Opinie Archive

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ANTI-COVID-19 – Cluster anti-crisis shield

The Baltic Sea and Space Cluster has launched the BSSC ANTI-COVID-19 anti-crisis shield. This is a special website on the Cluster’s website www.bssc.pl, where members of the Cluster inform about their activity during the pandemic and offer for other maritime business participants. The portal is also available to other companies and institutions related to maritime economy, education and research of the sea.

Many institutions and enterprises operating in the maritime economy have not slowed their activity despite the pandemic. It changed the forms of operation, implemented security procedures, switched to remote work or activities in smaller teams. Ports and shipyards are still active on the international market. Additional requirements arise, as the clients of these enterprises are often people from outside Poland. The initiative works under the slogan: BSSC Anti-crisis Shield.

The main mission of the BSSC Cluster is to integrate maritime business, science, administration and the community. Cluster BSSC promotes cooperation, commercialization and positioning of our members on international markets. Therefore, the information is in both Polish and English. Members operate under the slogan: We help people and Maritime Business. Photo: Marek Grzybowski

More info: https://glosgdyni.eu/klaster-na-pandemie-anty-covid-19-klastrowa-tarcza-antykryzysowa/

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How companies operate on the office market during COVID19

Walter Herz consulting company conducted a survey to check how companies are coping with the current situation on the office market and what effects does home office bring

It turns out that only 10 per cent of companies before the outbreak of the epidemic did not provide the possibility of remote work of employees. The vast majority, as much as 90 per cent of enterprises had previously enabled this form of work for its staff.

In the opinion of the majority of respondents, productivity at work provided remotely did not drop at all or decreased only slightly. Moreover, according to one-third of respondents, their work efficiency even increased during the epidemic.

Over half of the people who took part in the survey hold management positions, and 16 per cent work as executives. 50 per cent of the surveyed enterprises employ between 50 and 250 people, one-third has up to 50 employees, and 16 per cent are companies employing over 250 people. The majority are companies related to the IT industry, banking and insurance.

The biggest challenge for people working at home turned out to be the ergonomics of the workplace and the physical environment in which they currently work, including work – life balance related to performing tasks at home. The respondents have definitely less difficulties with establishing business contacts and equipment for work, as well as communication technologies.

– One of the most tangible changes that COVID19 has brought is the form of communication with clients. As much as 75 per cent of companies today use video channels for it. Only a quarter have not introduced such service – informs Bartłomiej Zagrodnik, Managing Partner / CEO at Walter Herz.

– It is also worth noting that among the surveyed representatives of companies there are not many who see the vastly negative impact of the current situation on the functioning of the company. Most of them confirm non-favorable impact of the quarantine on the company’s operations. A small percentage of respondents indicate a neutral impact of the epidemic on the company – says Krzysztof Foks, Analyst at Walter Herz.

Among the most pronounced difficulties and challenges that arose with the virus, most people listed a change in the organization of office work, longer hours and processes, and the need to introduce such a form of work, so that the continuity of activities and ongoing tasks of the company are maintained. In addition, difficulties related to limiting the number and size of the meetings were pointed out, which extensively affects efficiency. The respondents also noticed a decrease in the number of orders and productivity, associated with fear of becoming ill.

In order to prevent infection, companies primarily switched to remote work. Also, attention to disinfecting the rooms has increased. Company meetings were limited to the necessary minimum. Decisions to freeze certain activities and processes were also made.

Building managers and owners focused on maintaining exceptional cleanliness of common areas in the office buildings. In addition, offices introduced changes in handling correspondence and deliveries on the premises, as well as functioning of the reception. What is more, tenants and employees were provided with disinfectant liquids, and access to buildings was limited.

Almost 95 per cent of office building owners recognize the impact that the state of epidemic emergency introduced in our country has on their business. About 87 per cent of respondents admitted that tenants contact them in order to obtain information on actions they can take in the current situation.

