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CEE IT Outsourcing Review 2010
Introduction ‘Central and Eastern Europe IT Outsourcing Review’ is a research project undertaken annually by the Central and Eastern European Outsourcing Association (CEEOA, www.ceeoa.org) since 2007. The main objectives of the research are to provide impartial and varied perspectives on the state of the market for IT outsourcing services in the CEE region; to provide potential clients with all the information needed to make decisions about outsourcing activities to the region; and to lower the barriers for entry into the CEE outsourcing services market. This year’s ‘CEE IT Outsourcing Review 2010’ was managed by the Ukrainian Hi-Tech Initiative (www.hi- tech.org.ua) with the support of other national outsourcing and software development associations from the Central and Eastern European (CEE) region, as well as CEEOA members. As part of the project a catalogue of IT outsourcing services providers in Central and Eastern Europe (ITOlist), located at www.itolist.eu, was created. The primary objective of the ITOlist.eu catalogue is to create an easy to search permanent, annually updated, regional catalogue of companies providing IT outsourcing services in the CEE region. Currently, the ITOlist.eu catalogue contains information on more than 200 companies. Visitors to the site can search companies on the list by four criteria, as well as by more than 250 technical and business categories in the advanced search field. Key Conclusions In 2009, the software development and IT outsourcing services provider industry in Central and Eastern Europe successfully overcame all of the challenges of the recession of 2008 and resumed its previous trajectory of growth. -
SOFTWARE DEVELOPMENT in Ukraine, Poland, Belarus and Romania
Presenting February 2019 SOFTWARE DEVELOPMENT in Ukraine, Poland, Belarus and Romania Partnering with SPONSORS & PARTNERS !2 Participating organizations Sponsoring partners Supporting organizations ABOUT !3 Report Focus Inaccuracies & updates Although we have tried to gather the latest and most accurate information, we realize the possibility exists for inaccuracies and mistakes. If you notice a mistake or a false 49% 700+ 490+ piece of information, please do not hesitate to contact us at Companies COMPANIES COMPANIES [email protected]. Our team will do our best to provided ANALYZED INCLUDED analyze and correct such inaccuracies and update the data report as quickly as possible. The report is brought to you by AVentures Capital, Aventis Capital and Capital Times. It is meant to provide a comprehensive overview of the Software Development Copyright policy sector in four countries: Ukraine, Poland, Belarus and Romania. The report is available free of charge to the public. Individuals and organizations can copy, cite, or republish The report provides industry and market insights based on short quotes or portions of the report without prior an analysis of Software Development companies with 50+ permission with clear indication of the source and link in employees located in the four countries. Not only does it the following format: Software Development in Ukraine, include the analysis and country profiles, but also a long list Poland, Belarus and Romania in 2019. of all companies with contact information and focus areas. ABOUT !4 Foreword Yevgen Sysoyev AVentures Capital Managing Partner The Software Development market benefits from the long- term upward trend due to increasing economic interdependence, readiness of developed countries to move jobs offshore, and ever-growing need for digital transformation while the tech talent in CEE is world-class. -
Outsourcing to Eastern Europe: Financial Services Industry Perspective
