices are located in 25 countries around the world where we employ almost 15 000 people.

Since 2013 the Mowi Group includes Mowi Poland from Ustka which is the largest and at the same time one of the most modern salmon processing plants in the world. The plant provides fresh, marinated, hot and cold smoked products to consumers on three continents.

Apart from the plant in Ustka, in Poland we also own plants in Lebork and Strzelino near Slupsk. Our Business Support Centre is located in Gdansk and has been operating since 2017.

Saule Technologies was set up in 2014 by Olga Malinkiewicz together with Piotr Krych and Artur Kupczunas.

The company is the pioneer in perovskite technology, the main aim is a production and commercialization of innovative, flexible and ultra thin cells which have wide range of use globally.

Currently, Saule Technologies cooperates with local and global companies which are interested in PV foil in such areas as: BIPV (Building Integrated Photovoltaics), BAPV (Building Applied Photovoltaics), IoT (Internet of Things), e-Mobility. www.sauletech.com

SPCC Patrons:

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Poland Macro Update The COVID-19 shock: early lockdown, faster re-opening, renewed risks?

Poland implemented a quite strict lockdown relatively early on. The authorities started to close down the economy in mid-March, when the virus pandemic was still in its early stages.

allowances to people who are sent home from work in addition to the unemployment insurance.

Along with the lifting of the restrictions, economic activity is strengthening. High frequency indicators such as truck movements and payment data suggest that the economic trough was recorded in late March/early April but activity is now picking up. The demand for power is painting the same picture.

Poland came into the crisis with considerable policy space to counter the shock. Following the improvement in tax administration and high economic growth, the fiscal deficit had been brought to a balance, which had resulted in declining debt to GDP ratio, hovering just below 50% i.e. well below western European peers and the EU benchmark target of 60%.

On the monetary policy side, the policy rate had been kept at 1.5% for several years, leaving room to cut rates if needed. Inflation had risen on the back of the economic expansion, but was not exceeding the target range on a permanent basis. On the external front, the current account balance was also in balance, mitigating fears of any balance of payment pressures on the back of the shock.

Fiscal and external imbalances had been annulled before the crisis…

Forceful policy response will mitigate the hit to the economy

…leaving public debt at moderate levels Source: IMF World Economic Outlook database April 2020, Macrobond Financials, Danske Bank

Although the indicators are pointing in the right direction, the economic setback is still large. PMI manufacturing slumped to its lowest level in April. Retail sales dropped by 22,6% in April y/y. Wages in April in production sector fell as companies are cutting wages in response to the economic crisis. Government measures are helping to mitigate the negative effect by scrapping social security contributions for the smallest companies and paying one-off SPCC e-magazine

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Source: IMF World Economic Outlook database April 2020, Macrobond Financials, Danske Bank

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spcc community Both the government and central bank have acted early and vigilantly to mitigate the corona shock. Both entities acted in mid-March even as the scale and impact on the Polish economy were unknown. The efforts focused on providing liquidity to markets, households and companies to bridge the shock and to prevent it from turning from a liquidity to a solvency crisis.

On the fiscal side, the government has embarked on one of the biggest fiscal easings in Europe and globally. In its recent convergence programme, the fiscal deficit is expected to widen to -8.4% of GDP for 2020. However, this does not include the effects of the potential cancellation of loans provided by the Polish development fund to companies hit by the crisis. The scheme is PLN100bn (or 5% of GDP) and in the design of the scheme 60% of the loans can be forgiven to companies. This would probably take place in 2021, but may be recorded in fiscal terms in 2020. It is currently too early to say to what extent the programme will be taken up, but conservatively the full extent of forgiveness should probably be taken into account, which would bring the fiscal deficit to -11.5% of GDP in 2020 (see table). Given the deterioration in the economy and higher unemployment payments and lower tax revenues, the automatic stabilisation would account for 4% of GDP. On the monetary policy side, the central bank has also taken quite unprecedented actions. NBP was convinced it had to react very fast to avoid a tightening of financial conditions. On 17 March, the central bank cut its policy rate by 50bp to 1% and decreased the reserve requirements for banks from 3.5% to 0.5%. At the same time it launched a QE programme purchasing government bonds with a view to 1) increase liquidity of banking sector and 2) in government bond markets as well as 3) facilitating implementation of monetary policy. On 8 April, the central bank cut its policy rate by another 50bp and expanded its QE programme to include bonds guaranteed by the state with a possibility of also including treasury bills.

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On the 28th of May interest rates were cut for the third time (down to 0,1% for reference rate) The monetary policy easing is aimed at both cushioning the economy and preventing a big fall in inflation. On inflation, the picture will be mixed. There is no doubt that inflation will fall as the shock will hurt the demand side of the economy. In addition energy prices will also be facing negative pressures following the sizable fall in oil prices. The exception is food prices which are increasing as a result of a drought for a third year in a row.

Inflation is set to fall

Note. Eurostat HICP numbers are used Source: Eurostat, Macrobond Financial, Danske Bank projections

As the crisis evaporates and the economy opens up, we think it is necessary for the NBP to consider exit strategies from the unprecedented monetary policy easing.

On the QE side, this is partly facilitated by first scaling back the QE and then reducing the holdings of government bonds, which will be helped by primarily buying at the shorter end of the yield curve. We think it will also be necessary to raise rates at some point as economic activity strengthens.

However, the neutral interest rate will probably be lower for a considerable period due to lower investment and higher savings but also demographic reasons. Hence the rate may not be increased to its previous level.

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spcc community Recession yes, but less deep than in other countries

The zloty has weakened along with CEE peer currencies

The Polish economy will be in a tight spot in 2020. Despite the significant fiscal and monetary support, the Polish economy will not avoid experiencing a significant contraction in Q2. Not only is the economy directly impacted by the loss of output related to the lockdown, but also by the uncertainty generated by the virus (which will continue to linger for a while) as well as the global recession hitting external demand.