Most office buildings owners also mention a negative impact that changes introduced in social life have on the process of construction and arrangement of the leased space. One-third of respondents had difficulty interpreting the impact of quarantine on construction sites, and 13 per cent of respondents saw its positive impact.

However, almost 70 per cent of office building managers, confirm the adverse effects of current restrictions on contract negotiations. Over 30 per cent of respondents do not see any obstacles to negotiations.

Opinions differ on the impact of COVID19 on the current functioning of office buildings. Half of the respondents do not see much impact, while the other half indicate that it is negative or definitely negative.

According to almost 90 per cent of the surveyed building owners and managers, the current situation also negatively affects the number of inquiries about the available office space. Only 11 per cent of investors see no problem in this aspect. However, almost 80 per cent respondents predict the decline in the number of inquiries in the upcoming months. What is more, almost 70 per cent also foresees a decrease in the number of begun processes in the near future.

About Walter Herz

Walter Herz company is a leading Polish entity which has been operating in the commercial real estate sector across the country. For seven years, the company has been providing comprehensive and strategic investment consulting services for tenants, investors and real estate owners. It provides extensive support for both public and private sector. Walter Herz experts assist clients in finding and leasing space, and give advice when it comes to investment and hotel projects.

In addition to its headquarters in Warsaw, the company has branches in Cracow and Gdansk. Walter Herz has created Tenant Academy, first project in the country, supporting and educating commercial real estate tenants across Poland, with on-site courses held in the largest cities in the country. In order to ensure the highest ethical level of services provided, the agency introduced the Code of Good Practice. 

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COVID-19: Win the Fight, Win the Future

The unfolding, global COVID-19 pandemic is a human crisis of historic scale and complexity. It is straining health care systems, government fiscal capacity, and the ability of many organizations to cope with the changes wrought by the virus and the response to it. The level of uncertainty for most leaders is unprecedented, and most of our frameworks for planning and problem solving are unable to manage the geographic variability, uncertainty, and the exponential change brought by the COVID-19 crisis.

In our work to confront this challenge with public and private sector clients worldwide, we have found that many leaders are asking the same set of questions: How should I forecast my revenues? How should I adjust my budget? When will this be over, and when will we return to “normal”? These are good questions, but the reality is, we shouldn’t be asking them at this point. In the wake of so much uncertainty, we should instead focus on framing potential scenarios and use them to develop a robust plan of action.

Three months into the COVID-19 crisis, we are starting to see patterns in its impact on countries and cities, as well as in these areas’ responses. We see three distinct phases. First, there is the “Flatten” phase, in which countries or cities lock down to flatten the virus’s exponential growth curve. Second comes the “Fight” phase, during which a geography “Restarts” its economy while maintaining a low rate of infection, while still running the risk of having to implement further lockdowns. Finally, we are anticipating a “Future” phase, which begins only after a vaccine or highly effective treatment has been developed and deployed.

We have applied this framework on a localized and sector basis and have created different scenarios for each phase to account for the shifting dynamics and complex elements that are part of the COVID-19 landscape.

Three critical insights have emerged from our scenario work:

  • Get ready to Restart. The transition from Flatten to Fight, or what we refer to as a “Restart,” is an intentional policy decision that is made when a set of necessary pre-conditions are met in a given geography. Business leaders cannot control that decision or timing, but they can make sure they are ready to Restart.
  • The Fight will be protracted. The Fight phase is going to be longer than most leaders we have talked to anticipate. We expect that it will be between 12 to 36 months before a vaccine or highly effective treatment can be developed and deployed.
  • The Fight will be expensive. The Fight phase will be more economically challenging than most leaders seem to expect. Because the situation is volatile, consumer and worker confidence has been shaken, and because of the risk of further outbreaks and localized lockdowns, or perhaps even national ones, we envision an ongoing impact to the global economy. Our US-focused scenarios show a potential range of a relatively severe 5% to 20% impact on microeconomic outcomes such as revenues or employment, before accounting for policy interventions and responses, which will strongly influence the end result. 