Outsourcing to Eastern Europe: Financial Services Industry Perspective. Alex Golod, VP, Global Delivery Georgy Li, Area Manager, Canada and the U.S. Eastern Europe – Attractive Outsourcing Destination O&O jobs in Eastern Europe FTEs, thousands, cumulative 250 000 200 000 150 000 100 000 50 000 0 2005 2006 2007 2008 2009 (est.) Source: McKinsey More then 500 offshore outsourcing centers By the end of 2008, the Central and Eastern European ITO market exceeded $3.5 billion, with Russia also exporting over $3.6 billion of IT and business services. Notable market growth, despite challenging world economy environment Growing portfolio of outsourcing services Region Overview Eastern Europe: Services provided: Belarus, Back Office or "Non-Core" Functions, such as F&A and HR Bulgaria, (Poland, Czech Republic, Hungary) Czech Republic, Hungary, Call Centers and Customer Support Moldova, Services (Poland, Romania) Poland, Romania, IT Outsourcing (Ukraine, Russia, Russia, Belarus, Romania) Slovakia, Ukraine. R&D Outsourcing (Russia, Hungary, Czech Republic) Industry Growth: Comparison to India Outsourcing industry growth in the Eastern Europe and India 2008 to 2007, % 30% 25% 20% 15% 10% 5% 0% BPO (F&A, HR, ITO R&D, ESO Overall CC) India 12% 9% 8% 11% Eastern Europe 25% 22% 17% 22% Source: McKinsey Trends The CEE countries are notable for technology-oriented educational system and a solid Research & Development foundation. The engine of rapid growth of outsourcing industry in the CEE region in recent years were countries of Eastern Europe (Ukraine, Belarus), as well as new EU members (Bulgaria, Romania). More established players, such as the Czech Republic, Poland and Hungary have smaller pool of available specialists, but they can rely on significant experience, A+ rated customer list and well developed infrastructure. -
This Document Is the Property of Dataart. the Document Or Any Part
DataArt Group Sustainability Report — 2020 This document is the property of DataArt. The document or any part of it may not be used or reproduced without the written permission DataArt Group Sustainability Report for 2020 2 Statement of President of DataArt (GRI 102-14) DataArt has always been a socially responsible company. We support our active colleagues, help those in need, match the money crowdsourced for a good cause dollar for dollar, train thousands of students way beyond our business needs. We have been supporting environmen- tal and social initiatives throughout the years. We have adopted a systematic approach that will allow DataArt to tell things that feel natural to support from those that do not and to focus our efforts on the former. Therefore, we have adopted this Sustainability Manifesto and our corporate Social and Environmental Policy to provide a basis for our vision, to root it in our shared values and set the directions we want to foster in the future. By adopting this vision, we are aiming to contribute to the United Nations Sustainable Development Goals (SDGs). The year 2020 has been turbulent for businesses all over the world. We are proud that, regardless of the challenges brought by the pandemic, we have managed to save all the work- places, fulfill all our commitments and live up to the standards of business ethics. We have also contributed to the education and empowerment of the communities where we operate, as well as to the wellbeing of all our stakeholders. Although we switched to the full WFH mode in Q1 2020, we reevaluated our CO2 footprint in all locations where we operate and started work- ing on the Green Office initiative. -
Organization and Committees
- III - Committees General Chair Aleksander Spivakovsky, Verkhovna Rada of Ukraine, Kherson State University, Ukraine Steering Committee Vadim Ermolayev, Zaporizhzhya National University, Ukraine Heinrich C. Mayr, Alpen-Adria-Universät Klagenfurt, Austria Mykola Nikitchenko, Taras Shevchenko National University of Kyiv, Ukraine Aleksander Spivakovsky, Verkhovna Rada of Ukraine, Kherson State University, Ukraine Mikhail Zavileysky, DataArt, Russian Federation Grygoriy Zholtkevych, V.N.Karazin Kharkiv National University, Ukraine Program Chairs Athula Ginige, Western Sydney University, Australia Heinrich C. Mayr, Alpen-Adria-Universität Klagenfurt, Klagenfurt, Austria Dimitris Plexousakis, Institute of Computer Science, FORTH, Greece Workshop Chairs Vadim Ermolayev, Zaporizhzhya National University, Ukraine Grygoriy Zholtkevych, V.N.Karazin Kharkiv National University, Ukraine Tutorial Chairs Vadim Ermolayev, Zaporizhzhya National University, Ukraine Grygoriy Zholtkevych, V.N.Karazin Kharkiv National University, Ukraine IT Talks Chairs Aleksander Spivakovsky, Verkhovna Rada of Ukraine, Kherson State University, Ukraine Mikhail Zavileysky, DataArt, Russian Federation Local Organization Chairs Anatoly Anisimov (chair), Taras Shevchenko National University of Kyiv, Ukraine Mykola Nikitchenko (chair), Taras Shevchenko National University of Kyiv, Ukraine Volodymyr Shevchenko (vice-chair), Taras Shevchenko National University of Kyiv, Ukraine - IV - Publicity Chair Nataliya Kushnir, Kherson State University, Ukraine Web Chair Eugene Alferov, -
