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Starting a Business in Poland: From Market Entry to First Operations

Starting a Business in Poland: From Market Entry to First Operations

aktualnosci-en, , , , , ,
Valians

Time to read:

9–14 minutes

QUICK ANSWER

Foreign investors can start a business in Poland through different legal structures. Sole proprietors generally register through CEIDG, while companies such as a Polish limited liability company, or sp. z o.o., are registered in the National Court Register (KRS). For a standard limited liability company, online registration may also be possible through the S24 system. Registration is only one stage: banking, tax, accounting, and operational setup follow before the company is fully ready to operate.

Table of Contents

Starting a business in Poland involves more than registering a legal entity. Foreign investors first need to determine whether a Polish company is the right market-entry model, select the appropriate legal structure, prepare the required documents, complete registration, and then activate banking, tax, accounting, and local operations.

For companies planning a long-term presence in Central and Eastern Europe, Poland offers several ways to establish a business. The right approach depends on your commercial objectives, ownership structure, planned workforce, and level of commitment to the market.

In this guide, we explain the practical steps involved in starting a business in Poland, from the initial market-entry decision to company registration and first operations.

Do You Need a Local Entity Before Starting a Business in Poland?

The first decision is whether your business model requires a Polish legal entity. A local company may become relevant when your expansion strategy requires you to invoice Polish customers locally, employ a permanent team, rent premises, hold local inventory, participate in tenders, manage a distribution network, or build a long-term commercial presence.

Companies at an earlier stage may have other options. Depending on the business model, market entry can begin through cross-border sales, a local distributor, commercial representation, or another lighter presence before committing to a subsidiary.

This is why market validation should come before incorporation. A market-entry study can help clarify:

  • whether there is sufficient customer demand;
  • which competitors already operate locally;
  • how distribution works;
  • what regulatory barriers may apply;
  • whether a permanent local structure is commercially justified.

Valians International’s market intelligence service follows this logic by assessing market size, regulations, demand, competitors, market-entry options, and GO/NO-GO scenarios before companies commit resources to a new market.

Once the business case supports a permanent presence, the next step is to determine which legal structure best fits the company’s operating model.

Comparison of sole proprietorship (JDG) and limited liability company (Sp. z o.o.) when starting a business in Poland.
JDG vs. Sp. z o.o.: Compare registration, legal status, share capital, liability, and typical use to determine which business structure best fits your plans in Poland.

Which Business Structure Should You Choose in Poland?

Companies looking to start a company in Poland have several legal forms available. For foreign businesses, two structures are particularly useful to understand at the beginning: sole proprietorship and the limited liability company.

Sole Proprietorship – JDG

A sole proprietorship, or jednoosobowa działalność gospodarcza (JDG), is registered through the Central Registration and Information on Business, known as CEIDG.

It is designed for an individual entrepreneur rather than a separate corporate entity. Eligibility for foreign nationals depends partly on nationality and residence status, so this structure should be assessed carefully before registration. Official Polish guidance distinguishes CEIDG registration for individual entrepreneurs from KRS registration for companies.

Limited Liability Company – Sp. z o.o.

A spółka z ograniczoną odpowiedzialnością, or sp. z o.o., is a separate legal entity and is commonly used by international companies establishing a Polish subsidiary. Under Poland’s Commercial Companies Code, the minimum share capital for an sp. z o.o. is PLN 5,000, and shareholders are generally not liable for the company’s obligations at the shareholder level.

A simplified comparison helps illustrate the difference:

FactorSole Proprietorship – JDGLimited Liability Company – Sp. z o.o.
Main registerCEIDGKRS
Separate legal entityNoYes
Minimum share capitalNonePLN 5,000
LiabilityPersonal liabilityGenerally limited at shareholder level
Typical useIndividual activitySubsidiary / scalable foreign investment
Foreign founder considerationsEligibility depends on statusCommon structure for international investors

The right choice should be more about liability than registration cost. Liability, ownership, tax treatment, governance, financing plans, and expected scale should all be considered. Once the structure has been selected, the registration process becomes much easier to plan.

Practical Checklist for Starting a Business in Poland as a Foreigner

Before registering a company in Poland, you should prepare the core corporate and administrative information in advance. A practical pre-registration checklist includes:

  1. Confirm whether the founder is eligible for the selected legal form.
  2. Define the shareholders and beneficial owners.
  3. Choose the company name.
  4. Determine the registered office and business address.
  5. Select the appropriate PKD 2025 business activity codes.
  6. Check whether the activity requires a permit, license, or sector-specific authorization.
  7. Prepare the articles of association or other incorporation documents.
  8. Decide whether online S24 registration or the standard route is appropriate.
  9. Prepare electronic signature tools where required.
  10. Set up the required e-Delivery address. Since 2025, new CEIDG and KRS registrations have included e-Delivery requirements as part of the setup process.
  11. Plan banking, bookkeeping, tax registration, and invoicing before launch.

Official Polish guidance specifically recommends preparing the business address, PKD classification, taxation method, VAT position, bookkeeping arrangements, bank account requirements, and relevant permits as part of the setup process.

For foreign shareholders, additional documentation can also become important during the process, particularly for corporate ownership structures and banking KYC.

A useful way to view the full setup journey is: Market-entry decision → Legal structure → Documents → Registration → Banking & tax → First operations

Nine-step practical checklist for starting a business in Poland, covering legal form, ownership, documentation, registration, and operational setup.
Before you register, you should prepare the legal structure, ownership details, company information, PKD codes, regulatory requirements, documentation, registration route, digital access, and operational setup.

With these elements prepared, the next question is which Polish business register applies and whether company registration can be completed online.

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How to Open a Business in Poland: CEIDG, KRS and S24

Searches for “business register Poland” or “Polish company register” can be confusing because Poland uses different registers depending on the business structure.

  • CEIDG

CEIDG is the main register for individual entrepreneurs and sole proprietors. Applications can be submitted electronically, and Biznes.gov.pl allows entrepreneurs to create and manage CEIDG applications online.

  • KRS – National Court Register

Companies such as an sp. z o.o. are entered into the National Court Register, or KRS. KRS information is publicly searchable, and official Polish business search tools allow users to check companies registered either in CEIDG or KRS.