Part of the strategic challenge is that the effects of COVID-19 will vary significantly by geography and sector. Individual companies will see even greater variation amongst their outcomes during each of the Flatten, Fight, and Future phases. Such variation has been observed in every prior economic crisis, and the uncertainty and multi-phase nature of this crisis may lead to greater disparity than usual, creating even more winners and losers than is typical. Accordingly, we think it is imperative for business leaders to use scenarios with a range of outcomes to develop a plan for their companies to: a) Be ready to Restart; b) Win the Fight; and c) Win the Future. Particularly, we think that winning the Fight phase is crucial because it creates the opportunity to win the Future.

To help companies and societies respond to COVID-19, and recover from it, we offer an approach for framing and developing scenarios, and suggest what they can expect in trying to accomplish these goals.

The Complexity of COVID-19 Demands Systematic Scenario Planning

We cannot predict the future. But we can seek to understand what the future might hold, and what that means for nations, industry sectors, and individual companies. We need scenarios to bound the uncertainty, to help us understand the underlying drivers of outcomes, and for some understanding of how we can shape those outcomes.

The data clearly suggests that very different COVID-19 trajectories have played out around the world. (See Exhibit 1.)

AUTHORS: Marin Gjaja , Lars Fæste , Gerry Hansell , and Doug Hohner

MORE: https://www.bcg.com/en-us/publications/2020

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3 things chief legal officers can do now to become more cyber-savvy

Action #1 Understand the cyber threat environment
The National Council of Information Sharing and Analysis Centers
(ISACs) helps organizations in various industries share information
that can protect their facilities, personnel, and customers from
cyber and physical security threats and other hazards. Members
have access to information and tools to help them mitigate risks
and enhance their cyber resilience.

Action #2 Look into the existing cybersecurity program

Most organizations today have some form of cybersecurity strategy.
While knowing the technical details may be of some value, it can be
more useful for legal executives to understand its scope and, at a high
level, how effectively it addresses cyber risks the organization faces.
In particular, you should be familiar with four areas of the cybersecurity
strategy and the program in which that strategy is executed.
Cyber risk profile
Understand the processes by which cyber risks have been identified
and prioritized for your organization. How often is the profile updated?
How does it account for a quickly evolving threat environment?

Program governance
Assess who across the enterprise is involved in cybersecurity program
oversight. Who sets policies and procedures? What internal controls
are there for compliance? What resources and programs are in place to
predict, detect, and respond to cyber incidents, and how much does
the organization spend on cybersecurity annually? Are the programs
insourced or outsourced? How are employees and business partners
educated and trained about cybersecurity, and how is the effectiveness
of that monitored over time?
Cybersecurity safeguards
Determine what resources, both human and digital, are in place to
defend the organization. How is the cyber perimeter defined? What
security measures protect each type of device and the networks to
which they have access?
Cyber incident response and remediation
Identify existing disaster recovery plans for responding to data
breaches and other cyber incidents and determine if they meet any
applicable industry standards and regulations. If a breach occurs, what
public disclosures and other actions are required? How quickly can the
organization react to shut it down? Do existing plans go far enough not
only in meeting requirements, but also to remediate the issue in such
a way to build additional resilience so it’s not likely to happen again?

Action #3 Apply a legal point of view

With a clearer view of the cyber threat environment and the organization’s program for addressing it, legal executives can look upstream to determine where legal should be involved, both strategically and in discrete activities.
Strategically
Bring a legal perspective to the cyber risk assessment, prioritization, and mitigation process. Have an active voice in how the organization views cyber risk and how key elements of a cybersecurity program address
those risks. As the organization expands its cyber footprint into new geographic areas, stay on top of legal and regulatory implications.
Tactically
As new business initiatives are undertaken (for example, new product development, digital expansion into new markets, thirdparty relationships, and many others), take a seat at the planning table to represent the legal point of view. For example, if an organization allows employees to use company-owned or their own mobile devices for business purposes, review the approach and help establish related parameters for access and usage.
Operationally
Insert legal into the process of monitoring cybersecurity programs. Make sure legal has adequate representation early on in the event of a cyber breach or other incident. Play a more active role in remediation
efforts to help mitigate risk to the organization and prevent similar future
events. To enable more effective strategic, tactical, and operational engagement, consider deeper training in cyber issues for your legal
department or a subset of the department.