Exploring Global Frontiers, February 2009
IT ADVISORY ExploringGlobalFrontiers TheNewEmergingDestinations ADVISORY Foreword Alan Buckle GlobalPartner-in-Charge,Advisory The current global financial crisis has been peppering conversations not only at many business meetings, but sometimes even at the family dinner table. While everyone has their own opinions and theories, realistically it is nearly impossible to predict what will happen. If anything, the so called “global financial crisis” drives home the fact that economies no longer exist in isolation. Governments are actively collaborating with industries and providing bailout packages in an attempt to minimize the fallout. On the other hand, businesses are doing what they see fit to be competitive during the economic downturn. Cost reduction is the new buzzword, and as advisors we are increasingly being asked questions on how enterprises can reduce costs without impacting efficiency and longer term growth prospects. In the short term, the race for business survival takes top priority. However, over the longer run, companies are likely to pursue rationalization measures. In the Information Technology (IT) - Business Process Outsourcing (BPO) industry, these measures are likely to focus the search for lower cost business alternatives globally, that could also allow companies to provide diversity to their global operations. Access to global opportunities is generally getting easier. Enterprises moving offshore not only benefit from lower costs and access to a diversified talent pool, but also have the added “first-mover” advantage if they tap relatively unexplored cities. They can also acquire various incentives such as government grants due to a heavier hand at the negotiation table as "first-movers". This publication aims to provide an overview of the options that are available for enterprises who would like to set up a shared services center, or outsourcing companies setting up operations in locations beyond their existing locations. -
Tech Ecosystem Guide to Ukraine
Ukrain 19 e's 0 T 2 e c e h d i E u c G o s y m s e t t e s m y s G o c u E i d h e c 2 e 0 T s 1 ' 9 e n U i a k r TECH ECOSYSTEM GUIDE TO UKRAINE 2019 4 5 Ukraine is experiencing exciting times – and we already have Our company has always strived to create a favorable and something to be proud of. This book is the first comprehen- stable environment for IT industry growth in Ukraine. It is a sive review of the Ukrainian tech ecosystem. You will learn very challenging task, which clearly can’t be done by a single about prominent startups, accelerators, leading product com- company. Having this in mind, Sigma Software was among panies, biggest investments, deals and cases. the originators of the EBA IT Committee to unite efforts with the leading IT companies in Ukraine and reach the common We sincerely believe that now is the best time to start your big goal. innovative business or expand it to Ukraine. We hope this book will convince you of that. Together we achieved a lot: in cooperation with leading universities created first strategic plan for IT education de- velopment in Ukraine, which was signed by Prime Minister; Max Yakover established a dialogue with State representatives; launched CEO and managing partner at the first industry researches; initiated business participation UNIT.City innovation park in Tax Code revision; strengthened Ukraine promotion as a strong IT hub, and more. -
Investment Passport of the Dnipropetrovsk Region
