Kochanski & Partners

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!

We know how to change the world for the better and inspire others to take action There is a lot of talk about corporate responsibility these days. But how can we ensure that ESG is more than just a catchy slogan in a company’s strategy presentation, and instead becomes a pillar of its everyday operations? The best way is to showcase and promote positive examples. This will make sustainable business a solid everyday practice — the sum of the small and big decisions we make as individuals, teams, and entire organisations. The Responsible Business Forum effectively achieves this in its report, “Responsible Business in Poland. Good Practices 2024”. This year, three of our projects were included. This is a great honour for us and a clear signal that our work is important. It shows that we are doing the right thing. Three important projects that can inspire others I believe that, as members of the legal profession, we are obliged not only to be proficient in law, but also to work for the common good. Our role is to build a better reality and a better world. This is primarily achieved through wise and responsible actions and by setting an example for others to follow, says Piotr Kochański, Managing Partner. When a small oak tree becomes a symbol of the future The problem: Climate change is no longer just a theory. The Kampinos Forest has been suffering from a real drought for many years. Add to this the mindless mowing that destroys hundreds of young trees before they have a chance to grow, and the problem becomes very apparent. You could just shrug and watch this happen. But you can also take action. Our solution: “Let’s plant the trees saved from the Kampinos Forest together” Rather than standing by and doing nothing, we rolled up our sleeves and took action, saving several hundred small oak trees that were at risk of dying in the drought or being cut down by lawnmowers. Each tree was carefully dug up and secured. Some were returned to the forest, while others were given to people who wanted to plant them in their gardens and look after them. We provided everyone with instructions on how to care for the young trees, giving them the chance to grow into beautiful, mighty oaks. Why is this important? Because we believe that the future of the planet depends on our actions here and now. That’s why we’re committed to offsetting our carbon footprint, supporting biodiversity, and demonstrating that even small gestures can have a huge impact when repeated. When the cinema screen opens your eyes to human drama The problem: The war in Ukraine continues, and those who have fled its horrors now live and work alongside us. Their drama, though so close, has become the backdrop to everyday life for many. It is easy to forget the injustice, poverty and fear they have experienced. Our solution: “Atmospheric Film Evenings: Let’s Talk About Human Rights” We wanted to create a space for reflection and empathy. To this end, we organise cycles of meetings during which we watch documentaries that tackle challenging subjects, such as the lives of refugees and the struggle for fundamental human rights. Open discussions are held after each screening. This is not just a cinema. It is a place where: We give a voice to those who are not heard on a daily basis We build bridges of understanding and sensitivity We fulfil our commitment to building a world free from prejudice and inequality Why is this important? Because without empathy, law is just a set of abstract rules. We cannot forget about the war raging right next to us; we cannot become indifferent to what is happening around us. We must understand the human context behind every problem. These meetings teach us to see the bigger picture. Creating a space where women can spread their wings The problem: For years, the worlds of business and law have been dominated by men. Although times are changing, women still encounter barriers along the way, both visible and those hidden in the culture. We know this because we listen carefully to what women have to say. Our solution: Kochański & Partners Women’s Club We have created a unique, safe space where women working at our law firm can socialise, find inspiration and support each other. It’s so much more than just coffee meetings. Mentoring programme: Experienced female leaders share their knowledge with younger colleagues to help them build their careers Competence development: We organise workshops and training courses that respond to the specific professional and personal needs of participants Integration and spending time together Real empowerment: We were the first Polish law firm to join the global Women’s Empowerment Principles initiative, committing ourselves to the systemic empowerment of women Why is this important? Because we believe in the power of diversity. We know that teams in which women have an equal voice are more creative and innovative, and have a better understanding of the needs of a diverse world. By investing in women’s development, we are investing in a better future for our organisation as a whole and for our clients. Responsibility is not an add-on. It is the foundation of our work These are just three of the forty-plus projects we completed in the area of ESG last year. The quantity and quality of these projects are indicative of our commitment to sustainable business. The same philosophy guides us in our daily work: Long-term thinking: Just as we plant trees for future generations, we develop strategies for our clients that ensure stable and sustainable growth Deep understanding: The empathy we cultivate enables us to better understand not only the business but also the human aspects of the issues facing our clients and business partners The power of diversity: By embracing diverse perspectives within the firm, we can offer more comprehensive and innovative legal solutions We would like to thank the Responsible Business Forum for this significant recognition. It motivates us to do even more. We believe that businesses which take responsibility for the world around them are the only ones with a future. You can download the full report here https://odpowiedzialnybiznes.pl/aktualno%C5%9Bci/957-sposobow-na-odpowiedzialnosc-raport-odpowiedzialny-biznes-w-polsce-dobre-praktyki-2024-juz-dostepny/

In an era of growing environmental awareness and simultaneous efforts to achieve energy independence, the renewable energy market is undergoing a real revolution. Solar panels for homes are no longer at the cutting edge, but have instead become a widely available and highly attractive option. This is particularly pertinent for the increasing number of people who are charging electric and hybrid cars in their driveways. We remain at the heart of these dynamic changes, partly thanks to our involvement in a ground-breaking transaction in this sector. We advised on the Polish aspects of Swiss Life Asset Managers’ acquisition of Otovo’s solar subscription asset portfolio. This is undoubtedly one of the first transactions of its kind in the residential distributed energy sector in Europe. This has given us unique know-how and experience, significantly expanding our existing portfolio of energy projects. Pioneering acquisition of a portfolio of residential solar subscription assets across eight European countries These days, thousands of homes across Europe use clean, cheaper solar energy. Moreover, they do so on a subscription basis, meaning they avoid high one-off installation costs. From a business perspective, these are unique assets consisting of around 6,000 existing and planned solar and battery systems for households. These systems operate under 20-year subscription agreements with consumers in eight European countries, including Austria, Germany, France, Spain and Poland. The value of this portfolio is expected to total around EUR 105 million (approx. NOK 1.2 billion) once all systems are completed. We believe this transaction forms the basis for a long-lasting partnership that we hope will help tens of thousands of homes to get cheaper and cleaner electricity. Otovo is a uniquely positioned platform to create attractive energy assets that fit perfectly with our investment strategies, says Marc Schürch, Head of Renewable Energy of SwissLife Asset Managers. For Otovo this is a seminal event that has frees up cash and refines our business model. It feels like making landfall after a long journey, adds Andreas Thorsheim, CEO of Otovo.** The role of Kochański & Partners This cross-border transaction was structured as an acquisition of a Norwegian holding company that owns a portfolio of special purpose vehicles in eight European countries: Austria, Belgium, France, Germany, the Netherlands, Portugal, Spain, and Poland. Our task was to ensure that the Polish legal aspects of the venture were fully secured. Throughout the transaction, we: Carried out legal, regulatory and real estate due diligence investigations Provided pre-closing support in negotiating the share purchase agreement governed by Norwegian law, from a local perspective Provided closing assistance, giving the client full legal certainty and thus contributing to the successful completion of this unique acquisition Provided post-closing support “We are proud to have been part of this pioneering transaction in the rapidly growing European distributed energy market, paving the way for a sustainable energy future, ” says Łukasz Młynarkiewicz, Partner and Head of the Infrastructure, Energy, Environment and ESG Practice Group. “We are delighted to have been involved in this transaction. It was a great collaboration and we would like to thank our colleagues at Arntzen de Besche Advokatfirma AS, who led the project, for their trust and partnership,” adds Natalia Kotłowska-Wochna, Partner and Head of New Tech M&A. The transaction was led by Natalia Kotłowska-Wochna, Krzysztof Zięba and Łukasz Młynarkiewicz in collaboration with Paweł Cholewiński. ** Based on Euronext press releases

