Kluczowe czynniki decyzyjne wyboru lokalizacji na centrum usług Poland – Hub for Innovative Investments Jolanta Jaworska, Governmental Programs Director IBM Central and Eastern Europe IBM Confidential

Atrakcyjność Otoczenia Biznesowego Atrakcyjność otoczenia biznesowego zależy od wielu czynników rozpatrywanych przez Inwestorów Pracownicy Ramy regulacyjne Infrastruktura Atrakcyjność Otoczenia Biznesowego Podatki Powierzchnia Biurowa Wsparcie finansowe Zagrożenia środowiska Koszty biznesowe Wiedza & innowacja Warunki życia

Kwalifikacje są głównym czynnikiem napływu miejsc pracy– najważniejsze czynniki lokalizacji 2007-2009 (by UNCTAD 2008) Wielkość rynku Wzrost lokalnego rynku Dostęp do międzynarodowych rynków Stabilne otoczenie biznesowe/inwestycyjne Dostępność wykwalifikowanych pracowników Increasing number of companies now consider access to qualified and creative manpower as an important competitiveness factor. Consequently, a large share of Foreign Direct Investment (FDI) is influenced by (or even dedicated to) the search for qualified manpower. The best service highest quality most efficient Business friendly environment competitive costs highly skilled workforce knowledge based economy Expectations of Customer Service have changed. Major government enterprises need to be connected with their clients, service providers and suppliers 24 x 7. Rapid change in a connected world means that the old definition of a single enterprise to support a vertical human services program is meaningless. 2. Social service and social security organizations the world over are becoming more Client Centric with a greater focus on the identification of an Individual’s Needs and a genuine desire to address the source of social disadvantage in parallel with the provision of the social safety net. 3. Governments around the world are seeking ways to Lower Delivery Costs at the same time as they Make Government Programs More Accessible to the community. 4. Irrespective of the cause of Fraud and Abuse or voluntary compliance failure, there is considerable financial impact for funding bodies either through under collection of contributions, the overpayment of benefits, or over servicing. There is a need to maintain a healthy a balance between the effective and efficient provision of services and the Financial Integrity of the funding source. 5. Organizational Mergers and Cooperation are resulting in transformations at all levels of the enterprise: technology, business processes, service delivery, human capital management. 6. Continuous program extensions and modifications to original architectures has left Mission Critical Delivery Systems Vulnerable to Failure through high levels of complexity, technology obsolescence, long lead times for the delivery of new functionality and rising maintenance and development costs. Unless Aging Legacy Systems are overhauled, technology will become an inhibitor to delivering social policy and achieving desired social outcome instead of one of the key enablers. 7. Measuring the impact of social programs on the achievement of individual social Outcomes and the development of social capital and social cohesion is proving to be a major challenge.

Narzędzia zbierania globalnych danych dla inwestorów ( przykład) GILD – Global Investment Locations Database Top destinations for jobs in transport equipment, in Asia, 2007 Codziennie monitoruje globalnie ogłoszenia o projektach inwestycyjnych Zawiera projekty ‘greenfield’ & główne kierunki Dane o każdym projekcie zawierają firmę, sektor, podsektor, aktywność, pochodzenie, lokalizację, miejsca pracy, siedzibę, zachęty, rynki zbytu etc. Pozwala na analizy trendów w podziale na aktywności, sektory i konkurencyjne analizy lokalizacji ( kraj, region, miasto) Wskazuje gdzie podobne firmy zdecydowały się umieścić podobne przedsięwzięcie. Job creation Specialization by function, 2008 4 IBM Global Location Trends reports WWW.IBM.COM/GBS/PLI

Monitoring Krajów Monitoring Kraju dostarcza dane o głównych lokalizacjach – jakościowe i ilościowe – dla otoczenia biznesowego Dane pogrupowane są geograficznie EMEA, Asia-Pacific & the Americas Informacje o kraj, regionie, mieście , porcie i o lotnisku. Monitoring kraju pozwala na efektywne porównanie benchmarków lokalizacji przy solidnym i opartym na faktach podejściu Dane z wielu źródeł publicznych (EIU, IMD, OECD, CIA, WB, …) i ekspertyza IBM (IBV) Doświadczenie IBM PLI z korporacyjna oceną kwalifikującą i oceniającą lokalizację 5 WWW.IBM.COM/GBS/PLI

Uzasadnienie dla Polski , jako lokalizacji centrum usług biznesowych Super , wykształcona kadra 2M studentów, MBAs, Uniwersytety Ekonomiczne i Politechniki Bardzo dobry poziom znajomości języków obcych Angielski – 93%, Niemiecki i Francuski Strategiczna lokalizacja Europejskie Zachęty inwestycyjne Dobry indeks kosztów PKB dwa razy średnia UE Znaczny udział sektora usług biznesowych Sukcesy innych projektów firmy IBM w Polsce: Financial Services Center w Krakowie – 1500 R&D Tivoli Software Laboratorium w Krakowie – 400 IT Service Delivery Wroclaw – 1500 IBM Delivery Center Gdańsk – 50 i mocna pozycja oddziału binesowego IBM Polska Zaangażowanie zespołu IBM Poland

