Poland

Established by the UN, the United Nations Global Compact unites businesses and institutions in working towards a more just, transparent and sustainable future. Today, it is the world’s largest initiative bringing together businesses and organisations around the idea of sustainable development. And we are an active and committed member. We have just confirmed this by submitting our third Communication on Progress report, which certifies our commitments to act in accordance with the highest ethical standards and principles of responsible business. We have submitted our Communication on Progress 2025 report The Communication on Progress (CoP) report is an annual public report in which we present our activities and progress in implementing the Ten Principles of the UN Global Compact and the 17 Sustainable Development Goals (SDGs), which include: Respect for human rights Fair business practices Counteracting corruption Environmental protection CoP is proof of our transparency and demonstrates our consistent efforts to conduct our business responsibly with future generations in mind, says Diana Tavera, Partner at Kochański & Partners. We were the first law firm in Poland to establish an internal ESG Committee, and reporting is just one of its tasks. Although this is a demanding process involving various areas of the firm, it helps us analyse our activities and translates into tangible decisions regarding responsible business, adds the initiator and chair of the Committee. We are raising our corporate governance standards We have implemented a number of internal policies and procedures that reinforce our organisational culture, which is founded on ethics, integrity, and sound management. These include the Sustainable Business Policy, the Anti-Bullying and Anti-Discrimination Policy, the Code of Ethical Conduct, the Diversity and Inclusion Policy, as well as a number of regulations and procedures relating to cybersecurity, all of which reflect the highest standards of business management. These documents enable us to engage all our employees in ESG activities. The CoP report also provides an opportunity to summarise the effects of our activities, including those related to equality. One such effect is that important positions such as Chief Financial Officer, Chief Human Rights Officer, People & Culture Executive, Labour Relations Executive, and Chief Sustainability Officer, as well as partners and leaders of many legal practices at Kochański & Partners, are held by women. Companies around the world recognise the importance of sustainable business practices The importance of reporting is clearly visible on a global scale. Almost 11,000 companies from 149 countries submitted their CoP reports in 2024 alone, and over 47,000 reports have been produced worldwide since the programme’s launch. Notably, the majority of organisations (73%) opted to use the standardised UNGC questionnaire, demonstrating the value that companies place on transparency and data comparability. It is also becoming increasingly clear that ESG reporting is evolving into a strategic issue. The vast majority of companies (as many as 80%) involve their management boards in this process, meaning that sustainability issues are treated as the foundation for business decisions rather than just an add-on. UNGC members are a diverse group – 54% are small and medium-sized enterprises, while the remaining 46% are large companies. They all however share a common belief: that business should be conducted in an ethical and responsible manner. Their priorities clearly demonstrate that human well-being lies at the heart of their activities: 87% of companies identify employee health and safety as the most important issue 78% emphasise the importance of gender equality The reports also reveal areas that require further work, as only 25 to 40 % of companies extend their sustainability policies across the entire value chain. This leaves enormous potential for joint development and sets the direction for the coming years. In 2024, the highest level of commitment was declared by companies in the following four areas: Gender equality Safe and healthy working environment Efficient use of energy and resources Anti-corruption compliance programmes These issues are now setting the global standard for responsible business and providing a benchmark for all participants in the initiative. Kochański & Partners are once again pioneers in their industry When we joined the United Nations Global Compact in 2022, we paved the way for other law firms and consulting companies to follow suit. Thanks in part to the CoP regular reports, we have since been among the thousands of companies and organisations from around the world working to make business a force for positive change. The CoP is not just a formal obligation; above all, it is a tool for measuring our progress. We are not only committed to meeting standards, but also to improving them. Just as we consistently develop in the spirit of ESG, we are fully committed to supporting our clients in doing the same. Together, we can build value that goes beyond the scope of business.