The energy transition is undoubtedly the greatest economic, technological and social challenge of our generation. However, the huge investments being made amid a maze of EU regulations, the serious international dimension of the projects, the enormous social pressure, and the significant financial risk all create a demanding landscape in which it is extremely easy to lose one’s bearings. After all, this involves the modernisation of the entire economy, affecting everything from large energy companies to local businesses and household budgets. This process will define our competitiveness, security, and quality of life for decades to come. This is why it will be led by the best and most experienced managers, including undoubtedly Łukasz Młynarkiewicz, one of the most renowned experts on strategic energy projects and sector transformation, and a new equity partner at our law firm. This is more than just a promotion – it is a strategic reinforcement of our commitment to our clients and the Polish economy, says Piotr Kochański. At an energy crossroads, Poland needs experienced navigators The energy transition involves many interconnected areas and challenges, with no simple answers. Finance: How can multi-billion investments in renewable energy, nuclear power and grid modernisation be financed when the cost of CO₂ emissions is rising and the pressure to deliver results is increasing? Technology: How can unstable renewable energy sources be integrated into the grid? How can energy storage and hydrogen technologies be developed to ensure security of supply? Regulations: How can we keep up with the avalanche of EU directives (RED III, IED and NIS2), strict environmental requirements and changing national regulations? Society: How can the transition be carried out fairly, protecting jobs and preventing energy poverty? In such a complex and intricate ecosystem, it is becoming increasingly important to have legal advisors who focus on developing practical solutions and streamlining processes while keeping an open mind and maintaining a broad perspective on managing the social aspects of this transformation. Łukasz Młynarkiewicz skilfully combines the roles of strategist, manager and lawyer, and his experience provides a unique roadmap for navigating the most difficult challenges ahead. In fact, Łukasz: Understands the regulator – thanks to his experience as President of the National Atomic Energy Agency and Director of the Environmental Impact Assessment Department at the General Directorate for Environmental Protection Thinks like an investor – as acting President of the Management Board, Vice-President and Chief Permitting & Licensing Officer at Polskie Elektrownie Jądrowe, he has managed projects worth billions of zlotys Has a global perspective – thanks to his international activities, including serving as President and Member of the Board of Management of the International Nuclear Law Association (INLA), Deputy Governor of the Republic of Poland in the Board of Governors of the International Atomic Energy Agency (IAEA), and member of the authorities of key organizations, such as WENRA, HERCA, ENSREG, NEA OECD. With Łukasz joining the group of equity partners, clients can be confident that our advice will always be grounded in business, technological and financial realities rather than just legal theory. Inviting Łukasz to join the equity partners is a strategic step for the firm and a clear signal to the entire market. After all, we are entering a decade that will shape the future of the Polish energy sector for at least the next century, says Piotr Kochański. Our clients don’t need theorists, but rather practitioners who have successfully managed large projects and guided negotiations when the fate of strategic investments was at stake. We stand with our clients through thick and thin, for the entire decade of transformation, not just for a single project, emphasises the Managing Partner. The crucial and diverse role of legal advisors in the Polish and European energy transition The energy transition represents the greatest opportunity for Poland to make a significant civilisational and economic leap forward in decades. But will Poland be able to take advantage of this? With Łukasz Młynarkiewicz on board, our chances are much better. I see joining the partnership and sharing responsibility for shaping Kochański & Partners’ development as a deeply personal commitment to helping create the future of both the firm and our clients’ projects. The energy transition is a huge puzzle, requiring the combination of technology, finance, law and the equally important environmental aspects, as well as the building of social acceptance. My goal is therefore to translate regulatory complexity and investment risks into real, safe and profitable projects, says Łukasz Młynarkiewicz. This is why our Infrastructure, Energy, Environment and ESG Practice Group is a one-stop shop, providing comprehensive support and combining the key aspects of energy projects to create an efficient, integrated body. What does this mean in practice? Navigating financing: We help structure projects and raise capital, with an understanding of EU taxonomy requirements and ESG criteria Translating regulations into business: We translate complex regulations into specific action strategies and investment schedules Risk management: We identify and minimise legal, environmental and technological risks before they materialise Building bridges: We facilitate dialogue between investors, authorities and local communities because we recognise that major projects require collaboration, not confrontation