Investment is set to contract significantly, as companies will remain cash-strapped and uncertainty about future earnings prospects lingers. The government support packages will mitigate the hit to household income and the self-employed, which will limit the hit to private consumption.

We see a gradual recovery starting in late Q2 and strengthening in the second half of the year. This is assuming that the virus is contained and no further lockdown is needed. The Polish economic recovery in the second half will also be supported by a global recovery, which will boost Polish exports. However, we expect the recovery to be u-shaped without a swift rebound because: 1) Uncertainty about the pandemic will continue to linger, weighing on investment decisions. People will also be uncertain about shopping and travelling.

This effect will last for some time, probably until a vaccine or effective drug is found.

2) There will be a drop in wealth and the savings rate will be somewhat higher given the uncertainty. 3) Some restrictions will continue to be in place for some time. As a result, we see real GDP contracting about 4.0% in 2020, followed by a growth rate of 3.7% next year. This is slightly less than the median Bloomberg analyst forecast but less pessimistic than the EU and the IMF. When compared to other (European) countries the downturn and persistent output loss (by end-2021) are less pronounced. The sizeable fiscal and monetary policy responses play a role, but we also think that Poland will benefit from having a much smaller tourist SPCC e-magazine

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Source: Macrobond Financial, Danske Bank projections

sector than many other countries. These countries will be hit hard by the contraction in global tourism over the next year. with many fewer people travelling due to fear of contracting the virus. As can be seen from the chart above, tourism in Poland accounts for much less than in southern European countries and the ratio is well below the EU average as well as other eastern European peers and other emerging markets. Given Poland’s relatively big domestic market, it is less reliant on global trade and hence less exposed to the trade shock. While Poland will still be hit by the sizeable global recession, it is less sensitive to the global economy than its neighbouring countries. Finally, the country has built up a rather sizeable IT service and manufacturing sector which stands to benefit from the corona crisis given the need for telecommuting work services and robotic manufacturing production.

FX outlook After the strong recovery in the PLN, we see downside risks to our profile for EUR/PLN which targets 4.40 in 12M. However, we also see notable risks short-term which can drive the cross higher such as a reversal in global risk sentiment, not least driven by further deterioration in relationship between US and China and/or renewed virus concerns in advanced economies.

Report published on May 15, 2020.

Jakob Ekholdt Christensen, Chief Analyst, Danske Bank 09

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New normal for the hospitality industry Three months after the pandemic has started in Europe, the economy gradually reopens. We talk with Marco Eichhorn, General Manager of Radisson Collection Hotel in Warsaw, about the reopening of the hospitality industry, strongly affected by the lockdown.

The pandemic is unpredictable and we still don’t know everything about it. However we may try to identify the directions of changes.

How the new normal will look like from the perspective of hospitality industry?

At Radisson Hotel Group, the health and safety of all our guests, team members and partners remain our highest priority. COVID-19 has and will continue to alter the way in which people live, travel and work, as well as their expectations from the hospitality industry. Looking ahead, domestic travel will likely be the first wave of travel as restrictions ease and borders start to open following by international travel.

Social distancing, risk mitigation, reduced capacity – new limitations have an big impact on the revenue.

The World Travel and Tourism Council (WTTC) believes that’ once the outbreak is under control, it would take up to 10 months for the tourism sector to return to its normal levels.

How to adjust business to the new conditions? How to survive and recover? What is your strategy for the reopening?

COVID-19 has severely affected the world, the hospitality industry and our business. As a result, each hotel will continue reviewing their forecast and financial projections regularly. At this stage, we cannot predict when business will be back to normal, but certainly we believe it will improve month by month. We have seen positive results from our properties in China and APAC, which are in the next phase of their reopening plans. The most important consideration remains the safety and security for customers when travelling. We have also adapted our sales process to include enhanced flexible booking conditions for leisure and business travelers and group bookings to provide as much flexibility and planning comfort as possible.

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Marco Eichhorn, General Manager Radisson Collection Hotel

Each guest has different expectations about hospitality services, however now probably the crucial aspect will be safety. How do you prepare your hotel to meet the new expectations?

We want to reassure our guests that we are putting all the relevant measures in place to ensure their health and safety in this new era of travel. We have worked closely with a team of experts to review our existing health and safety processes and develop additional enhanced protocols as outlined in our Radisson Hotels Safety Protocol. This in-depth cleanliness and disinfection protocol was created in partnership with SGS and is designed to ensure the safety and peace of mind from check-in to checkout. Our 20-step protocol for hotels and 10step protocol for meeting and event spaces is currently being introduced across our hotels.

New cleaning and disinfection procedures, increased attention to safety in communal spaces including social distancing and hand sanitizing stations,, protective equipment, and updated training for team members are included in the new protocols.

Please find more information about the Radisson Hotels Safety Protocol here: https://www.radissonhotels.com/en-us/socialresponsibility/health-safety 10

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Adverstisement

Adverstisement

NEW OPENING NEW INTERIORS

Brand new comfortable rooms on our Executive floor and modern interior of our bar will make you feel relaxed.

Feel the difference RADISSON BLU HOTEL GDANSK reservations.gdansk@radissonblu.com Tel. +48 58 325 44 44

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Skanska implements new safety standards in office buildings and creates the new office concept Skanska has established several rules and adapted workplaces in Central and Eastern Europe to support its tenants returning to offices. The new offer called Care for Life Office Concept includes recommendations and consultancy regarding new hygiene and safety protocols, adjustment of existing technologies in Skanska’s buildings and reorganization of office areas. The concept is being developed for Skanska buildings in CEE in cooperation with external experts.

Skanska commercial development business unit in CEE is an office real estate market leader that operates on ten city markets in four countries: Czech Republic, Hungary, Romania and Poland.

