Samsung AW22FAMEA User manual
ISSN 2083-8867
nr 6 (13)
Bezpłatny magazyn
Free of charge magazine
Instytut Allerhanda
A TAKŻE / AND:
The Allerhand Institute
Outsourcing na Śląsku
Outsourcing destination: Silesia
Konkurs
Outsourcing Stars 2013
Od Redakcji
Editorial Note
Dear Readers,
The issue of Outsourcing&More, which you are holding
is the last issue in 2013 and the last in this form. The
new year will bring changes on our pages and we will
be placing a lot more professional materials on them,
describing various outsourcing practices.
We are completing our two-year trip around Poland and
launching constant monitoring of each region of our
country, in order to be informed on an ongoing basis
about the investment climate in different parts of Poland.
In the current edition, “for dessert” we are providing
more information about Silesia, along with the most
current data from the HR market by Randstad and Real
Estate by Colliers International.
This time law was the topic of the issue. LPO, i.e. Legal
Process Outsourcing, is an area of outsourcing activities,
which is worth more than 2.4 billion USD around the
world, and in Poland it is beginning to be more and more
popular. We would like to invite you to a publication of
such excellent law firms like Chudzik i Wspólnicy and
Wardyński i Wspólnicy.
A hot autumn has passed in Polish outsourcing,
Outsourcing Breakfasts, Poland Outsourcing Business
Mixer, the Congress Contact Center, Outsourcing Fairs,
the Offices Conference in Poland, are just examples of
very substantive events, which took place in September
and October this year. While November is a time of the
biggest event in the business to end the year 2013. It is the
6th European Economic Forum, where the main subject
of the conference is outsourcing. The Forum has been
embraced by the media patronage of Outsourcing&More.
Last year, the event brought together more than 2,000
delegates, and the turnout this year should be similar.
I invite you to a great read and remind you about
Outsourcing Stars 2013, a special competition for the
outsourcing industry,
3
Bezpłatna prenumerata po uprzedniej
rejestracji na stronie
www.outsourcingandmore.pl
Outsourcing&More is bimonthly free
of charge magazine. See the website
www.outsourcingandmore.pl for more details
Wybrane zdjęcia pochodzą
z serwisu Fotolia.pl / Selected photos
come from Fotolia.pl website
Nakład / Circulation
3000 egz. / copies
4
Wszelkie prawa zastrzeżone. Kopiowanie, reprodukcja bez pisemnej zgody Redakcji nie
jest dozwolona / All rights reserved. No copying, reproduction or photocopying allowed
without written consent of the publisher.
Redakcja nie odpowiada za treść reklam i ogłoszeń / The views expressed in this
publication as well as the content of the adverts are not necessarily those of the editor.
nr 6/2013 (November/December)
Biblia
Outsourcingu
Spis treści / Index
www.bibliaoutsourcingu.pl
105
5
Spis treści / Index
Aktualności................................................................. 8
Targi branżowe i Ambasadorowie
na wyższych uczelniach
– rozwój outsourcingu w Polsce......................... 12
Industry fairs
and Ambassadors at Universities
– outsourcing development in Poland................ 13
Siła Trójmiasta
– różnorodność, otwartość, nowe idee................ 14
Tricity’s strengths
– diversity, openness, innovative ideas.............. 15
„Otwarci na Skandynawię”
Samorząd województwa warmińsko-mazurskiego
kontynuuje poszukiwania partnerów biznesowych w Skandynawii.......................................... 17
“Open to Scandinavia”
The local government of Warmia and Mazury
Voivodeship continue their search for business
partners in Scandinavia...................................... 18
Polski Kongres Prawa Pracy 2013
26.11.2013, Warszawa......................................... 19
Polish Labour Law Summit 2013
26.11.2013, Warszawa......................................... 19
Lean dla Top Managementu
– pierwsze spotkanie już za nami!...................... 20
Lean for Top Management
– we’re already after the first meeting!................ 22
IX edycja Kongresu Contact Center ........................ 24
9th Contact Center Congress...................................... 25
Śniadania Outsourcingowe
– nowa branżowa forma edukacji....................... 26
Outsourcing Breakfasts
– a new professional form of education.............. 27
VI Europejskie Forum Gospodarcze w Łodzi........... 30
VIth The European Economic Forum in Łódź........... 31
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nr 6/2013 (November/December)
Badania, edukacja i rozwój
– współpraca pomorskich firm ICT..................... 58
Research, development and education
– cooperation of Pomeranian ICT companies..... 60
Szczecin
wirtualną metropolią........................................... 62
Szczecin
– the virtual metropolisn..................................... 64
Instytut Allerhanda................................................ 100
Testowanie oprogramowania
dla firm z wykorzystaniem crowdsourcingu
Część I................................................................ 102
Crowd sourced software
testing for Enterprises
Part I................................................................... 105
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F
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nr 6/2013 (November/December)
News
Industry fairs and Ambassadors
at Universities
– outsourcing development in Poland
I
n accordance with the assumed plans, the Foundation is
implementing new projects. September and October are
the first month in which Pro Progressio organized two
Business Breakfasts. The purpose of these meetings is to
discuss selected topics related to outsourcing activities among
service providers and their customers. The subject of the first
meeting was IT Contracting, and the substantive Partner was
the company HAYS Poland. The second meeting was devoted
to Change Management and Project Management realized in
cooperation with the company Art PM. Each of the meetings
brought together a group of 25 people, who, apart from
getting to know the substantive presentation, participated in
the discussion on the issues in question. Participants of the
breakfast were representatives of organizations such as Polska
Agencja Informacji i Inwestycji Zagranicznych (Polish Agency
of Information and Foreign Investment), Enterprise Ireland,
Grupa OEX, Randstad, CBRE, XPlan, Harvey Nash, Connectis,
Focus Telecom, as well as students of the Warsaw School
of Economics that represents the programme Outsourcing
Market Leaders Academy.
Outsourcing breakfasts are a part of the project Outsourcing
Academy run by Pro Progressio, and are conducted in
monthly cycles.
In the third week of October, Pro Progressio participated in
Outsourcing Fairs - Support for Your Business. By embracing
the honorable role of Strategic Partner of this event, the
Foundation advised organizers the strategy for realizing
fairs, the group of exhibitors and the thematic scope of the
lectures. The fair brought together nearly 100 exhibitors
representing outsourcing areas such as Call Center, debt
recovery, human resources management and payroll, sales
force outsourcing, data archiving, IT services, outsourcing
marketing services and many more. The sponsors of the
Fairs were the companies MS Services and Sekwencja,
and the Partners were ASM Group, UCMS Group, JFK, HR
OPTiCenter and BSS. The fair was attended by more than
1,100 people, who apart from the possibility to get to know
the offer of outsourcing companies, also had the opportunity
to hear many interesting lectures on the many areas of
outsourcing activities. Extremely interesting lectures include
the discussion panel of Piotr Rutkowski from SourceOne
Advisory dedicated to Managing IT Projects, the lecture of
Maciej Busia from Forum Call Center describing the market
and the best practices in the area of telephone customer
service, as well as the presentation of Małgorzata Bayer from
ACC on the modern approach to supporting financial and
accounting processes.
October is also a month in which the Foundation launched
an ambassadorial programme at Polish universities. The first
universities, where Pro Progressio has its own representatives
are the Jagiellonian University in Kraków, the University
of Silesia in Katowice, as well as the University of Gdańsk
in Gdańsk. At each of these universities, the Ambassadors
of the Foundation support the spread of knowledge on the
outsourcing industry. In the following months Pro Progressio
plans to launch an ambassadorial programme at other
universities.
October is also
a month in which
the Foundation launched
an ambassadorial
programme at Polish
universities.
The group of members of Pro Progressio has grown by two
excellent companies. The first of these is Technitel - an
ICT company from Łódz offering, among others, services
of Internet access via satellite and services in building
management. The second member is Randstad – Poland's
largest company providing comprehensive HR services.
Pro Progressio Foundation is not slowing down its speed
of implementing projects, and come November, it shall be
taking part in the largest event of the outsourcing industry
this autumn, which is the 6th European Economic Forum in
Łódź. At the invitation of the Foundation, eminent guests
and outstanding personalities of the outsourcing world shall
appear at the Forum.
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Ź
14
nr 6/2013 (November/December)
News
T
Tricity’s strengths
– diversity, openness, innovative ideas
ricity’s development source lies in transportation
sector and innovative sectors of economy, such as
BPO and ICT. To develop, they need an animated
commercial real estate market, warehousing space and
logistics parks. It was one of the subjects of discussion
among business people who met in the “Prospects in Poland”
conference in elegant interiors of Sofitel Grand hotel in Sopot
on Thursday, Septemer 12th.
– Pomerania used to be coincided with shipyard industry,
today thanks to shale gas, it can turn into energy baisin – said
Ryszard Świlski, in his opening speech. – By combining
worlds of business and science, the region is becoming a centre
of innovation. It shows that stereotypes are changing quickly,
and perspectives for the region and the capital invested in it
are perfect.
The greatest interest for investments in Pomerania comes
from BPO/SSC, IC and energy sector. Those are the most
promising directions for Tricity’s development, which was
confirmed by Marcin Piątkowski, director at Invest in
Pomerania. The aim of invest in Pomerania is to attract 30
foreign investments by 2015. There are supposed to create
5 thousand job vacancies. A big part of the plan has already
been realized.
Marzenna Krefft, vice president of board of Gdańsk
Airport indicated the importance of cooperation with local
authorities and effectiveness of administrative procedures.
– Effective administration, next to closeness of sea and good
transport infrastructure, sets Gdańsk apart from other local
airports – she said during the discussion about plans of
building an Airport City in Gdańsk.
The idea of Airport City was discussed after presentation
of Monika Bik, director of Masterplanning at Broadway
Malyan. She showed the vision of Airport City as a logical
combination of various grounds benefiting from the
closeness of the airport. These are the grounds surrounding
the airport, the proper airport, communication infrastructure
and business area in direct neighbourhood. We have two
examples of this type of investment in Poland: in Warsaw
and in Gdańsk (plans of creating Airport City around Lech
Walesa Airport were announced in spring).
place in Poland if considering the number of commercial
estates, and it may better its position.
This topic was developed by Przemysław Szkutnik from
Knight Frank. There are 230 thousand new offices in Tricity,
and 17,5% of them are unoccupied. Is this threatening for
developers? Maciej Brożek, leasing director of Torus Company
said that: Commercial estate market is very absorbent
here, tenants are going to come. It happens because polish
employees are more effective than the competition, and life
quality in Tricity is the best in Poland.
The mere building is not everything. To use its space
effectively, it needs to be properly designed, adjusting it to
each company’s needs
– Small things, that usually don’t draw any attention, are
extremely important while creating a work environment
– stressed Zuzanna Mikołajczyk, brand director at MIOMAX
SMART OFFICE, which specializes in office equipment.
– In result, many offices are designed with focus on work done
by only 47% of typical employees, with no concern for the rest.
It reflects negatively on the quality of services offered later.
And we offer the best solutions in this matter.
Human factor is also crucial in so called alternative
investments. What counts here are emotions, current trends
and individual pleasure.
– These investments are for those who know what they’re
buying – warned Marcin Brendota, Expert Analysis at the
Brokerage Alior Bank.
What are the perspectives for Tricity? What are the greatest
chances for the region? The participants pointed towards
its human potential and nearness of the sea that guarantee
goon climate for investments. They agreed that Tricity’s
strength derives from the diversity of the cities that form the
agglomeration.
The evening was concluded with HARLEY-DAVIDSON &
PORSHE VIP GALA.
The conference was initiated and organized by Bluevine
Consulting. It was hosted by Invest in Pomerania under
honorary patronage of PAIiIZ.
Development of Airport City will increase Tricity’s potential
in terms of availability of office space. Tricity ocupates fourth
Bluevine Consulting
15
Sopot 2013
Artykuły / Articles
16
Od lewej/On the left: Antti Pohjonen, prezes, Sand Valley Company;
Carsten Nilsen, przewodniczący, SPCC.
nr 6/2013 (November/December)
Bluevine Consulting
17
News
“Open to Scandinavia”
The local government of Warmia and Mazury Voivodeship
continue their search for business partners in Scandinavia
“Scandinavian entrepreneurships want to conduct their business
in Poland, and in the nearby region of Warmia and Mazury, located
in the central part of the map of Europe, in particular. What
they find here is relatively low cost of production, well qualified
personnel, constantly growing market and increasing demand”,
said Carsten Nielsen, president of Scandinavian – Polish Chamber
of Commerce (SPCC) during “Open to Scandinavia” conference
which was yet another part in the promotional strategy directed
towards companies from Sweden, Finnland, Norwy and Denmark.
Information campaign was inaugurated by economic delegacy from
Scandinavian countries which visited Sand Valley Golf&Country
Club in Pasłęk on the 10th of September.
Around 40 Scandinavian entrepreneurs and journalists participated
in the meeting. They familiarized themselves with the region of
Warmia and Mazury, and discussed possibilities of international
economic cooperation development. The guests agreed that they
were open for further cooperation, and they saw great chances
for future investments. “We are continuing promoting our
region in Scandinavia. Last year, during “Nordic Business Talks”
meeting, we managed to learn about the needs and requirements
of Scandinavian companies. Now, we are going to show that we
have done our homework, listened carefully and prepared an offer
tailored to the needs of companies from the countries of the North”,
said Jacek Protas, Marshal of the Warmia and Mazury Voivodeship.
The authorities of the voivodeship presented a coherent vision
of investment possibilities for Scndinavian countries, along with
the export offer introduced by Aleksandra Summers, export expert
at Investors and Exporters’ Service Centre in The Marshal's Office
of Warmińsko-Mazurskie Voivodeship.
An invitation from the authorities of Warmia and Mazury to
discuss cooperation and investors’ expectations was accepted
by representatives of Scandinavian companies and diplomatic
missions, Association of Business Service Leaders in Poland
(ABSL), as well as professor Andrzej Buszko, economist from
University of Warmia and Mazury, who, while talking about
micro- and macroeconomics and their influence on the increase in
investments in Poland, stressed that “Foreign direct investments are
nowadays a global phenomenon and the main factor in economy
development. It is unfortunate that vast majority of this type of
investments happens among most wealthy countries despite the
access to cheaper workforce in developing countries“.
Scandinavian countries occupy fifth place in terms of the value of
foreign direct investments (FDI) in Poland. Up until now they have
invested 9,5 billion combined. There are around 2,000 Scandinavian
companies in Poland in furniture, telecommunications and
automotive industries. Poland is situated among top ten countries
that Scandinavians invest in. Nevertheless the value of the
investments oscillates at around 0,4%. This show that Poland still
has a great potential. What is the best way to present Poland’s best
features to attract Scandinavian capital? In the discussion about
chances and challenges of international cooperation between
Poland and Scandinavia, Carsten Nielsen was joined by Witold
Szwed from Business Sweden, Embbassy of Sweden in Poland;
Kjell Arne Nielsen, Commercial Counsellor at Embassy of Norway
in Poland, Igor Deryło, Consultant from Embassy of Finnland, and
professor Andrzej Buszko.
Economics policy of Warmia and Mazury, and the needs and
expectations of Scandinavian investors were discussed by
Radosław Zawadzki, director of Coordination for Promotion
Department at Marshall’s Office of Warmia and Mazury; Maciej
Czerwonogrodzki, Head of Nordic Corporate Banking Department
at Nordea Bank Polska; Jan Piotrowski, Country Director Poland at
Eltel Networks Corporation; Michał Powierża, managing director
at Finnmap Polska; Marcin Kuchciński, director of Investor
Acqusition Department, Warmia and Mazury Special Economic
Zone, and Paweł Panczyj, managing director at ABSL.