From paying for your morning coffee with your phone to quick online applications and loans and smart home budget management in an app, the future is here. What sounded like science fiction a decade ago is now our everyday reality. This is being driven by fintech, one of the fastest-growing sectors of the economy. In this industry, one innovation follows another, with new technologies paving the way for further revolutions. And Poland is one of its European leaders. However, it is also a world full of challenges, complex regulations and ongoing questions about security. This is why the Map of Polish Fintech was created. This annual report serves as a compass on this fascinating yet demanding journey. Its authors, the Cashless.pl website team, identify leaders, analyse trends and demonstrate who is truly shaping the future of finance in Poland. For another year running, we have found ourselves among this elite group. We are a partner of Polish fintech companies The Polish fintech market is in excellent shape: 383 innovative companies in 2025 (15 more than last year) This figure has more than doubled since the first edition of the map in 2018 86% of companies achieve a positive financial result, the best result in the report’s history The vast majority specialise in payment solutions and software development for the financial and banking sectors. As the authors point out, this is the best evidence of the extensive opportunities for collaboration between the seemingly separate sectors of payments, banking, and technology. Moreover, these areas stimulate one another, with their progressive development generating new potential and partnerships. This creates an environment that fosters innovative solutions, and not only financial ones. This mature, stable and increasingly professional ecosystem attracts talent and capital. However, it also requires effective lawyers who can skilfully navigate through the challenges of digital payments, tokenisation, artificial intelligence and international expansion, such as compliance with Polish and European regulations, the secure implementation of technology, data protection and transfer, licensing, and much more. Our presence on the Map of Polish Fintech proves that we are an integral part of this ecosystem. We can feel its rhythm, we know its key players and provide them with real support. What does this mean for our Clients? We speak the language of the industry: As many as 66% of Polish fintech companies offer their services to businesses. We understand the specifics of these relationships, sales cycles and the challenges of creating value for other businesses We focus on the future: Artificial intelligence, tokenisation, biometrics – we look at technology trends practically, which is why we help implement secure and legitimate innovations We support both mature companies and ambitious newcomers. The Polish market is well-established, with almost half of companies being between 6 to 16 years old. We advise experienced companies considering international expansion, as well as start-ups requiring solid foundations for growth We build bridges, not walls. In the fintech sector, success is based on forming partnerships and building robust ecosystems. We help to create a secure framework for collaboration between technology companies, banks and financial institutions because we know that together much more can be achieved The future is now. Let’s create it together Poland has proven to be the technological and financial hub of Central and Eastern Europe. And we are part of this fascinating story, effectively supporting those who change our reality for the better every day.

Poland’s energy transition represents a historic opportunity, with investments totalling hundreds of billions of zlotys. However, a fundamental change in mindset is required for this process to be successful: a shift from a reactive and chaotic approach to a strategic and integrated one. In this article, Łukasz Młynarkiewicz analyses the key barriers and shows how they can be transformed into an impulse for building a modern and secure energy sector based on a stable ecosystem. Law as an operating system, not a maze with pitfalls The current legal environment in Poland poses one of the biggest challenges to long-term infrastructure projects. Investors are struggling with ‘legislative inflation’, whereby constant political pressure results in unstable and unpredictable regulations being established. For projects with a life cycle of several decades, such chaos creates enormous risks and costs. The solution lies not so much in deregulation, but in a change in the philosophy of law-making. We should begin to view the law as a kind of platform, or even an operating system. This would consist of: A stable foundation – acts that define unchanging goals and principles which build market confidence Flexible modules – ordinances updated by experts in response to innovations, enabling adaptation without disrupting the core of the entire system The key is to move away from legislation based on intuition towards legislation