Polska oferta – czym przekonujemy Main academic centers Students & Graduades of chosen faculties Tricity Szczecin Warsaw Poznan Lodz Wroclaw Katowice 20 M enterprising and multilingual young people about 2 M students, over 400 K graduates each year 87% of students can communicate in a foreign language 50% of the population is less than 35 years old, 35% under 25 (every 3rd has higher education in the 20 – 29 age group) a nationwide network of 455 universities and technical universities 7 Source: EIU, Eurostat IBM Confidential

Summary – ICT department: 111 000 Students 17 000 Graduates Polska oferta – Centra akademickie studentów ICT The Baltic Sea 17 000 students 2 000 graduates Russia Lithuania Gdansk Szczecin Olsztyn 12 500 students 1 200 graduates Bydgoszcz Bialystok Torun Belarus Poznan Germany Warszawa 4 500 students 800 graduates Lodz Radom Lublin Wroclaw Czestochowa Summary – ICT department: 111 000 Students 17 000 Graduates Kielce Katowice Rzeszow The Czech Republic Krakow Ukraine Slovakia Source: stat.gov.pl 8

Polska oferta – znajomość języków obcych Languages Language skills by age groups (in %) 57% Polish speak at least one foreign language; 32% of Poles speak 2; 4% - 3 languages similar skills in EU– 56% of EU citizens speak one foreign language, 28% - 2 languages Source: TNS Opinion & Social (UK) December 2005 Students’ language skills At least one foreign language obligatory in Polish education system English most popular Source: Eurostat 2005 9 IBM Confidential

Polska oferta – indeks kosztów pracy w regionie w stosunku do zmian w ostatnim okresie Source: Eurostat, March 2009 10

Polska oferta – rankingi elastyczności zatrudnienia i produktywności pracowników Employee Flexibility – Rank by Country Working days lost per 1000 employees due to strikes and lockouts* Country Rigidity of hours (0-100) Difficulty of redundancy Redundancy costs – weeks of salary Rigity of Employment Index (0-100) Slovakia 20 30 26 22 Poland 33 13 25 India 70 56 Germany 53 40 69 42 Romania 8 46 Hungary 67 35 Slovakia Poland 1 Hungary 3 Germany 4 Romania 5 UK 23 Finland 109 Spain 115 Average of last three years available (2007-2009 in most cases) Source: Federation of European Employees (FedEE) Poland also has one of the most productive workforces in Europe with almost 98% of work time spent at work Note: For definitions on the above criteria please refer the link below – http://www.doingbusiness.org/methodology/employing-workers Source: World Bank Ease of Doing Business - 2010

Polska oferta – granty gotówkowe z funduszy UE Every fifth Euro will come to Poland Source: European Commission

Polska oferta – formy pomocy publicznej dostepne w Polsce I. Cash grants available through EU Funds subject to negotiation with different managing institutions depending on the investment project key parameters II. Government grants through individual negotiations individually approved and granted by the Ministry of the Economy based on the Council of Ministers’ Resolution III. CIT exemption in Special Economic Zone only available in Special Economic Zone (SEZ) (provided by the SEZ management board) IV. Real estate tax exemption subject to negotiation with the local authorities only in case if the investor is the owner of the building (provided by the Commune Council) All above presented instruments can be combined together however the total amount of public aid cannot exceed the maximum aid level 40% or 50%

Polska oferta – potencjał edukacyjny Following the number of inhabitans, also number of students and graduates in 14 cities of Metropolis is comparatively high. Almost 140,000 people study here and more than 30,000 graduates finish our educational institutions. 14

Polska oferta : specjalistyczne fakultety przykład UŁ Studies in English: Administration Computer Science Bachelor & Master: Algorithm analysis Network programming Artificial intelligence Neural networks Genetic algorithms Distributed systems Advanced databases Internet portals Management International Marketing Management Studies in French: Management cooperation with Jean Moulin University of Lyon Law cooperation with Tours University German Philology with Computer Science Computer – based English Language Studies Graduates have a Master Degree in English (specialization: IT English) Source: University of Łódź

Przyszłość Rozwijanie kwalifikacji usługowych dla gospodarki jutra Jest niedobór kwalifikacji potrzebnych w sektorze innowacyjnych usług “T-shaped” skills with depth in subject skills and breadth in workforce skills: Practical Experience Communications Teaming Management Innovation Entrepreneurship People Management Strategic Planning Problem solving via informatics Problem solving via social networks Flexible, adaptive and entrepreneurial Produced on demand Service Scientists: Adaptive Innovators Business and Management Science and Engineering Economics and Social Sciences Math and Operations Research Computer Science & Info. Systems Industrial and Systems Engineering Business Anthropology Organizational Change & Learning “Need l-shaped, T-Shaped people …” Stuart Feldman (Oct 6, 2006) 16 © 2008, IBM