Co to jest strona internetowa?

http://www.hugin-consulting.com/

Hugin Consulting, Czerwonak (2026)

03/09/2026

Local leaders in Polish factories, such as shift managers and foremen, are the ones who are most familiar with the situation on the ground. They convert head office targets into work schedules, assign tasks, and make decisions about overtime. Their growth determines how well and efficiently the plant works. Support in specific areas of expertise is most effective.

They establish overtime limits at the team level, which are not limited to the 150 hours per year specified in the Labour Code. Instead, they have specific regulations, such as 8–10 hours per person per month. Now the focus is on making lean improvements instead of putting in more hours.

Signs of overload are identified by them, including a 5–10% increase in absenteeism, minor errors, and a decrease in morale. Making daily rounds of the factory floor helps Polish managers notice these kinds of changes right away. They analyse root causes. Instead of “more hours”, they ask “why?” - staff shortages, downtime, or bottlenecks. Autonomous leaders increase OEE by 10–15%. 📈

When local leaders are qualified and have the power to do so, the factory runs at a steady pace. They do not merely execute assignments; they also suggest modifications and enhance efficiency.

10/07/2026

In Poland, local executives serve as a liaison between the shop floor and corporate headquarters. They know what it's like to work there how orders change with the seasons, how teams work, and how people usually do things at work.

Studies indicate that compared to many managers in Europe, Polish managers are more adaptable (52%) and creative (50%). They are good at this, which lets them act quickly in a changing production environment. How do we raise the first generation of Polish leaders who can make proposals, make decisions, and carry them out?

👉 Step 1: Lean training + clear KPIs. Provide instruction in the fundamental lean tools (root cause analysis, 5S, and kaizen). Let people make small changes on their own, like improving shift rotations or cutting down on downtime. Observe particular metrics, including cycle time and first-pass yield.

👉 Step 2: Mandate for root cause analysis. Establish weekly process reviews and gemba walks. Local leaders locate bottlenecks, such as downtime and staff shortages. Increase the KPIs for employee turnover and absences; these are signs of being overworked. Polish managers are capable of effectively managing such assignments when they are provided with a well-defined framework.

👉 Step 3: Operational decisions. Give other people control over shift schedules, choosing subcontractors, and making small investments (up to PLN 50,000). Support: a model that combines the accuracy of Scandinavian methods with the adaptability of Polish ones. There is evidence that autonomous leaders raise OEE by 10 to 15%.

Polish managers take initiative to propose changes and produce outcomes, rather than merely following orders. It is crucial to gradually establish their trust and abilities.

02/07/2026

⚠️The biggest ESG risk in Poland? Not the lack of reporting, but the lack of real business impact.

More and more Scandinavian companies operating in Poland formally meet ESG requirements. The issue is that, often, these efforts remain disconnected from daily operations. Reports are produced, metrics are collected, but they don’t translate into business decisions or competitive advantage.

The differences between markets are clear. In Scandinavia, ESG is embedded in how companies are managed – from supply chains to employee relations and customer engagement. In Poland, many businesses are still building these capabilities. Suppliers are often not yet ready to meet detailed requirements around environmental data or social standards. This creates challenges, but also a tangible opportunity for companies willing to lead.

External pressure is increasing. The CSRD is expanding reporting obligations to a wider group of companies operating in Poland. Banks and financial institutions are increasingly linking financing conditions to the quality of ESG data. Large Western European clients expect transparency not only from direct partners, but across entire supply chains.

In practice, many companies make similar mistakes. They treat ESG as a box-ticking exercise or attempt to copy solutions from their Danish or Swedish headquarters without adapting them to local realities. The result is predictable: significant effort with limited business value.

A well-designed ESG approach in a Polish entity, however, can start delivering results quickly. A transparent and structured supply chain builds credibility with clients. Clear metrics and consistent reporting improve talks with banks and investors. A coherent ESG strategy also supports employer branding – increasingly important in Poland’s competitive labour market.