The first silver medal might be beginner’s luck, but winning a second one in a row under even more stringent criteria and against stronger and more numerous competitors is clear confirmation that our approach works and delivers solid results. And this means the bar is now set really high. We also know that our systems and procedures are effective, our values are genuine, and our commitment yields measurable outcomes. Furthermore, we have demonstrated that a law firm can be both competitive and pioneering, particularly with regard to setting ESG standards. We are therefore building a legacy that is as valuable to us as Olympic gold. Operating an Ethical, Transparent and Responsible Business An EcoVadis medal is one of the most prestigious global recognitions for sustainability performance. The assessment evaluates the following five key areas: Ethics Labor & Human Rights Environment Cybersecurity Sustainable Procurement and focuses on real actions, procedures, and management systems, rather than  declarations. Therefore, an EcoVadis rating is not so much an award as a testament to a company’s consistent dedication to its values, which are reflected in its day-to-day operations. Why is the next  Silver Medal More Meaningful? Just as the criteria for evaluating sustainable business grow and become more rigorous, the award itself is also evolving. This is why this year’s EcoVadis silver medal is not the same trophy that we received three years ago. While we’ve consistently performed in the top 15% of all companies during this period, rising client awareness and new requirements and opportunities have led EcoVadis to tighten its own standards. From 2024, the threshold for a silver medal has been narrowed from the top 25% to the top 15% of all businesses. Furthermore, the number of organizations we are benchmarked against has grown from 5,300 in 2004 to over 150,000 in 2025. However, all this makes our latest success feel even more rewarding. The Power of Sustainability at Kochański & Partners “This recognition is not just a testament to our organizational maturity, but also the result of the consistent work of our ESG Committee, which has been driving our sustainable transformation for several years. Every aspect of this evaluation is backed by specific decisions, people, and the values we have chosen as the foundation of our firm,” says Piotr Kochański, Managing Partner. What does this mean for our clients? We are a trusted partner in corporate responsibility matters We operate in accordance with the highest global sustainability standards We are committed to continuous development, building trust with all our stakeholders—clients, employees, suppliers, and business partners We firmly believe that a law firm can drive change—not only in courtrooms, but also in the business world. That’s why we’ve implemented a series of internal procedures, including a Sustainable Business Policy. We are committed to transparency and social and environmental responsibility, and to ensuring that our decisions – both strategic and operational – have a lasting, positive impact. We therefore see another EcoVadis silver medal not as a laurel wreath, but as a milestone in a journey we intend to continue with even greater attention, ambition and responsibility. This award is not the end of our story. It’s an invitation to continue our work — boldly, responsibly, and with a long-term perspective. We know that true leadership isn’t about being first, it’s about being credible. Every single day.

The Diversity IN Check survey is no walk in the park. It involves a barrage of questions and meticulous fact-checking. Project by project and line by line. Demanding? Yes. Satisfying? Absolutely. It is worth noting that, as a law firm, we are not formally required to report on ESG issues in accordance with the CSRD. However, we want to, and as the results show, we know how to do it. This is why we are among the employers most advanced in diversity management and fostering inclusion. What does it mean to be on the Diversity IN Check 2024 list? We know very well that making declarations is one thing, but taking real action and expecting tangible results is a completely different story. We have been committed to social sensitivity and building an open organisational culture from the very beginning, so ours is a long story. We are a turquoise organisation with a flat structure, providing equal opportunities for all, fostering independence, and supporting the development of business and professional responsibility. This is not only the realisation of Piotr Kochański’s dream, but also an efficient firm with well-organised processes. Our inclusion on the list of employers boasting the greatest advancement in diversity and inclusion issues is the result of this vision and its consistent implementation. How do we build and nurture diversity? By operating in a wide range of fields, and boldly embracing new technologies and unconventional tools. 2025 is the Year of Women at Kochański & Partners We are committed to empowering women in business and public life. Believing in the power of diversity, we were the first Polish law firm to join initiatives such as the Women’s Empowerment Principles. We also take action within our own organisation, where women represent 56% of all employees. Women are slightly outnumbered among associates (52%), make up exactly half (50%) of our team leaders, and are 43% of equity partners. This diversity guarantees a multitude of perspectives and sets of skills, enabling us to analyse challenges and opportunities from a variety of viewpoints. Almost 100 women work at our firm, and they are the driving force behind the Women’s Club – a project designed to promote integration and a unique space for comprehensive development. The Club offers an ongoing mentoring programme, as well as regular meetings, workshops and training sessions on topics such as health, self-defence, personal branding in business, and developing soft and interpersonal skills. Diversity is a source of strength and advantage Diversity is the key to innovation, which in turn leads to better business performance. In our industry, this translates into: A better understanding of clients, because teams with different experiences and perspectives have a better grasp of the needs and expectations of others A higher quality of service, as different viewpoints enable us to analyse cases more effectively, make connections and create customised solutions A competitive advantage, as we know from experience that clients increasingly choose business partners who share their values of equality and inclusivity Diversity IN Check: a rigorous verification process We are among those who take diversity seriously. To demonstrate this, we underwent a rigorous survey based on international standards, such as: Sustainable Development Goals ISO 26000 and ISO 30415 (diversity and inclusion management) GRI Standards OECD Guidelines The Responsible Business Forum conducted an audit covering the following five key areas: Governance fundamentals Programmes and activities Building commitment Performance indicators Availability of products and services For us, being included in the Diversity IN Check List is not the end, but another milestone on this exciting journey, and confirmation that what we are doing is meaningful and produces tangible results. This motivates us even more to continue doing good things, growing and developing in harmony with nature and in the spirit of diversity, says Diana Tavera, head of the ESG Committee. Full list is here.

Strategy, communication and branding drive business The business legal services market is more demanding than ever. This is due to powerful technological advances, the professionalisation and expansion of market niches, and a focus on the most promising areas. Combining this with the need for precise planning and cost control, while maintaining close business relationships through high-quality communication requires a completely new approach. And people who can skilfully manage this. This is why Diana Tavera and Marcin Bęben have joined the group of equity partners at Kochański & Partners. Diana is the Director of Communications, and Marcin is the Director of Advisory and Business Development. Marcin Bęben – responsible for the development of Kochański & Partners In an age of information overload and tight deadlines, it can be difficult to reach clients and offer them the right value. However, Marcin Bęben has consistently proven his ability to navigate this landscape with ease. This is why his vision and role extend well beyond traditional business development. Connecting the dots: Marcin skilfully combines the ability to analyse and synthesise data, and identify and exploit trends, with extensive mapping of practices and sectors. This enables him to create coherent and effective development strategies Market knowledge: Marcin has unparalleled specialist knowledge of the Polish and European markets, enabling him to identify new opportunities and build long-term client relationships Partnership with lawyers: Our head of business development is a strategic partner to our lawyers, helping them to better understand and respond to the business needs of our clients Marcin has long demonstrated his ability to think comprehensively about the needs of our Practices and Partners. He knows where and how to find clients, and his open-mindedness, coupled with his specialist knowledge of Polish and international business, enables him to effectively combine local experience with a global perspective and make the right decisions. This is crucial for implementing all our ambitious plans, says Piotr Kochański, Managing Partner. Diana Tavera – head of brand and voice at Kochański & Partners In the digital age, a company’s brand and communication are its most valuable assets. Diana Tavera has been building the Kochański & Partners brand for years. She does this with precision, effectiveness and passion, ensuring that our voice is credible and modern, and that it is heard. Strong presence in the digital world: She is the brains behind our digital communication strategy, covering everything from social media to international online events — the hallmark of Kochański & Partners Brand protection and management: Despite operating in a highly competitive environment, Diana has made our brand synonymous with quality and innovation, while maintaining its consistency and strength Support for experts: She creates modern formats and tools that enable our experts to share their knowledge and effectively reach a wide audience Diana has been systematically building our image for years, paying attention to every detail and fostering our shared identity.  Her knowledge, experience, commitment and passion bring  tremendous quality to the firm’s day-to-day operations and the development of the Kochański & Partners brand. Diana is an accomplished professional whose work often takes place ‘behind the scenes’, but the results are clear for all to see: consistent communication, well-planned events, and a strong organisational identity, emphasises Piotr Kochański. An advisory firm based on strong, focused expertise Expanding our group of equity partners is a strategic decision that cements the status of business development and marketing as equal pillars of the firm, alongside legal and technological excellence and strict financial control. This is also the final step in forming a professional, multidisciplinary team of equity partners, including non-lawyer managers: Monika Wojciechowska (Chief Executive Officer and Chief Financial Officer) and Michał Walczak (Chief Technology Officer). In line with the vision of its founder, Piotr Kochański, Kochański & Partners is a modern advisory firm that is built and managed based on the concept of a teal organisation, which is founded on trust, shared responsibility and partnership. This structure is underpinned by our excellent knowledge of the law. Other key competencies that contribute to our success stem from this foundation, including strategic business thinking, an in-depth understanding of our clients’ needs and the capacity to cultivate enduring relationships founded on mutual respect and professionalism. The best proof that our concept is not just theory, but living practice, is the success of our clients. Thanks to our comprehensive and agile approach, they are achieving their business goals while maintaining the highest ethical standards and building social responsibility. Marcin and Diana have been pillars of the firm for a long time. Their passion, strategic thinking and dedication to the vision of Kochański & Partners as a firm built for generations are invaluable. Therefore, making them co-owners is a natural consequence of their commitment, as well as a formal entrustment of joint responsibility for the future of the entire organisation. I believe that, together, we will take the firm onto a completely new growth trajectory. We welcome Diana and Marcin to the circle of Partners. Together, we are building the law firm of tomorrow. Today, says Piotr Kochański with conviction.