In March 2020, due to the coronavirus outbreak, Skanska implemented several safety precautions for its employees and business partners, as well as on project sites to ensure safety of its people and mitigate the spread of coronavirus. This approach enabled the company to continue construction of the projects despite the challenges caused by the outbreak. Skanska office buildings are being delivered without significant delays. This was possible thanks to efficient cooperation between the investor and general contractor within the Skanska Group.

Skanska Spark office complex

Skanska was able to adapt to this new situation so quickly mainly due to flexibility in terms of working hours and home office rules, which already existed in the company. It would not have been possible without an extensive use of digital tools that greatly facilitate virtual meetings and everyday tasks. After nearly two months of working remotely, some employees are now coming back to offices. To provide employees with clear guidelines and information on the new set up, Skanska offices have been equipped with specially designed Visual Identifications that help follow social-distancing policies.

All the pandemic related interior communication is standardized and made from sustainable materials. It includes posters and floor markings

Skanska Spark office complex

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Skanska Spark office complex

with recommendations for every area or room in the office and general rules to follow Skanska put a lot of effort into developing new and adjusting core attributes and characteristics of its office buildings, by taking advantage of WELL certification and our new technology solutions like Connected

by Skanska, which enables touchless way of moving around in an office building.

In addition to actions that have already been taken

by Skanska within its own office space, knowledge and new safety standards are also shared with the

Skanska pays attention to the air quality in each building in the CEE region: 1. Ventilation is in operation 24/7 2. zAt nights and weekends ventilation is turned on, but the system keeps it running at a lower speed 3. Air handling units provide 100% fresh air 4. Humidity is controlled

Touch-free solutions and Connected by Skanska: 1.

Buildings are equipped with automatically opening doors and turnstiles 2. Contactless elevators can be ordered with a smartphone or QR code 3. Motion and occupant sensors improve building’s management 4.

Applications for smartphones allow electronic registration of guests with no need to get a building badge

Sanitizing plan for office space: 1.

Disinfection of workplaces and common areas is a standard 2.

Technical and operational measures against spread of the coronavirus are carried out by the building manager’s team 3.

Building rules posters and floor markings are in place

Skanska Spark office complex

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company’s clients – especially those who have decided to return to the ‘new normal’. Skanska thus is launching a ‘Care for Life Office Concept’ that is designed to meet the current needs of workplaces and its users. It will help identify areas that will balance safety, sustainability and feasibility and to rethink the design of modern office spaces with regards to possible future pandemic risks. Skanska shares good practices by providing tenants with professional advisory in the matter of office safety. With that the company actively responds to the client’s ongoing needs, or even helps to adjust existing and future fit-outs to new safety requirements. Cooperation between the owner, property managers and tenants is crucial to organize the return to offices process safely.

1. Safety-supporting implementations in Skanska office buildings

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2. Touchless way of work in Skanska office buildings Connected by Skanska operating system uses all its functions to let everyone experience the company’s buildings in a contactless and safe way – for example all people visiting the Skanska office in Warsaw, both employees and external guests, can enter the building using their smartphone or a proper QR code, which is sent along with the invitation to a meeting.

After passing the contactless gates in the lobby, the elevator is ordered automatically with no need to press any button in order to get to your destination. The same applies to the underground park, created in accordance with the concept of Activity Based Working (ABW), which can be accessed thanks to an automated system that recognizes cars’ registration plates.

Skanska Spark office complex

Connected by Skanska is the most integrated operating system for office buildings on the market in CEE. As an open platform it connects smart technologies in a building, but more importantly it integrates people in the workplace.

The software includes a mobile application for everyday users and a web portal for tenant and building administration.

The solution, which was previously mostly a space management tool, today is also a great way of managing the flow of employees and adapting the way we work to the ‘new normal’.

It will be additionally adjusted and used widely in Skanska’s investments throughout the region

Skanska Spark office complex

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at this exceptional time of the pandemic as it helps adapt office buildings to new sanitary requirements in an easy and smart way.

3. Good practices for providing safety in offices due to pandemic requirements Safety measures include designated workstations and separate zones for people in offices, decreased capacity of shared spaces and conference rooms, rooms designated only for meetings with external clients and implementing the national regulations of several countries regarding protective equipment. Rigorous cleaning and hygiene rules are also in place. That is why disinfectants are available in the offices and a new strict clean desk policy has been implemented.

Skanska employees are returning to their offices gradually, in strict accordance with a previously prepared schedule and all the necessary safety precautions. In order to keep the above mentioned social distancing rules – only half of the total workforce will be coming into the office each day, which is managed via Microsoft’s Teams feature called Shifts.

All precautions and ongoing updates on the situation are widely announced via available communication channels so employees are informed quickly and directly. Skanska has also launched a dedicated website on the Intranet in order to provide its employees with easy and continuous access to up-todate information about the most recent developments and changes in guidelines.

Arkadiusz Rudzki, EVP Leasing & Sales Skanska Commercial Development Unit in CEE 14

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Let’s not forget why we’re coming back to the office A lot has already been said about new office rules, including hygiene, recommended distance, and rules for moving around in the workplace. However, let’s not forget the real reason why employees are going back to offices. spaces (where some meetings are now likely to be held, instead), as well as kitchens, we should be able to hear one another clearly enough to be able to talk comfortably without the need to shorten the physical distance.

We’re at the office but our colleagues work remotely.

Magda Szubert, Concept Development Manager Ecophon Saint-Gobain

We’re going back to talk and learn from each other Studies have shown that what people miss the most in the current situation is personal interactions with their colleagues1. We miss being able to chat about our work and personal matters and trivial daily things. This is what helps us relax, builds a sense of being part of a group, makes us learn new things, and inspires us to do things differently. Neither ZOOM nor any other tool can ever give us that. What will our conversations look like in this new reality?

Or, rather, how will they sound like considering that we need to keep a greater distance and the layout changes that have been made?