  • S24 Online Registration

For certain company structures, Poland provides the S24 system, which enables incorporation using standardized online templates. This route can be practical for relatively straightforward company structures where the shareholders accept standard constitutional documents. A more customized ownership or governance arrangement may require another registration route and additional legal coordination.

A simple decision table below can help:

Registration routeBest suited forMain consideration
CEIDGEligible sole proprietorsIndividual eligibility
S24Standardized company formationLess flexibility in documentation
KRS / PRS with customized documentationMore complex company structuresMore preparation and coordination

The key point is that online registration should not automatically be treated as the best route. The structure of the investment should determine the registration method, rather than speed alone.

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How Long Does It Take and What Does It Cost to Start a Business in Poland?

When estimating the cost of company registration in Poland, it is important to distinguish between the statutory incorporation requirements and the broader costs associated with making the company fully operational. For a limited liability company, the statutory minimum share capital is PLN 5,000. The incorporation process may also involve court registration fees, publication fees, and, where applicable, costs related to powers of attorney.

The overall setup budget can be higher, particularly for foreign investors, who may also need to account for:

  • notarial services;
  • certified or sworn translations;
  • apostille or legalization of foreign documents;
  • legal and accounting assistance;
  • registered office or domiciliation;
  • corporate bank account opening and onboarding;
  • licences or regulatory approvals;
  • recruitment and payroll setup.

The total cost will therefore depend on the chosen incorporation procedure, the company’s structure, and the level of external support required.

The most useful distinction is that registration costs are not the same as total market-entry cost.

Timing should also be treated as a planning range rather than a guaranteed number. Registration timing varies by route. S24 can simplify a standard incorporation because it uses predefined templates, while customized company structures handled through PRS/notarial documentation generally require more preparation. Foreign documents, translations, shareholder complexity, KYC, and post-registration banking can extend the overall timeline beyond the registration itself.

For planning purposes, distinguish between two timelines:

  • legal incorporation timeline;
  • time to operational readiness, including banking, tax, accounting, and administrative setup.

Banking, Tax and Initial Capital: What Happens After Registration?

A company that appears in KRS legally exists, but it may still need several operational components before it can function efficiently.

  • Corporate banking

Opening a business bank account usually requires KYC checks covering the company, directors, shareholders, and ultimate beneficial owners. For foreign-owned companies, banks may request additional corporate documents or evidence relating to overseas shareholders. Preparing this documentation early can reduce delays after incorporation.

Polish official guidance also notes that business accounts play an important role in VAT settlements and certain business-to-business transactions.

  • Tax and administrative setup

Depending on the company and its activities, post-registration steps may include:

  • NIP tax identification;
  • REGON statistical identification;
  • NIP-8 supplementary information;
  • VAT registration where applicable;
  • accounting and bookkeeping setup;
  • invoicing procedures;
  • beneficial-owner reporting.

The Polish tax administration states that companies may need to provide supplementary information through NIP-8 and report beneficial owners to the Central Register of Beneficial Owners after KRS registration. For many KRS-registered companies, supplementary NIP-8 information must be submitted within 21 days of registration, while entities subject to CRBR reporting generally have seven days to report beneficial-owner information.

A KRS entry confirms that the company exists, while banking, tax, accounting, and administrative readiness determines whether it can operate smoothly. Once those foundations are in place, the Polish entity can move from legal existence to real commercial activity.

Six-step process from market validation and company registration to first business operations in Poland.
A successful setup in Poland involves six connected stages, from validating the market and choosing a legal structure to registration, banking, operational setup, and commercial launch.

From Company Registration to First Operations in Poland

For foreign investors, incorporation is a milestone; operational readiness is the real launch point. Before launch, you should review whether the following functions are in place:

AreaWhat should be ready
CorporateRegistered entity and business address
BankingActive corporate bank account
TaxRelevant registrations and invoicing framework
AccountingLocal bookkeeping and reporting process
HREmployment and payroll structure
WorkspaceOffice, business centre, or suitable local setup
CommercialInitial clients, distributors, or sales pipeline
ComplianceRequired licences and ongoing filing obligations

These activities are closely connected. For example,

  • Recruiting the first employee, for example, can affect payroll and social security requirements. I
  • Importing products may require additional registration or customs processes.
  • A local sales operation may also need office, invoicing, and administrative support before business development can begin effectively.

For foreign headquarters, coordinating these elements remotely can quickly become resource-intensive. This is where a local partner can help connect company registration with the first day-to-day operations.

Understanding this, Valians International supports foreign companies throughout the transition from market-entry decision to operational presence in Poland.

Before incorporation, our market intelligence services can help assess market potential, competitors, regulatory conditions, and the most appropriate entry strategy. Once a company decides to establish a local structure, Valians’ subsidiary-creation support includes advice on the local structure, coordination of legal and fiscal formalities, domiciliation, accounting support, recruitment, office solutions, and practical local administration.

For international companies managing expansion from outside Poland, having a single local coordination point can reduce fragmentation between advisers, accountants, recruiters, landlords, and operational partners.

Final Thoughts

Starting a business in Poland works best when company registration is treated as one part of a wider market-entry process. The key decisions are determining whether a local entity is necessary, selecting the appropriate legal structure, preparing the right registration route, and organizing banking, tax, accounting, and operational requirements in parallel. For foreign companies, this coordinated approach can create a clearer path from incorporation to productive local operations.

With local expertise in Poland and Central and Eastern Europe, Valians International can support your business from initial market validation through company setup and operational launch.

Planning to start a company in Poland? Contact Valians International to assess the most appropriate setup model and coordinate the transition from market entry to first local operations.

Valians International

Suggested Topics:

doing business in poland (6) market expansion (5) poland (13) sourcing (5) supply chain (6)

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Sales in Poland: choosing between a distributor, local sales team, or sales outsourcing.

Distribution and Sales in Poland: How to Choose the Right Go-to-Market Model

aktualnosci-en, , ,
Valians

Time to read:

10–15 minutes

QUICK ANSWER
There is no single best sales model for Poland.
– Distributors work well when broad market coverage, logistics, and local access are priorities.
– Direct sales are more suitable when customer ownership, technical selling, or strategic key accounts matter most.
– Outsourced local sales can help validate the market before significant fixed investment, while hybrid models combine distributor reach with stronger control over key customers and commercial development.