Real change requires more than just good intentions. It takes courage to tackle difficult issues, determination to overcome obstacles, and a vision that enables you to realise a better future when others can only see problems. As lawyers who deal with facts, evidence and the pursuit of justice on a daily basis, we recognise the power of small actions that change the world for the better, day after day and year after year. This is our seventh year with the KALYNA Polish-Ukrainian-Canadian Scholarship Foundation. Another year where, with so little, we have done so much good. Our mission in action. Why do we support the KALYNA Foundation? Truth, responsibility and investing in human potential form the foundation of our professional lives and all our social engagement activities. We see these same ideals reflected in the work of the KALYNA Foundation. This is not philanthropy for the sake of image. It is a conscious partnership in a mission that is close to our hearts. By supporting the Foundation, we not only provide financial assistance – we become part of real change that is taking place in two areas that are very important to us. The first is fostering difficult dialogue about the complex history of Polish-Ukrainian relations, and the second is investing in the future by supporting the education of young, talented Ukrainians whose lives have been affected by war. We believe that building bridges of understanding and opening doors to the world for young people is the best and most lasting investment in a peaceful and secure tomorrow. That is why, every year, we host the Foundation Council and listen to its deliberations, becoming an active participant and an objective witness to the changes it is making. A meeting at the heart of things: successes, challenges and a new path This year’s Foundation Council meeting, attended by Grażyna Staniszewska, Prof. Andrzej Friszke, Prof. Tomasz Stryjek, Ewa Pocztar, Adam Stec, Barbara Imiołczyk, and Diana Tavera of Kochański & Partners, demonstrated the dynamic and challenging nature of working for change. The problem: How can we ensure a future for young people in the shadow of war? The solution: Scholarships that change lives Wiktoria, a marketing and social media student, and Olena and Vitalij, students at AGH University of Science and Technology in Krakow. These scholarships are more than just financial aid; they’re a clear sign that the world hasn’t forgotten them and is backing their potential. The problem: How can we talk about our painful history in a way that heals wounds rather than opens new ones? The solution: A courageous book that seeks the truth KALINA is unafraid of difficult topics, which is why it co-financed the publication of Dr Mariusz Sawa’s book „Pociski jak paciorki różańca”. The author attended the meeting remotely to speak about the book’s fantastic reception, which caused a huge stir in influential media outlets such as Gazeta Wyborcza, Przegląd Prawosławny and Polityka. The book touches upon one of the most painful episodes in Polish-Ukrainian relations: the events in Sahryn in March 1944. This is not a book that offers simple answers. As the author emphasises in one passage, his work reminds us that “people killed people; Christians killed Christians (…)”. Dr Sawa encourages reflection and prioritises historical truth over national narratives. The rapid selling out of the first print run and the subsequent demand  for a reprint are clear evidence of the urgent need for such discussions today. Dr Sawa’s numerous invitations to book signings, including within Ukrainian circles, demonstrate that dialogue is possible. The problem: How can you operate effectively when the rules of the game change? The solution: Adapt and seek new paths It is the Foundation’s determination and ability to overcome obstacles that make it so effective. It’s great to be part of this initiative — a story that proves business involvement can and should be more than just a duty; it should be a passion and a genuine means of building a better, fairer and more conscious world.