It seems that the scenario of dispersed teams, with some members working from home or perhaps a nearby co-working space, is not going to disappear anytime soon. This means that coming to the office is not going to bring an end to video conferences. On the contrary: there will be so many of them that they will need to be conducted at dedicated rooms only, as well as other parts of the office, or perhaps even at the desks in open space areas.

A new situation, old problems.

The new situation may highlight old noiserelated problems. From all aspects of working at an office, acoustic comfort has always been rated the lowest compared to how much it actually matters to employees (less than twothirds are satisfied while it matters to 73% of employees!). 2 Acoustic conditions are an aspect of modern work environments that still needs to be improved. Video conferences and louder conversations in different parts of the office will

If we can’t hear each other clearly in the office, we will either shorten the physical distance or quit the conversation.

What do you do when you can’t hear the person you are talking to clearly? You will probably lean towards or approach them. It’s the same thing in the office. In order to maintain a safe distance, staff members need to hear each other clearly.

When it comes to meeting rooms and shared

P20 office, Warsaw project Gerplan

The Workplace Experience Revolution2. Leesman, 2019.

Source: www.leesman.com. Accessed online on 30 Apr 2020.

2 1

Working from Home Survey, CBRE, 2020.

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be a test for us and show us if we’ve done our homework. Has the office been designed based on the assumption that any louder activities would be done at separate rooms (which, in my opinion, is the core of the problem), or in a way to provide more versatility?

After all, we still want to be able to focus at the office.

Will open space areas become like call centres?

Will offices become one huge meeting place?

They certainly shouldn’t. As Leesman’s Tim Olman points out, and rightly so, meetings need to be held interchangeably with individual focused work, also to help employees process what has been agreed at the meeting. There must be a sequence of activities completed one after another. Leesman’s studies show that being able to do focused work on your own is an occupational health factor. If the layout doesn’t support individual work, the office is not considered as promoting productive work.

It’s also a time to get some rest. Interestingly, we are happy with the conditions for individual work when working from home3...

Astra Zeneca office, Warsaw, project Massive Design

What employees will choose in the longterm will depend on the quality of the office.

The feeling of security and the urge to meet others will make employees go back to their offices after a few months of isolation. Having a truly comfortable workplace that meets the staff ’s crucial needs will make employees want to go back there in the days or weeks to come.

We should also be able to talk to each other in a neutral setting without the need to shorten the physical distance. We also need to make sure that in addition to being a place where physical and virtual meetings are held, the office provides the right 3

JLL, 2020.

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Opera Software office, Warsaw, project Model lina

conditions for comfortable and efficient individual work.

Most of us have likely realized by now that the rumours about traditional offices being replaced by remote work were premature and exaggerated.

It’s not the end of the office era. It may be the end of showing off hammocks and other photogenic gadgets that are often used as an easy and convenient fig-leaf that covers everything the office lacks. We are being told to start thinking seriously about people’s health and important needs that remain unmet. We need to make sure that employees want to stay at the office even when they have other options.

Magda Szubert, Ecophon Saint-Gobain About the author: Magda Szubert is Concept Development Manager at Ecophon Saint-Gobain whose work focuses on the impact of acoustics and other physical factors in office environments on employee performance and well-being. In the past 7 years, she has supported the creation and implementation of flexible work environments. She also represents Ecophon Saint-Gobain as a speaker and attendee of national and international conferences on work environment and interior acoustic strategies.

About Ecophon: Ecophon helps improve office acoustics with sound-absorbing ceilings, islands, and wall panels.

Originally from Hyllinge, Sweden, the company is part of the Swedish group Ecophon A.B and the French group Saint-Gobain which employs more than 180 000 people worldwide. Ecophon systems are manufactured at the company’s factories in Sweden, Denmark, Poland, and Finland. Deriving insights from trend and customer need monitoring and research studies in the field of acoustics, Ecophon delivers new innovative noise reduction solutions for workplaces and study spaces several times a year. www.ecophon.pl 16

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New normal on the labour market We, people working in HR sector, have been talking about a ‘new normal’ on the labor market for quite some time now. To describe this ‘new normal’, there has been used even a special name – ‘VUCA world’ coming from words: Volatility, Uncertainty, Complexity, Ambiguity.

This name, invented by two American professors - Warren Bennis and Burt Nanus, were in the late 80-ties propagated by the U.S. army to describe the uncertain times after the cold war. For the last decade however the VUCA world was mainly discussed in the context of our unpredictable reality and competencies needed to survive in it. Now, in pandemic times, VUCA world is more relevant than ever. We do not know much about our future – the one connected to our health, financial situation nor the to the labor market. While the crisis is ahead of us and some sectors in the economy are bleeding, there are trends that indicate how the new normal will look like in the near future.

Just until recently, many things seemed clear and certain.

Currently, starting with such trivial issues like physical presence in the office, on sites or other work spaces - with the colleagues are problematic and not easy to solve since they’re connected with health hazard or even danger to life. The same applies to meetings with clients or candidates. At this very moment there are many question marks: will there be a second wave of pandemic?

How deep is the recession ahead of us? The leaders of companies take decisions based on great deal of uncertainty.

We observe different approaches to this issue. Many companies choose to continue working remotely wherever it’s possible.

Thanks to digital technology

Alexandra Kazimierski Executive Director Morgan Philips Executive Search

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and change in our approach to remote working it has become a model that works out fine and proved to be effective. Certainly, teleworking is here to stay.

A remote work model requires however a great deal of self-discipline and self-drive as well as well-developed communication skills. From leaders, currently managing the teams from a distance, this model requires leadership competencies on a highest level – engaging people by being close to them and showing a ‘human face’, being authentic and extremely transparent in communication. A key is to be empathic and to show trust towards employees. As employees are concerned, in the new normal there will be expected a new set of competencies. Apart from being flexible and agile, there will be a demand for welldeveloped digital skills and resilience towards unpredictable stresses as well as exquisite ability to self-organize own work together with problem solving skills.