Furthermore, Piotr Zwolak, president of board at Border Yachts
was convincing the participants that international cooperation is
beneficial. Border Yachts belongs to X-Yachts, an international group
with its headquarters in Denmark.
Warmia and Mazury has many links to Scandinavia. It’s, among
others, geographical closeness, untouched nature and investors
who have already succeeded in Poland. Its major investment
advantages are well qualified personnel, technological potential,
low production cost, tax exemptions, grants, and convenient
closeness Russian market in Kaliningrad Oblast. Environmental
advantages, which have a great influence on work as well as leisure,
are also very important. They constitute a foundation of touristic
and recreational offer, including golf, or “game of the businessmen”,
which is getting more popular in Poland. After the discussion, the
guests had an opportunity to relax at the golf course in Pasłęk.
Bluevine Consulting
18
nr 6/2013 (November/December)
Is Polish labour law a good law? Does it enable the necessary
balance between protection of employees' rights, their right to
privacy and the fulfillment of the right to work? Does it provide
solutions that facilitate job creation and sustain those jobs that
already exist? Does it contain appropriate regulation of such forms of
employment as outsourcing, temporary work and so called 'leasing'
of employees in times when some predict the ‘dusk of an era of
life-long employment contracts’? Does an average person know
what is meant by 'flexible working time' and 'flexible forms of work'?
The merits-based discussion about those issues has not been
facilitated by the recent polarization of positions of employers
and employees that has reached its peak after recent
amendments were introduced into the Labour Code. Allerhand
Institute intends to create this much needed neutral space for
constructive dialogue with the Polish Labour Law Summit 2013,
taking place on 26 November in Warsaw.
Participants of the conference – representatives of business,
business associations, civil servants, trade unions,
representatives of employees’ and lawyers – will seek answers
to questions concerning the condition of the labour market and
the effectiveness of labour law. They will try to identify those
areas of law that require changes and define a range of incentives
that could encourage business to act in a socially responsible
way. Attention will be given also to the existing tools and
guidelines aimed to assist companies in aligning social
responsibility with e.g. strategic risk management. The Summit
also includes presentation of recent proposed EU legislation
that will impact on the future shape of Polish regulations, in
particular the draft directive on non-financial reporting. The
Summit's conclusions will be formulated as recommendations
for the Government and for other institutions involved
in creation of the rules governing the Polish labour market.
Registration and Summit agenda
http://www.prawopracy.allerhand.pl
are
available
at
19
Lean dla Top Managementu
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nr 6/2013 (November/December)
21
News
Lean for Top Management
– we’re already after the first meeting!
O
n 18th September 2013 in the Łódź Special Economic
Zone the first meeting titled
“Optimisation and
development – Lean for Top Management. Strategic
workshops and simulation”. The workshops, conducted by
Krzysztof Pimpicki, the Managing Partner in 4 Results, were
organised together by ABSL, Pro Progressio and 4 Results.
The participants were the managerial staff from the leading
companies from the sector of modern business processes:
Capgemini, Cybercom, Goldman Sachs, Infosys, Mercer, Centrum
Operacyjne Nordea AB, Royal Bank of Scotland, Takeda SCE and
UCMS Group.
Krzysztof Pimpicki, the Managing Partner in 4 Results: We are
aware that operational centres in Poland are on a high development
level. The managers are looking for ideas how to reduce the expenses
further and increase the quality of delivered services. They want
to improve their knowledge on optimisation and lean management,
so as to transpose this knowledge onto operational management and
company strategy. That’s why together with ABSL and Pro Progressio
we have decided to grant them an opportunity to gain such knowledge
in the workshops titled “Lean for Top Management”.
The participants often had good experience as regards the Lean
methodology, but even those most experienced had a chance to
increase their knowledge and gain new ideas for optimisation.
Marzena Kardas, Infosys: We implemented Lean a few years
ago – however, during these workshops I learned something new:
how to regard one process in various dimensions and how to gain
a comprehensive approach to the process optimisation. It made me
think how to introduce further lean instruments in my organisation.
I also gained a few specific inspirations.
Agnieszka Belowska, Nordea AB Operational Centre: This
experience was quite intriguing. In my organisation many of the
presented tools are already in use. This day gave me the opportunity
to stop and reconsider the stage we’re on as regards implementing
Lean methodology and what else can we do in this respect. I can
also see how important it is to involve the employees properly, so as
to achieve a change in their mentality, which will in turn guarantee
constant improvement.
What should also be noticed is the immensely practical formula
of the meeting. During the simulation, the participants pretended
to be operational centre employees, discovering, experiencing
22
and implementing Lean tools and rules in practice. Next rounds
of the simulation intermingled with workshop modules that
granted Additional knowledge and inspiration. Thanks to them
the participants had the opportunity to learn more about how
optimisation, analytical and managerial instruments work and
see the benefits of using Lean Six Sigma methodology in the sector
of services.
Roland Pac, RBS: For me, the simplicity and transparency of the
message during the workshops was incredibly interesting and
instructive. Practical form of the workshops and simulations turned
out to be just right.
The participants pointed out various tools they got to know, among
which we may enumerate the structured approach to involving
employees in eliminating waste, a level-pull working system, TWI
method, competence matrix, standardisation, visualisation as well
as operational and analytical meetings with employees.
After the completed workshops, the participants emphasised that the
participation in the meeting not only gave them knowledge, but also
granted a new outlook on the processes in the areas they manage and
resulted in many substantial ideas and inspiration to act.
Rafał Przychodzień, Mercer: This event allowed me to notice
how much more we have yet to do. The very fact that we called
it methodology helps us to face the subject, which will definitely
be continued in our company.
Marcin Siech, Cybercom: It was my first serious encounter with
Lean. I have absorbed a lot of interesting knowledge and I could
also get to know the opinions of those who practise the methodology.
What was most significant was the moment of reflection on the
possibility to optimise whatever we do in our organisation every
day.
Rafał Szmajser, Capgemini: The workshops were an excellent
opportunity to share the experience as regards the implementation
of the methods for process facilitation and optimisation. It was an
interesting and inspiring meeting.
The meeting was also an opportunity to exchange experiences and
to have many interesting discussions within a group of high-level
management staff.
Next workshops coming soon!
nr 6/2013 (November/December)
News
Szczecin is a city open
for science, entrepreneurship
and investors.
It is also a dynamic center of IT services.
The development possibilities
of the city are caused by its transborder and
ideal for logistics location, its scientific and academic potential
as well as by cooperation with its neighbors. These assets create
natural opportunities for placing centers of modern services
(BPO and SSC) and for progressing innovative technologies.
Szczecin is one of leading Polish cities when it comes to supporting the business. Szczecin sets a goal of supporting entrepreneurs who are interested in locating investments in the city. Investors are provided with information and an assistance regarding investment procedures. They can also make use of other ways of the support, which helps with starting and advancing the
business in Szczecin, such as: income tax exemptions, low costs of running the business within the EURO-PARK MIELEC Special
Economic Zone, credits guarantees and credits for entrepreneurs. The base of the economic development and competitiveness of Szczecin are modern technologies and an innovation ability. That is why the city invests in science - research centers
and the institutions of business environment. Szczecin is a city of young and active people, who can communicate in foreign
languages. The intellectual capital of the city is built by more than 58 000 students and 15 000 graduates yearly, for example
in computer science, mechatronics or nanotechnology. The city that has Polish and German history unites three elements water, greenery and buildings into a unique integrity, which is very attractive from the tourism perspective. The character
of a port city, which is historically connected with the sea, harmonizes with one of the most important for the city development sectors: the renewable energy.
The current resources of commercial buildings in Szczecin are approximately 110 000 m2. Additional 65 000 m2 of modern office
space of the A class will be constructed in the near future. The Fitch Rating company, which is one of the biggest and most reputable
rating agencies in the world, granted the City of Szczecin the BBB+ rating (as for VIII 2012). The rating describes the stable
financiapolicy and high standards of financial management in the city.
The huge potential, beneficial conditions for investments and entrepreneurs-friendly climate - these
are the main characteristics mentioned by the international companies that choose Szczecin as
the place for their investments.
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Informacje o Kongresie Contact Center: www.kongrescontactcenter.pl
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nr 6/2013 (November/December)
News
9th Contact Center Congress
What are the global trends in the contact center industry, how to
manage employees effectively and how to relieve the call centers?
These are just a few questions we answered during the 9th Contact
Center Congress, which took place on 23rd and 24th of September in
Warsaw.
The participants had a choice of 17 lectures, most of which took
place in parallel thematic streams and two workshops. They have
been familiarized with topics such as optimization of operating costs
in the Contact Center, burnout, motivating employees of Gen Y, the
reorganization of the company structure, outsourcing partnership,
aspects of multichannel customer service and customer loyalty.
The social customer service today
Martin Hill-Wilson from Brainfood Consulting presented to the
conference participants interactions between social media and
customer service. He pointed out that young people are incarcerated in
social media and such communication is natural for them. – They want
to talk on Facebook with their bank, insurance company and Telekom
– he said.
9th Contact Center Congress, Warsaw, September 2013
The emphasis on quality and social media
– It is important to share experiences and best practices, and learn
not only from the mistakes of others, but also from their achievements
– Aleksandra Laskowska from 4Life Direct International said.
She spoke about the global trends in the contact center industry.
She pointed out that the value and importance of the global contact
center market continues to grow, and emphasis on customer service
quality increases, due to the economic need to build customer loyalty.
The importance and role of social media increases. – According to
the U.S. study 16 percent of consumers after completing an interview
with a representative of the company shares his frustration on social
media platforms. People give vent to emotions, and what will be done
with it depends on the company. Each company will be in social media,
whether you like it or not – explained Aleksandra Laskowska.
How to approach the social media? – There is no strategy set, because
the social media is constantly evolving, new platforms rise up, others are
closed – Aleksandra Laskowska said. – It is important to ask yourself the
question – what we want to do in social media? Why do we want to be
there? Who in the company should manage it? What about our company
appears on social networking sites and what is the reason for doing that?
The other trends in the industry are the increasing importance of cloud
computing and home working. 60% of Contact Centers in the U.S.
employ agents working at home and it is estimated that this number
will increase up to 80% by the end of 2013.
Ger Koole, VU University Amsterdam, Netherlands
– Why do customers report their problems on Facebook? Because the
traditional call center did not solve their problem – Martin Hill-Wilson
said. – Communication in social media is a challenge for the entire
company, not just for customer service. – Expert showed examples of
the posts in which the company promoted its services and customers
in the comments showed their dissatisfaction. – Marketing
Representatives does not like to talk with customers. They prefer
to promote the company – he said.
On the second day of the conference, participants could take part
in two workshops: Customer Value Management and Management
by Engaging in the Contact Center.
Congress was suported by SeveNet S.A., Orange Polska, Call
Center Inter Galactica, Huawei Polska Sp. z o.o., Altar Sp. z o.o.,
Teleperformance Polska, Focus Telecom Polska, Ecophon SaintGobain, Axium, RankMiner Inc.
More Information about Contact Center Congress: www.kongrescontactcenter.pl
nr 6/2013 (listopad/grudzień)
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O
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nr 6/2013 (November/December)
Outsourcing Breakfasts
– a new professional form of education
I
n September 2013 in the Polish outsourcing industry
a new form of educational meetings appeared. Pro
Progressio, in realizing the statutory goals of the
Foundation, has launched a series of business breakfasts
dedicated to various issues associated directly or indirectly
with the subject of outsourcing.
The form of meetings is groups up to 25 people, among which
are managers and experts representing both the public and
private sector. Breakfasts are divided into two parts. The
first of them is a 20-30 minute presentation of the issue,
then over an hour of discussion along with invited guests
on topics related to the subject of the meeting. Participants
in the first two breakfasts were people representing, among
others, organizations such as CBRE, Randstad, GTS, Focus
Telecom, Antal, XPlan, Grupa OEX, PAIiIZ, Harvey Nash,
Algotech.
The first Outsourcing Breakfast was held on the 24th
of September this year and concerned the topic of IT
Contracting, and the substantive Partner was the company
HAYS Poland.
During the presentation, Krzysztof Andrian, Head of IT
Contracting and Jadwiga Naduk, Head of Market Research
& Consultancy from HAYS Poland presented the advantages,
disadvantages and work areas in which IT Contracting is
applied. Participants of the meeting could find out in what
kind of projects IT Contractors cooperate, what the process
of providing employees and project support, in which IT
Contractors are involved, looks like.
During the meeting, participants discussed topics associated
with the correct estimate of the costs of IT projects, the risk
of their underestimation, time required to recruit a team,
and a clear definition of project needs.
27
News
The second Breakfast covered the topic Project Management
and Change Management. The substantive Partner of the
meeting was the company Art PM.
The Breakfast began with the presentation of the Company
Artists of Project Management (Art PM), which introduced
the participants to the subject of Project Management. Marek
Malczewski, an expert in the field of project management,
indicated how project management with features such
as resources management, the organizational model, the
involvement of the team, the knowledge base and controlled
manufacture of products or the provision of services affect
the effective results of projects in different enterprises and
leads to the transformation processes as changes.
The statement of Art PM's Expert served as a prelude to
a broader discussion which involved most of the participants.
Daniel Bienias, Director of the Department of Representation
of Tenants and BPO Services at CBRE, talked about the
projects which the real estate industry encounters, and the
Real Estate market. Immediately after Director Bienias's
speech, Dorota Zabłocka, RPO&MSP Concept Manager from
Randstad talked about projects from the area of recruitment
and human resources management. The whole speech
in the area of projects of private entities and suppliers of
28
outsourcing services was completed by a comment from
Konrad Rochalski, President of Grupa OEX, in respect to
projects from the area of Call and Contact Center, among
others. Project management is not only the domain of the
public sector; Katarzyna Mokwińska from the Polish
Agency of Information and Foreign Investment (PAIiIZ)
presented how the Agency conducts projects and what it
struggles with to support foreign investors in the process of
choosing a location for foreign direct investment.
The participants in the debate, inspired by the speech of
Marcin Rudziakowicz from Art PM, agreed that in many
companies and organizations a huge dose of education is
required to understand how to define and manage projects,
what to define as projects and where the differences
are between projects and processes. The meeting also
gained interesting comments from independent business
advisers, among whom were people like Jacek Błocki and
Sebastian Jakubiak. After the official part, the participants
of the breakfast long discussed topics related to project
management.
Another outsourcing breakfast is coming soon. In November,
Pro Progressio plans to organize a meeting devoted
to outsourcing in the banking sector.
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30
nr 6/2013 (November/December)
News
VIth The European Economic Forum in Łódź
T
he European Economic Forum will be held for the sixth time
from 13 to 14 November 2013. The European Economic Forum is a cyclical event organised by the Office of the Marshal
of Łódź Province. The project is co-financed by the European Union
under the European Regional Development Fund and the budget
of the Łódź Province local government. Discussions undertaken at
the Forum concern the current economic situation, focusing on the
potential of the regions, whose development has a direct impact
on the strengthening of the economic condition of our country.
The organizers of the Forum want to create a platform for building
co-operation with business – close, effective and based on mutual
benefits – through which the local governments could build their
competitiveness, create added value for citizens, entrepreneurs
and investors.