The Polish Deposit and Return System launches on 1 October. This is a real revolution for businesses, whether they are producers, importers, distributors or traders. Indeed, its implementation brings with it a number of challenges, including, perhaps less obviously, concerning VAT. Here is a brief guide to the most important issues relating to the Polish Deposit and Return System. Legal basis and objectives of the Deposit and Return System The Polish Deposit and Return System is primarily based on the Act on the Management of Packaging and Packaging Waste of 13 June 2013, the Waste Act and numerous implementing ordinances, which regulate, among other things, the deposit amounts, the levels of separate collection, the obligations of operators, entities placing packaging on the market and traders, and the rates and rules for the payment of product fees or the design of labels. The main objectives of the system are to: Reduce the amount of packaging waste entering the environment Promote recycling and a circular economy Encourage consumers to return packaging and packaging waste through a deposit mechanism Achieve the packaging collection rates required by the EU (77% between 2025 and 2028 and 90% from 2029) What packaging is covered by the deposit and return system? Single-use plastic (PET) beverage bottles up to 3 litres Aluminium and steel beverage cans up to 1 litre Reusable glass beverage bottles up to 1.5 litres All these types of packaging will have to be labelled accordingly. System participants and their key roles The deposit and return system involves a number of actors, each with specific roles and responsibilities. Deposit mechanism: how does it work in practice The deposit is a specific amount charged when a product is sold in packaging covered by the system. The amount is set by the implementing ordinance. The deposit per unit of packaging for: Single-use plastic beverage bottles with a capacity of up to three litres, including their plastic caps and lids, excluding glass or metal beverage bottles with plastic caps and lids, shall be PLN 0.50 Metal cans with a capacity of up to one litre shall be PLN 0.50 Reusable glass bottles with a capacity of up to one and a half litres shall be PLN 1.00 The deposit “follows the product”: It is collected at each stage of distribution – from the company placing the product on the market to the wholesaler, the retailer and the consumer Return of the deposit: The consumer is refunded the full amount of the deposit when the empty, undamaged packaging (or packaging waste) is returned to a designated collection point (usually a shop) Deposit and product price: Importantly, the amount of the deposit is not included in the VAT base of the product price Placing on the market vs. sale These are two different concepts, which also have different implications with regard to the deposit and return system: Placing on the market: This is the first making available of a packaging or a packaged product on the territory of a country (domestic production, import, ICA) for use or distribution Sale: This is the seller’s obligation to transfer ownership of the goods (packaged product) to the buyer and to deliver the goods, and the buyer’s obligation to collect the goods and pay the price to the seller. The mere physical placing of packaging on the domestic market does not in itself give rise to an obligation to collect a deposit. This obligation arises when a product is sold in packaging covered by the deposit and return system. Tax aspects of the Polish Deposit and Return System – challenges and solutions Businesses have many questions and concerns about tax issues, especially VAT. Deposit and VAT – key principles Deposit charged on the sale of a product: as mentioned above, the deposit does not increase the VAT base of the product itself, being treated as an amount not subject to VAT at the time it is collected VAT on unreturned deposits: This is a more complex situation. The deposit on packaging that has not been returned by consumers, i.e. the deposit that has not been refunded to them, is subject to VAT: The company that places the packaged products on the market is the VAT  payer The operator of the deposit and return system is the VAT remitter VAT settlement and tax records: The operator (remitter) calculates the difference between the value of the deposits on packaging placed on the market and the deposits on packaging returned during the calendar year. On the basis of this difference, the operator remits the VAT due to the tax office. The deadline for payment is 31 January of the year following the settlement year The entity placing packaged products on the market (taxable person) increases the tax base in its VAT return (JPK_V7) for the first tax period of the year following the year to which the deposit settlement relates by the amount of the difference between the deposit on the packaging placed on the market and the deposit on the packaging returned during the calendar year in question Both entities are required to record the data necessary to establish the tax base and to keep it for a period of 5 years from the end of the year for which the tax base is established, resulting from the difference between the value of the deposit collected for packaging covered by the deposit and return system and placed on the market in that year and the value of the deposit refunded for packaging or packaging waste covered by the system in that year. As a result, the rules are unclear as to whether VAT should actually be charged only on deposits that are not returned. According to the literal wording of some of the provisions, the difference between the value of the deposit on packaging placed on the market and on packaging returned in a given calendar year should be taken into account, although placing on the market does not necessarily imply sale and collection of the deposit. Recording, reporting and checking Tax records are not the only record-keeping requirement under the deposit and return system. The system requires participants to fulfil other record-keeping and reporting obligations. Entity placing packaging on the market: Must keep detailed electronic records of, inter alia, the number, type and value of deposits collected for packaging placed on the market and the number, type and value of deposits refunded for packaging returned in a given year. These records must be kept for 5 years Operator of a deposit and return system: Should also keep detailed records of packaging collected, deposits refunded and waste sent for recycling. The operator should submit annual reports to the province marshal (marszałek województwa) (by 15 March) and to the head of a commune (wójt) or mayor (burmistrz or prezydent miasta) (by 31 January). Commercial entities (collection points): Also required to keep records of deposits collected and refunded and of packaging collected Polish Deposit and Return System – what else to consider There are concerns that by undercutting rates, operators will try to pass on some of the costs of running the system (e.g. the handling fee) to wholesalers and shops. The problem is the lack of precise rules in this regard. Another important issue is the financing of the refund of the deposit by shops. Retailers will have to refund the deposit to consumers “in advance”, and settlements with the operator will be made on a monthly basis. This means that they will have to temporarily fund the deposit refund from their own resources, which may be problematic for smaller operators. Implementing the system also requires extensive preparation: adapting IT systems, logistics, accounting, training staff and informing customers. The selection of an operator and the negotiation of contract terms will be key. Summary The Polish Deposit and Return System is an ambitious project with the potential to make a real difference to the environment. However, its success depends on the seamless functioning of all its components, including clear and workable tax settlement rules. Our recommendations to companies Analyse now how a deposit and return system could affect your business Allow time to adapt your IT, accounting and logistics systems Monitor the process – bear in mind that individual implementing regulations may change Contact potential system operators, ask for quotes and carefully consider the terms and conditions of cooperation If you have any doubts about taxation, consider applying for an advance tax ruling, either yourself or with the help of specialists The implementation of a deposit and return system is a dynamic process that is constantly changing, so keep up to date and seek expert assistance.

PIB Group Poland has been present in Poland since 2020. From that time, it has continually made acquisitions, building a strong group of insurance intermediaries. Its portfolio already includes insurance brokers, reinsurance brokers, multi-agencies and specialised entities operating as MGAs (Managing General Agents). We recently advised the Group on another transaction – the acquisition of RCU Ubezpieczenia and Ramius. This is another important step in the company’s development and implementation of its plan to consolidate the Polish insurance intermediation market. With this merger, PIB will gain new synergies and expand its range of services. RCU Ubezpieczenia and Ramius are well-established companies with a unique business model and a strong brand. Their integration into the PIB Group is another milestone in the development of our organisation and in building a powerful group of insurance intermediaries in Poland, says Bartosz Słupski, CEO of PIB Agency. The project was handled by Paweł Cholewiński, Partner and Head of the Transactional Practices Group, Natalia Kotłowska-Wochna, Partner in the New Tech M&A Practice, and Adam Czarnota, Senior Associate in the Corporate Law and M&A Practice. It is a great honour for us to have provided legal services to PIB Group Poland. This transaction fits perfectly with the consolidation trend we are seeing in the Polish insurance intermediation market. Due to the extensive network of RCU intermediaries and unique cooperation models, the structuring of this acquisition required us to translate the client’s business objectives into transactional documentation. We are proud to have worked with the PIB Group Poland team on this project and to have helped the client achieve its objectives, said Paweł Cholewiński, Partner, Head of the Transactional Practices Group / Real Estate, M&A. Our advisory services included a due diligence investigation of the companies, structuring of the transaction, and drafting and negotiation of the project documentation. The transaction required consideration of not only legal issues but also the specific nature of both businesses in order to develop the optimal solution. Advising on this deal was an interesting opportunity to learn about the business realities of the insurance market, added Natalia Kotłowska-Wochna, Partner in the New Tech M&A Practice. The seller was represented by Andersen Tax & Legal Srokosz i Wspólnicy and cc group as financial advisor.