Importantly, this does not have to mean large investments. Often, the starting point is a solid review of existing processes, organising available data, and introducing a few simple, measurable KPIs. Equally critical is working with local suppliers – typically through collaboration and gradual improvement rather than imposing rigid requirements.

Market examples show that this approach works. One Scandinavian-owned manufacturing company in Poland began by organising its core ESG data and engaging suppliers. Within a relatively short time, it not only met reporting requirements, but also used its transparency as a commercial advantage, securing new contracts in Western Europe.

Poland remains a key destination for Scandinavian manufacturing companies, particularly those seeking a balance between cost efficiency and operational stability. ESG can play a more strategic role in this context than simply meeting formal requirements. For companies that approach it thoughtfully, it becomes a tool for building long-term competitive advantage.

The question is no longer “if”, but “how” to make ESG work in your Polish operations – before competitors do.

05/06/2026

Vikingen Harald tager jer med på en forretningsrejse til Polen.

Vores CEO har lagt dansk stemme til denne korte rundvisning, hvor Harald viser nogle af de vigtigste skridt på vejen mod etablering og vækst på det polske marked.

Se, om din virksomhed er klar til at tage næste skridt på ekspansionsrejsen til Polen.

14/05/2026

⚠️The biggest ESG risk in Poland?
Not the lack of reporting, but the lack of real business impact.

More and more Scandinavian companies operating in Poland formally meet ESG requirements. The issue is that, often, these efforts remain disconnected from day-to-day operations. Reports are produced, metrics are collected, but they don’t translate into business decisions or competitive advantage.

The differences between markets are clear. In Scandinavia, ESG is embedded in how companies are managed – from supply chains to employee relations and customer engagement. In Poland, many businesses are still building these capabilities. Suppliers are often not yet ready to meet detailed requirements around environmental data or social standards. This creates challenges, but also a tangible opportunity for companies willing to lead.

At the same time, external pressure is increasing. The CSRD is expanding reporting obligations to a wider group of companies operating in Poland. Banks and financial institutions are increasingly linking financing conditions to the quality of ESG data. Large Western European clients expect transparency not only from direct partners, but across entire supply chains.

In practice, many companies make similar mistakes. They treat ESG as a box-ticking exercise or attempt to copy solutions from their Danish or Swedish headquarters without adapting them to local realities. The result is predictable: significant effort with limited business value.

A well-designed ESG approach in a Polish entity, however, can quickly start delivering results. A transparent and structured supply chain builds credibility with clients. Clear metrics and consistent reporting improve conversations with banks and investors. A coherent ESG strategy also supports employer branding – increasingly important in Poland’s competitive labour market.

Importantly, this does not have to mean large investments. Often, the starting point is a solid review of existing processes, organising available data, and introducing a few simple, measurable KPIs. Equally critical is working with local suppliers – regularly through collaboration and gradual improvement rather than imposing rigid requirements.

Market examples show that this approach works. One Scandinavian-owned manufacturing company in Poland began by organising its core ESG data and engaging suppliers. Within a relatively short time, it not only met reporting requirements, but also used its transparency as a commercial advantage, securing new contracts in Western Europe.

Poland remains a key destination for Scandinavian manufacturing companies, particularly those seeking a balance between cost efficiency and operational stability. ESG can play a far more strategic role in this context than simply meeting formal requirements. For companies that approach it thoughtfully, it becomes a tool for building long-term competitive advantage.

The question is no longer “if”, but “how” to make ESG work in your Polish operations – before competitors do.

07/05/2026

🛶 The sea never forgave poor decisions.

Today, another lesson from Herald – a Viking who learns from his experiences. ⤵️

When we set sail across the Baltic, we did not chase distant lands or the cheapest spoils. We chose routes we understood, harbours we trusted, and people we could trade with time and again. The Baltic was our route of cooperation.

On the other shore, we found craftsmen who understood our work, ports where we could dock safely, and partners who did not disappear after a single exchange. It was never about one voyage. It was about building relationships.