One of the main themes undertaken at this year's Forum will
be the development of the BPO industry, and the benefits that
this dynamically growing sector brings to the regions. Moreover
the discussions on the Forum will focus on selected industries,
including: IT, power industry and renewable energy sources,
innovative textile and fashion industry, innovative agriculture
and agricultural and food processing, medicine, pharmacy,
cosmetics, as well as advanced construction materials.
Professor Marek Belka, who will join us during both the opening
session as well as the evening gala of the VIth edition of EFG, will
be one of our distinguished guests. As usual, the gala event will
be accompanied by the ceremony of giving Łódź Region Business
Awards.
The VIth European Forum, similar to the previous years, will abound
in opportunities to meet famous and very interesting persons. The
guest of honour of this edition will be Professor Grzegorz Kołodko,
who will give the opening lecture entitled “Where is the world
going?”. Afterwards he will sign his latest book with the same title
for the Forum Participants. The Forum will be moderated by Polish
journalist Maciej Orłoś.
The Forum surely cannot do without outstanding Guests,
representatives of the state administration – Minister Jacek Męcina
and Minister Janusz Steinhoff have already confirmed their
presence in the event. Similar to last year, during the Forum you
will meet alongside many specialists in the field of outsourcing,
including world-famous Stephan Fricke, Armand Angeli, Konstantyn
Yakovchuk-Besarab, Jim Costello.
The Guests of the Forum will have a unique opportunity
to participate in numerous interesting meetings during the panel
discussions concerning among others: increase of value in business,
passenger transport in the context of development of the region,
and social enterprise. The first day of the Forum will be devoted
to panels on BPO, during which issues concerning, among others,
the sourcing strategies of enterprises, the future of the BPO industry
in Poland and in the world, office spaces for BPO and the activity
in our region of increasingly popular call and contact centres will
be discussed.
A very meaningful event during the VIth EEF will be the PolandRomania Economic Summit planned for 14 November 2013.
A large delegation from Romania have already confirmed their
presence in the summit.
This year’s Forum will end with an exceptional, very regional accent
– the “Talent Łódź Designer” fashion show of young designers
representing Łódź schools of design: Academy of Fine Arts, Łódź
University of Technology, Higher School of Art and Design and
ESEDI.
You are cordially invited to those and many other exceptional events
during the VIth European Economic Forum by its Host, Marshal
of Łódź Province, Witold Stępień.
The detailed programme of the Forum and the registration form are available at the official website of the VIth EEF: www.forum.
lodzkie.pl
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D
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nr 6/2013 (November/December)
News
The second edition of WorkGate,
or how a student can find an interesting
job in Poznan in the BPO/SSC sector?
F
or recent graduates to find a first, challenging job is quite
a difficult task. That is why the City of Poznan in association
with the major centers of BPO/SSC sector, such as Lorenz
Bahlsen, Carlsberg Group, IKEA, McKinsey & Company, Franklin
Templeton Investments, CIBER, Jeronimo Martins, HAYS, MAN,
Savvis, Carl Zeiss, initiates for the second time the recruitment
workshops called WorkGate.
In our country, centers of BPO/SSC (Business Process Outsourcing/
Shared Service Centers) sector are nothing new. The first of
them have already appeared in the nineties, but the most rapid
development of the sector began with the Polish accession to the
European Union – three out of four operating outsourcing centers
in Poland were created after 2004. – In Poznan, this sector employs
nearly 9,000 people in 41 companies. In the following years 20%
increase in employment is planned, resulting from the acquisition of
new centers and development of currently operating – says Marcin
Przylebski, Director of Investor Services in Poznan City Council.
WorkGate in 2013 will consist of two parts: workshops and
recruitment stands. Young people who have completed their
education can attend the workshops, take part in the recruitment
process and get a job. Those who will not join the workshop,
can come during the event from 10.00 to 16.30 and submit their
applications. Jobs are waiting!
WorkGate 2013 takes place on November 21 in Concordia Design
in Poznan. Recruitment for the workshops will last one month
from October 14 to November 15. – To register for the workshops,
please fill out the recruitment form available on WorkGate profile
on Facebook: http://www.facebook.com/WorkGatePoznan.
Of the applications received, more than 300 people will be selected
for the workshops – explains Adam Michańkow from Fresh Group,
organizer of WorkGate 2013.
More information:
Ania Szajerska
PR Manager at Fresh Group
[email protected]
tel: 61 854 20 72
33
| Bibliografia Outsourcingu
Dan S. Cohen
Shlomo Vaknin
Onepress
Onepress
672 stron
304 stron
Rok:
2008
Rok:
e-book:
2011
2013
ISBN:
ISBN:
978-83-246-1469-1
978-83-246-3019-6
1.
2.
3.
4.
5.
6.
7.
8.
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nr 6/2013 (November/December)
Kalendarium |
13.11
2013
14.11
2013
14.11
2013
Data Center & Private Cloud GigaCon
19.11
2013
27.11
2013
BPM TRENDS
28.11
2013
IT Security Trends
16.01
2014
35
N
Autor / Author:
Piotr Rutkowski
Partner Zarządzający
SourceOne Advisory
Managing Partner in
SourceOne Advisory
Specjalizacja:
doradztwo, analizy,
usługi konsultingowe,
outsourcing, sourcing,
negocjacje,
kontraktowanie usług
Specialization:
advice, analysis,
consulting services
outsourcing, sourcing,
negotiation,
contracting services
36
•
•
•
•
•
•
•
nr 6/2013 (November/December)
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Artykuły
125
37
38
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Articles
How to choose a wife
Part IV
S
o, after a short break, we are back to our process
of searching for a wife...
In the previous episode, we focused on describing the
stage in which the dominant range of activities was
related to the client's own work, i.e. creating professional
tender documentation (RFP). At this time, we are going
into the phase of active contacts with our potential
candidates for a relationship. And so we are launching
the tender!
We proceed as standard, quietly, modestly, without
publicity – we send RFP to the previously selected
candidates. And all of a sudden the city begins to rumble
that you're looking for your other half! The girls are
rushing to the hairdresser en masse and ironing their
dresses, and the guys (if the searcher is a woman) notice
for the first time in several years that they'd run out
of shoe polish! A queue of canvassers for super services
is formed outside the project boss's office.
Suddenly, quite unexpectedly and without any
connection with the tender for outsourcing, all the
relations that traders of suppliers have with our
admins, PMs and coordinators of all levels and
departments flourish. After a few days a lot questions
from bidders arise. You answer these questions, new
ones appear. You answer the new ones, questions to
questions arise...
Finally, exhausted you get to the end of the day
that is the deadline for submitting offers. Five to twelve
you get two requests for postponing the deadline,
because the seamstress did not manage to give away
the fixed dress, and the hairdresser is just finishing
a perm... But because the candidates are appealing
– you agree.
After collecting all of the candidates' offers, you should
analyze and evaluate them, in accordance with the
previously prepared model. In such an assessment
it is worth taking into account the candidate/offeror
themselves, including, among others:
•
•
•
•
•
•
•
is/her experience and references,
h
t he technical and human resources possessed,
f inancial potential,
s ize,
f lexibility,
t he ability to offer additional services,
a pproach to the sales process and quality of
communication, as well
as the proposition of the solution presented to the client:
• t he overall quality of the offer,
• a djusting to the expectations of the client,
• i mplementation costs of the contract and its current
operation,
• m echanisms for scaling services and prices associated
with them,
• t he number and scope of exemptions for relevant
contract provisions proposed by the client, etc.
The list of criteria and the scope of evaluations should
be well thought out, because the construction of the
optimum model of evaluating offers will be crucial
for the whole process of assessing the profitability
of the project, as well as have an influence on our
decisions (e.g. which outsourcers to qualify for the
short list). A fundamental doubt, that always arises at
the stage of building criteria for evaluating offers is:
• t o follow the model of recognition and assess
"by intuition" in some criteria?
• o r to try an count and detail everything at any cost?
39
Articles
This of course applies to tendering processes carried out
on market rules and which are not subject to the public
procurement law.
Each of these approaches has its pros and cons. In
our advisory experience, depending on the client's
preference, once we go in one direction more, another
time in the other direction. The matter is complicated.
... the client should understand
the offeror's organization,
its experience, approach
to cooperation and technical and
human resources possessed.
A good example illustrating this dilemma is the matter
of the model for assessing the outsourcer's references.
Or should you just count their amount? Or maybe 10
large ones are better than 20 small ones? Or maybe it's
even better to take 7 large ones, but in this 3 very close to
the project we are planning ourselves and the specifics
of our industry? Or are we counting only references
that are currently working, or taking into account those
references that are no longer supported? After all,
the latter also leave knowledge in the organization
of the supplier!
In addition to the development of the criteria list,
in the evaluation process you must also assign
appropriate weight to each of them, in order to ensure
the optimal impact of a given criterion on the final
assessment.
The evaluation process of outsourcer's proposals is
not simple. Somehow, it magically always happens
that, despite the fact that in the RFP the client clearly
imposed an expected structure of offers, then each one
looks different anyway. Therefore, it will take you
at least a few weeks until you reduce all the offers
(sometimes they are a few hundred pages long) to
a common denominator and understand what is and
is not in each one of them.
Of course, at first glance it is not visible what is not.
So you ask the outsourcer to explain hundreds of matters,
and then for them to change the structure of prices, and
finally still to separate a few price components essential
to you.
40
After completing the stage of evaluating offers and,
among others, comparing them with our current costs
and investment plans related to the area which the RFP
concerns, we make a GO or NO-GO decision. If the
decision is to continue the project, in the next step, we
recommend to go to the so-called short-list stage, which
consists in selecting 2-3 of the best offers and begin
detailed discussions with each of the selected offerors.
The objectives of the short-list stage shall be:
• t o familiarize each of the candidates accurately to
the long-term relationship (among others, through
workshops with the supplier and reference visits at
their current clients)
• c onducting a due diligence process (which will
allow the offeror to learn the client's expectations
and obtain all the information necessary to submit
final offers),
• t o build a final offer.
The short-list stage, depending on the scale of the
project, usually takes 1 to 3 months. At its end,
the client should understand the offeror's organization,
its experience, approach to cooperation and technical
and human resources possessed.
However, the most important effect of realizing the
short-list stage will be the final, optimally constructed
offer, which, on the one hand, fully addresses the needs
of the client and has been fully understood by the
client (what he's buying, and what he won't get from
the outsourcer), and, on the other hand, it was built by
the outsourcer based on good knowledge of the client's
organization, which was possible thanks to the process
of due diligence.
To close the short-list stage, the client will have 2-3
decent offers "on the table". In this step, he should once
again – this time on the basis of reliable, appropriately
scaled, final proposals of outsourcers – analyze the
profitability of the project, and check whether the project
gives the chance of realizing the originally assumed
strategic objectives.
If the decision is GO again, they we communicate it to
our chosen one, setting aside the rest to the "waiting
room" and proceeding to write up a contract of marriage.
But about this, later... in the next episode of our
stories...
nr 6/2013 (November/December)
Articles
41
PAIiIZ
42
nr 6/2013 (November/December)
PAIiIZ
OMNI3D
SMT Software
43
PAIiIZ
Polish technology – global markets!
PAIiIZ
The Polish economy has entered a very interesting moment of its
lifecycle where we no longer are only recipients of foreign direct
investments but we have become exporters of such.
The Polish Information and Foreign Investment Agency
(PAIiIZ) has recognized this trend and decided to implement
new services aimed at the direct support of Polish foreign
investments. The Agency has developed a pipeline of Polish
investment projects with whom we are working on maximizing
their internationalization efforts. We have asked three of our
partners to describe themselves, their globalization plans as well
as the role our agency is playing in these plans. Here is what we
have found out.
HICRON
What internationalization plans does your company have?
Hicron's strategy on foreign markets is, above all, building longterm relationship with our clients - regardless of the location.
Exploring optimum solutions and flexibility are hallmarks of our
strategy and allow us to meet expectations of our corporate clients
on all continents. The experience and know-how of Hicron's
experts make us eager to undertake even very complex projects.
Our consultants who model business processes of companies in
Poland apply their knowledge of the latest management models,
which they got when implementing our international projects.
We are very active in the Western Europe and assist businesses
in countries like Germany, Belgium, Netherlands or Switzerland.
At the end of the last year, we had a great success in the US we managed to secure an agreement to develop and implement
the Demand Planning system with a maker of luxury cars. We
appear more and more often in the Eastern markets like Belarus
or Russia. We are going to expand our network in Asia and we are
currently in the middle of negotiations with Japanese businesses.
Major global companies, like AmRest, Nestlé, MAN or Volvo,
decide to do business with us; we do not have to worry about
competition from software providers overseas.
What are the results of that so far?
Our intensive activity on foreign markets leads to greater diversity
of Hicron's revenues structure. While many IT companies similar
44
to ours rely mainly on the domestic market, Hicron's revenues
come mainly from abroad. Every year, the revenues from foreign
markets increase by several tens per cent, while shares of each
individual market drop. No market we currently do business
on gives us more than 1/3 of our revenues. Such a situation is
extremely convenient - diversified income means financial
security and optimistic future.
Our global expansion is a natural step for us and we keep
preparing for it by building up our resources and investing in
new areas. Last year, we had a particularly robust growth and
the record number of new recruitments. Our team of consultants
and programmers, 120 people strong at the end of 2011, extended
to 170 people, or by 40 per cent, one year later. This dynamics
comes not only from new areas of competence (like Enterprise
Mobility), but also the ever increasing demand for Hicron's
services, especially abroad. To effectively manage our projects and
stir demand in foreign markets, we established two companies.
Hicron Scandinavia AB operates in the Nordic market, which
we believe is still underestimated, focusing mainly on Sweden
and Norway. Despite strong local competition, we are sure we
will expand in that area. Our outpost in the DACH market is
Switzerland, home to our Hicron Schweiz AG. By creating that
company, we gained support from Swiss public institutions
and local authorities, which are interested in working together
with us.
What was the role of PAIiIZ in your globalization process?
It is a great challenge to keep up the current dynamic growth of
Hicron, which is why we hope to establish closer cooperation
with the Polish Agency of Information and Foreign Investments
(PAIiIZ). PAIiIZ's support in our foreign business is crucial to
us - working together with an institution which promotes the
Polish economy and Polish business abroad, lends us credibility
and creates many business opportunities. Currently, we are
doing our best to become a Polish Champion – under a program
of the Ministry of Economy and PAIiIZ. A part of the Program
is networking meetings with potential foreign investors, and
that is extremely interesting to us. Last year, we had a great
opportunity to take part in a seminar of economic partnerships
between Bavarian and Wrocław-based companies; it took place
on November 21, 2012 in München. That meeting was held by
the Wrocław Development Agency and the Bavarian Chamber
of Trade and Commerce, and it allowed tens of businessmen
nr 6/2013 (November/December)
PAIiIZ
from both countries to share their experience on the PolishGerman cooperation. International economic seminars are
a great opportunity to share business experience and established
long-term relationships with foreign entrepreneurs. Finding new
investment projects is a part of our expansion strategy for foreign
markets; it helps to increase employment at home and increase
the investment potential of the entire urban area of Wrocław,
which is one of the Polish Champion Program's main goals.
SMT Software
OMNI3D
What internationalization plans does your company have?
Omni3D is a Polish manufacturer and distributor of 3D printers an
innovative technology that is considered to be very promising around
the world. We are a young and dynamic company, with over 30
employees and we successfully sell our products to professional and
semi-professional clients all over Poland. We already have three models
of our printers with a different printing area. We plan to develop new
models quickly for different markets including mass market.