3 April 2025 | Knowledge, News Over the past two years, we have seen a significant increase in the number of M&A deals involving companies based on artificial intelligence or using AI components. First of all, at the global level, both the number and value of transactions involving AI companies are growing. Even in our domestic market, the highest ranking of the top 10 Polish start-ups in 2024 were AI-related companies. This shows the dominance of such companies in the market, notes Natalia Kotłowska-Wochna, attorney at law and Head of the New Tech M&A Practice. According to Aventis Advisors, in 2025, the number of AI acquisitions will exceed 400, with a cumulative annual growth rate of 26%. The US accounts for approximately 38% of all global acquisitions in the AI sector (2022-2024), due to the concentration of major innovators and technology companies in this market. In terms of the number of large acquisitions, the situation in Poland is similar to the global one, but Polish managers show a less ambitious approach. According to PWC’s “CEO Survey. Time for Reinvention”, as many as 46% of Polish CEOs are not planning any acquisitions in the next three years. By comparison, the global figure is 30%. Impact of the AI Act on investment decisions Will new regulations such as the AI Act affect investor interest in companies using artificial intelligence? I think that for the time being, the regulatory risks associated with AI do not have a determining influence on the decisions of private equity funds. Of course, this is one of the elements taken into account, but is not the main factor, emphasises Natalia Kotłowska-Wochna. In addition to the standard company assessment, which includes regulatory and technological issues (such as personal data protection, cyber security and intellectual property), there is now a completely new element – compliance with the AI Act. AI in transaction processes Artificial intelligence is not only the subject of transactions, but also a tool used in M&A processes. According to DealRoom, within the next three years, 80% of M&A processes will use AI at various stages of the transaction – from identifying potential targets, through due diligence and financial analysis, to post-merger integration. Polish law implementing the AI Act In February, the Ministry of Digital Affairs presented an amended draft of the Artificial Intelligence Systems Act, which includes changes to the rules for monitoring the safety of products and services, as well as solutions to support innovation. The new draft also provides for the establishment of a regulatory sandbox, i.e. a space for testing new solutions. I think the amendments to the AI Systems Act are going in the right direction, and the final regulations are expected to be published in the first quarter of this year. We have a lot of experience, for example in the context of personal data protection, where regulations have already been introduced in a similar way […]. So I think these regulations will also be positive. Nevertheless, it is worth waiting for the final versions of the drafts, which will be published soon, comments Natalia Kotłowska-Wochna. Companies’ preparation for new regulations How are Polish businesses preparing to comply with new regulations? It seems that the degree of readiness varies and depends on the size of the companies: Large companies (especially those with foreign capital) – advanced preparation, in line with the company’s overarching policy Smaller companies – slower process, preparation of documents and procedures and implementation of compliance is not a priority At this point, I think there will still be a lot of companies that will not be fully prepared for these regulations, especially since we still don’t know exactly what approach the regulators will take – says the head of our New Tech M&A Practice. Mapping responsibilities in light of the AI Act Under the AI Act, any company that develops, sells, uses or provides an artificial intelligence system must comply with certain requirements. Each company should therefore map its responsibilities in this regard by: identifying tools that have an AI component assessing tools to determine whether they meet the definition of an AI system classifying tools according to risk level (prohibited, high, limited or minimal) determining the scope of responsibilities and adapting to those responsibilities The definition of an AI system is a key issue that we as lawyers are now focusing on. It contains six mandatory requirements and an optional one. It can be difficult to assess whether a given tool is an AI system because the definition is based on technical aspects such as the degree of autonomy or automation, explains Natalia Kotłowska-Wochna. Challenges and opportunities for start-ups For innovative start-ups, which often develop new AI tools themselves, the regulations represent both a challenge and an opportunity: Start-ups that want to launch AI-based tools on the market need to be properly prepared in terms of procedures and documentation. In particular, if such start-ups want to attract investment, they must be prepared to have their system audited for compliance with regulations that will come into force in the near future, emphasises Natalia Kotłowska-Wochna.