MORE: Deloitte Report: Tech Bytes Part 3: Cyber Three things chief legal officers can do now to become more cyber-savvy

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BCC: Konieczne jest wprowadzenie przepisów specjalnych

Konieczne jest wprowadzenie w Prawie zamówień publicznych przepisów specjalnych na czas trwania kryzysu w związku z pandemią

Nowa ustawa Prawo zamówień publicznych ma wejść w życie dopiero w 2021 r. W związku z kryzysem epidemicznym, konieczne są działania w zakresie zamówień publicznych na poziomie Tarczy Antykryzysowej. Tymczasem reguluje ona w zasadzie tylko kilka istotnych kwestii związanych z tą sferą gospodarki mówi dr Łukasz Bernatowicz, minister infrastruktury w Gospodarczym Gabinecie Cieni BCC. – Przewiduje się zwolnienia zamawiającego z odpowiedzialności za odstąpienie od nałożenia kar finansowych na wykonawcę, który nie dotrzyma terminu realizacji kontraktu w związku z COVID-19. Przewidziano również możliwość zmiany umowy w sprawie zamówienia publicznego, niemniej jest to rozwiązanie niewystarczające. W praktyce bowiem, w oparciu o przedstawione przepisy, doprowadzenie do zmiany kontraktu może być trudne do zrealizowania i w rzeczywistości uzależnione od decyzji zamawiającego. Jednocześnie wciąż brakuje możliwości waloryzacji kontraktów realizowanych w ramach Pzp. Trzeba też pamiętać, że decyzje w obu powyżej wspomnianych kwestiach leżą po stronie zamawiającego. Zatem jedynie od jego dobrej woli zależy, czy z nich skorzysta. To zdecydowanie za mało w obecnej sytuacji. Przepisy te powinny znaleźć obligatoryjne zastosowanie przy spełnieniu przesłanek związanych z nadzwyczajnymi okolicznościami –  uważa Łukasz Bernatowicz.

Dr Łukasz BERNATOWICZ, minister infrastruktury w Gabinecie Cieni BCC

Komentarz na YouTube: https://www.youtube.com/watch?v=Zw1CaAm_Zpo

Gospodarczy Gabinet Cieni Business Centre Club to think tank powołany w kwietniu 2012 r., aby wspierać działania prorozwojowe władz publicznych, monitorować prace resortów kluczowych dla przedsiębiorczości, rekomendować zmiany sprzyjające rozwojowi kraju, wzrostowi gospodarczemu i konkurencyjności polskich firm.

W skład gabinetu wchodzą wybitni, gospodarczy fachowcy, z których wielu piastowało w przeszłości funkcje publiczne. Więcej informacji:https://www.bcc.org.pl/strefa_eksperta/gospodarczy-gabinet-cieni/

BCC będzie codziennie przedstawiać poglądy poszczególnych ministrów Gabinetu Cieni BCC związane z obecną sytuacją.