What internationalization plans does your company have?
SMT Software is one of the fastest growing IT companies. SMT
creates business software, implements IT projects and outsources
IT specialists. The company is present on the market from 2002
and operates from seven locations throughout Poland – Wrocław
(HQ), Warsaw, Poznań, Cracow, Białystok, Gliwice and Katowice.
More than 500 IT specialists are employed by the firm.
International expansion is a part of SMT’s development strategy.
Development and growth on Western markets is crucial because
it provides a possibility to obtain new service buyers and
to diversify revenue streams. European companies are willing to
use the services of Polish IT companies because they offer good
value for money. Shared culture, geographical proximity, unified
EU law and the same time zone are additional benefits.
What are the results of that so far? What was the role of PAIiIZ in
your globalization process?
SMT’s clients value the experience obtained by the company
when working with international enterprises. Presently the
company operates on the British, French and Dutch markets.
It also closely cooperates with clients from Germany, Austria and
Norway. The new department in London was opened as a result
of the company’s expansion to the Western markets.
The decision to open an office there was made after thorough
analysis of the market and its business environment in
cooperation with PAIiIZ. Thanks to the advisory of PAIiIZ SMT
Software not only was able to learn about the local business
environment but also to establish a partnership with London
Partners organization, which supports foreign investments in the
capital of Great Britain. Presently there is an ongoing cooperation
with PAIiIZ and The Trade & Investment Promotion Section of the
Polish Embassy in Berlin. In September SMT represented Poland
during IT expo in Stuttgart. The Trade & Investment Promotion
Section in Berlin directly supported the trip and organization
of the event. The cooperation with federal organizations is
directly tied to the development of SMT Software on Germanspeaking markets.
What are the results of that so far? What was the role of PAIiIZ
in your globalization process?
Since the very beginning we knew that one of the most important
elements of our growth and long term strategy should be the
introduction of our products to new markets outside of Poland.
It is a big and complicated project from both the organizational and
economic perspective. We try to participate in big international
technological events (CEBIT, Techcrunch Disrupt, 3DPrintshow),
to build our brand recognition internationally. As a result we had
our first clients outside of Poland (Germany and Great Britain).
These are very promising signs for our future expansion.
During the process we had an incredible amount of help from
PAIiIZ. We have been invited twice to participate in study tours
to London where we‘ve met business representatives of potential
clients and got introduced to the business community in the UK.
During our second visit PAIiIZ organized a networking seminar at
the Polish Embassy in London. This event gave us a great opportunity
to present our products and solutions abroad. In addition to that we
had a chance to meet business experts that helped us understand
“How to do business in the UK” and we saw solutions that can make
it possible for us to open an office in Great Britain.
Are you a Polish company looking at possibilities to invest
abroad? Let’s see what can be done together! Get in touch with
us: [email protected]
The Polish Information
and Foreign Investment Agency
00-585 Warszawa,
ul. Bagatela 12
22 334 98 75
[email protected]
The Polish Information and Foreign Investment Agency has
been serving investors for 19 years. Its mission is to increase
Foreign Direct Investment (FDI) by encouraging international
companies to invest in Poland. It guides investors through
all the ­necessary administrative and legal procedures along
the way to setting up their business in Poland. The Agency
promotes also Polish ­goods and services abroad.
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Articles
Extraordinary knowledge
of foreign languages
T
he BPO/SSC sector in Poland is still under development,
and more and more shared services and outsourcing
centres are established. The investors have long noticed
the potential and the benefits from choosing this place for their
business. Other cities struggle for such investments as well, and
the queue for the outsourcing cake is long and full of competition.
What is the reason then for a choice of a given location or not?
Optimal economic conditions, high-standard office floor plates
or the availability of the qualified personnel seem to be most
essential. In particular the last factor forms an important argument
for a potential investor. Modern services centres often provide
very diverse services, such as IT, finance and accounting, payroll,
Carlsberg
• Shared Service Center for Carlsberg group since
2006
• Financial processes: Financial and accounting
• Non-financial processes: Master data, e-procurement,
SAP consulting
• Language used in the company: Polish, English,
German, Swedish, Danish, Norwegian
• Country of Origin: Denmark
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Articles
Ciber
•Outsourcing & IT management services
•Development & maintenance of applications
•Architecture of enterprise, Mobile solutions
•Solutions based on a cloud computing model and
other services
•BPO/ITO services from 2010
•Language used in the company: English, German,
Spanish, Japanese, Chinese, Italian, French, Danish,
Finnish, Dutch, Swedish, Portuguese, Russian,
Lithuanian
•Country of Origin: USA
HR services and many other ones as well. In case of foreign
centres, however, a common denominator is most important
– namely the knowledge of foreign languages. The global nature
of business conducted by parent companies requires the support
of processes in numerous languages. Invoicing in Spanish,
e-procurement support in Switzerland, payroll processes that
require the knowledge of Scandinavian languages. Poznań
addresses this demand very well. The academic nature of the
city and special emphasis on the knowledge of foreign languages
have contributed to the opening of many philologies at the Polish
universities, where people are taught not only the standard
languages, as for the contemporary world, but also many exotic
and less popular ones. The Scandinavian languages, which are
often required by the investors, are a good example.
Ikea
•European branch of IKEA Business Service Center
(BSC) since 2010
•Rationalization of business processes in IKEA
companies
•Accounting, HR and salary services
•Area of interests: wages, HR department system
support, department of commitments, databases
administration, accounting for business travel
•Language used in the company: English, German,
Italian, Portuguese, Spanish, French, Scandinavian,
Czech, Slovak
Country of Origin: Sweden
Below, you can find a list of philologies available for study in
Poznań. In addition, it should be kept in mind that the universities
with a banking, technical or IT major profile also attach a lot of
importance to the education of foreign languages as they are
aware how important it is on the labour market.
List of philologies that can be studied in Poznań:
German, Arabic, English, Croatian and Serbian, Danish, Finnish,
Hebrew, Spanish, Indian and Tibetan languages, Korean,
Lithuanian, Latvian, Norwegian,Greek, French, Slovak and Czech,
Russian, Ukrainian, Swedish, Hungarian, Italian, Japanese,
Chinese, Turkish, Swahili, Vietnamese, Thai.
The above-mentioned thesis can be confirmed by the example
of the Carlsberg Accounting Service Centre, which was opened
in 2006 and whose task portfolio covers financial processes,
master data, e-procurment and SAP consulting provided for
entities across Europe. It is easy to come to a conclusion that
employees who specialise in various domains also have to
prove proficient at multiple languages. And it is so in reality;
the languages that are used at a centre include: Polish, English,
German, Swedish, Danish and Norwegian. To find employees
with such competences is not easy, yet we succeeded to
accomplish this goal in Poznań. The centre thrives very well
and develops all the time by implementing more and more
processes.
MAN
•MAN Accounting Center started in 2006
•Finance and accounting services for MAN enterprise
•Language used in the company: German, English,
Spanish, Italian, Turkish, Russian, Hungarian,
Portuguese, Slovenian
•Country of Origin: Germany
130,000 students and about 40,000 graduates a year make
up the figures very rewarding and promise that even the
most demanding investor will be able to quickly find people
to be employed at their services centre, no matter what tasks
are performed in it and which languages are required from the
prospective employees.
Savvis
•Since 2012 in Poznań
•Provides IT services
•E-Commerce
•Enterprise Cloud Computing
•Hosting & Content Management
•Infrastructure Optimization Services
•Language used in the company: English, German,
Spanish, Italian, French, Finninsh, Dutch, Chineese
•Country of Origin: USA
More information
Investor Relations Department
The City of Poznań
Plac Kolegiacki 17, 61-841 Poznań
fax :+48 (61) 878 5500
tel: +48 (61) 878 5428
email: [email protected]
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Articles
Lublin universities
closer to business
U
niversities are the strongest distinguishing
feature of Lublin. Despite the more and more
visible enrolment decline caused by demographic
factors, students' return to the city in the beginning of the
academic year remains perceptible. No wonder: the city of
350 thousand inhabitants hosts ca. 80 thousand students
yearly. Participants of full time, part time and doctoral
programmes arrive here to receive education which will
not only broaden their minds but also translate into a head
start in the job market. That is why it is so important to
make curricula meet employers' requirements.
– Just as in other parts of Poland, with the decrease in the
number of students and graduates and the rapid growth of
IT sector, we observe a great demand for candidates with
technical degrees. More and more often engineers with
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a command of at least one foreign language are sought.
Candidates fluent in two foreign languages have virtually
no difficulty finding employment, although a degree in
Economics and at least 6 months of working experience
or internship can be very helpful – explains Agnieszka
Braunberger, manager of Randstad office in Lublin.
Although a comprehensive approach in adjusting
university programmes to labour market requirements is yet
to come, higher education institutions in Lublin reach
for EU grants to be able to introduce more businessoriented solutions today. One example of such initiative is
the “Market-Tailored Graduate” project carried out
at Lublin University of Technology, thanks to which
postgraduate programme in Information Technology was
implemented.
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– We noticed that as many as 5 higher education institutions
offered undergraduate programmes in IT, but only 2 of
them have a postgraduate programme on offer. That
is why we decided to create a comprehensive curriculum for
a postgraduate course. We also decided to ask local employers
for help – says Dr Grzegorz Kozieł from Lublin University of
Technology Information Technology Institute.
Cooperation with business environment was carried out in
two steps. First of all, representatives of local companies
were invited to participate in several discussion panels
about the competencies required from graduates. Their
conclusions served as a basis to create 5 specialties for
postgraduate programmes which were incorporated into
the educational offer of the University. At the second
stage, companies were invited to host students during an
internship programme consisting of a 2-week placement
and 4-month internship. Their agendas were earlier
discussed with the host companies. Students could assist
in real projects, get acquainted with the technologies
applied by the companies and carry out research for
their final dissertation. As Dr Kozieł says, ca. 50% of
the students participating in the internship programme
were offered employment as a result. Moreover, the
candidates for postgraduate studies in IT at Lublin
University of Technology abound which also testifies to
the attractiveness of the programme.
Thanks to an EU grant, also Maria Curie-Skłodowska
University (UMCS) brought its educational offer closer to
the realities of the labour market. Here, businesspeople
and academics worked together to establish 16 new
specialties at Humanities Department. Since the
specialties are focused on practical skills, each of them is
connected with an obligatory internship.
– Among our specialties there are both typically foreignlanguage related, such as Spanish and French for Special
Purposes or Simultaneous Interpretation, and new mediarelated, such as Cyberculture or Audiovisual Techniques
– says Anna Grzegorczyk, who coordinates the “UMCS
for Labour Market and Knowledge-Based Economy”
project. As she explains, after the project is finished the
specialties will still be a part of the educational offer of
the University. Some of them will remain an additional
elective specialty, like they are today, and some of them
will be integrated into the standard curricula of the
selected programmes. Still other will perhaps serve as
a fundation for a new undergraduate or postgraduate
programme, like in the case of Balcan Studies, which is to
be launched as an undergraduate programme in the near
future.
Another way of Maria Curie-Skłodowska University
coming closer to the business environment is the “Synergy
– shaping the competencies of Economics Department
students through the acquisition of practical skills”
project. Here, the starting point was the attempt to solve
a problem many graduates face, i.e. lack of professional
experience and insufficient soft skills. That is why
within the project various trainings are organized for
students with the aim to strengthen their competencies
in interpersonal communication, team work or stress
management. – We also propose courses on MS Excel
advanced
functions,
computer-assisted
accounting
and stock exchange investment – says Dr Bartłomiej
Twarowski, the director of the project.
Courses and trainings are supported by close cooperation
between Economics Department and local companies.
– A Business Council was created next to the Economics
Department Programme Council, which is composed of
representatives of Lublin Region business environment.
Its job is to recommend the solutions which will adapt
our educational offer to the benefit of the labour market
– explains Dr Twarowski.
Moreover, students supervised by their teachers carry out
projects ordered by companies, participate in internship
programmes and attend interdisciplinary lectures
on “Practical Aspects of Entrepreneurship” given by
businesspeople and open not only to UMCS students, but
also to the whole student community in Lublin.
– The project enjoys great popularity among students.
Trainings, internships and skills gained while
conducting research for companies deliver great value
and raise students' competency potential. That is why
after the project is over we will look for another grant
which will allow us to continue the initiative – says
Dr Twarowski.
Author:
Anna Jurys
Strategy and Investor
Assistance Department
Lublin City Hall
tel: + 48 81 466 25 07
email: [email protected]
www.lublin.eu
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Articles
Lodz
creates your business opportunities
I
ts location in central Poland, educated staff, international
business environment and easy access to office space
make Lodz one of the key outsourcing centres in Poland.
The core of economy in Lodz – the third largest city in Poland
(with population in excess of 716 thousand people) – is the
BPO/IT sector. Lodz outsourcing companies employ more
than 9,000 employees and its 22 largest IT companies employ
more than 3,200 people.
Located at the intersection of Poland’s two biggest motorways (A1
and A2), Lodz is where the biggest companies from the Polish
BPO/IT/ITO sector develop their business. They include Infosys
BPO Poland – the biggest BPO employer in the region – Fujitsu
Technology Solution, DHL Express, SouthWestern BPO, Sii,
and Takeda.
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Lodz is becoming the preferred place of investment of
various IT and BPO market leaders, including the American
corporation Hewlett-Packard, which opened its BPO centre
here last year (100 jobs).
Implementation of innovative projects and constant
improvement of its offer by various Lodz businesses caused
the city to be recognised as one of the leading modern BPO
and net technology centres. Intense development of the
ITO and IT sectors is evidenced by the operations of mobile
solution companies such as Comarch, Mobica, Teleca and
Cybercom.
The academic circles of Lodz cooperate closely with business
and therefore the city is appreciated by companies seeking
locations for their R&D operations, such as the R&D centres of
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Articles
manufacturers such as BSH and Rossmann. Other businesses
that have opened their R&D centres in Lodz include Bank Citi
Handlowy and Samsung – the global leader in IT. Another
example confirming high skills of Lodz’s IT graduates is
Open RnD – a company founded by staff of the Technical
University of Lodz and software developers working for large
commercial corporations. In less than a year from starting
operations, Open RnD developed a game for Cottonfield,
available for the Android platform on Google Play.
One of the key assets of Lodz is its academic potential. With
more than 100,000 students, including over 6,000 IT students
at 24 colleges and universities and over 25,000 graduates
(the majority fluent in at least one foreign language), Lodz
is a great source of educated staff. Programs offered by the
University of Lodz and the Technical University of Lodz
are carried out in cooperation with business. Only Lodz
universities implement the unique program “Młodzi w Łodzi
– językowzięci” (Youth in Łódź – focus on the languages).
The purpose of the program is to educate young people in
rare languages – particularly Scandinavian ones – reported
most in demand by employers in the BPO/IT sector.
As the only university in Poland, the University of Lodz
offers unique new “Linguistics for Business” programmes,
launched in response to the demands of the modern labour
market. The programme of study is tailored to the needs of
local business and prepares graduates for employment with
local companies.
The various investment incentives offered to BPO/
IT companies, including competitive costs of business
operations and low prices for lease of class A office space
(ranging from 11 to 13.5 EUR per square meter) are the
guarantee of success of business operations in Lodz.
Public aid is more intense in Lodz than in other cities and
is around 50% for large businesses (until the end of 2013).