Deregulation, especially in the area of tax and energy law, is the main and long-standing demand of the business community. We have one of the most complex and at the same time strict tax systems in the world, and the lack of systemic solutions in the field of renewable energy development and responsible implementation of energy transition limits the competitiveness of Polish companies and the opportunities for new investments. The solution seems to be a deregulation package prepared as part of the Sprawdza-MY initiative by businessman Rafał Brzoska, who promises that his proposals will make it easier to do business. The aim is to bring about real, tangible change. Controversial legal mechanisms will be abolished, barriers removed, administrative procedures simplified and red tape cut. We hope that this project has a chance to permanently change the reality of business and the economic climate, not only in Poland, but also in the entire Central and Eastern European region in the future. That is why we have joined the team of the Warsaw Enterprise Institute, which is the only think tank advising Rafał Brzoska on this issue, along with a large group of employers’ organisations. Our aim is to contribute to a simple, modern and friendly legal environment for entrepreneurs. Poland’s energy sector deserves effective deregulation Łukasz Młynarkiewicz and Agata Dziwisz-Moshe will lead the teams working with WEI on deregulation. Łukasz, Partner in the Infrastructure, Energy, Environment and ESG Practice Group and Head of the Nuclear Energy Practice points out that the main issues in the energy sector will include: Creating a transparent regulatory environment and setting clear guidelines for investments in the sector Improving the transparency, quality and stability of legislation Streamlining administrative processes to accelerate energy transition Adopting solutions to increase available connection capacity and support the integration of new energy sources into the Polish Power System (KSE) Promoting long-term strategic planning that includes energy transition and greater business involvement in renewable energy Developing wind energy and relaxing setback rules Poland’s energy transition is trapped in a maze of regulations and complex administrative procedures. The time has come for well-designed deregulation that will unlock the sector’s investment potential, says Łukasz Młynarkiewicz. Let’s look at the facts: the average time to complete an onshore wind project is currently around 6 years, and for an offshore project like Baltic Power it can be as long as 13 years. This is not a pace that allows us to keep up with European commitments. We need a transparent and predictable legal environment that provides clear guidelines for investors. It is also crucial to streamline administrative and judicial procedures, which will significantly reduce project implementation time. In particular, there is an urgent need to implement more liberal setback rules for wind-power projects. It is also important to increase the available connection capacity and integrate new energy sources. Deregulation in this area will open the door to greater business involvement in renewable energy and allow for long-term, strategic planning of the energy transition of the entire economy. I have no doubt that without thorough deregulation and increased legal stability, Poland’s energy transition will grind to a halt. And time is running out, adds Łukasz Młynarkiewicz. Practical proposals for deregulating the tax system In Poland, the tax system often appears to be an obstacle for entrepreneurs rather than a facilitator of economic development. Taxation is therefore the area that entrepreneurs see as most in need of change. The biggest problems cited by the business community include: The length of tax audits and proceedings The abuse of criminal tax proceedings to suspend the statute of limitations Excessive documentation and reporting obligations required in the course of doing business Frequent changes in regulations combined with short vacatio legis, resulting in excessive cost burdens for companies that have to adapt to new regulations. Excessive regulatory complexity Introduction of multiple ‘quasi-taxes’ Entrepreneurs expect not only a simplification of regulations, but above all a reduction of excessive obligations in the area of transaction documentation and tax reporting. Another important issue is the elimination of the phenomenon of suspending the statute of limitations for tax liabilities by initiating criminal tax proceedings in a case shortly before the deadline. Businesses are also calling for solutions to eliminate the excessive duration of tax audits and tax proceedings, for example by proposing that no interest should be charged on late payments in the case of audits lasting more than six months. Another key issue for the business community is the increase in the number of general tax rulings issued by the Minister of Finance, which will help to clarify ambiguities on an ongoing basis. The Polish tax system is a dense forest for entrepreneurs in which even the most experienced can easily get lost, says Agata Dziwisz-Moshe, Partner and Head of the Tax Practice. Every day our clients face problems that should not be happening in a modern economy. Today, taxpayers are often treated as potential fraudsters rather than as honest businessmen who may make a mistake. This approach is particularly evident in the course of tax audits and tax proceedings against companies. Particularly appalling is the abuse of tax criminal proceedings to suspend the statute of limitations on tax liabilities, a practice that undermines the fundamental principles of the rule of law. The issue of interpretation of rules is also problematic. Businesses need predictability and stability in the tax system, but at present tax authorities often interpret the same provisions in different ways, frequently calling into question the protection to which taxpayers are entitled on the basis of tax rulings they have obtained, she adds. The biggest problem arises when foreign companies are confronted with the reality of the taxpayer’s dealings with the tax authorities in Poland, which in a broader perspective may deter such companies from investing in Poland.    Therefore, the main deregulation proposals of Agata Dziwisz-Moshe’s team include: A proposal that the initiation of criminal tax proceedings in a case should not result in the suspension of the statute of limitations The abolition of income taxes, which could be replaced by a single, simple revenue tax. This is a radical reform, but one that has the potential to bring many benefits to the economy, businesses and citizens Elimination of so-called quasi-taxes, which were not introduced by tax legislation but de facto fit the definition of taxes. This is an important step towards simplifying the entire system and increasing the transparency of the law. Introduction of a legal requirement that all laws introducing public levies be prepared exclusively by the Ministry of Finance as government bills. This will ensure that changes to the law are the result of comprehensive analysis by the Ministry, which will ensure their consistency and accuracy. The centralisation of the process will in turn eliminate inconsistencies in the law and increase the efficiency of legislation Introduction of the ‘one minus two’ rule – this is a key element of real deregulation of tax regulations, according to which for every new tax regulation, two existing ones should be abolished Change of Vacatio Legis – from one month to 12 months, which would be a step towards legal stability and allow better preparation of entrepreneurs for new regulations Introduction of the genuine liability of tax administration staff for errors made during tax audits and proceedings Tax deregulation should be based on a relationship of partnership between taxpayers and the administration. And this is the direction our proposals will take. From simple changes that have the potential to bring immediate relief to strategic solutions, everything should be built on these principles, says Agata Dziwisz-Moshe.

Mitmar is one of the leaders in the Polish FMCG market and has been setting quality and innovation standards in its industry for almost 30 years. Serving customers in the European Union, Eastern Europe, Asia and West Africa, the company continually invests in development to meet the challenges of today’s food industry. Since its inception, the company has demonstrated that it is not afraid to innovate. Most recently, it has developed ground-breaking technology in food processing. The challenge was not only to create a new, convenient technological solution, but also to ensure that it was legally protected. In this process, they chose to work with our Intellectual and Industrial Property Law Practice team. Patents successfully protect innovative technologies Karolina Marciniszyn and Tomasz Szambelan managed the complex process of obtaining patent protection for Mitmar’s proprietary solution. The project required conducting a detailed legal analysis, precise preparation of documentation and effective representation before the Polish Patent Office during a procedure that lasted almost three years. The patented technology, which uses a compact and closed production line, is a breakthrough in the FMCG industry. The solution not only improves the quality of the end product, but also responds to today’s environmental challenges, including by significantly reducing the carbon footprint. The closed-loop process allows the temperature of the raw material to be reduced, resulting in an accelerated freezing process and improved microbiological conditions. Patents are an opportunity for faster growth The success of the project proves that proper protection of intellectual property is a key element of an effective growth strategy in the industrial sector. A patent not only secures a competitive advantage, but also opens the door to new growth opportunities. Our work with Mitmar demonstrates the importance of a comprehensive approach to intellectual property protection in the development of innovative industrial solutions. However, for such a process to be effective, it is necessary not only to have knowledge of the law, but also to be willing to learn and understand the specifics of the industry and the client’s needs – says Tomasz Szambelan With the successful implementation of its solution and the effective protection of its intellectual property, Mitmar has once again confirmed its position as an innovative leader. The company has consistently pursued a growth strategy based on modern technologies, while maintaining the highest standards of quality and energy efficiency.