About the new normal labor market we can also predict a rise of some jobs like digital, e-commerce and life science as well as rise of outsourcing solutions. Another novelty will be end of era of the employees’ market, which most probably will lead to salary reductions and cutting middle management positions to create slim and cost effective organizations. The recent optimism and ‘mobility’ among candidates is already now replaced by fear and reluctance to change jobs. In parallel, we observe quick unemployment growth and oversupply of excellent professionals on the market. Luckily, many of employers choose to utilize HR advisors help offering outplacement services to support their employees in this difficult situation after losing job and finding a new one. We also do observe growing interest in our anti stress workshops offered to the employees.

Alexandra Kazimierski, Executive Director Morgan Philips Executive Search

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Selected solutions to counteract negative consequences of COVID-19 epidemic in the scope of employment relationships The epidemic triggered by the COVID-19 virus has caused a number of disturbances in our lives. Many entrepreneurs had to limit or temporarily cease the business activity which have influenced the existing employment to overcome, at least to some extent, the negative consequences for relationships.

In order employers and employees of the crisis triggered by the epidemic a number of solutions have been adopted which are to allow companies to survive on the market and maintain employment. In this regard, legal provisions called the “anti-crisis shields” have been adopted. At the date of writing this article three “shields” have been in force, and the fourth one is subject to debate by the Sejm.

Possibility to direct employees to work remotely, i.e. outside the hitherto place of work Directing an employee to work remotely takes place through a unilateral decision of the employer and for the period specified therein.

Such a temporary form of performing work does not require any change of the existing employment contract and it may be applied in every working time system. The employee may be recalled from this mode of performing work at any time.

Making organisation of working time more flexible with regard to current needs of the employer Employers who fulfil certain criteria may limit the period of uninterrupted daily and weekly rests of the employee, introduce the balanced working time system, apply less favourable employment conditions than those resulting from employment contracts in the scope and for the period agreed with trade unions or appointed representatives of the employees.

This is to minimize the number of possible overtime hours and the possibility to violate working time and rest regulations in case the need to perform work is periodically higher.

Additional entitlements for employers responsible for elements of the so-called critical infrastructure (e.g. supply of energy, energy resources and fuels, connectivity, supply of food and water, health protection)

Dorota Dąbrowska-Kobus, labour law specialist, attorney-at-law at Peter Nielsen & Partners Law Office

The adopted solutions, mentioned below, are to make employment more flexible and easier, as well as to counteract possible COVID-19 infections of employees. The solutions also provide for financial support for entrepreneurs affected by the negative consequences of the epidemic.

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Concluding the agreement instead of concluding amendments to employment contracts in force Employers who have experienced decreases in economic turnover due to the COVID-19 virus 19

spcc community and who apply for co-financing of remunerations of employees in order to maintain employment, may introduce the downtime or decrease the working time without obtaining a consent of the employees. It is sufficient to conclude relevant agreements in this respect with trade unions or – if there are no trade unions – with appointed representatives of the employees.

Within the period specified in the agreement, in force are the working conditions which result from the agreement regardless of the contents of employment contracts, collective labour agreements and other acts of the labour law.

Suspending the obligation to perform periodical medical examinations of employees Preliminary and control medical examinations are still performed. They may be, however, performed under a different procedure. If there is no qualified physician available, a different physician may perform the examination and issue the certificate.

Extending validity of medical certificates within preliminary, periodical and control medical examinations Medical certificates issued within the said examinations, of which validity would lapse upon 7 March 2020, remain valid, however, not longer than within 60 days from the day the state of epidemic is cancelled.

Making the obligation to conduct OHS (occupational health and safety) trainings more flexible During the epidemic, the preliminary trainings in the field of OHS are allowed to take place via electronic means of communication, except for on- the-job training.

Additional care allowance Subsequent “shields” provide for additional care allowance for employees taking care of children due to the fact that crèches, play groups, kindergartens, schools and other educational establishments have been closed as a result of the epidemic. It is proposed in the draft “fourth shield” that this also pertain to the situation when the establishments have been opened but a child does not attend them and the entitled person takes care of the child personally. It is also proposed that the provisions regarding the right to additional care allowance be in force until 28 June 2020.

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Sick pay for persons in quarantine The sick pay has been granted to persons placed in a statutory quarantine. Therefore, the quarantine was treated in the provisions on an equal basis with inability to work as a result of illness.

Postponing the deadlines concerning Employee Capital Plans (the Polish abbreviation: PPK) The deadlines to conclude a PPK management agreement and a PPK maintenance agreement have been postponed. Thanks to this solution, the employers who have been covered by the Employee Capital Plans Act as from 1 January 2020 have more time to conclude the said agreements. New binding deadlines are as follows: 27 October 2020 – a maximum deadline for concluding a PPK management agreement; 10 November 2020 – a maximum deadline for concluding a PPK maintenance agreement.

Immigrant work What seems important for our labour market which to a large extent benefits from work performed by employees from Ukraine is that the “shields” have provided for i.a. extension of the deadline to file applications for stay permits, extension of a visa as well as extension of a stay as part of visa-free travel if the stay fell in the time of the epidemic, extension of a validity period of an immigrant visa as well as a validity period of a temporary stay permit, extensions by virtue of law of the validity of an immigrant work permit.

Unused holiday leaves During the epidemic many employers face the lack of demand for their goods or services, or even inability to operate normally and, consequently, inability to ensure work with normal working time. In such cases the employers often press employees for using holiday leaves which are due to them. In accordance with the draft “fourth shield” such pressure will no longer be necessary – within the period of the state of epidemic the employer will be able to grant to the employee a holiday leave unused in prior years of up to 30 days, for the dates specified by the employer, without obtaining a consent of the employee and not taking into account a holiday leave schedule. This solution will also allow to prevent accumulation of current and unused leaves.

It is worth mentioning several solutions of the “fourth shield” which have impact on a decrease in financial burdens of employers.