In addition, the city offers exemption from corporate tax for
entities operating within the Lodz Special Economic Zone
(ŁSSE), a package of exemptions from real property tax
(5 municipal aid programmes), reimbursement of costs related
to the fitting of work stations with equipment or additional
equipment, and financial support for staff trainings (among
others for learning less popular foreign languages).
The testimonies of Lodz businesses, which cooperate with the
city authorities through the Investor Relations Office at the
City of Lodz Office, confirm that the city’s business climate
is favourable. The Investor Relations Office is a key public
partner supporting strategic investors in Lodz, and works
closely with all levels of public administration, including
the Polish Information and Foreign Investment Agency,
neighbouring communes, the Lodz Special Economic Zone,
employment offices, universities, property developers and
job counselling agencies. It provides comprehensive support
to every investor. The task of a supervisor, supported by top
level officials at the City of Lodz Office, is to proactively
secure and service investors.
Lodz is also the place where the biggest European public
investment is implemented at the moment – the New
Lodz Centre, combining commercial, public and cultural
functions. The project centers around revitalisation of the
post-industrial area of 100 hectares located in the heart of
the city. This area is divided into three zones.
Zone I (approx. 40 ha) is an area in which various life activities
will go on day and night owing to the combined sustainable
growth of the cultural, commercial and residential functions.
An essential element of Zone I is the concept of rebuilding
of the railway station Łódź Fabryczna. The whole station
together with the railway infrastructure will be moved
16.5 meters underground. The main hall will be located
8 meters underground and it will be connected with all city’s
transport infrastructure (urban and long-distance transport).
Zone II (approx. 30 ha) is an area in which commercial
projects should be implemented, taking into account the
revitalisation programmes aimed at preserving the historic
city buildings and infrastructure. Zone III (approx. 30 ha) is
a densely built-up historic area from the end of the 19th and
the beginning of the 20 century, in the form of large urban
quarters which need intense revitalisation and restoration.
The New Lodz City Centre programme is not only to improve
the comfort of living in the city, but also an opportunity to
create a new identity of Lodz and to promote the city image
locally, nationally and internationally. It is one of the biggest
urban challenges in the history of Lodz.
Lodz lures with its unique atmosphere where business is
made in the spotlight of the largest Polish cultural events
and in harmony with the creative activities of Lodz
inhabitants.
More information
Investor Relations Office
Piotrkowska 104a Str.
90-926 Lodz
ph +48 42 638 59 39
fax: +48 (42) 638-59-40
e-mail: [email protected]
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Autor:
Michał Kacprowicz
Project Manager
Ph. +48 58 32 33 180
Mob. +48 501 365 563
Mail: [email protected]
www: www.investinpomerania.pl
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Articles
Research, development and education
– cooperation of Pomeranian ICT companies
P
omeranian ICT sector is growing stronger and the
Region is becoming more and more attractive place
for this kind of business. This situation is influenced
by many factors such as accessibility of talent, presence of
large companies or high level of education. Friendly and
ready for collaboration business environment also plays
a very important role. In Pomerania Region a platform
for effective dialogue and collaboration of enterprises
in ICT sector has been created by Pomeranian ICT Cluster
– Interizon.
Interizon (former Pomeranian ICT Cluster) is one of
the most dynamically developing clusters in Poland.
The organization gathers 145 entities and among them
enterprises engaged in widely understood electronic,
telecommunication, IT, automatics and robotics industries,
such as: Asseco Poland, Adva Optical Networking,
DNV, Flextronics International Polska, Jeppesen Poland,
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Playsoft, Radmor, Sii, Sprint, UTC Fire & Security, Vector,
or Wirtualna Polska, as well as research and development
institutions including Gdansk University of Technology,
which plays the administrative role in the Cluster, Gdansk
University and Maritime University. Among the members
of the organization there are also business support
organizations and public administration representatives.
Members of the Cluster are present on the Polish and
international market both as major suppliers of final
products and subcontractors. Total employment in entities
associated with Interizon reaches 22 thousand people.
– In our organization, micro-enetrpreneurs, CEO’s of
large companies, scientists and representatives of public
administration sit by the one table and by joining forces
create new quality – says Przemyslaw Szleter, President
of Interizon Fundation which is the coordinator of the
Pomeranian ICT Cluster – with the same name.
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Articles
Interizon Cluster was created in 2009 and in the same year
it was granted a status of Key Cluster by the Pomerania
Region authorities. International body of experts assessed
very highly its impact on Pomeranian economy, its
growth dynamics, growth potential and competitiveness.
A year later in Poland-wide research of Polish Agency
for Enterprise Development made by Deloitte Business
Consulting, Pomeranian ICT Cluster was pointed as the
best representative of ICT sector and one of the most
advanced clusters in Poland.
“fresh” as well as experienced engineers which facilitates
seeking for career opportunities. What is more, free
or co-financed form EU funds trainings have become
“market stars” in Pomerania.
This positive assessment was confirmed also in the
next edition of research. Development and successes of
Interizon Cluster were also noticed on the international
level. The Cluster was awarded the prestigious Bronze
Label award granted within the European Cluster
Excellence initiative.
Cooperation with regional authorities and lobbing on local
and national level is a very important part of clusters’
activity. As the “voice of the business”, they have a real
impact on regional development policy which translates
into favorable climate for enterprises’ development.
Clusters also take part in public consultations and work
on facilitating the access to different forms of financing
(inter alia from European Funds) for the business
in the Region.
There are representatives of 12 branches among the
members of Interizon Cluster. Vast majority of them are the
enterprises engaged in informatics, telecommunication
– Cooperation – this word is used in the Cluster in all
combinations. Thanks to cooperation innovations are
created and multi-million Euro projects are implemented.
Cooperation is a synergy – from which the strength
of Clusters arises – sums up Przemyslaw Szleter.
Since December 2011, thanks to the efforts
of Interizon Cluster, financing from the
unique JU-Artemis mechanism is available
for Pomeranian companies. As a result Polish
companies take part in international research
and development projects connected to
creating innovative solutions for monitoring
and managing city areas, such as ACCUS and
COPCAMS. Total budget of those projects
reaches approx. EUR 40 m. Within those
projects it is planned to implement advanced
city management system – Smart City in
Gdansk. In 2013 more companies associated
with Interizon became parts of consortiums
realizing projects in the JU-Artemis framework
with total budget of approx. EUR 80 m.
Graph. 1. Diversity of entities within the Interizon Cluster
Source: Interizon, own research
and electronic business. There are also training companies
as well as research and education institutions. Thanks
to their activity, transfer of knowledge and innovation
is possible within the Cluster. By discussions with
companies and recognizing their needs as employers an
improvement to quality of education can be implemented.
Currently, Interizon is working on creating new post
graduate faculties at Gdansk University of Technology and
new specializations in high schools.
Author:
Michał Kacprowicz
FDI Project Manager
Ph. +48 58 32 33 180
Mob. +48 501 365 563
Mail: [email protected]
www: www.investinpomerania.pl
Those projects are focused on giving to students
skills adjusted to needs of the market and Pomeranian
employers. Cluster created also a recruitment portal for
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fot. Mateusz Szczuplak
Articles
Szczecin
– the virtual metropolis
A
ccording to data from the Office of Electronic
Communications, Szczecin ranks second in Poland with
regard to the number of hotspots. Only Warsaw provides
a higher number of free Internet access points. In the capital
city of Poland there are 184 hotspots, while Szczecin offers 166
Internet access points to its residents.
Free wireless Internet is available in Szczecin schools at all levels
(primary, secondary and technical secondary schools), school
and educational centres, community councils, community
centres, police stations, theatres, in the Szczecin Sports Centre,
in Słowianin, the Museum of Technology and Transport, at the
main gate to the cemetery, on Jasne Błonia Square, on Bogusława
Promenade, in hospitals at ul. Arkońska, Mączna, ul. Powstańców
Wielkopolskich, ul. Wojciecha and Unii Lubelskiej, and also in
the Municipal Services Office. The hotspot in the Szczecin City
Office is available 24/7.
The Szczecin residents use hotspots very often. In September
alone approx. 100,000 devices were logged on to the network.
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In the West Pomeranian Voivodeship, excluding Szczecin, free
Internet access points are located in Nowogard town and in the
Sławno District.
In Nowogard you can log on to the Internet in 11 locations
(including schools, the town stadium, the Municipal Public
Library, and the fountain in the park on the lake). In the Sławno
District there are as many as 96 hotspots.
Within the Information Society Infrastructure project, a hotspot
network was created with a network management centre and
three base transceiver stations for radio data transmission. In total
37 km of optical fibre have been laid, connecting the stations with
the network management centre. This made it possible for the
city’s optical-fibre network to reach a length exceeding 100 km.
The principal objective of the project is to build the infrastructure
which will facilitate the support of educational projects. Such
areas are needed first of all by learners and teachers living and
working in the environment in which Internet information
services and access to resources are the key factors in success and
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Articles
effective education. The project supports the implementation
of the commune’s own tasks, most of all in the field of the
information society.
The cost of the project amounts to PLN 6.345 million, and is cofinanced by the European Union from the funds of the European
Regional Development Fund within the Regional Operational
Programme for the West Pomeranian Voivodeship for the years
2007-2013. The level of co-financing is 75%.
Free Internet access points are found not only in the popular
locations of the city’s public space but also in the open. Recently,
the so-called “Internet in the forest” has been gaining in
popularity, with hotspots in the area of Lake Szmaragdowe, on
the Słoneczna, Widokowa and Psia Glades, and at the shelters,
the Głębokie bathing beach and the Biała Forester’s Lodge. “The
Internet in the forest” operates from April to October. This is the
ideal solution for busy people who would like to spend some
time with nature and, instead of working at home, take their work
to the forest or a meadow.
– Szczecin is among the most innovative cities in Poland – says
Marek Dymek, the Mayor’s Representative for the Information
Society. – It provides its residents with easy access to the services
offered by the city, for instance the Educational Portal, which
won Szczecin second place in the finals of the 2013 IT Leader
contest. The fact that Szczecin ranks second in Poland in terms
of the number of hotspots is also crucial for investors choosing
to locate their businesses here, as it clearly indicates that Szczecin
is a leader on the Polish market in the area of applications of
state-of-the-art ITC technologies – Dymek adds.
Will there be more hotspots in the near future? – This is only the
first stage, and we have received funds for the second phase, i.e.
additional 203 points. In principle, the first stage focussed on
the number of units, while the second is mainly aimed at their
extension with additional two or three points in order to cover
a larger area. There will also be new points in locations which
were not included in the first stage. Over ten new locations are
planned – Dymek explains.
Szczecin’s further development in the field of the newest
technologies was also stimulated by the city’s success in the
finals of the 2013 IT Leader contest. The portal features novel
and attractive educational materials, functions supporting
education management at various levels, and e-services such
as the electronic school register. Szczecin’s educational portal
is a place for fun, education and work available to learners,
teachers and parents from Szczecin. The portal was created
as a result of introducing IT technology in the educationmanagement processes in Szczecin. It features a compendium
of essential knowledge for learners, teachers and parents, and
also people dealing with education management. The portal
facilitates access to information on recruitment for Szczecin
educational facilities, on current events in education,
educational law, educational institutions, and much more,
but the primary focus of the portal is on the situation
in Szczecin schools.
The portal’s success is visible in the visits statistics. Currently
over 10 thousand people visit the portal daily during one
working week. Already over 70% of the visitors log on to the
portal resources. It is also worth mentioning that in the first
year of operation the portal was visited by more than 430
thousand unique users, who made over 1.6 million visits and
over 13 million hits. These numbers only confirm the high
popularity of the portal and its educational and informational
value.
The 2013 IT Leader contest has been organised by
Computerworld for more than ten years. Its purpose
is to distinguish companies and organisations with special
achievements on the Polish market in the area of state-of-theart ITC technologies applications. Szczecin was participating
in the finals of this prestigious contest for the fourth time.
Szczecin is the only city in Poland to be awarded the
IT Leader statuette twice (1998, 2010).
Szczecin is constantly developing the infrastructure for
the implementation of e-administration projects. Due
to the efficient and reliable municipal broadband connection
network between institutions and Internet access points,
a considerable number of city entities participate in the
projects. This year’s distinction confirms that Szczecin is
an attractive location for modern services centres and for
developing innovative technologies. The potential of the
city manifests itself not only in the IT infrastructure but also
in the high computerisation rate of schools and the lowest
ratio of lower-secondary school students per one computer
among the large cities in Poland. The potential also includes
such factors as qualified personnel and competitive labour
costs.
The map of Internet access points prepared by the Office
of Electronic Communications is available on http://www.
uke.gov.pl/hotspoty/.
More information
The City of Szczecin
Investor and Business Support Department
[email protected]
tel. +48 91 424 5819
fax +48 91 424 5820
www.szczecin.eu
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Silesia
– Logistics, BPO, R&D in one place
T
he last Region of Poland described in a broader scale
on our pages is the Silesian Voivodeship. The Region
is located in the south of the country and belongs to
one of the most important industrial voivodeships. For many
years it was associated with mining, for some time it has also
been heavily active in other areas of the economy, including
the automotive industry, but also services for business and in
research and development centres.
The Silesian Voivodeship is one of the smallest in Poland in
terms of area (14th), but also one of the most densely populated
(2nd). The Upper Silesian Agglomeration is unique and
one-of-a-kind, which combines in itself a cluster of many
satellite cities surrounding Katowice, inhabited by nearly 60%
of the population and covering 18% of the entire voivodeship.
Due to its location, the voivodeship is very well communicated,
not only with the Polish, but also with the European transport
network. The main transit routes Berlin-Katowice-Lwów, as well
as Gdańsk-Katowice-Żylina cross over in the Region. The capital
of the voivodeship has its own airport, and thanks to regular flight
connections and charter connections, it is well communicated with
the most important airports in Europe.
The Silesian Voivodeship occupies a strong position on a map
of Polish higher education institutions. In the Region there
are 45 tertiary education schools located in 14 different cities.
Every year close to 30,000 students study at the largest school,
the University of Silesia, and more than 7,000 graduates leave
the walls of the school annually. The University of Silesia has
a very strong department of foreign languages philology, including
English Philology, German Philology, Romance studies, Russian,
Slavic and Italian Philology. The Region is also rich in many
language schools, only in Katowice and Częstochowa there are
more than 120 foreign language teaching centres.
Outsourcing, including the BPO and R&D sector, is one of the
priority industries, which the authorities of Katowice and other
cities in the Region are interested in. The main outsourcing
sectors present here are: IT outsourcing, Call and Contact
Center, finance and accounting outsourcing, as well as logistics
centres. On the following pages we will present to you a range
of information on Katowice, the HR Report prepared by experts
from Randstad and the Real Estate Report prepared by
experts from Colliers International.
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Katowice
– for a change
K
atowice, capital city of the Silesia Metropolis in
Poland, is at the heart of one of the largest population
centres in Europe with 2 million people. Katowice is
highly valued as an economic, academic and cultural centre.
The favorable investment climate is created by advantages
unique to Katowice:
• huge human potential with 123,000 students in Silesia
Metropolis attending 29 universities,
• access to 3 international airports located within close
proximity,
• excellent road network with ideal location at crossing
point of 2 trans-European transport corridors,
• access to Poland’s largest special economic zone providing
substantial CIT reliefs.