Table of Contents

Expanding sales in Poland requires important strategic decisions, which are how much of your commercial activity should you manage directly, and how much should you entrust to a distributor, agent, or local sales partner?

Each model creates a different balance between speed to market, customer access, fixed cost, local coverage, and commercial control. A distributor may provide faster access to an established customer network, while direct sales offer greater visibility over pricing, pipeline, and strategic accounts. Outsourced local sales can provide a middle ground, giving your company active commercial presence without immediately building a full internal team.

For foreign companies, the right approach depends less on choosing the “best” channel and more on matching the sales model with your product, target customers, market maturity, internal resources, and long-term objectives. This guide explains how to evaluate the main distribution and sales models in Poland, when direct or indirect sales make sense, and how to decide whether to build, outsource, or combine local sales capabilities.

Define What You Need to Control Before Choosing a Sales Channel in Poland

A route-to-market decision should start with commercial control, not with a search for distributors.

Five dimensions of commercial control when choosing a sales channel: customer relationships, pricing and margins, pipeline visibility, market intelligence, and brand positioning.
Identify which commercial activities need to remain under your control and which can be delegated to local partners.

Before deciding who should sell your products or services in Poland, you need to determine which parts of the sales process are strategically important enough to remain visible to headquarters. Here are five dimensions:

Customer relationships

Who needs to own a relationship with the final buyer?

If your business depends on a limited number of strategic accounts, technical decision-makers, or long-term contracts, direct access to customers can be critical. Where the market consists of hundreds of smaller customers across different regions, an established distribution network may create more value than direct account ownership.

Pricing and margins

A distributor requires sufficient margin to sell, promote, and sometimes stock your products. This can reduce the fixed cost of building a local sales organization, but it also means that part of the final pricing strategy sits outside your direct control. For differentiated or high-value solutions, headquarters may want greater involvement in quotations, discounts, and commercial negotiations.

Sales pipeline

A key question is whether your company can see what happens between the first customer contact and the final order. Useful visibility includes:

  • quality and number of prospects;
  • opportunity stage;
  • quotation activity;
  • customer objections;
  • forecasted orders;
  • reasons for wins and losses.

A channel partner that reports only completed orders gives headquarters considerably less strategic insight than a model that provides regular pipeline visibility.

Market feedback

Local sales activity should generate intelligence as well as revenue. Customer reactions to pricing, product features, service expectations, competitors, and purchasing processes can influence product positioning and future investment decisions. If this information reaches headquarters only indirectly, the company may struggle to understand why the market is performing above or below expectations.

Brand positioning

Finally, consider how your company and product are represented. A distributor managing many brands may naturally prioritize the products that generate the fastest or easiest returns. A dedicated representative or internal salesperson can usually give more consistent attention to positioning, messaging, and strategic accounts.

The objective is therefore not to retain control over every sales activity. It is to identify which commercial activities create the most strategic value for your business and structure the route to market around them.

What Are the Main Distribution and Sales Channels in Poland?

Foreign companies typically use four practical models to develop sales in Poland: direct sales, distributors, commercial agents, and outsourced local sales representation.

Comparison of direct sales, distributors, commercial agents, and outsourced local sales in Poland by customer control, local reach, fixed commitment, and typical fit.
The main sales models in Poland offer different levels of customer control, local reach, and fixed commitment. The right choice depends on how your customers buy and the capabilities your business needs locally.

Poland’s distribution structure varies by sector. In industrial markets, distributors are often technically specialized, while major buyers of heavy machinery may prefer direct contact with manufacturers. Polish distributors may also expect foreign suppliers to contribute to product training, marketing, and market development rather than simply provide inventory.

Sales models in PolandCustomer controlLocal reachFixed commitmentTypical fit
Direct salesHighDepends on teamMedium–HighComplex B2B and strategic accounts
DistributorLow–MediumHighLowBroad or fragmented customer base
Commercial agentMedium–HighMediumLow–MediumRelationship-driven sales
Outsourced local salesHighFlexibleMediumMarket testing and early development

These models are not mutually exclusive. A company may sell directly to strategic accounts while using distributors for broader market coverage, or rely on outsourced local sales resources before establishing an internal Polish team. The more important question is how the economics and complexity of your sales process influence the choice.

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Which Model Fits Your Business: Direct Sales or Distributor in Poland?

The choice between a distributor and direct sales should reflect how your customers buy, not simply which route is easiest to establish.

Start with customer concentration. If Poland represents 20 or 30 strategic industrial accounts, direct relationships may be more valuable than appointing a distributor to “cover the country.” If the opportunity consists of hundreds of retailers, installers, workshops, or SMEs, the economics change considerably.

Next, consider product complexity. Technical equipment, engineering solutions, industrial software, and other consultative products often require direct interaction between the manufacturer and buyer. Even when a distributor is involved, technical specialists from headquarters may need to participate in the sales process. This distinction is relevant in Poland’s industrial market. The U.S. International Trade Administration notes that industrial distributors can provide significant technical specialization, while large buyers of heavy machinery often prefer direct manufacturer contact.

Another variable is after-sales infrastructure. A distributor becomes more valuable when local stock, spare parts, installation, field service, or maintenance are essential to the customer proposition.

Then assess the sales cycle and information value. A long B2B sales cycle generates strategic information about decision-makers, budgets, technical barriers, procurement processes, and competitors. If that knowledge is important to future market development, maintaining direct visibility over the customer relationship may be more valuable than minimizing fixed selling costs.

Finally, consider margin versus control. Distribution converts part of the fixed sales cost into distributor margin. Direct sales preserve more control over the commercial process but require greater internal resources and local capabilities. 

The Verdict

  • Distribution usually fits when: the market is fragmented, local logistics matter, and rapid reach is more valuable than direct account ownership.
    Direct sales usually fit when: the customer base is concentrated, the sales cycle is complex, and strategic customer relationships need to remain visible to headquarters.
  • For many B2B companies, the final model may combine both.