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Photo: Macau Photo Agency (Unsplash)

Limiting the amount of a compensation, severance payment and other monetary allowances due to termination of the employment contract Possible for employers who have experienced a decrease in economic turnover in the amount determined by the Act or a significant increase in a burden of a remuneration fund up to 10 times the minimum remuneration (the minimum remuneration in 2020 – PLN 2,600 gross monthly).

Possibility to terminate a non-competition agreement with a 7-day notice upon termination of the employment contract With this solution, the party obliged to pay to the other party a compensation for refraining from any competitive activities may exempt itself from this obligation by applying the said termination.

Relaxation of obligations concerning the Company Social Benefits Fund SPCC e-magazine

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Possible for employers who have experienced a certain decrease in economic turnover or a significant increase in a burden of a remuneration fund. Such employers will be able to suspend, among others, obligations to establish and run the Company Social Benefits Fund, to make the basic contribution, and to pay out leave allowances.

In conclusion, it is worth mentioning that the regulations as to the manner of performing work in the epidemic conditions have been introduced in order to prevent infections among employees, e.g. obligation to provide disposable gloves or hand sanitizers, to provide 1.5-metre distance between workplaces.

Unfortunately, not all employees may work remotely during the state of epidemic, which appears to be the safest solution.

This year, Peter Nielsen & Partners Law Office celebrates its 30th anniversary Dorota DÄ…browska-Kobus, Attorney-at-law Peter Nielsen & Partners Law Office 21

The World’s Gathering Place

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BUSINESS STRATEGY BEYOND COVID19 What will The New Normal look like on the other side of COVID19? Many responsible managers are asking themselves this question now.

In these times of uncertainty I will propose 4 important FACT statements: 1. Nobody can tell how The New Normal will be, except from the fact that it will be different 2. We will soon be referring to before COVID19 and The New Normal that will emerge 3. We mainly produce real and lasting change in crisis 4. A mind once stretched by a new idea never regains its original dimensions Should Corona Management be crisis management and fire extinguishing in order to return to a known everyday life as soon as possible where we can get back to normal and review our Business Model to make it fit to The New Normal?

Or should it be COVID19 Management accepting the new reality that a resilient business model for the future requires change and visionary innovation, and that the opportunity to set a new course is there right now?

The PROAKTIVE path to navigate through the crisis is called COVID19. The stages are leading from the crisis of today to The New Normal.

Handling the situation and creating a proactive strong Strategic Focus for the future.

Crisis Management - Resolve the most

serious and urgent issues

Leading through the crisis starts by resolving the issues in front of you. Your responsibility is to manage the Crisis by quick and bold decisions to survive and get the best out of the moment.

Overcome - Building resilience to keep in good shape

After the first wave of Crisis Management it is time to create Resilience. How can we overcome the damaging and limiting new realities and overcome the crisis in good shape?

The COVID19 has however also got one encouraging special characteristic. The sudden lockdown came not too long time ago, and the partial reopening is on its way. In terms SPCC e-magazine

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of financial and economical impact you could describe COVID19 as “if the whole world went for holiday at home at the same time” and now we will gradually return. The New Normal might be coming soon and may be anything but slowly returning to the old normal.

Verify - Verify assumptions about returning to the normal

Now in the eye of the COVID19 storm it is time to think about returning to some kind of normal.

What kind of normal will it be and what will have changed? In this stage we need to verify our assumptions from before the COVID19 and try to find out if the assumptions can be verified as facts, or if they have changed in The New Normal.

Returning businesses to normal after the severe shutdown can be extremely challenging. The weakest point in the operational chain will determine the success. Leaders must therefore verify their entire business system and plans to return at right pace and scale of activities.

Imagine - Imagine the future – What do

we want to be in The New Normal

A shock of the scale of COVID19 creates an immediate shift in our minds and in the preferences and expectations of us as individuals, customers, employees, consumers, and society. These shifts and their impact on how we live, how we work, and how we use technology will emerge more clearly over the coming months.

It is important as quick as possible to proceed to the stage of Imagine. Some might say reimagine the future – What we were and what we - after the chock - want to be. The companies who are quickly able to reinvent themselves will disproportionally succeed.

It is obvious that the online world of contactless commerce has reshape consumer behavior forever.

But I am convinced that, with the scale of COVID19, stakeholders in any enterprise has changed their needs, preferences, and expectations. The stage of Imagine is a highly creative and mind opening 23

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I usually provoke leaders to declare no more then 3 major goals for the company. These 3 major goals shall of course be broken down in manageable milestones - encouraging goals and trailing goals - but all referring to only 3 major goals.

I recommend developing 3 - 5 team behavior’s as common reference of values of the company. The values shall reflect the people in the organization and their values, and they shall support the company’s new direction. All in all, the new focus shall be simplified presented with a catchy “name of the challenge” we face on one page.

This way we create involvement and gain commitment to the new direction for longer time.

9 Initiatives - Develop 9 balanced

initiatives to make the focus actionable chance to get your management team to form the future together.

Direction - Create new strategic

direction and values to support it Based on team discussions, it is now time to create new direction and strategic focus.

Obviously, all employees and leaders in any organization needs to understand the Direction of the company and what we are focusing on.

This also includes describing the behaviors required for team to be able to support one another as a cohesive team.

It is important that the new Direction has got a balanced focus on all vital interests of the company. Our framework has got 4 balanced levels of initiatives. FINANCIAL describing the major business goals. CUSTOMER level with initiatives how to satisfy the customers. PROCESS level focusing on optimizing the operational processes of the company. PEOPLE level describing how people in the organization shall be motivated, learn and grow.

1 Page Focus - Create a simplified catchy one-page overview of the challenge ahead

The clarity and simplicity of the new direction is extremely important. If you want all stakeholders of the company to understand, like and support the new Direction it must be simple and clear.

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The new Direction or Focus of the company will need very tangible and actionable initiatives to make all employees understand what to focus on from their individual job position.

