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/
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.
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
drŁukasz 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
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.
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.
Before we look at how things have evolved, let’s briefly review why
Christensen’s theory proved so influential and, indeed, disruptive to
existing ideas of competitive advantage.1
Traditional strategy had been anchored on the notion of “generic
strategies” in which a company could compete at the high end by
differentiating, at the low end by pursuing cost leadership, or focus on
serving a specific niche exceptionally well.2
Christensen illustrated a way for new entrants to cheerfully ignore
these basic strategy dynamics. He showed how a new kind of dangerous
competitor could wreak havoc by entering at the low end of a market,
where margins are thin and customers are reluctant to pay for anything
they don’t need.
The new entrant comes in with a product or service that’s cheaper and more convenient but that doesn’t offer the same level of performance on the dominant criteria that most customers expect from incumbents that have been working on the technology for years. The incumbents feel they can ignore the newcomer. Not only are its products inferior, but its margins are lower and its customers less loyal. Incumbents choose instead to focus on sustaining innovation — making improvements to the features that have been of most value to their high-end customers.
To deliver
maximum impact, many forward-thinking companies have begun to forge
private-sector networks. These networks of companies and local businesses
collaborate in a country or region to strengthen their own risk preparedness
and to mobilize and coordinate the private-sector response to an
emergency.
In the
lead-up to the 2016 World Humanitarian Summit (WHS), the United Nations
consulted with more than 900 stakeholders (including large global companies as
well as small and medium-sized enterprises) to try to understand how the
private sector could best contribute to disaster risk reduction, preparedness,
response, and recovery. As a result, the WHS called on the private sector to
join with governments and other humanitarian actors in addressing the growing
humanitarian challenges facing societies.
By
participating in these networks, companies can better identify their own
vulnerabilities to hazards, improve their ability to reduce and manage risk and
protect their workforce, understand how they can contribute to their
communities in times of emergency, and develop new mechanisms and processes
that allow them to recover more quickly in the wake of a crisis. It’s a smart
move from a business perspective—and networks provide extraordinary benefits
for society as well. When companies engage directly with key humanitarian
actors in a coordinated way, they can deploy their unique capabilities and
resources where they are needed most, which is enormously beneficial to communities
in crisis.
A World of Hazards
Private-sector
networks address three types of hazards.
Natural Hazards. These are natural processes or
phenomena—such as earthquakes, floods, hurricanes, droughts, volcanic
activity, and landslides—that may cause injury or loss of life, property
damage, social or economic disruption, or environmental degradation.
Health Epidemics. These occur when a disease
becomes widespread, clearly in excess of expected levels in a certain
location and for a specific period. Recent examples include instances when
Ebola, H1N1, and Zika led to epidemics.
Man-Made Hazards. Examples include food
shortages, industrial accidents, and conflict. They may involve political
complexities, making it more challenging for the private sector to respond.
For
companies to make a difference when disaster strikes, they must be well
prepared at four levels. (See Exhibit 1.) At its foundation, a resilient
company requires a prepared and ready workforce, and therefore companies must
prepare employees for emergencies and help protect them and their families from
harm. Employees must have adequate training and access to resources in order to
respond safely and effectively in an emergency.
Given a
prepared and ready workforce, the company then needs strong business-continuity
planning and smart, well-understood processes to secure company assets and keep
operations running with minimal downtime when disaster strikes.
The better
prepared companies are in an industry sector, the better the sector will be
positioned to respond in an emergency and the more valuable it will become as a
partner to government and society in meeting the challenges of disasters and
recovery. Furthermore, when companies in, for example, energy, communications,
logistics, health, infrastructure, and consumer goods come back online quickly,
the total economic and social impact of a disaster is smaller.
In addition,
companies can contribute beyond their own sector at the societal level to
support operations nationally, regionally, or even globally. For example,
logistics companies may transport emergency supplies to affected areas, or
telecommunications companies may exploit their communications network to send
emergency messages. (See “Lessons from Fiji.”)