based on data and evidence. Rather than consulting on finished drafts, the market and the public should be involved in creating them from the outset. Only then will the law become an instrument that supports development rather than hinders it. Renewable energy sources trapped in the grid. How can green energy be unlocked? Poland has enormous renewable energy potential, but the system is preventing it from being realised. The biggest barrier is not a lack of sun or wind, but an outdated and inefficient grid infrastructure designed decades ago for a centralised system, which is unable to cope with thousands of dispersed sources. This results in new projects with enormous capacity being refused connection on a massive scale. How can this deadlock be broken? Action is needed at two levels: Rapid implementation: Solutions such as cable pooling, whereby a single connection is shared between a wind farm and a photovoltaic farm, must become standard practice. This will unlock the grid’s potential without the need for costly, years-long expansion projects Strategic vision: We must transform the grid into the economy’s smart nervous system. This will require investment in digital management and the creation of a market for flexibility services, in which prosumers and small businesses can earn money by helping to balance the system. A flexible grid will attract battery factories, data centres, and other key sectors of the economy of the future Nuclear power: A great opportunity, but the devil is in the detail The Polish nuclear energy programme, which fortunately enjoys growing support, is a step in the right direction. However, the vision alone is not enough. For the project to be successful, the updated strategy needs to be refined in several key areas, such as: Financing model: The Contract for Difference (CfD), which is key to raising capital, must be approved by the European Commission and this requires the project schedules to be made more realistic Life cycle safety: The programme must address every stage of the process, from developing a national nuclear fuel supply security strategy to resolving the issue of waste management. The current national plan is outdated in this respect and, without specifying the location of the waste repository, obtaining a licence to operate the power plant will be impossible Small modular reactors (SMRs): Delaying the SMR strategy creates a vacuum and discourages private investment, for which a clear legal framework is urgently needed Polish capital: We have an opportunity to build an ecosystem, not just a list of suppliers Discussions about the participation of Polish companies in the energy transition, particularly in the nuclear project, often centre on percentages. However, this is a distraction because the main goal should be for Polish companies to use individual projects as a stepping stone to enter the global supply chain, rather than trying to gain a specific share in them. Rather than fighting over percentages, we should develop integrated industrial ecosystems centred on key technologies. One example is the ‘Pomeranian Offshore Hub’, which will connect ports, factories, research centres and service companies. This is the only way to build strong Polish capital that can compete internationally. The role of advisors and lawyers is therefore to develop smart contractual frameworks that will enable the creation of such clusters. Fortress 360: How can we protect a nuclear power plant in the 21st century? Security at nuclear power plants is another key area that requires the development of an integrated, multi-level shield to protect such strategic facilities in the following four dimensions: Physical: Active defence systems capable of neutralising modern threats such as drone swarms or hybrid attacks, designed in cooperation with the military and security services Digital: Cybersecurity built into the project’s DNA from the outset (security by design), rather than being added as an external layer Market: Creation of a nuclear insurance pool with state guarantees, given that the scale of the risk exceeds the capabilities of the Polish or European insurance market Institutional: Ensuring the continuity of the project across political cycles, for example through an independent implementation agency that will protect it from the consequences of short-term politics People – the most important infrastructure In our efforts to modernise the energy sector, we often focus on steel and concrete. However, it is the skills gap that is the real bottleneck and the biggest challenge. There is a global war for talent: nuclear engineers, network cybersecurity specialists, and managers capable of leading megaprojects are in high demand. We must start treating human capital as an integral part of critical infrastructure, on a par with transmission networks. Without strategic investment in people, even the best technologies and largest funds will not suffice. Therefore, industrial policy must be inextricably linked to education policy. Otherwise, we will build a colossus with feet of clay.