I recommend describing exactly 9 balanced initiatives, 3 about Customers, 3 concerning Process and 3 initiatives regarding People. Each of the 9 initiatives shall be described shortly from top management in regards of WHY we want to start this initiative and WHAT is the goal of it. And now the trick or advise how to make it actionable. Never tell the employees HOW they are supposed to do it. Ask them to come up with ideas and plans HOW to do it in order to reach our common company goals. You will be positively surprised about the ideas they will find.

BUSINESS STRATEGY BEYOND COVID19 I hope that you have been inspired. Implementation might however be very time consuming in a time where other priorities demand your attention and where online meetings are exchanging face to face interaction. You might need facilitation support to manage to create the new focus.

I believe that the moment - despite the urgent crisis management overcoming the uncertainty can create an exciting successful and different future for you and your business.

Leif Christiansen, Proaktive Chairman of SPCC Danish Section 24

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Currency risk in international trade in the COVID-19 era - what every entrepreneur should know An increasing number of Polish companies enter foreign markets with their products. There are also those that primarily import and/or export, establishing cooperation with international customers or suppliers. In the era of a global pandemic, international contacts have become very restricted, some have even been suspended. However, the current crisis will finally pass and products and services will again start to flow between countries. However, the benefits of international trade are not free of currency risk. the forecasting of purchases or sales, before the preparation of a price offer.

Strategy development

© 2020 Western Union Holdings Inc. Wszelkie prawa zastrzeżone.

Fortunately, a properly designed foreign exchange risk management strategy can help any company to hedge against it. It won’t eliminate the risk completely, but it can help entrepreneurs protect themselves from risks that could adversely affect their bottom line.

Volatility analysis and risk identification Preparations for strategy development should start with an analysis of the currency risk to which our company is exposed. Currency exchange rate fluctuations are among the least predictable factors in international operations. The higher the international turnover, the higher the currency risk incurred by the company. This becomes even more important during periods of market instability e.g. in the face of the current pandemic. Therefore, risk analysis requires observation of the volatility of the currency pair in question, which shows how much the exchange rate can change in a given unit of time.

The next step is to audit the sales or purchase processes and identify the moment when currency risk occurs. Our experience shows that many entrepreneurs only start thinking about it when they receive or issue an invoice, whereas this risk most often appears as early as during SPCC e-magazine

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Unfortunately, there is no currency risk management strategy perfect for all companies. Its structure and duration depend on the specifics of the company and it should be developed after an in-depth analysis of the cost and revenue structure as well as the company characteristics. Experts distinguish two general approaches to risk management: passive and active. In the former approach, our financial result does not depend on the market at all, we eliminate currency risk, but we also lose the opportunity to benefit from positive exchange rate fluctuations. The active approach involves the use of more adaptable instruments, which allow us to participate in positive market changes, but often involve higher costs and/or risks. The third alternative is, of course, the absence of any strategy.

The range of instruments Regardless of its type, the strategy often involves the most popular instruments, i.e. forwards and currency options. Forward contracts allow for “rigid” hedging of the exchange rate, i.e. regardless of future changes on the currency market, the company already agrees with the bank the rate at which it will settle the transaction in the future.

© 2020 Western Union Holdings Inc. Wszelkie prawa zastrzeżone.

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remain active once they have been confirmed, so you usually lose the opportunity to participate in positive market developments with regard to the hedged amounts up to certain dates in the future. There is also no possibility to withdraw from the contract. If a client decides to terminate, for example, a forward contract, he will be exposed to a loss or profit, depending on the current exchange rate at the time of termination.

Foreign exchange markets are highly volatile. It is important to remember this.

Michał Buczko Senior Business Development Manager Western Union Business Solutions © 2020 Western Union Holdings Inc. All rights reserved.

A currency option, on the other hand, gives you the right, but not the obligation, to buy or sell the chosen currency for another on the settlement date in the future. Currency options also enable to build more flexible structures to hedge the company’s individual currency risk, taking into account specific settlement dates, volatility and exchange rates.

4-step strategy To sum up, the development of a risk management strategy can be divided into 4 basic steps. The first one is to identify risks and compare the current exchange rates with the budget rate of the company. Then the main objectives to be achieved should be established and the impact of volatility in the given currency pair on the company’s margin should be estimated. The next step is to build a strategy consisting of e.g. a set of instruments described above. The process completes the implementation of the strategy.

Fluctuations in the FX market are impossible to predict, but by implementing an appropriate FX risk management strategy, business owners can survive the economic turmoil and secure a steady position in the competitive market. It seems that looking at the last few weeks and how economic life can change from one day to the next, it is worthwhile to devote at least some attention to aspects related to the broadly understood financial risk in the company’s operations

Disadvantages and risks If a customer is uncertain about the direct impact of forwards or currency options (hedging instruments) on his their management strategy, we recommend not using them. All contracts

About Western Union Business Solutions Western Union Business Solutions enables entrepreneurs of all sizes to efficiently manage currency risk in the era of financial market turbulence. Our expertise in international payment transfers, access to more than 130 currencies and a global financial network help companies save time needed to manage international financial transactions and, consequently, spend more time on developing their own business.

This article constitutes advertising material that has been developed and approved by the Western Union International Bank GmbH, sp. z o.o. Oddział w Polsce. The information contained in this article does not constitute a recommendation or investment advice. The information contained in this article is of a general nature and therefore does not take into account your individual investment objectives, financial situation or needs.

Western Union Business Solutions is part of Western Union and provides services in Poland through Western Union International Bank GmbH, sp. z o.o. Western Union International Bank GmbH, sp. z o.o. Oddział w Polsce (referred to as “Western Union Business Solutions”).