How to Evaluate a Potential Distributor in Poland

If distribution fits your route-to-market strategy, partner selection should focus on commercial fit, not simply on finding a Polish company willing to represent your products. Potential distributors should be assessed against factors such as:

  • access to target customers;
  • industry and technical expertise;
  • strength of the sales team;
  • geographic coverage;
  • complementary or competing brands;
  • service and after-sales capabilities;
  • financial capacity;
  • willingness to invest in marketing;
  • reporting and pipeline transparency.

Trade fairs, industry databases, local networks, and structured market mapping can all support partner identification. U.S. International Trade Administration also highlights specialized trade fairs and business databases as practical sources for identifying potential distributors and agents in Poland.

Particular attention should be paid to exclusivity. Polish distributors may seek exclusive arrangements, especially when they expect to invest in promoting a new product. Before making a broad commitment, companies should define expectations around territory, sales targets, reporting, marketing activity, and performance.

Distributor qualification can involve deeper commercial due diligence, but the core principle remains the same: selection should be based on evidence and strategic fit, not convenience. Once the channel partner is identified, the next question is how your company should organize the sales function around that partner.

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Build, Outsource, or Hybrid? Choosing Your Sales in Poland

The appropriate sales operating model usually changes as your Polish business develops.

Recommended sales models in Poland for different situations, including outsourced sales, distributors, hybrid models, and internal sales teams.
The appropriate sales model depends on your commercial objectives: outsourced sales can support market validation, distributors provide broader reach, hybrid models balance reach and control, and internal teams suit established strategic markets.

A structure designed for market testing may be efficient during the first stage of entry but become limited once the pipeline grows. Conversely, hiring a permanent team too early can create fixed costs before the market has been sufficiently validated.

The following framework connects typical situations with the most suitable commercial model:

Your situationRecommended modelCommercial logic
Testing demand in PolandOutsourced/local sales representationValidate pipeline before major fixed investment
Need access to many fragmented customersDistributor in PolandUse an established network and local infrastructure
Selling complex B2B solutions to limited accountsDirect + local representationPreserve strategic customer ownership
Poland is already a validated growth marketInternal sales teamBuild dedicated long-term commercial capacity
Distributors cover the market but key accounts remain strategicHybrid modelCombine reach with direct account control
Local stock and nationwide service are essentialDistributor/networkLeverage existing logistics and service capabilities
Need local presence without immediate team investmentOutsourced salesAdd local execution while maintaining flexibility

Build an internal sales team

An internal team makes most sense once Poland has become a proven strategic market with sufficient pipeline and revenue potential to support permanent resources. The main advantage is ownership. Customer information remains within the business, sales activity can be closely integrated with headquarters, and employees focus exclusively on your brand and commercial priorities.

The trade-off is higher fixed commitment. Recruitment, management, compensation, administration, and local onboarding all require resources, and the market must generate enough opportunity to keep the team productive.

Building internally is therefore usually a scaling decision, rather than the first step in market validation.

Outsource local sales

Outsourced sales are particularly relevant when the opportunity appears attractive, but the business case for an internal team is not yet mature. A local sales resource can develop prospects, arrange meetings, follow opportunities, represent the company locally, and generate customer feedback while headquarters evaluates the size and quality of the opportunity.

The model can reduce early fixed commitment, but outsourcing still requires strong commercial governance. Companies should define:

  • target accounts;
  • KPIs;
  • CRM ownership;
  • reporting frequency;
  • account responsibility;
  • sales-process expectations.

Outsourcing should therefore be treated as an extension of the company’s sales organization, not as a substitute for commercial management.

Use a hybrid model

For many international B2B companies, the hybrid model creates the strongest balance between reach and control.

  • A distributor may manage local logistics, broader customer coverage, transactional sales, or smaller accounts, while headquarters retains strategic pricing, technical engagement, and relationships with key customers.
  • A local business developer can then support both sides, from generating new prospects, coordinating distributor activity, maintaining direct market feedback, to ensuring that strategic accounts receive sufficient attention.

This model can be particularly useful where Poland is already commercially important but not yet large enough to justify a complete internal organization. Thus, when applying this model, the objective is to retain control over the commercial activities that create the most strategic value.

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How Valians International Supports Your Growth in Poland from Market Entry to Scalable Sales

Once the route-to-market or go-to-market model is defined, the challenge becomes executing it consistently and adapting it as the market develops.

Understanding this, Valians International supports foreign companies from commercial targeting and partner qualification through local prospecting, account development, and sales-network scaling. The support can follow 5 connected stages:

  • Target: identify relevant customers, distributors, and commercial partners.
  • Qualify: screen prospects and potential partners against agreed criteria.
  • Activate: conduct prospecting, arrange local meetings, and maintain commercial follow-up.
  • Monitor: track pipeline activity, market feedback, and partner performance.
  • Scale: strengthen the distribution network, add local sales resources, or transition toward a permanent internal structure as commercial traction develops.

A Valians industrial-sector case in Poland illustrates this approach:

  • The client was already working with a distributor but needed stronger market coverage and a clearer view of alternative partners.
  • We defined distributor-selection criteria, mapped and qualified potential partners, arranged B2B meetings, supported negotiations, and followed initial commercial activity.
  • The project resulted in the selection of two distributors, with first orders generated within one month of the mission.
  • As sales become established, the client can then reassess whether the commercial model should remain outsourced or distributor-led, evolve toward a hybrid structure, or support the creation of a permanent Polish entity and internal team.

Final Thoughts 

The most effective sales model is one that gives your company the right level of market access, customer visibility, local execution, and strategic control, without creating unnecessary fixed costs or operational complexity too early. As your presence in Poland develops, that structure should be reviewed and adjusted based on actual commercial traction, partner performance, and the growing importance of the market to your business.

Valians International helps international companies assess these choices, build the right local commercial setup, and strengthen their sales presence in Poland as the market evolves.

Looking to strengthen your distribution or sales in Poland? Contact Valians International to define the right commercial model and local execution approach for your growth objectives.

Valians International

Suggested Topics:

doing business in poland (6) market expansion (5) poland (13) sourcing (5) supply chain (6)

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Keyboard key with “hire talent” text, used to illustrate EOR services in Poland and Employer of Record support for hiring local employees.