Katowice is considered as a perfect destination for new
investment projects and has been appreciated by many
companies from modern business services sector. In the
city are located such world-wide known companies as:
Capgemini, Kroll Ontrack, Steria, Ericsson, Rockwell
Automation, Mentor Graphics or PwC. Moreover IBM has
recently selected Katowice as home to a new IT delivery
centre with 2,000 employees – it is the largest investment of
the sector in 2013 in Poland. Not only success stories of these
companies confirm the investment attractiveness of the city
but also awards that Katowice received. Only in 2013 the
city was awarded during – Poland Outsourcing and Shared
Services Awards Gala as “Newcomer City of the year” and
“Investor-friendly City” during Prime Property Prize 2013.
Outsourcing investments create golden opportunity for
rapid growth of local economy and creation of attractive
– well-paid jobs. Therefore Katowice makes efforts to create
the most comprehensive investment offer which includes
many investments incentives:
• employment support – delivered thanks to close
cooperation between the City, District Labour Office and
academic career centers which organize work fairs, special
websites and wall boards allowing companies to advertise
job offers,
• training facilities – to make recruitment process as smooth
as possible Katowice City with District Labor Office offers
special facilities where recruitment team could interview
candidates or run intensive training courses,
• marketing support – Katowice City offers to launch
marketing campaign about investment in Katowice with
implementation of different marketing tools,
• public transportation adjustment – new bus stops or new
bus lines can be adjusted to satisfy needs of investor,
• help from District (Local) Labour Office: internship at the
employer's seat, subsidized jobs, cost reimbursement of
full or partial equipment of a work-stand, trainings – the
costs will be refunded by the Office.
Then come visit Katowice for yourself.
City of Katowice
4 Mlynska Street
40-098 Katowice, Poland
e-mail: [email protected]
www.invest.katowice.eu
69
Studentów
Students
45
158 778
48 657
45
34
11
Kierunki filologiczne
Foreign language studies
6
1
3
6
2
1
17
1
1
1
3
1
1
1
80
21
22
64
27
79
130
22
9
22
48
49
8
14
Uniwersytet Śląski / University of Silesia
Liczba studentów i absolwentów w roku akademickim 2012/2013
Number of students and graduates in the academic year 2012/2013
Studenci / Students
Absolwenci / Graduates
20 218
8 840
29 058
4 619
2 761
7 380
studia stacjonarne
full-time studies
studia niestacjonarne
part-time studies
razem
total
Filologie / Philologies
Kierunek studiów
Field of study
Filologia polska / Polish Philology
Filologia angielska / English Philology
Filologia germańska / German Philology
Filologia romańska / Roman Philology
Filologia rosyjska / Russian Philology
Filologia słowiańska / Slavic Philology
Filologia włoska / Italian Philology
Filologia klasyczna / Classic Philology
Razem / Total
Liczba studentów / Number of Students
stacjonarne niestacjonarne
Razem
full-time
part-time Together
1 284
1 398
376
399
417
247
168
78
3 083
Liczba absolwentów / Number of Graduates
stacjonarne niestacjonarne
Razem
full-time
part-time
Together
131
337
119
159
86
0
46
0
747
1 415
1 735
495
558
503
247
214
78
3 830
376
315
60
94
81
46
75
8
679
55
357
65
38
17
0
0
0
477
431
672
125
132
98
46
75
8
1 156
329
505
63
654
108
65
1 080
107
0
264
0
0
1 409
612
63
918
108
65
61
87
5
103
0
35
295
45
0
42
0
0
356
132
5
145
0
35
276
32
66
0
342
32
62
8
21
0
83
8
45
0
45
6
0
6
2 077
1 517
3 594
367
403
770
Kierunki humanistyczne
Humanities studies
15 095
3 731
Liczba studentów / Number of students
Liczba absolwentów / Number of graduates
9 412 km2
Lotnisko Airport
2009
2010
2011
2012
2013
(do/till 13/10/2013)
Kierunki lotów
Flight Destinations
2 364 613
2 403 253
2 544 124
2 550 848
2 038 573
Ruch cargo
w tonach
Cargo in tons
6 543
11 195
12 138
10 546
6 540
•Birmingham •Bristol •Burgas •Doncaster •Sheffield •Dortmund
•Dublin •Dusseldorf •Edynburg •Eindhover •Frankfurt •Grenoble
•Kijów •Bonn •Kreta •Kutaisi •Larnaka •Liverpool •Londyn
•Malmo •Menchester •Mediolan •Monachium •Neapol •Oslo
•Paryż •Rzym •Stavanger •Sztokholm •Tel Awiw •Warszawa
Odległości z Katowic:
Distance from Katowice
Liczba firm outsourcingowych
w województwie
Number of Outsourcing
companies in the Region
Katowice Częstochowa
Biura coworkingowe
Coworking offices
Call Center
Kancelarie i biura rachunkowe
Accounting Offices
4
16
105
4
2
155
297 km
75 km
200 km
195 km
335 km
394 km
350 km
Populacja województwa
Population of the Region
Populacja podregionu
Population of the subregion
4 714 mln
763 732
530 678
122 792
90 159
495 043
341 805
145 897
98 714
1929,15 ha
21,33 ha
Bezrobocie
Unemployment
stopa bezrobocia w województwie
unemployment rate in the voivodship
stopa bezrobocia w mieście
unemployment rate in the city
3 528 PLN
4 657 PLN
11,1 %
3 006 PLN
biura w budowie
under construction
biura planowane
planned office space
216 100 m2
73 000 m2
116 700 m2
Raport
K
Autor / Author:
Ewa Grudzień,
Analityk, Dział
Doradztwa
i Badań Rynku,
Colliers International
Analyst, Research
and Consultancy,
Colliers International
74
nr 6/2013 (November/December)
Raport
250 000
200 000
150 000
100 000
50 000
0
2006
2007
2008
2009
2010
2011
2012
I poł. 2013
Źródło: Colliers International
100,000
Typ centrum
Archidoc
BPO
Capgemini
BPO, ITO
Contact Center
BPO
SSC
PwC
SSC
Rockwell Automation
SSC
Ruch SA
SSC
Unilever
SSC
Źródło: Colliers International
75
Vacant space (m2)
Vacancy rate (%)
Raport
Popyt
50 000
25%
40 000
20%
30 000
15%
20 000
10%
10 000
5%
0%
0
2006
2007
2008
2009
2010
2011
2012
H1 2013
Źródło: Colliers International
76
nr 6/2013 (November/December)
Report
77
79
Report
Office market
in Katowice
K
atowice,
the
capital
of
the
Silesian
voivodeship, is located in the central part of the
Upper Silesian conurbation – an area inhabited
by over two million people. The main advantages
of investing in the city include access to qualified
human capital, a strong academic background,
well-developed infrastructure, a friendly business
environment and availability of modern office space.
The city’s potential has been recognised by companies
in the modern business services sector. According
to ABSL, there are 39 BPO/SSC centres located in
Katowice (against 56 in the Upper Silesian conurbation).
Firms such as Capgemini, PwC, Tauron, Rockwell
Automation, Ruch SA and Mentor Graphics have
already established a presence in the city.
Table 1: Key office figures H1 2013
Supply
New supply
Vacancy rate
Demand
Rental rates
Source: Colliers International
Supply
market within the last five years. Apart from new
investments, part of the existing supply is located in
older schemes that have undergone refurbishment.
The majority of existing office projects are located in
the north part of the city, along major communication
routes such as ul. Chorzowska, al. Wojciecha Korfantego,
al. Murckowska and al. Górnośląska.
Being the biggest economic centre in the
Silesia Region has had a major impact on the
pace of growth of Katowice’s office market.
Although the first m odern office schemes were
216 100 m2
delivered in the late 1990s, it was 2001 that
turned out to be a breakthrough year. The office
14 500 m2
supply grew by 24,000 m 2 delivered in two
buildings – Chorzowska 50 (14,000 m 2)
10,1%
and Millennium Plaza (10,000 m 2). The next
substantial rise in stock was recorded in
27 500 m2
2003 and 2004, when developers completed
17,700 m 2 and 19,200 m 2 respectively.
2
EUR 12-14/m /month
Delivery of such enormous amount of space
exceeded the capacity of the local market,
which was reflected in high vacancy rate.
After that period, developers’ activity
recorded a considerable slowdown until 2008.
Katowice is the largest and the most developed office
market in the Upper Silesia conurbation. However,
in comparison with the major regional office markets
in Poland, the city holds sixth place (after Kraków,
Wrocław, Tricity, Poznań and Łódź).
The total stock of office space in Katowice is estimated
to be 216,000 m 2, half of which was delivered to the
78
The city’s potential
has been recognised by companies
in the modern business
services sector
During 2008-2010, the Katowice office market
registered its most significant growth. New office
space completed during these three years accounted
for 91,000 m 2, which constitutes 42% of the currently
existing stock. 2010 was a record year in terms of
new supply with over 47,600 m 2 entering the market.
The newly delivered schemes, which were the first
investments realised by international developers in
nr 6/2013 (November/December)
50 000
0
2006
2007
2008
2009
2010
2011
2012
Report
I poł. 2013
developers. Currently, over 70,000 m 2
of office space is under construction,
the majority of which will be completed
in the next year.
Graph 1: Stock by years (2006 – H1 2013)
250,000
Assuming that all schemes planned for this
period will be delivered on schedule, 2014
will record the largest increase in stock since
the market began. Investments currently
under construction include two phases of
A4 Business Park totalling 18,000 m2 (Echo
Investment) and the next two buildings of
GPP Business Park (15,000 m2, Górnośląski
Park Przemysłowy). The schemes are
designed in accordance with sustainable
development principles and will be rated
under the BREEAM certification system.
200,000
150,000
100,000
50,000
0
2006
2007
2008
2009
Existing stock
2010
2011
2012
H1 2013
New supply
Source: Colliers International
Katowice, included: Katowice Business Point (17,500 m 2,
Ghelamco), Francuska Office Centre (21,400 m 2,
Globe Trade Centre), Reinhold Center (8,600 m 2,
Reinhold).
The next office schemes, including the next phases
of the office complexes mentioned above, are in the
development pipeline. However, we can assume that
the start of construction of new investments will
largely depend on progress in the commercialisation
of schemes currently being built.
The global financial crisis impeded developers’
activity, which translated into a limited number of new
office projects delivered in the next years. Difficulties Demand
in obtaining finance as well as modest leasing activity
restrained speculative building. 2011 saw completion Availability of high quality office space as well as
of only two projects of 7,900 m 2 delivered by a local favourable leasing conditions were the key factors that
developer. The following year saw similar
Table 2: Selected BPO/SSC occupiers
supply dynamics (at a level of 9,500 m2).
At the end of the first half of 2013, the total
supply of modern office space in Katowice
stood at 216,000 m 2. New supply that entered
the market during the first six months reached
14,500 m 2, which was over a half more in
comparison to 2012. Office schemes delivered to
the market included Nowe Katowickie Centrum
Biznesu (13,000 m 2) and Rawa Office (1,500 m 2).
Increasing demand from corporate tenants
combined with decreasing availability of office
space in existing buildings has encouraged
developers to start the construction of planned
investments. As a result, during the last twelve
months Katowice has witnessed increasing
activity
among
local
and
international
Tenant
Type
Archidoc
BPO
Capgemini
BPO, ITO
Contact Center
BPO
SSC
PwC
SSC
Rockwell Automation
SSC
Ruch SA
SSC
Unilever
SSC
Source: Colliers International
79
Report
distinguished Katowice among
other regional cities.
Graph 2: Vacant space (m2) and vacancy rate (%)
25%
50,000
Along with the market upswing
since 2011, demand for office
20%
40,000
space in Katowice has gradually
increased. In 2011, tenants
15%
30,000
leased over 37,000 m 2, which
constituted nearly a 70% growth
10%
20,000
against the same period in
2010. In 2012, tenants’ activity
5%
10,000
remained at a similar level
2
and amounted to 36,700 m .
0%
0
The
biggest
transactions
2006
2007
2008
2009
2010
2011
2012
H1 2013
concluded in 2012 included:
Vacant space (m2)
Vacancy rate (%)
Unilever (5,400 m 2, Nowe
Katowickie Centrum Biznesu),
Source: Colliers International
TELE-FONIKA Kable (3,200 m 2,
Francuska
Office
Centre),
ING (2,350 m 2, Chorzowska 50) and PZU (2,100 m 2, major regional office markets (21.5% at the end of
Millennium Plaza).
2010). However, due to stable demand combined with
limited construction activity in the next two years,
During the first six months of 2013, the demand for office the amount of vacant space has gradually decreased.
space stood at 27,500 m2, which represented growth As a result, at the end of 2012 only 8.4% of the existing
of over 50% in comparison with the same period in 2012. stock remained vacant.
The share of new contracts (including owner-occupier
agreements) accounted for ca. 80%, while renegotiations/ In the first half of 2013, the vacancy rate recorded
a slight increase. At the end of June 2013, it stood
renewals constituted only 9% of registered volumes.
at 10.1%, which translated into 22,000 m 2 of
space.
25%
50 000
The average deal size signed in the first half of 2013
this period Rental rates
was 950 m 2. Transactions recorded in40 000
20%
include: IBM (new deal, 3,200 m 2, Centrum Biurowe
Francuska), Unilever (expansion, 1,93030 000
m2, Nowe Compared to the other regional cities, Katowice
15% remains
Katowickie Centrum Biznesu) and two deals in the one of the most attractive office locations in terms
of rental levels. Companies interested in 10%
establishing
Opolska 22 scheme – HireRight (renegotiation/renewal,
20 000
1,170 m 2) and Kroll Ontrack (renegotiation/renewal, their businesses in Katowice can still negotiate
1,000 m 2).
favourable financial conditions. In the first half
5% of 2013,
10 000
the average rental rates were in the range EUR 12-14/m2
Some significant transactions completed in 0Q3 2013, per month. The asking rents in refurbished
0% schemes
2008
H1 2013m 2 per month.
at a 2009
lower 2010
level at2011EUR 2012
9.5-10,5
i.e. IBM in A4 Business Park (9,000 m2) and2006ING 2007stood
Services Polska in GPP Business Park (5,600 m 2), allow
Office space
under
construction
was offered
Wolna powierzchnia
(m2) in projects
Wskaźnik
pustostanów
(%)
to forecast that the leasing activity throughout 2013 at EUR 13.5-14 m 2 per month.
in Katowice exceeds 50,000 m 2.
The most common incentive offered to potential
Vacancy
tenants was a rent-free period, which ranged from 3 to
5 months. The average cost of service charges varied
After a record increase in stock in 2010, Katowice from PLN 12 to PLN 16 m2 per month.
registered one of the highest vacancy rates among all
80
nr 6/2013 (November/December)
Raport
81
Raport
P
Autor / Author:
Sylwia Kłyczek,
Randstad Professionals
Regional Manager
w Randstad Polska
36
82
nr 6/2013 (November/December)
HR management
Finance & Accounting
Raport
Absolwenci
158 778
48 657
16 295
6 584
11 725
3 605
12 533
4 183
4 082
564
14 084
4 766
7 307
1 668
4 431
1 815
35 787
13 483
13 366
3 167
6 631
1 231
2 804
773
2 569
726
12 397
3 203
inne
14 767
2 889
Źródło Colliers International
83
Raport
inne
10%
16%
francuski
91%
44%
10%
84
5% 6%
English
nr 6/2013 (November/December)
16%
German
Raport
Junior AP/AR accountant
3 500
4 700
4 100
Junior GL accountant
4 000
6 000
5 000
AP/AR accountant
4 500
6 000
5 250
GL accountant
6 000
9 000
7 500
AP/AR team leader
7 500
12 000
9 750
GL team leader
9 500
15 000
12 250
Process Improvement
Specialist/Process Owner
7 000
9 000
8 000
Process Improvement
Manager/Process Owner
10 000
15 000
12 500
Manager AP/AR
12 000
15 000
13 500
Manager GL
15 000
18 000
16 500
SSC Manager
25 000
30 000
27 500
SSC Director
35 000
45 000
40 000
R&D Assistant
3 000
6 000
4 500
R&D Specialist
4 000
8 000
6 000
R&D Manager
10 000
22 000
15 000
85
Report
Human capital
in the Silesia Province
T
oday, the Silesia Province has more than 4.5 million
inhabitants, including 77% of working-age adults
who live in 17 districts and 71 cities scattered over
an area of more than 12 thousand km² in the south of Poland
in a Region bordering on the Czech Republic and Slovakia.