Western Union International Bank GmbH, sp. z o.o. Oddział w Polsce (National Court Register number KRS: 0000458059, NIP (Tax Identification Number): 1080015322), is registered at the address Al. Jana Pawla II 29, 00-867 Warszawa, Polska, and is a branch of Western Union International Bank GmbH (registered under number 256184t, VAT number ATU61347377) The Icon Vienna (Turm 24), Wiedner Gürtel 13, 1100 Vienna, Austria. For the purposes of the Polish tax jurisdiction the relevant tax identification number is NIP: 1080015316.

This article is for information purposes only and in no way imposes any binding obligations on any entity. The relationship between the addressee of this information and Western Union Business Solutions is governed by the relevant terms and conditions. This article does not contain any description of the facts or provide any warranty or condition, express or implied.

Sponsored Article SPCC e-magazine

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SCANDINAVIAN InspiraTION

Corporate social responsibility in an era of COVID-19 COVID-19 has put all of us in difficult position, affecting nearly every aspect of our lives. Did companies include social responsibility in their activities in times of pandemic? The answer is yes, definitely.

For Nordic companies social responsibility is an important pillar of their business values, in exceptional circumstances they have found new ways to support the immediate environment and local communities.

First companies focused on ensuring the health and safety of the employees under the new circumstances, but quickly took action far beyond their own backyard.

Helping together IKEA Retail quickly responded to the crisis and inspired other SPCC members to organise help in equiping local quarantine facilities. From an organisational point of view it was a real challenge for local municipalities, which suddenly had to prepare isolation centres for people unable to quarantine at home. In total, thanks to the efforts of all involved parties, support was delivered to 35 communes in 8 voivodships and to all branches of the Border Guard in Poland. In #PomagamyRazem initiative were involved Ikano Bank, IKEA Purchasing, Puro Hotels, SSAB Poland, SAM EXECUTIVE SEARCH, JULA, Jysk and Medicover Foundation, which organized and supervised all deliveries.

Help for healthcare professionals – help for all of us Since the beginning of the pandemic we were getting worrying signals about the shortage of equipment in hospitals. The response for it was spontaneous mobilization of volunteers and companies.

Stena Recycling responded positively to physicians’ appeal and supported New Hospital in Wschowa, where the company ‘s main recycling facility is located. Stena Recycling bought protective masks and overalls and cover costs of fuel for ambulance and medical transportation.

JLL Poland, BNP Paribas Real Estate Poland, Cushman & Wakefield Poland, KR Group, and SPCC e-magazine

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#PomagamyRazem.

IKEA Group press material

Penteris within initiative Real estate for reallife heroes raised funds to purchase personal protective equipment for medical personnel and medical equipment for The Central Clinical Hospital of the Ministry of the Interior and Administration in Warsaw. CeMat’70 also took decision to finance the purchase of protective measures for healthcare workers in hospitals, medical services and NGOs. Skanska and Vastint, with a group of biggest commercial property market leaders organized daily deliveries of meals for medical personnel in dedicated Covid-19 hospitals and medical facilities.

The #property4heroes initiative supported frontline personnel in 11 hospitals.

Netto chain made donations to hospitals and launched special shopping hours and discounts for healthcare workers and uniformed services.

In-kind contribution and finance commitment is not the only form of support. In social media you 27

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SKANDYNAWSKIE INSPIRACJE

Experts pointed out a lockdown can exacerbate social and psychological problems among children, and problems which child psychiatry faces today - a shortage of specialists and underfunding - has become even more acute issue. Long-term isolation is difficult to deal with for all, and particularly for small patients admitted into psychiatric hospital wards.

IKEA and Ingka Centres, in cooperation with the Medicover Foundation and other partners responded to these signals by donating products worth PLN 1.6 million to 37 child and young adolescent psychiatric wards located in different parts of Poland. #MaskaDlaMedyka: Velux Group press material

may come across hashtag #MaskaDlaMedyka – mask for physicians.

When it turned out that full-face snorkelling masks equipped with an adapter, can be used as personal protection mask, started impressive public campaign. The VELUX Group decided to start an unprecedented cooperation with the organisers of the campaign. Volunteers designed prototype of the adapter and the VELUX plant in Gniezno undertook its mass production by using injection moulding. Wielka Orkiestra Świątecznej Pomocy financed the purchase of 10 000 masks, and VELUX equipped them with adapters. Masks were delivered to medical facilities all over Poland.

The youngest during the pandemic - our common cause Following the closure of schools due to the COVID-19 and launching distance learning, some of students and parents had to face challenges like lack of computers and Internet connection.

Many children find themselves in an extremely difficult situation not only because of educational exclusion. Business community step up to the mark even this time.

BNP Paribas Bank handed out over 500 laptops with routers to students struggling with digital exclusion and the KPMG Foundation donated 300 laptops with Internet access to over 40 schools. The computer equipment was delivered to students from large or disadvantage families.

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A comfortable armchair, cheerful bedding, toys and multimedia equipment are more than just practical items, they let the youngest feel the home atmosphere, which supports the therapy. The first donations has already been delivered to the hospital in Józefów near Warsaw.

Green Recovery Alliance Today we ask more and more loudly how the world will look like after the pandemic. COVID-19 pushed the climate crisis to the background for a while, but did not make it disappear. The funds invested in the recovery of the economy can and should help to put the economy on the green track.

In mid-April an informal alliance has been launched in the European Parliament. The signatories of Green Recovery Allince ask for the European Green Deal to be placed at the heart of the EU’s postpandemic recovery plan. We need an economy that cares about the condition of our planet, providing prosperity and good living conditions.

Scandinavian companies such as IKEA, VOLVO, Lego, Nordea Life & Pension and H&M have also signed the appeal and joined the dialogue on how we want to shape the future.

#StayConnected #StayTogheter The past months have shown a great ability of business sector to mobilise and act flexibly.

Companies that do not cooperate on a daily basis, organize joint actions, factories switch the production, experts are willing to share their knowledge and experience offering free consultations via SPCC Expert Support and employees engage in voluntary work. Thanks to this, despite difficult circumstances, the future looks more optimistic. Thank you!

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