EOR Services Poland: Is an Employer of Record the Right Choice for Your Business? 

aktualnosci-en,
Valians

Time to read:

10–16 minutes

QUICK ANSWER

Yes, an Employer of Record can be the right choice if you need to hire in Poland before creating a local entity. With EOR services Poland, the provider becomes the legal employer, manages contracts, payroll, taxes, social security, and HR compliance, while your company manages the employee’s daily work and business goals. This model is especially useful for market testing, early recruitment, small teams, or temporary expansion. However, a local entity may become more suitable once your team and long-term operations in Poland grow. 

*This article provides general business information only. It should not be treated as legal, tax, or employment advice. Requirements may vary depending on the employee’s profile, contract type, and business situation.

Table of Contents

Hiring employees in Poland is not always straightforward. Foreign companies must comply with local employment regulations, payroll requirements, tax obligations, and social security contributions before they can legally employ staff. Setting up a local company also requires time, resources, and ongoing administrative management. For businesses that want to enter the Polish market quickly, EOR services in Poland provide a practical alternative. Instead of creating a local legal entity, companies can partner with an Employer of Record (EOR) to hire employees compliantly while focusing on business growth. 

This guide explains the common hiring challenges in Poland, how an Employer of Record in Poland works, when businesses should use one, and what to look for when choosing an EOR service provider in Poland. 

Why Hiring in Poland Can Be Challenging

To hire in Poland, an employer needs a compliant contract, payroll process, and HR framework from the employee’s first day. 

A local entity may be required for direct employment 

In practice, direct employment in Poland usually requires a registered local employment and payroll framework. For many foreign companies, this means setting up a Polish entity or using a compliant local employment structure. Setting up that entity involves company registration, tax setup, accounting, corporate administration, and, in some cases, banking procedures. 

This investment may make sense for a mature operation with a significant local team. However, it can delay recruitment when the immediate requirement is to hire a sales manager, engineer, sourcing specialist, or country representative. In many cases, companies use an Employer of Record as the first employment structure before commercial demand is proven.

Comparison table explaining the differences between EOR, local entity, and contractor models for hiring in Poland.
Choosing between an EOR, a local entity, and a contractor model depends on your timeline, team size, compliance needs, and long-term expansion plans in Poland.

Polish employment law requires local expertise 

Employment contracts must comply with Polish labor law and reflect the terms agreed with the employee. Employers must correctly manage working time, paid leave, sick leave, probation periods, contract amendments, employee records, and termination procedures. A contract template used in another country may not meet local requirements. 

In addition, mistakes in employment status or termination procedures can create legal and financial risk. Local expertise is therefore important from the drafting of the employment contract through to offboarding. 

Payroll involves several statutory obligations 

Payroll in Poland involves more than calculating the employee’s net salary. Employers must manage personal income tax withholding, social security contributions, salary documentation, statutory leave, and reporting obligations. The employer must also register employees with the relevant authorities within the required timeframe. After that, payroll data must stay aligned with contract changes, absences, bonuses, and current rules. 

For a small international team, building an internal Polish payroll capability is rarely efficient. As a result, outsourcing payroll can give companies access to local specialists without building a full HR and finance structure. 

Remote management can create operational gaps 

An employee may report directly to a regional manager based outside Poland. While daily management can remain international, local employment matters still require timely support. Employees may have questions about pay slips, annual leave, sick leave, benefits, or contractual changes. Without local support, simple issues can take longer to solve, affecting employee experience. This becomes more important as a team expands across Warsaw, Kraków, Gdańsk, Wrocław, Poznań, or other Polish cities. 

How EOR Services Poland Work 

An Employer of Record separates legal employment from daily management. The EOR employs the worker under Polish law, while the client company directs the person’s day-to-day activities. 

With Employer of Record services Poland, companies can hire and manage employees in Poland and other markets through one compliant employment structure. At the same time, the EOR handles payroll, onboarding, contracts, and local administration.
With Employer of Record services Poland, companies can hire and manage employees in Poland and other markets through one compliant employment structure. At the same time, the EOR handles payroll, onboarding, contracts, and local administration.

The client selects and manages the employee 

The client usually defines the role, selects the candidate, sets business goals, and manages performance. The employee works as part of the client’s organization and follows its operational instructions. 

The EOR does not take over the commercial or technical management of the employee. Its role focuses on the legal and administrative side of employment. This structure allows a company to build a local team while keeping business decisions in-house. 

The EOR signs the local employment contract 

The EOR prepares and signs a compliant Polish employment contract with the selected candidate. The contract should cover the role, salary, working arrangements, benefits, probation terms, notice periods, and other relevant conditions. Using a locally prepared contract reduces the risk of importing clauses that do not align with Polish labor law. It also gives the employee a clear legal relationship with a registered employer in Poland. 

Once the contract is agreed, the EOR manages the formal onboarding process and requires registration. 

The EOR manages payroll and statutory administration 

Each month, the EOR calculates salary, deductions, income tax, and social security contributions. It also prepares payroll documents and coordinates salary payment. When an employee takes statutory leave, receives a bonus, changes salary, or signs a contract amendment, the provider updates the relevant payroll and HR records. 

As a result, the client’s finance team receives structured employment costs without having to interpret local payroll rules internally. This creates a more predictable administrative process, particularly for companies hiring their first employees in Poland. 

The EOR supports ongoing HR compliance 

Employment administration continues after onboarding. Contracts may need to be updated, employee records maintained, or leave requests processed. The EOR also provides guidance when employment conditions change or when the company considers ending the relationship. This local support reduces delays between the employee, the client’s management team, and the legal employer. 

Some EOR service providers in Poland focus mainly on contracts and payroll. Others also support recruitment, legal coordination, accounting, and market entry. These additional services can be scoped separately depending on the client’s needs. The broader model can be more useful when a company expects its local operation to develop over time. 

Valians International follows this integrated approach. Clients can work with the same local partner for candidate search, employment, payroll, HR administration, and preparation for a future legal entity. 

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When Should You Use an Employer of Record?

An EOR is most relevant when a company needs to employ people in Poland before a subsidiary is operational or commercially justified. 

Infographic showing five situations when companies should use an EOR services Poland, including market testing, hiring before incorporation, small teams, temporary projects, and long-term growth.
An Employer of Record can be a practical solution when a company needs to hire in Poland before setting up a local entity, especially during market testing, early recruitment, or temporary expansion.