For many years, the largest law firms were predominantly run by men. Today, 43% of our partners are women. And they are not only great lawyers, but also courageous visionaries who are the driving force behind every positive change. Because they can see the big picture and stand up for what they believe in. And by changing the law, they change the world around us. So what can we do to empower women – and do it on their own terms? We have joined the Women’s Empowerment Principles initiative. And we are the first Polish law firm to do so. Not for an award or a certificate – but because we believe in the power of diversity. Women’s Empowerment Principles at Kochański & Partners The WEPs are a set of seven principles established by United Nations Women and the United Nations Global Compact to guide business in promoting gender equality. Their ultimate goal is to strengthen women’s empowerment, both in the workplace and in other areas of social life. As a WEPs signatory, we have become part of an international community of companies and organisations that are actively working towards a fairer and more sustainable world. At the same time, we are sending an important signal that we are fully committed to the programme’s agenda at the highest levels of our firm. I like working with women because they are creative and innovative, but at the same time practical, reliable and well prepared for the tasks they take on. Their enthusiasm is infectious and they have the belief that the sky is the limit, while keeping their feet firmly on the ground, says Piotr Kochański, Managing Partner. That is why we are committed to: Implementing a policy of equal pay for work of equal value Creating an inclusive working environment Supporting the career development of women Promoting education and training Implementing initiatives that benefit the local community Regularly measuring progress and reporting results Women’s Club at Kochański & Partners Joining the WEPs community is also another step in building an organisational culture based on diversity and inclusion. Indeed, the past year was full of such initiatives and events. One of the most recent was our Women’s Club, a project born out of a need to integrate the women working in our firm and the desire to create a space where they could spread their professional wings. The Club hosts meetings, workshops, an ongoing mentoring programme and information campaigns on topics such as women’s health. The future is built on different perspectives, management styles and ways of thinking. And the women who work with us prove this every day, says Diana Tavera, initiator of the K&P Women’s Club. For more information on the Women’s Empowerment Principles initiative, please visit the website.

The world today is urgently seeking ways to reduce the negative impact of human activities on the environment, and to better protect and reuse resources. And, where possible, to repair the damage done. Responsible companies are no different, taking a hard look at processes, asking questions that challenge the status quo and redesigning what can be improved. For the good of the planet and their business. For us in 2024, arbitration is one such area, where we focus on modern methods of peaceful dispute resolution, new European arbitration centres, mediation and the role of technology. And it is technology that will help us take the next step towards a greener approach in this area. Campaign for Greener Arbitrations at Kochański & Partners Earth Day at a law firm must be concrete. Solid and real. So a good demonstration of this is the news that we are the only Polish law firm to have signed the Green Pledge of the Campaign for Greener Arbitrations – a global campaign for greener dispute resolution. Its founders analysed the activities involved in arbitration. Based on a case study of a large international arbitration case, it was estimated that almost 20,000 trees would be needed to offset the CO2 emissions generated by the case. The main source of these significant emissions was air travel, but also other modes of transport, printing of documents and hotel accommodation. In order to facilitate the mitigation of the negative environmental impacts associated with the provision of arbitration services, the Green Protocols, a set of guidelines and instructions aimed at law firms, institutions and individual arbitrators, among others, have been developed. The Green Protocols can also be applied to the organisation of arbitration conferences. In the words of the initiative’s founders, ‘the responsibility to reduce the carbon footprint of arbitration is shared by all members of the industry community’. The Green Protocols in practice The Campaign for Greener Arbitrations: what does it mean for us? That we commit to reduce the carbon footprint of the cases we handle. That we will change those of our practices that may have an adverse impact on the environment, and that we will actively develop and promote those that help protect it – declares Piotr Kochański, Managing Partner. Also, that we will plan and implement projects more consciously, promote the Campaign for Greener Arbitrations and encourage our partners, including arbitrators and counsel for the other side and cooperating institutions, to develop similar activities or to become actively involved in this initiative. We have signed the Green Pledge The Green Pledge is a commitment to eight guiding principles to promote environmentally sustainable arbitration practices, such as using electronic correspondence and online submissions, videoconferencing as an alternative to travel, avoiding printing and using electronic versions of documents, questioning the need for air travel, and offsetting carbon emissions for all arbitration-related travel. Green arbitration in action The greener arbitration is a win-win for everyone – for the planet and its resources, for our clients and for ourselves. Today, it is also an important competitive advantage, helping us to stand out in the market by living our values, where we are part of a global community and with a shared responsibility to protect our planet. Read more about the Campaign for Greener Arbitrations.

The debate on nuclear energy is one of the hottest topics currently attracting the attention of the public, energy transition experts and representatives of the scientific, political and business communities. But what does Poland’s economy need? What role should nuclear energy play in the overall electricity system and how can this sector develop, taking into account European policy, current trends, expectations and technological progress? Wojciech Wrochna discussed these questions with his guests on the second day of the Future Energy Congress. Future Energy Congress 2024 This is one of the most exciting industry events focusing on energy transition, decarbonisation and renewable energy. During this unique event, representatives from business, academia and the public sector have the opportunity to discuss the most pressing issues facing the energy market. It was the third time that we were a partner of this conference. In addition, we had the pleasure of moderating one of the main panels, this year devoted to the importance of nuclear energy for the Polish economy. The guests of the panel moderated by Wojciech Wrochna were Dr Łukasz Młynarkiewicz, Tomasz Nowacki, Dr Dawid Piekarz, Damian Ołdziejewski and Adam Rajewski. Everyone agreed that Poland needs nuclear power. The problem is how to speed up the implementation of such projects. Modern nuclear reactors are essential for energy security, and will also play a key role in the energy transition by replacing traditional fossil fuel power plants with new carbon-free energy sources. However, there is a need to consider how to reconcile the operation of nuclear technologies (both large NPPs and SMRs) and RES to deliver real benefits to consumers and the system.  

B. Braun is a world leader in medical technology. An innovator and active promoter of progress, it has been creating and setting global standards in healthcare for more than 180 years. With a presence in 64 countries and more than 63,000 employees, the company today offers more than 5,000 healthcare products. B. Braun, in focusing on the further development of its product sales, decided to sell the company Ortopedicum, which owns a specialist orthopaedic hospital in Krakow. And we advised them on this transaction. An important step in the professionalisation of the Polish medical services market Our advice included structuring the transaction, drafting and negotiating transaction documentation and coordinating the entire process of selling the company. B. Braun remains focused on its core business areas of manufacturing and distributing highly specialised medical products. The hospital services provided by Ortopedicum were a side business. For LUX MED, on the other hand, the acquisition of Ortopedicum is another important step in its market strategy, says the head of our M&A practice. LUX MED changes the Polish healthcare market LUX MED has acquired 100% of the shares in Ortopedicum, adding another – the sixteenth – hospital to its portfolio. I am extremely pleased to announce that the renowned Ortopedicum hospital in Kraków is joining the LUX MED Group! I believe that if you want to change the healthcare market in Poland, you have to be ready to make bold decisions and investments, and the acquisition of the Ortopedicum hospital – a modern orthopaedic and rehabilitation centre – is undoubtedly one of these, said Anna Rulkiewicz, President of the LUX MED Group. The buyer was represented by the Gessel law firm.