The Silesia Province is now a highly urbanized Region. The
last issue of Investing in Poland 2014 published by Business
Journal Group reports that the Region is inhabited by almost
3 million people of working age who mostly reside in
urban areas, out of which more than 1.6 million people are
employed (data provided by the Central Statistical Office).
This gives the Silesia Province a high place among other
provinces with the unemployment rate below the national
average (i.e. approx. 11.2%). With the average monthly
gross salary around 4 thousand PLN (data reported in June
2013 by Investing in Poland), Silesia is second only to the
Masovia Province.
which attract investors include a good transport
infrastructure (two intersecting motorways: A1 and A4,
and a network of dual carriageways) and a strong and
diversified portfolio of scientific and research facilities
(45 schools of higher education and numerous R&D
organizations), as well as a friendly approach of public
institutions towards newcomers who find employment
in the conurbation (municipal authorities highlight the
importance of providing individuals who relocate to
Silesia with comfortable housing and a diverse offer of
leisure time activities – although traditionally associated
with mining and heavy industry, Silesia does have
major landscape assets such as Beskid Śląski mountains
or Żywiec Region).
36
36 is the number of BPO/ITO/R&D/SSC centres, which
Silesia is the most industrialized Region in Poland and
currently operate in Silesia. They employ the total of
9 thousandinne
people. As many as 2/3 of the centres have been
one of the most industrialized regions in Europe. Until
Usługi
set
upfinansowe
by international companies which located part of
recently, it was mostly associated with heavy industry
i Rozwój
(R&D)
their
outsourcing
services in this Region. At the moment,
and power generation. Although these two industries Badania
Zarządzanie
Zasobami
Ludzkimi/HR
the highest employment is declared by the following:
continue to dominate in the Region, other sectors have
Capgemini
(around 1400 employees), Rockwell Automation
also started developing dynamically, including the Finanse
i Księgowość
PwC (500)
and Steria (around 400 employees).
manufacturing, and especially automotive industry,
andklienta(700),
Obsługa
z wyłączeniem
IT
SSC/BPO, which are created either within
Usługi IT
manufacturing companies to consolidate all
2
4 offer
6 IT-related
8
10
12
14
16
18
Graph 1: Most enterprises0 in Silesia
services
accounting and finance, HR and IT services,
or as independent providers which offer such
services to international customers. The third
Other
area which has experienced rapid growth and
Financial
services
shows an upward trend is R&D centres. Next to
R&D
the Masovia and Greater Poland Provinces, the
HR
management
Silesia Province ranks among the most attractive
regions in terms of investments and the lowest
Finance & Accounting
Client services other than IT-related
investment risk. Fitch Ratings has assigned the
Silesia Province as an economic structure a high
IT services
foreign currency credit rating ‘A-’.
0
2
4
6
8
10
12
14
16
18
The Region has a thriving Special Economic
Zone Katowicka and several Industrial and
Technology Parks. The province’s strengths
86
Source: ABSL
nr 6/2013 (November/December)
Report
Business services providers which located their
organizations in the Silesia conurbation in the last
2 years include Barona, IG Services Poland, Unilever
and Webanywhere.
local authorities), but also the availability of appropriate
work force, their skills, the time it would take for them
to acquire the skills, and the cost of employing the
best-performing individuals.
The US tycoon IBM – GSDC has just begun recruitment
for around 2,000 jobs in the Region.
In view of this, it is worthwhile to analyse the potential
of the Silesia Province in terms of human capital.
Can the dynamically growing Polish sector of SSC/
BPO services, including R&D centres, thrive in such an
industrialized Region with a tradition of employment
in heavy industry?
Academic potential
The province is home to 45 schools of higher education,
including the University of Silesia which enjoys great
popularity with students, and the Silesian University of
At the moment, human capital is a major determinant Technology which ranks among the best universities in
that may affect investment decisions to locate businesses Poland. Schools which complement their educational offer
in a specific Region of Poland or Europe. The questions include the University of Economics, Medical University
that investors most frequently ask investment consultants of Silesia, Academy of Physical Education, Academy of
when planning their new investments regard not only the Fine Arts, and other state-financed and private higher
investment and cost-related aspects of starting a business education facilities. An extensive offer of graduate and
(such as business environment, investment tax credits post-graduate courses encourages personal development
and tax concessions, support offered by national and and the acquisition of new skills, giving people a better
chance of earning a higher salary
and receiving a promotion, often as
Table 1: The most popular majors in the Silesia Province
a consequence of extending or changing
their professional qualifications.
Students
Graduates
Total
teacher training
158,778
16,295
48,657
6,584
humanities
11,725
3,605
social sciences
12,533
4,183
law
4,082
564
medicine
14,084
4,766
IT studies
7,307
1,668
community services
4,431
1,815
economics
and administration
35,787
13,483
technology & engineering
13,366
3,167
architecture and civil
construction
6,631
1,231
environment protection
2,804
773
physics
2,569
726
manufacturing
and processing
12,397
3,203
other
14,767
2,889
Source: Colliers International
A majority of students and graduates
come from business and administration
schools. They are the first to get
employed in Shared Services Centres
because they generally meet the
requirements for a high level of
proficiency in foreign languages.
The second largest group represents
engineering,
manufacturing
and
technology. The graduates quickly find
employment with one of the hundreds
of manufacturing companies in the
Region, or with R&D centres. Many of
them take part in internships, receive
scholarships or pursue a trainee
program during their studies because
universities closely cooperate with
business and create study programs
or research institutes tailored to the
needs of specific employers.
Surprisingly, relatively few students
graduate with IT majors which seem
to be a field of study with excellent
employment prospects. The number
87
Report
and skill levels of IT graduates fall short of
employer expectations and do not satisfy the
employment capacity declared by companies
which operate in this market. In this area,
there is a marked tendency among employees
to relocate to Silesia for a new job, and an
upward trend in salaries (especially for
knowledge- and skill-intensive jobs which
require a long experience of working with
specific software environments).
0
2in the
4 SSC/BPO
6
8 sector
10
Graph 3: Language proficiency
12
14
16
18
Other
Financial services
R&D
HR management
Finance & Accounting
Client services other than IT-related
IT services
Language proficiency
0
2
4
6
8
10
12
14
16
18
The ability to communicate fluently in foreign
Source: Randstad Finance database (n = 550)
languages is one of the key skills required of
Salaries in the SSC sector
people looking for outsourcing jobs. Today,
a high level of proficiency in a foreign language is
a prerequisite rather than one of employee strengths.
Shared Services Centres tap into the potential of
The ability to communicate fluently in two or more
students, graduates and the young generation entering
foreign languages is highly appreciated and gives a job
the labour market, offering salaries and extra benefits
candidate a chance to get a higher salary than their
that depend on a number of factors.
colleagues who only speak English. There is a labour
market for skilled specialists with excellent command
The salaries in the SSC/BPO sector largely depend on
of English and German, French or Dutch. Clients are
employee skills (the knowledge of specific technologies
also increasingly interested in hiring proficient speakers
and systems), job experience, and previous employment
of Nordic languages.
in the business services sector. As mentioned before,
a high level of proficiency in foreign languages, and
6%
5%
Statistical
especially the ones which are less popular or even
10% data shows that 91% of new entrants to the
labour market and students in the Regionangielski
declare they
‘exotic,’ can increase the salary by up to 20-30%.
speak English
at a conversational level, and niemiecki
more than 130
16%
thousand have graduated with a degree in English
Another factor which affects salaries and employee
francuskistudies.
expectations is the brand of the employer: job candidates
rosyjski
91%
The number
of graduates with majors which
involve
are often willing to accept lower pay in exchange for
hiszpański
44%
proficiency in Nordic languages, Portuguese
or Dutch is
an opportunity to gain experience working on exciting
włoski
still insufficient to cater for the needs of employers from
long-term projects for a well-known and prestigious
the SSC/BPO market.
organization.
Graph 2: The level of proficiency in foreign languages
as declared by students in the Silesia Province
10%
5% 6%
English
German
16%
French
91%
44%
Russian
Spanish
Italian
Source: ABSL
88
A rising star
Further development of the outsourcing services sector
is conditional upon the availability of employees with
considerable experience who have profound expert
knowledge and skills. Investments in the field of
research and development are an important part of the
Silesian business landscape. R&D companies operating
in Silesia make the Region an attractive destination
for new business expansion. Numerous projects at the
interface between science and business resulted in the
creation of several Industrial & Technology Parks and
such other initiatives as the Innovation and Technology
Transfer Centre at the Silesian University of Technology
or the Centre for Innovation, Technology Transfer and
Development Foundation of the University of Silesia.
nr 6/2013 (November/December)
Report
Table 2: Salaries in Finance sector in the area of Shared Service Centres
SSC corporate finance
min. market rates
max. market rates
average market rates
Junior AP/AR accountant
3,500
4,700
4,100
Junior GL accountant
4,000
6,000
5,000
AP/AR accountant
4,500
6,000
5,250
GL accountant
6,000
9,000
7,500
AP/AR team leader
7,500
12,000
9,750
GL team leader
9,500
15,000
12,250
Process Improvement
Specialist/Process Owner
7,000
9,000
8,000
Process Improvement
Manager/Process Owner
10,000
15,000
12,500
Manager AP/AR
12,000
15,000
13,500
Manager GL
15,000
18,000
16,500
SSC Manager
25,000
30,000
27,500
SSC Director
35,000
45,000
40,000
Source: Report "Annual salary, benefits and workplace trends 2013"
Centres representing this area are below the national
average in terms of the number of employees, and their
year on year employment growth is lower than that in
BPO/SS centres, but their primary purpose is obtaining
experts and highly qualified managers who often have
international experience.
Prerequisites which are critical in the context of R&D
services include engineering and technical skills
supported by scientific insight. A high level of language
proficiency including not only conversational use of
a foreign language but also specialized terminology
is also appreciated.
200 people, their representatives confirm there is a high
demand for projects led by the companies, and declare
their intention to increase their human resources.
Coal-black and industrialized Silesia which until very
recently depended on heavy industry, mining and power
generation, currently boasts green areas covering 45% of
the province, and offers new prospects and a new, better
quality of life to the work force living in this Region.
It follows hard on the heels of the Wrocław conurbation
and the Lesser Poland Province in terms of new
investments in the business services sector.
Table 3: Salaries in the R&D sector
R&D companies which currently
operate in the Silesian market
include:
Mentor
Graphics
(around 250 employees), Tenneco
in Gliwice, Proximetry Poland,
Kroll Ontrack, TRW, Neubloc and
DisplayLink.
Although a majority of these
companies employ between 80 and
min. market rates
max. market rates
average market
rates
R&D Assistant
3,000
6,000
4,500
R&D Specialist
4,000
8,000
6,000
R&D Manager
10,000
22,000
15,000
Source: Report "Annual salary, benefits and workplace trends 2013"
89
Outsourcing Procesów Prawnych
Legal Process Outsourcing
K
E
very organization, regardless of the services provided
or products manufactured from the public or private
sector is surrounded by a number of processes, in which
lawyers are involved. Establishing companies, preparing statutes
of foundations, collective redundancies, contracts with suppliers
and clients, the company's representation at court and many
other activities are carried out through law firms, notary offices
and legal advisors offices.
The law is commonly present in outsourcing and occurs under
the term LPO - Legal Process Outsourcing. The scope of works
conducted by LPO entities varies, but it can be divided into three
main groups - low-end, middle-end and high-end processes.
In other words, these are processes that are simple and repetitive,
such as writing and handling legal documents, filling in forms,
etc, as well as very unique and complicated processes dealing
with the full legal support of a company. Professors Mary Lacity
from the University of Missouri and Leslie Willcocks of The
London School of Economics published at the end of 2012 the
results of their research of the market of LPO services, which
show that the value of services provided by entities from this
industry on a global scale is worth more than 2.4 billion USD
and still has an upward trend (Legal Process Outsourcing: LPO
Provider Landscape. Lacity, Willcocks and Orbys. September 2012).
Legal Process Outsourcing (LPO) is the activity of a company
or law firm, which provides legal services for third parties.
LPO is growing from year to year and this is the result of the
organization focusing on the main part of the business which the
company deals with. As the work of Lacity and Willcocks shows,
currently internal legal departments are no longer departments
that generate savings, nor do they optimize the work of other
organizational units in the company. Large enterprises are
looking for cheaper solutions by building legal operational
centres in cheaper locations, both in the captive model, as well
as outsourcing, near-shoring and off-shoring.
The results of these professors' studies suggest that the global
market of LPO services grew 60% year-on-year, although current
predictions indicate a 28% annual growth in the following
years. The largest global market of LPO services are India, where
in this sector of outsourcing over a million lawyers are employed,
working in 127 LPO type organizations. The value of the services
provided by these companies in the year 2010 amounted to 640
million USD. It is estimated that the value of the market of LPO
services in India will rise to 4 billion USD by 2015. The second
global power of LPO services are the Philippines, employing
40,000 workers respectively. India constitutes 59% of the global
market for LPO services, other locations are: the United States
(22%), United Kingdom (6%), Western Europe (3%), Central and
Eastern Europe (4%), other locations (8%).
The most common services provided by LPO organizations
are works connected with resolving disputes, protection
of intellectual property, corporate services (merging companies,
acquisitions, contracts), support for internal processes
(regulations, procedures, etc.), purchases of services, support
of labour issues and concerned with the legal support of real
estate.
In Poland, the market of LPO services is taking off strongly,
although at the moment there are few cases of large legal
operating centres; however, the market of law firms and
legal advisors is doing quite well. Currently in Poland
there are 30.000 solicitors and 15.000 lawyers. Poland
is also a field for international law concerns, mainly
American, but also from Western Europe and Asia.
In Poland, the legal industry is represented by a few chambers
and associations, among others, these are the Institute
of Allerhand in Kraków, the National Chamber of Legal
Advisors, the Polish Association of Business Lawyers and the
Polish Lawyers Association.
On the following pages we present you with some interesting
articles in the area of law and legal outsourcing. We invite
you to have a read! Our authors and experts in the field
of LPO are the law firms Chudzik i Wspólnicy and Wardyński
i Wspólnicy.
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93
Articles
What should characterize
a modern law firm?