Testing the Polish market 

A company may want to appoint a local sales representative, country manager, or business development specialist before making a larger investment. Using an EOR allows the employee to start working while the company tests demand, customer response, and market potential. The business can then make a better-informed decision about whether to establish a permanent entity. 

This approach limits the amount of fixed infrastructure required during the validation stage. 

Hiring before incorporation is complete 

Some companies have already decided to establish a Polish subsidiary, but incorporation, banking, tax registration, and payroll setup are still in progress. 

However, waiting until every administrative step is complete can slow the launch. An EOR can employ the first team members during the transition period. Once the company’s own entity is ready, employees may move to the new structure through a planned and compliant process. This process should be reviewed case by case with local HR and legal support. 

Employing a small or distributed team 

Opening a company may not be efficient when the local team has only one or a few employees. This is common for regional sales roles, technical experts, remote software teams, sourcing staff, and project-based functions. 

Whether the employees are based in one city or distributed across Poland, the EOR provides one consistent employment framework. As a result, the company can avoid building local payroll and HR infrastructure for a limited headcount. 

Supporting a defined project or temporary expansion 

A company may need employees in Poland for a customer contract, industrial project, market study, or time-limited operational assignment. 

In this case, EOR can provide a compliant employment structure without requiring a permanent subsidiary. However, the contract type and employment terms must still comply with Polish law. The provider should assess the proposed arrangement before onboarding to ensure the structure matches the actual role. 

Preparing for long-term growth 

Using an EOR does not prevent a company from establishing its own entity later. It can serve as the first phase of a wider expansion plan. 

During this period, the company gains practical insight into salary levels, recruitment conditions, employee expectations, and operating requirements. These lessons can improve the design of the future local organization. When the team, revenue, and operational scope justify incorporation, the EOR provider can support the transition. 

How to Choose an EOR Service Provider in Poland 

Before deciding, you should assess the provider’s local capabilities, service scope, pricing structure, and ability to support future growth. 

Confirm the provider’s legal and HR expertise 

The provider should understand Polish employment contracts, payroll rules, social security obligations, leave requirements, and termination procedures. Ask whether these functions are managed by an internal local team or passed to external partners. A provider with direct access to HR, payroll, legal, and accounting specialists can usually resolve issues more efficiently. Local presence is particularly valuable when an employee needs support or when regulatory changes affect the employment relationship. 

Review the service scope 

EOR packages do not always cover the same activities. Companies should confirm which services are included in the standard fee and which services require extra payment. The scope may include: 

  • Employment contract preparation  
  • Employee registration  
  • Payroll calculation and salary administration  
  • Tax and social security processing  
  • Leave and absence management  
  • HR documentation  
  • Contract amendments  
  • Onboarding and offboarding  
  • Local employee support  

Recruitment, legal advice, travel administration, benefits management, and entity setup may be offered separately. A clear scope reduces uncertainty after the employee has started. 

Compare pricing and contract terms carefully 

EOR pricing in Poland may be structured as a fixed monthly fee, a percentage of payroll, or a combination of both. You should review setup fees, deposits, currency charges, benefit administration, termination support, and additional HR services. The EOR provider should also understand the notice period and the procedure for transferring employees to their own entity. 

The lowest monthly fee does not always lead to the lowest overall cost. Limited support can create extra work for the client’s internal team or lead to separate legal and payroll expenses. 

Assess the provider’s ability to support expansion 

A suitable provider should fit the company’s likely growth path. A business entering Poland may later need recruitment, accounting, legal support, office setup, or assistance in other Central and Eastern European markets. 

Working with one coordinated partner can reduce the number of suppliers involved. It can also preserve continuity as the operation grows. This is particularly relevant for SMEs that do not have a large international HR or legal department

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Why Valians International Is a Trusted EOR Partner in Poland

Valians International has supported international companies across Central and Eastern Europe for 30 years. Its head office is in Kraków, with additional teams in Warsaw and Gdańsk. This local presence gives clients direct access to consultants familiar with Polish employment practices and the operational realities of entering the market. Valians also works with in-house legal and accounting specialists. Therefore, employment questions can be reviewed within a wider business context. 

Furthermore, we provide support before and after hiring. Our services include candidate search, interviews, employment contracts, payroll, social security administration, HR support, and local compliance.  

This integrated model is useful when a company needs more than a payroll platform. A manufacturer may require a local sales engineer and later establish a commercial office. A software company may begin with two remote specialists and then build a larger team. A foreign SME may need a country manager before deciding whether to incorporate. In each case, the employment structure should support the company’s broader market-entry plan. 

Valians also works across 18 countries through a team of more than 40 multilingual consultants. Therefore, we can support companies that use Poland as the first step in a wider Central and Eastern European expansion.

Final Thoughts 

EOR services in Poland can be a practical option for companies that need to hire before establishing a local entity. The model gives employees a compliant Polish employment structure while the client retains control over their daily work. 

It is particularly suitable for market testing, early recruitment, small local teams, and the transition toward a permanent subsidiary. The quality of the arrangement depends on the provider’s local expertise, service scope, and ability to support the business beyond payroll. 

Hire Employees in Poland with Local Support! 

Valians International helps foreign companies recruit, employ, and manage staff in Poland through locally delivered EOR, payroll, HR, legal, and accounting services. Contact the Valians Poland team to discuss your hiring needs and assess whether an Employer of Record is the right structure for your expansion.

Frequently Asked Questions

  1. What are EOR services? 

    EOR services allow a company to hire employees in another country without opening its own local entity. The EOR becomes the legal employer and manages contracts, payroll, taxes, social security, and HR compliance. The client company manages the employee’s daily work. 

  2. How do Employer of Record services work in Poland? 

    The client selects the employee, and the EOR signs a compliant Polish employment contract. The EOR then manages registration, payroll, statutory contributions, HR documentation, and ongoing employment administration. 

  3. What is included in an EOR onboarding checklist in Poland? 

    The checklist usually includes candidate confirmation, contract preparation, employee documentation, registration with the relevant authorities, payroll setup, benefits review, and coordination of the employee’s start date. 