Today, I hear you call it “friendshoring”.

To me, it is nothing new. It is exactly what we have always done. Choosing proximity over risk, trust over chance, and continuity over one-off gains. Because the best trade routes are not the ones that stretch the furthest.

🤝 They are the ones that lead to the right people.

It is this way of thinking that has brought me to the welcoming deck of a drakkar called Hugin Consulting. And now, we continue to build bridges across the Baltic, only now we use experience, networks, and real partnerships instead of sails.

And the sea? It is still watching. And it still rewards those who choose wisely.

30/04/2026

🤔 What do Danish finance managers dislike the most?

☝️Tax surprises from countries where they run production but are not present every day.

Imagine this scene: the head office in Copenhagen or Stockholm is closing the quarter, everything looks fine, and suddenly an email arrives from the Polish subsidiary

📧 “We have a problem with invoices in KSeF. The tax office sees something different than we do.” At that moment, it is no longer about technology, but about who really controls the picture of your Polish business: your group systems or the Polish National e‑Invoicing System (KSeF).

In Poland, KSeF has stopped being a future project and has become the everyday environment in which invoices live. Polish companies and branches of foreign groups now report sales and purchases in a way that, from a Scandinavian head office’s perspective, may look like a minor formatting change but in reality affects the entire chain – from purchase order and invoice issuance through to reconciling turnover with customers and the tax office. For groups from Denmark, Sweden or Norway, this means that the Polish part of the business already plays by new rules, even if accounting and controlling are still located in the Nordics.

The key question is simple: does your Polish entity really speak the same language as KSeF? The invoices you see in your ERP systems and group reports must match, in every detail, what the Polish tax authorities see because KSeF data directly affects cash flow, VAT compliance and the credibility of group reporting. A well‑designed process can finally stop Polish invoices from living their life outside the system. No more endless email attachments, multiple PDF versions and arguments about which invoice is the real one.

If your group has production or sales in Poland, the crucial issue today is “do we actually have it under control?”. This is where we help: we connect Polish requirements with Nordic management culture so that KSeF becomes part of a coherent financial picture of the whole group, not yet another local exception that ruins your peace of mind at month‑end closing.

23/04/2026

🐦‍⬛ On his first Monday as a remote manager of a Polish team, Harald did exactly what had always worked at home. He stepped back, communicated the goal, and trusted the team to figure out the rest. By Thursday, everything had slowed down. Not because of a lack of competence, but because something was missing between the goal and the ex*****on. 🔍

Trust alone is rarely enough for remote leadership in Poland. Local teams are used to clear authority, defined responsibilities, and explicit expectations. When the manager sits hundreds of kilometres away, the usual “context in the corridor” disappears. Regular touchpoints, documented decisions and clear outcomes become the basic scaffolding, not an optional extra.

Harald’s first instinct was to blame the tools. 💻 More meetings, another platform, tighter oversight. But the issue was not the technology. It was the design of leadership at a distance – how often they spoke, what was written down, and how clear it was who decided what.

So Harald changed the way he worked. 💪 Instead of relying on general instructions, he started making clear goals that could be measured. To avoid micromanaging, he set up short, regular check-ins to make sure everyone was on the same page, not just sending conclusions, but also explaining why decisions were made and what was most important.

And something shifted...

The same team began to move faster, with more confidence and independence. Not because they were given more “freedom” in abstract terms, but because the foundations supporting that freedom became clearer.

Scandinavian trust works very well in Poland. As long as it is paired with structure, clarity and deliberate communication. Without it, trust can feel like being sent into the forest without a map. With it, it creates real momentum.

At Hugin Consulting, we help leaders design this space at a distance 👉 so that culture, expectations, and decision‑making stay clear, even when the manager’s desk is on the other side of the sea.

21/04/2026

🐦‍⬛ This question comes up very regularly when a company decides to relocate its production. Whether through nearshoring or offshoring.