WSKAZANIA DLA RZĄDU
  1.     Wprowadzić przepisy specjalne w Prawie zamówień publicznych na czas trwania kryzysu związanego z pandemią.   2.     Wprowadzić przepisy ułatwiające kontynuowanie lub powrót do pracy cudzoziemcom.   3.     Przygotowanie puli środków budżetowych na inwestycje publiczne, w celu pobudzenia gospodarki po ustąpieniu kryzysu.  
PODSUMOWANIE dotychczasowych działań rządu
  Pozytywy:   1.     Zniesienie odpowiedzialności zamawiającego w przypadku odstąpienia od ukarania wykonawcy, mającego problemy z dochowaniem terminu realizacji zamówienia.    2.     Zniesienie wymogu stosowania Pzp w niektórych branżach, na czas trwania pandemii.   Zagrożenia:   1.     Zbiurokratyzowanie procesu zamówień publicznych w sytuacji praktycznej niemożności uzyskania dokumentów i zaświadczeń z urzędów.   2.     Brak rozwiązań kryzysowych w zamówieniach publicznych w związku z nadzwyczajną sytuacją w gospodarce.   3.     Niewykorzystanie środków z kończącej się perspektywy unijnej.   Nowa ustawa Pzp ma wejść w życie dopiero w 2021 r. W związku z kryzysem epidemicznym, konieczne są działania w zakresie zamówień publicznych na poziomie Tarczy Antykryzysowej. Tymczasem reguluje ona w zasadzie tylko kilka istotnych kwestii związanych z tą sferą gospodarki. Przewiduje się zwolnienia zamawiającego z odpowiedzialności za odstąpienie od nałożenia kar finansowych na wykonawcę, który nie dotrzyma terminu realizacji kontraktu w związku z COVID-19.   Przewidziano też możliwość zmiany umowy w sprawie zamówienia publicznego niemniej jest to rozwiązanie niewystarczające. W praktyce bowiem w oparciu o przedstawione przepisy doprowadzenie do zmiany kontraktu może być trudne do zrealizowania i w rzeczywistości uzależnione od decyzji zamawiającego. Jednocześnie wciąż brak jest możliwości waloryzacji kontraktów realizowanych  w ramach Pzp.   Trzeba też pamiętać, że decyzje w obu powyżej wspomnianych kwestiach leżą po stronie zamawiającego. Zatem jedynie od jego dobrej woli zależy, czy z nich skorzysta. To zdecydowanie za mało w obecnej sytuacji. Przepisy te powinny znaleźć obligatoryjne zastosowanie przy spełnieniu się przesłanek związanych z nadzwyczajnymi okolicznościami.   Według ostatnich danych prawie 2 mld zł zamierzał pożyczyć rząd, aby opłacić dodatkowe wydatki na dokończenie zerwanych w tym roku kontraktów na nowe autostrady i drogi ekspresowe. W obecnej sytuacji kwota ta jest absolutnie niewystraczająca. Do tego dochodzi fakt, że miliardy złotych z bieżącej perspektywy unijnych środków nie zostałyby wykorzystane o czym dowiedzieliśmy się  niejako przy okazji przekierowania tych środków przez Komisję Europejską na walkę z koronawirusem.   Rząd musi przeznaczyć znacznie większe niż dotychczas środki na inwestycje infrastrukturalne zarówno rządowe jak i samorządowe, w celu pobudzenia gospodarki po ustaniu stanu epidemii.   W branży budowlanej niedobór pracowników może wciąż być bardzo mocno odczuwalny mimo wzrostu bezrobocia spowodowanego nadchodzącą recesją, ze względu na fakt, że wielu obcokrajowców opuściło Polskę i nie będą mogli w najbliższym czasie powrócić. Grozi nam fala bankructw przedsiębiorców związanych z tą gałęzią gospodarki, zwolnienia grupowe pracowników i  odstąpienia od realizacji kontraktów. Jeśli do tego dojdzie, błyskawicznie odczuje to cała gospodarka – budownictwo uznawane jest za barometr  wzrostu gospodarczego. Od jednego miejsca pracy w sektorze budowlanym zależy kilka miejsc pracy w transporcie, produkcji przemysłowej czy w handlu. Dlatego niezbędne jest przygotowanie planu stymulacyjnego na czas po ustąpieniu zagrożenia koronawirusem.  

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Emil Muciński