  4. What does EOR pricing in Poland include? 

    EOR pricing usually covers legal employment, payroll processing, tax and social security administration, and standard HR support. Recruitment, additional legal work, special benefits, travel administration, or termination support may be charged separately. 

  5. How can I compare contract terms and pricing for EOR services? 

    Compare the service scope, monthly fees, setup charges, deposits, notice periods, offboarding costs, employee support, and access to local specialists. The contract should clearly define the responsibilities of the EOR and the client company. 

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Corporate business handshake representing recruitment services in Poland helping international companies build strong local teams

How Recruitment Services in Poland Help International Companies Build Strong Local Teams

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Valians

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9–14 minutes

Table of Contents

Poland’s strong labour market, wage growth, and investment momentum continue to make recruitment a strategic topic for companies expanding in the country. Yet, finding the right talent is not always simple. This is why professional recruitment services can bring real value to international companies entering or expanding in Poland.

The market is competitive. Skilled candidates often have several options. Senior profiles may not actively apply for jobs. In addition, foreign companies may need to understand local salary expectations, notice periods, language requirements, and candidate behavior before hiring.

Knowing this, Valians International supports recruitment in Poland with a business-first approach. We are not only a recruitment agency. We also act as a local business partner for international companies that need the right people, market understanding, and operational support to grow in Poland and CEE.

Key Insights

  • Recruitment services in Poland help international companies access qualified talent faster in a competitive market. 
  • Recruitment consultancy helps define the right profile, salary range, seniority level, and hiring strategy. 
  • Executive search is essential for market entry, senior management, sales leadership, finance, and operations roles. 
  • The right recruitment partner should understand both the Polish talent market and international business expectations. 
  • Valians International supports recruitment as part of broader business expansion in Poland and Central and Eastern Europe. 

Why Recruitment Services Matter for Business Expansion in Poland 

Recruitment is an important HR function. For international companies, it is often a business expansion decision. A company’s first hires in Poland can shape its local success. A strong country manager can build the right market approach. A good sales manager can open doors with clients and partners. A reliable finance manager can create structure and control. An experienced operations profile can reduce execution risks. 

However, hiring these profiles requires local market knowledge. 

Companies may know the role they want, but they may not know whether the profile is realistic in Poland. They may underestimate salary expectations, overestimate candidate availability, or create a job description that is too broad. In some cases, the company may also ask one person to cover too many responsibilities. 

Recruitment consultancy helps correct this early. A consultant can help define the role, clarify the required seniority, adjust expectations, and position the opportunity in a way that attracts the right candidates. This is especially important for executive search. Senior candidates are often not actively looking for a job. They may not respond to job ads. They may only consider an opportunity if the company, role, timing, and growth potential are clear. 

Outsourced recruitment helps companies reach these passive candidates through direct and professional approaches. It also helps protect confidentiality when the role is strategic or market sensitive. In Poland, recruitment also needs to consider cross-border expectations. Many international companies manage hiring from their headquarters abroad. This can create gaps in decision speed, candidate communication, salary negotiation, and interview style. 

A strong recruitment partner helps bridge these gaps. The partner explains the local hiring reality to headquarters and presents the company’s expectations clearly to candidates. As a result, recruitment services do more than fill open positions. They help companies build stronger local teams, reduce hiring risks, and support business growth in Poland. 

Different Types of Recruitment Agency Services 

Different hiring needs require different recruitment agency services. A company hiring one senior manager will not need the same process as a company building a full local team. Understanding the main recruitment models helps companies choose the right approach.

Infographic showcasing 4 key recruitment services in Poland including permanent recruitment, executive search, staffing, and specialized functions over Warsaw skyline background
The four core recruitment models tailored to different organizational growth stages and strategic hiring needs in Poland.

Permanent recruitment services 

Permanent recruitment services are used when a company needs long-term employees for local operations or business growth. These roles may include sales managers, business development managers, finance profiles, HR roles, operations managers, supply chain specialists, technical profiles, and local management positions. The process usually includes role briefing, candidate search, screening, interview coordination, shortlist preparation, candidate follow-up, and offer support. 

This model works well when the company wants to build a stable team in Poland. It is also useful when the company already has local operations but needs stronger talent to support the next growth stage. The key challenge is finding the right fit. A candidate must match the role, but also the company’s culture, pace, reporting structure, and international expectations. 

Executive search services 

Executive search is designed for senior, strategic, or confidential roles. These positions are rarely filled through job ads alone. The process often requires market mapping, direct candidate approach, discreet communication, and deeper assessment. Executive search may be used for country managers, general managers, sales directors, finance managers, operations leaders, plant managers, or senior business development profiles. 

For a foreign company entering Poland, this first senior hire is often critical. The person may represent the company locally, build the first commercial relationships, manage partners, recruit the next team members, and translate headquarters strategy into local action. This is why executive search should not be treated as a simple CV search. It is a strategic hiring process. A good executive search partner helps the company understand the available talent pool, compare candidate profiles, assess leadership maturity, and manage the process with confidentiality. 

Staffing and recruitment services 

Staffing and recruitment services support companies that need to grow teams or respond to operational needs. This may include multi-position hiring, support roles, project-based recruitment, or team expansion after market entry. For example, a company may start with one country manager, then add sales, finance, customer support, administration, or operations roles. Each hiring step affects team structure and execution quality. 

Staffing and recruitment services help companies build this structure in a controlled way. They also help avoid two common mistakes: hiring too slowly and missing market opportunities or hiring too quickly without clear role alignment. The goal is not only to add people. The goal is to build a team that can perform. 

Recruitment services for specialized functions 

Specialized functions require specific evaluation criteria. 

  • For finance and financial services roles, recruiters must assess accuracy, reporting discipline, compliance awareness, and the ability to communicate with headquarters. 
  • For sales roles, the assessment should include client access, negotiation style, market knowledge, autonomy, and ability to represent an international brand. 
  • For operations and supply chain roles, the recruiter must look at process control, supplier coordination, logistics understanding, and problem-solving ability. 
  • For management roles, technical skills are not enough. The candidate must also show leadership, structure, communication, and the ability to work across cultures. 

This is why professional recruitment services should be adapted to the function. A generic search process may miss the details that determine whether a candidate can succeed in the role. 