It has been an intense six months. There have been meetings, tasks, goals, challenges and honest conversations. In November 2024, we launched the first mentoring programme in our firm’s history. We promised its participants a shared adventure, professional development, and the opportunity to form inspiring relationships. Our goal was simple: to create a space where determination meets experience and where even the most difficult questions find meaningful answers. Today, after the pilot edition, one thing is certain. It was one of the best investments in our shared future. According to both mentors and mentees, a lot has been going on, and we have learnt a lot. What was this journey like? The mentoring programme is a step towards achieving a new level of self-awareness Today, lawyers are expected to have not only excellent knowledge of their field, but also a practical, market-oriented approach, the ability to establish and maintain relationships, and the capacity to quickly make connections between different areas of business. This requires juggling many different areas simultaneously. It’s not an easy task. How can lawyers attract clients rather than just ‘handle’ cases? How can they consciously build their brand? How can they establish themselves in a new area of specialisation, or simply… how can they manage their day so they don’t go crazy? These questions often remain unanswered. Young lawyers are sometimes kept under a glass dome, with no access to clients or clear vision for their development. At our firm, the sheer number and scale of projects means this approach is not feasible, and our mentoring programme provides the necessary time, space and tools to help them define their place and role consciously. Why do experienced experts want to become mentors? The commitment shown by our partners and managers exceeded our expectations. Why did they decide to devote their time to supporting our young talent? Because sharing knowledge is a natural need in a turquoise organisation such as Kochański & Partners, says Piotr Kochański, adding: “I know very well how much you can gain from having a wise mentor at your side — someone who introduces you to the world of business and allows you to enter the most trusted circles. That is the role I wanted and accepted for myself” Because it is a real business need. Marcin Bęben, Business Development Director, emphasises that: “The ability to effectively acquire clients is crucial for the development of a law firm. I decided to share my experience and inspire lawyers to develop.” Because it gives them enormous satisfaction and energy. “Seeing my mentees progress in terms of knowledge and self-confidence gave me great joy and a sense of purpose,” says Natalia Kotłowska-Wochna, who took on three mentees What did the mentors learn about themselves? Mentoring is a two-way process. Our mentors admit that they also learnt a lot from the experience. “I saw fantastic potential, which, combined with a certain amount of experience, is looking for new paths and niches, is open to change and trusts technology. I learnt a lot from our conversations and gained a new, unexpected perspective on several issues,” admits Piotr Kochański. The experience demonstrated the importance of active listening, asking the right questions, and helping people to see a problem from a different perspective without offering ready-made solutions. From “I don’t know how” to “I know what to do next.” Stories from our mentees Every mentor-mentee relationship is naturally different, responding to specific needs and reflecting the dynamics of the individuals involved. What did the participants gain? From theory to practice in business development Urszula Wójcik, a talented labour law specialist, joined the programme with a clear goal: to expand her knowledge and skills in business development. Challenge: How to translate theoretical knowledge about business development into real actions in a law firm? Process: This consisted not only of conversations and discussions about practical problems, but also of carefully observing her mentor’s work ‘behind the scenes’ and actively participating in several ongoing projects Result: “Participating in the programme broadened my horizons and motivated me to develop. I gained knowledge and tools that are useful for business development. I would definitely recommend participating in future editions to others,” says Ula. The courage to change direction In contrast, Artur Kluge wanted to develop in a field completely different from the financial institutions’ disputes he deals with on a daily basis. The issues he discussed with his mentor, Rafał Rapala, included commercial and civil law, mergers and acquisitions, and legal English. This is also a significant challenge for Artur, requiring him to go back to basics in a sense. Challenge: How to find the motivation and energy to embark on further education after work and return to your aspirations as a student Process: Meetings with the mentor provided inspiration and specific advice on how to lay the groundwork for Artur’s new area of specialisation Result: “Thanks to these conversations, I gained the energy to re-educate myself. My approach to development has changed significantly – I am no longer limited to one department because it is my work and commitment that matters,” says Artur, who has also taken practical steps towards change by enrolling on a postgraduate course Mentoring programme: benefits for the organisation The first edition of the mentoring programme taught us a great deal. It showed us several key things, including: The enormous potential of honest conversation. Creating a space where people can openly discuss challenges is crucial for employees’ well-being and development Development is not always about grand strategies. Sometimes, the most significant breakthroughs come from assistance with organising daily tasks, planning work, or resolving an impasse, and this can be of enormous value There is work to be done. The programme made us realise how important it is to provide systemic support to young professionals and involve them in key processes, such as client meetings. This is another important sign that we should take action We are learning and will improve What’s next? Come aboard! The first edition of the mentoring programme proved that dreams can become reality. It was a journey full of challenges and breakthroughs, but above all, full of authentic relationships and real growth. We would like to thank all the mentors and mentees for their courage, openness and commitment. We know that this is just the beginning and are looking forward to the next edition and the opportunity to work with new talent. Because together we can achieve so much more. Let’s do it!