T
he ever-developing dynamics of business
As a result, their familiarity with what it means to operate
processes and the necessity to make key decisions
a real-world business and with the problems that occur
within short periods of time, combined with the
as a consequence, is complete.
ever-growing quantity of legal regulations and their
modifications, constitutes a considerable challenge to
Simultaneously, it bears stressing that the relations
all managers and entrepreneurs. Thus, there is currently
between a law firm and managers and entrepreneurs
no need to convince anyone that the old Roman legal
may not be of the ”expert – client” or ”lawyer – client”
maxim of ignorantia iuris nocet is not merely an
variety. This nomenclature hints at relations for which
invention of the legal sector’s marketing departments,
there is no place in a business to business (B2B) type
but a legitimate concern for any type of business. Hot on
of cooperation, nor in the area of business processes’
the heels of this rapid development of relations between
outsourcing (BPO). It also imposes strict limitations
business and law is the
which are out of place in
law sector, whose services
the world of ever-changing
A law firm cooperating with
ought to be enlisted.
business-relations. A law firm
a business ought to be perceived cooperating with a business
Currently, a modern law
as a partner and as a guarantee ought to be perceived as
firm consists not only of
a partner and as a guarantee
of the entrepreneur’s safety
solicitors and lawyers, with
of the entrepreneur’s safety
leather suitcases and files
in accordance with the saying in accordance with the saying
filled with legal documents
“Your safety, our success.”
“Your safety, our success.”
in hand; instead, they are
In my estimation, only these factors,
professional
businesses
combined with the excellent preparation of lawyers make
employing
highly-specialized
staff,
specializing
it possible to ensure that the client receive top-quality service
in a given area and determined to increase their
in a more and more complicated legal sector reality.
attractiveness vis-à-vis their competition. On a daily
It needs to be stressed, however, that the manner of
basis, they use cutting-edge technology, which allows
resolving specific cases ought to be left to specific lawyers
them to offer fast – and perhaps most importantly –
– professionals in a given area of the law. Knowledge of
effective assistance to their clients. In that sense, they
the client’s business’ profile is thus crucial, as it allows
do not, in any significant way, differ from other sectors’
the lawyer to comprehensively evaluate the problem
companies in terms of time management, human
at hand and approach it individually.
resources’ management and their marketing activity.
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nr 6/2013 (November/December)
Articles
Of prime importance, then, is specializing in a given
area, then possessing the necessary knowledge, and
finally, being familiar with the profile of the client’s
business, all of which make it possible to offer effective
legal assistance.
This is not synonymous with seeking universal solutions,
but ones which will be the most beneficial for a given
client with their individual problem. What is crucial
is that the legal analysis honestly lay out the potential
risks and consequences of a given course of action.
A law firm managed in this manner is an ideal partner
to cooperate with in terms of the safety of the actions
being planned and in terms of minimizing the risk of
operating a business. As part of the legal assistance
being offered, a well-prepared lawyer is capable of
performing a comprehensive analysis of the problem or
of actions being considered, as well as of suggesting the
most beneficial course of action from a legal perspective.
Only with these conditions met will the contents of
the performed analysis – the evaluation of the risks
foreseen and the correctness of the suggested solutions
– minimize the risk of any given course of action, which
in turn is invaluable to the success of a given business.
An analysis correctly carried out paves the way to
achieving the goals which have been set and guarantees
safety along the way.
95
Artykuły
Articles
96
nr 6/2013 (November/December)
Articles
How to establish long-term
cooperation with an external law firm
C
ooperating with an external law firm is one of the ways
of guaranteeing that a given course of action is legally
safe in terms of business continuity. In addition to an
internal legal department or the so-called in-house lawyer, it is
also one of the most popular forms of providing legal assistance
to a company – a beneficial choice in the sense that it ensures
a wide scope of cooperation and provides access to specialists
in all areas of the law. Currently, the majority of companies
enlist the services of an external law firm even if they already
possess a legal department or employ an in-house lawyer. This
is particularly justifiable whenever a non-standard course of
action is being considered, or if a course of action requires
particularly high expertise or consumes a particularly large
amount of time. It is also for this reason that, currently, there
is a trend to reduce or even to eliminate completely internal
legal departments, so that legal assistance may be sought from
external sources instead.
For many an entrepreneur, the selection of an external law
firm is a decision where the main criterion is the cost, followed
by the quality of the services being provided and the area
of specialty. The latter two factors are also worthy of being
considered when choosing an external law firm.
of paying remuneration may be dependent on the time period
during which services are to be provided.
In choosing a particular law firm over another, however, it is
not only the financial factor which ought to be considered, but
also – what is perhaps more important in terms of the business’s
security and the effectiveness of the course of action adopted
by it – factors such as understanding the business goals of
a client, theoretical knowledge, efficiency, observing time
constraints and finally effectiveness. Another factor that ought
to be important from the perspective of any entrepreneur is
the continuity aspect of cooperating with a given law firm.
The client – lawyer relationship, built on the foundation of
mutual trust, deepens as time goes by. Establishing a stable
relationship ensures that the cooperating entities are able to
get to know one another, it allows professionals to anticipate
the needs of the client and to meet their expectations even
before they themselves notice the need for action.
The longer the relationship between the two entities, the more
benefits it reaps. In deciding to cooperate with an external
law firm, it is a good idea to keep longevity in mind.
Until relatively recently, the remuneration of
external law firms came in the form of hourly
rates, which differed considerably depending on
the degree of specialty of the lawyer involved in
a given case. Currently, this model is considered
to be a rather outdated one – what is more common
nowadays is a lump sum payment which takes into
account the scope of the services being provided.
The sum is arrived at based on the number of hours
put in by the lawyer in charge of the case within
a given month. Another popular method of payment
is also an estimate figure presented by the external
law firm before taking on a given case. This is
invaluable in terms of letting the entrepreneur
know how much money has to be invested in these
services. The methods of paying remuneration to
law firms vary greatly and become more and more
flexible, in this sense adapting to the reality of the
market. It is also worth noting that the manner
97
F
Autor / Author:
Danuta Pajewska
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Articles
Law firms and their specialisations:
Why it is worth turning to experts
C
ompanies obtain legal advice in various ways,
whether through their own in-house legal
departments or through the services of external
lawyers.
Which model is more effective? Does having your own legal
team mean you never have to turn to an outside law firm?
The answer is simple: In certain situations it is worthwhile
– or even necessary – to use an outside law firm. Why? There
are several reasons.
Thus a team made up of skilled litigators, or lawyers with
experience in corporate law, labour law, real estate, contracts,
intellectual property, IT, EU law, and regulatory and tax
matters, will be in a position to assure that the litigation or
transaction is conducted effectively. The cost of engaging such
a team may be higher than the cost of hiring an in-house
lawyer, but it is a good investment, because the law firm’s
knowledge and experience help protect the client against
numerous risks. The law firm’s ability to represent the
client and draft documents in a foreign language may also
be a relevant consideration.
Many law firms have specialised in conducting specific
types of matters. This makes it possible to find a lawyer with
many years of experience focused on even the narrowest field
of law. Given the huge number and array of national laws,
EU regulations, judicial decisions, regulatory interpretations,
commentaries and market practices, such a lawyer is an
invaluable resource. He or she is in a position to provide
professional advice based on practice, which may not be the
case for an in-house lawyer who has never dealt with the
specific issue before.
A particular benefit from hiring external lawyers is apparent
in the case of transactions or litigation where there is no
room for experimentation. Conducting legal analysis,
identifying and eliminating risks, and professional drafting
of the transactional documents or pleadings are key steps.
The complexity of the litigation or transaction often requires
that a team of lawyers with significant experience handling
matters of the specific type be dedicated to the project.
Taking a risk and cutting corners will not pay off in such
cases, because if the transaction is not carried out properly
or the wrong litigation strategy is chosen, the consequences
can be painful indeed, leading to an adverse outcome in
court or even the invalidity of the transaction.
But not every lawyer has experience with particular types
of transactions. Not every lawyer has encountered tagalong clauses or put options, or drafted representations and
warranties to protect the parties to a transaction against
negative consequences. And in the case of litigation, the
strategy to adopt, the evidence to gather, and the manner
in which the evidence will be introduced are all vital.
Another clear benefit of hiring outside counsel is that
the client can obtain truly independent legal advice.
In-house lawyers may not always enjoy a sense
of independence because they are employees. Personal
ties within the company may also get in the way when
clear legal opinions are called for. External lawyers
do not have this problem because their professional
ethics permit them to take on a matter only when there
is no conflict of interest. While there may be many
advantages to using in-house lawyers, sometimes
it is necessary to seek advice from outside counsel.
99
T
he Allerhand Institute is a legal think tank, an institute
of advanced legal studies that acts at the nexus of law
and economics. The Institute’s mission is to contribute
to the improvement of the quality and transparency of law in
Poland, and raise the legal awareness of society.
I
100
The Institute specializes in company law, commercial law,
insolvency law, intellectual property law, financial markets
and regulations, corporate governance, organization of the
judiciary, as well as human rights and business and CSR.
Research activity, applying such tools as the economic
analysis of law, is at the core of the Institute’s activities,
transposing the expert knowledge of its members and
associates into specific actions aimed at improving the
quality of the legal system in Poland. In the Institute is active
the AI Academic Society (TAIA) as well as research sections,
such as: Insolvency Law, Dispute Resolution, Company
Law and Capital Market, Intellectual Property Law, Human
Rights and Business, and Energy and Natural Resources, the
role of which is to conduct advanced studies in their field.
Additionally, ad hoc working groups are formed and the
Institute’s experts are consulted on proposals of Polish and
European legislative acts.
Another pillar of Institute’s activity is Allerhand Advocacy,
which comprises interventions, strategic litigation and
cooperation with the media.
To fulfill its mission to raise the public awareness and
promote legal knowledge, the Institute organizes seminars,
conferences and training on various aspects of law, as well
as a prestigious cycle of nation-wide thematic Allerhand
Summits, that provide a forum for expert discussions and
aspire to develop solutions that will improve the function of
the Polish legal system and institutional framework.
The Institute’s publication record comprises books, reports,
expert analysis and policy papers, working papers as well
as merit recommendations for legislative bodies. In 2013,
Institute was awarded a Public Benefit Organization status in
recognition of its pro public bono activity.
More information
www.allerhand.pl
about
the
Institute
is
available
nr 6/2013 (November/December)
at
Informujemy, iż firma
101
Articles
Autor / Author:
Mithun Sridharan
Przewodniczący
ds. Komunikacji
Niemieckiego Stowarzyszenia
Outsourcingu / Communication
Chair for the German
Outsourcing Association
Założyciel Outsourcing
for SMEs PLC – Outsourcing
dla Małych i Średnich
Przedsiębiorstw / Founder
of Outsourcing for SMEs PLC
102
nr 6/2013 (November/December)
103
Artykuły
Articles
z
104
nr 6/2013 (November/December)
Articles
Crowd sourced software
testing for Enterprises
Part I
At a glance
The Information Technology world is shifting from one driven
by corporations to that driven by consumers, who demand
more flexibility as they carry their devices through myriad of
environments and ecosystems. This lays out a clear challenge
for software designers and their quality assurance teams. High
quality design and functionality are absolute pre-requisites
to building customer loyalty. Crowdtesting puts the software
to test under real-world conditions by real users. This allows
companies to gather real insight, feedback and defects
quickly and cheaply, leading to significant quality and design
improvements, improving the chances of software adoption
by customers and end-users. Using the crowd to test software
raises the bar over other common options like outsourcing or
automation when it comes to levels of quality, flexibility, speed,
and cost.
Introduction
Over the past few years, the crowdsourcing paradigm has
evolved from its humble & isolated custom initiatives to
success stories, such as Wikipedia and Amazon Mechanical
Turk. In the field of information technology, crowd sourced
software testing has witnessed increased interest and adoption,
especially among Startups & smaller companies. The adoption
has, however, been quite slow among larger businesses, largely
due the paucity of published business literature. To facilitate
crowd testing by large businesses, we shall discuss some
important issues, such as make-or-buy decisions, building
an internal testing community or partnering with external
agencies, application suitability, governance, tester quality and
conclude by providing some guidelines towards successful
crowd testing engagements.
IT landscape today
In recent years, Information Technology (IT) has assumed
such strategic importance that many companies have
already make substantial investments in ERP, CRM and other
business, demonstrating the critical nature of enterprise IT.
These companies also have consumer-facing components,
such as websites and mobile applications that should not
only reveal a good design, but also deliver uninterrupted
functionality. It is almost impossible to predict the users
of such systems and their tastes a priori. Crowd sourced
software testing helps achieve a high probability of consumer
acceptance of software modules by ensuring that the software
is defect-free to a very high degree.
With the growing trend in cloud computing, BYOD, etc., IT
services are delivered over multiple channels and consumed
Graph 1.Crowdsourcing trends since 2007
105
Articles
According to Paul Herzlich, a software-testing analyst at Ovum,
an independent IT industry research institution,
”If you are testing software that all kinds
of strangers are going to use, then why not
use a bunch of strangers to test it.”
Thus, crowdtesting offers a simple, elegant and cost-effective
solution to what would otherwise be an intractable quandry.
What is Crowd sourced software testing?
Crowdtesting is a software testing methodology that leverages
a community of external expert software testers with diverse
backgrounds and demographics from all across the globe. It differs
from traditional approach in that the testing is carried out by a larger
number of testers from different places rather than by a limited
number of in-house testing professionals. These communities range
from a few hundred to several thousand testers globally.
Crowdtesting subjects the application under a set of realistic
scenarios, loads and user paths, which cannot be replicated by
an internal testing team. Knowing an application’s performance
under real-world conditions in advance makes refactoring
easier and cheaper. Such testing also increases reliability and
decreases the time required to develop and deploy. Usually,
almost all noticeable bugs or issues are detected and fixed before
a full-fledged deployment.
Exploratory and Enterprise Crowd testing
Presently, much of the focus is on exploratory crowd testing
services, where testers analyze software for issues, bugs or
defects based on generic guidelines and test cases. With
“free hand” exploratory testing, the outcomes cannot be
quantitatively predicted as it is challenging to qualify the range,
area and number of possible defects in advance. Testers usually
106
identify issues in the most obvious
places, but some highly skilled testers
may uncover defects hidden under
layers of the software. Exploratory
testing is the most suited to test less
mission critical applications with
a large number of users to ensure
reproducibility of a set of issues under
different configurations or to simulate
a typical load on an application (Kaner
2008).
Enterprise crowd testing incorporates
more rigor and structure in the
software testing process, while
simultaneously retaining the spirit and
agility of exploratory testing. Thus,
enterprise crowd testing incorporates
the best practices and concepts of
both, informal and formal software
testing methodologies. The degree of
professionalism involved in enterprise
crowd sourced software testing is
higher.
In this approach, testers are scrutinized
and deployed based on comprehensive
selection criteria. The software testing
process involves clearly identified
scope and is guided by extensive
guidelines tailored to fit the needs
of the project. The team has clearly
identified roles and responsibilities,
a single community point of contact
for the client organization, formalized
reports and reporting structures,
extensive documentation and project
tracking, etc.
Furthermore,
enterprise
crowd
testing entails formal processes
built over existing software testing
methodologies, such as Agile, SCRUM,
etc. As a result of such alignment,
the client organization experiences
a smooth synchronization between
their internal development and
external software-testing cycles. This
allows the client to to reduce project
management overhead and maximize
the benefits from both teams.
nr 6/2013 (November/December)
Figure 1: Crowdtesting Infographic from PASS Technologies AG
by diverse stakeholders, whose IT systems may come in
different configurations (Real-World On-Demand Apps Testing:
http://www.youtube.com/watch?v=y_MhlbdODXQ). Truly robust
software testing is time consuming, and ensuring that every
possible permutation and combination of features, localizations,
and platforms works, as intended, is nearly impossible. For
example, if a web application does not render in a particular
browser or a particular software tool fails to deliver a critical
functionality, business disruptions may ensue. Through crowd
testing, companies could effectively diminish the likelihood that
the internal software testing team might have missed critical
elements during the internal testing phases.
107
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THE
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Office Manager
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