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Selecting the Right Recruitment Partner with Local and International Expertise 

For international companies, choosing a recruitment partner in Poland is a strategic decision. The right recruitment global services partner should combine local hiring knowledge with international business understanding. This combination is important when the hiring process involves Polish candidates, foreign headquarters, and cross-border decision-making.

Business professionals shaking hands highlighting criteria for selecting the right recruitment partner in Poland
Key evaluation pillars for selecting a strategic recruitment agency with both regional talent expertise and global business understanding.

Local knowledge in Poland 

A recruitment partner must understand the Polish talent market. This includes salary expectations, notice periods, candidate behavior, regional differences, language needs, and sector-specific talent pools. Hiring in Warsaw is not the same as hiring in Kraków, Wrocław, Poznań, Gdańsk, Łódź, or an industrial region. Candidate availability and salary expectations can differ by location. Local knowledge helps companies avoid unrealistic assumptions. It also helps them build a search strategy that reflects the market. 

International business understanding 

International companies need more than local recruitment support. They need a partner who understands how headquarters work. This includes reporting standards, approval processes, interview expectations, and decision timelines. Many recruitment delays happen because local candidates and foreign decision-makers do not move at the same pace. Candidates expect clear feedback and timely decisions. Headquarters may need several internal approvals before moving forward. A strong recruitment partner helps manage this gap. The partner keeps the process clear, maintains candidate engagement, and helps both sides understand each other. 

Transparent recruitment process 

A good recruitment process should be clear from the beginning. Companies should understand the search method, timeline, candidate pipeline, reporting rhythm, interview steps, and pricing model. Transparency also means honest market feedback. If the salary range is too low, the profile is too rare, or the role is not attractive enough, the recruitment partner should say it early. This saves time and improves the quality of the search. 

Sector and function expertise 

Recruitment quality improves when the partner understands the role. A finance manager, a sales director, an operations leader, and a country manager cannot be assessed in the same way. Each role requires different questions, different screening criteria, and different success indicators. This is why sector and function expertise matter. The recruitment partner should know what to test, what to challenge, and what to verify before presenting a candidate. For international companies, this expertise helps create stronger shortlists and better hiring decisions. 

How Valians International Supports Recruitment Services in Poland 

Valians International supports international companies that need to hire, build, and grow in Poland. Our approach connects recruitment with business expansion. We help companies define the right hiring needs, understand the Polish talent market, and manage recruitment with a clear process.

Recruitment support for international companies

We help foreign companies prepare their recruitment strategy in Poland. This includes role definition, candidate profile clarification, salary positioning, search methodology, and hiring timeline. 

We also help clients avoid common mistakes. These include unclear role scope, unrealistic salary expectations, slow decision-making, weak candidate positioning, or poor alignment between headquarters and local market reality. Our role is to make recruitment more practical, more structured, and more connected to the company’s business goals. 

Candidate search, screening, and shortlisting

Then, we support the full candidate search process. This may include market mapping, direct approach, screening interviews, motivation checks, shortlist preparation, interview coordination, and candidate follow-up. 

We focus on candidate quality, not CV volume. A good shortlist should help the client decide. It should not create confusion or add unnecessary complexity. This is why we assess candidates based on skills, experience, motivation, communication style, salary expectations, and fit with the company’s local and international context. 

Executive search and management recruitment

Besides, Valians International supports executive search and management recruitment for strategic roles in Poland. This can include country managers, sales managers, finance managers, operations managers, business development managers, and other key local profiles. These roles often have a direct impact on market entry, local credibility, and operational performance. They require careful evaluation and strong process management. 

We help clients identify relevant profiles, approach senior candidates, assess fit, and manage the recruitment process with discretion. 

End-to-end recruitment coordination

Recruitment does not end when candidates are identified. The process also requires coordination. This includes interview scheduling, feedback management, candidate communication, offer support, and onboarding alignment.

For international companies, coordination is especially important. It helps reduce delays between local candidates and foreign decision-makers. It also creates a better candidate experience, because strong candidates often compare several opportunities at the same time. 

Step-by-step recruitment process flowchart mapping role definition, market mapping, candidate search, screening, and onboarding alignment
A transparent, step-by-step recruitment workflow designed to align local talent search with international headquarters’ approval timelines.

With this in mind, we help companies keep the process moving and maintain professional communication from the first contact to the final decision. 

Looking for recruitment support in Poland? Valians International can help you define the right profile, access qualified candidates, and build a stronger local team.  

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Final Thoughts 

Overall, professional recruitment services are not only about finding candidates. They also help companies understand the talent market, define the right hiring strategy, approach qualified profiles, assess fit, and build stronger teams in Poland. For international companies, recruitment is often part of a wider business expansion journey. The first local hires can shape commercial performance, operational quality, and long-term market success. 

This is why you should choose the right recruitment partner early. 

Valians International supports companies with recruitment consultancy, executive search, staffing and recruitment services, and local recruitment coordination in Poland and Central and Eastern Europe. As a local business partner, we help international companies move from hiring needs to stronger local execution. 

Contact Valians International to discuss your recruitment needs in Poland and Central and Eastern Europe. 

Frequently Asked Questions

Are recruitment services for job seekers or companies?

Recruitment services can support both employers and candidates, but the scope depends on the provider. For international companies, recruitment services focus on finding, assessing, and hiring qualified talent for business needs. For candidates searching for “recruitment services for job seekers” or “recruitment services near me,” the goal is usually to find agencies that match their profile with suitable job opportunities.

At Valians International, our recruitment work is mainly designed to support companies hiring in Poland and Central and Eastern Europe.

Why should you use recruitment services in Poland? 

Companies use recruitment services in Poland to access local talent, understand salary expectations, reduce hiring risks, and manage recruitment more efficiently. This is especially useful for international companies entering or expanding in the Polish market.

What is the difference between recruitment consultancy and recruitment agency services?

Recruitment agency services usually focus on finding and presenting candidates. Recruitment consultancy can go further by supporting hiring strategy, role definition, salary positioning, market insight, and candidate assessment.

How do I choose the right recruitment services partner in Poland?

Choose a partner with local market knowledge, sector expertise, transparent processes, strong candidate assessment methods, and experience supporting international companies. The right partner should understand both recruitment and business expansion.

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