In our experience, another fundamental concern is often raised: Can a Scandinavian company safely entrust its know-how to a Polish manufacturing partner? After all, a company’s greatest value typically lies in its technology, technical documentation, and production processes developed over many years.

No worries. Poland today has a stable intellectual property protection system aligned with European Union law. Know-how can be protected through patents, industrial designs, trademarks, and copyright. Registration can be processed through the Polish Patent Office or via European systems. Non-disclosure agreements (NDAs) are fully enforceable in Poland and frequently include substantial contractual penalties for breaches of confidentiality. In the event of a dispute, a company may seek compensation as well as an injunction preventing further use of its technology.

This does not mean, of course, that manufacturing cooperation is entirely risk-free. The most common risks involve unauthorised use of know-how, disputes over the authorship of solutions, or the further transfer of technology by subcontractors. That is why experienced Scandinavian companies treat IP security not as a matter of trust, but as an element of well-designed cooperation.

In practice, they most often minimise risk through four key measures:

1️⃣ Clear contracts and NDAs. Agreements precisely define what constitutes confidential information, how it may be used, and the consequences of breaching confidentiality.

2️⃣ Registering IP before cooperation begins. Patents, industrial designs, or trademarks are filed before technical documentation is shared with the partner.

3️⃣ Partner verification. Companies review references, manufacturing experience, and often conduct a factory audit.

4️⃣ Establishing their own company in Poland. An increasing number of companies set up a Polish limited liability company (sp. z o.o.) and cooperate with local suppliers through that entity, which allows them to retain greater control over technology and production processes.

Setting up a company in Poland is relatively quick (with our support, it can take as little as about a week), allowing businesses to start operations and cooperate with local partners without delay. Therefore, the question today is rather “How should cooperation be structured to make it secure?” With the right agreements, proper IP registration, and an appropriate legal structure, Poland is one of the most stable places in Europe to develop manufacturing in a nearshoring model.

16/04/2026

🐦‍⬛ 30–45 days. That’s how long a delivery from China to Europe can take today. Now imagine the alternative - a few days by truck. Or even faster.

This is precisely why more and more European companies are beginning to look at Poland not as a cheaper production location, but as a strategic partner in the supply chain. Recent developments in the Middle East and geopolitical tensions with China have bluntly reminded businesses that global supply chains work wonderfully… until they don’t. And when they stop working, production stops too.

That is why we are increasingly hearing two terms: ➡️ nearshoring and ➡️ friendshoring. In practice, they mean moving production closer to home. To countries that are stable, predictable and culturally compatible. Poland meets these criteria perfectly.

On the one hand, it offers access to a highly skilled technical and engineering workforce. On the other hand, it provides logistics that allow components to be delivered to Scandinavia or Germany in days rather than weeks. Added to this are the regulatory stability of the EU and a steadily growing industrial infrastructure. But there is another model that is becoming increasingly attractive to Scandinavian manufacturing companies.

Let’s call it, for now, ➡️ “free outsourcing.” Instead of investing millions immediately in automation or building its own factory, a company can start with a small step: finding Polish subcontractors, building a local production network, and only later - if the project proves successful - establishing its subsidiary. This process can happen surprisingly quickly .For the bold ones, a more structured step could be starting a small spin-off factory in rented premises, that could act as an internal subsupplier for your manufacturing.

That is why, for many Danish and Swedish companies today, Poland is becoming something more than simply a cheaper place to manufacture. It is becoming their closest industrial neighbour. And in a world where the next conflict could disrupt global trade routes overnight, a question naturally arises ⤵️

❓Do long-distance supply chains still make sense? Or are we entering a moment when Europe will begin producing… closer to home again? 🤔

Hugin Consulting

03/09/2026

10/07/2026

02/07/2026

05/06/2026

14/05/2026

07/05/2026

30/04/2026

23/04/2026

21/04/2026

16/04/2026

Adres

Telefon

Strona Internetowa

Ostrzeżenia

Skontaktuj Się Z Firmę

Skróty

Udostępnij

Kategoria

Prośba o usunięcie wpisu