CHAPTER №1 REGION CHARACTERISTICS GEOGRAPHY AND DEMOGRAPHY LABOR MARKET TRANSPORT AND LOGISTICS INFRASTRUCTURE ENVIRONMENTAL PROTECTION TOURISM INTERNATIONAL ACTIVITY 1.1. GEOGRAPHY AND DEMOGRAPHY 04 Dnipropetrovsk region is located in the south-eastern part of Ukraine, in the basin of the middle and lower courses of Dnipro river, at the crossing of motor roads, railways and waterways, that combines east and west (European Route E50 ) and North-South (European Route E105 ) to the European Continent. The administrative center of the region is the city of Dnipro, that located on both banks of the similary-named river. DISTANCES TO THE EUROPEAN CAPITALS European capitals Distance from the city of Dnipro, km Kyiv 490 Bucharest 1050 Vilnius 1190 Warsaw 1254 Budapest 1485 OPTIMAL TRAVEL DIRECTIONS TO DNIPROPETROVSK REGION Transport type Regular routes Kyiv (flights Z6 001; Z6 003; Z6 005; PS 071); Aviation Vienna (flight OS 676); (airport of Dnipro, DNK) Tel Aviv (flight (рейс PS 79); www.dnk.aero Thessaloniki (flight ELB 141). Kyiv Station (trains № 732, № 734, № 736) Railway Odesa Station (train № 64, 92) (Dnipro-Holovnyi station) Lviv Station (train № 42, 86) www.uz.gov.ua Kharkiv Station № 795) Warsaw Düsseldorf Automobile Cologne (Dnipro Bus Station) Kraków - Prague www.dopas.dp.ua Kraków - Freiburg Riga Szczecin In the territory of Dnipropetrovsk region there is the Eastern European time EET (UTC + 2), with the swith to daylight saving time EEST (UTC + 3). The territory of the region is 31,92 thousand km², which is 5.3% of the territory of Ukraine. The length from north to south is 130 km, from west to east is 300 km. -
Kievskiye Viedomosti Reporter Found Dead on Outskirts of Kyiv D Y M Y T R I I
INSIDE: • Kuchma prepares for the elections — page 2. • Vova and family get visa extension — page 3. • Interview with National Bank of Ukraine chairman — page 8. HE KRAINI A N EEKLY T PublishedU by the Ukrainian National Association Inc., a fraternal non-profitW association Vol. LXV No. 12 THE UKRAINIAN WEEKLY SUNDAY, MARCH 23, 1997 $1.25/$2 in Ukraine Religious strife in Ukraine continues 85,000 demonstrate in Ukraine among competing Orthodox Churches for back pay and pensions by Roman Woronowycz was to have been turned into a seminary (at by Roman Woronowycz Demonstrations of no more than 7,000 Kyiv Press Bureau that time the UAOC and the UOC-KP were Kyiv Press Bureau people each were held in Kharkiv, still one Church). Donetsk, Zaporizhia and Symferopol. In KYIV — The Ukrainian Autocephalous Bishop Ihor of Kharkiv told The KYIV — Approximately 85,000 peo- Kyiv the “Red” march attracted less than Orthodox Church (UAOC) continues to Weekly on March 17 that he had long sus- ple, according to the Ministry of Internal 3,000 individuals. Simultaneously, 1,000 disintegrate amid another flare-up of inter- pected Archbishop Mykhail was involved Affairs of Ukraine, gathered on March followers of Rukh gathered for a daylong Church strife in Ukraine. The latest scandal in financial improprieties, and that it seems 18 in cities throughout Ukraine to protest counter-protest for back wages and the involves the desertion of a leading bishop the archbishop is a culprit in the sordid the non-payment of back wages and pen- removal of the Communist and Socialist and the takeover of the UAOC offices by affairs of the Church. -
Exploring Global Frontiers, February 2009
IT ADVISORY ExploringGlobalFrontiers TheNewEmergingDestinations ADVISORY Foreword Alan Buckle GlobalPartner-in-Charge,Advisory The current global financial crisis has been peppering conversations not only at many business meetings, but sometimes even at the family dinner table. While everyone has their own opinions and theories, realistically it is nearly impossible to predict what will happen. If anything, the so called “global financial crisis” drives home the fact that economies no longer exist in isolation. Governments are actively collaborating with industries and providing bailout packages in an attempt to minimize the fallout. On the other hand, businesses are doing what they see fit to be competitive during the economic downturn. Cost reduction is the new buzzword, and as advisors we are increasingly being asked questions on how enterprises can reduce costs without impacting efficiency and longer term growth prospects. In the short term, the race for business survival takes top priority. However, over the longer run, companies are likely to pursue rationalization measures. In the Information Technology (IT) - Business Process Outsourcing (BPO) industry, these measures are likely to focus the search for lower cost business alternatives globally, that could also allow companies to provide diversity to their global operations. Access to global opportunities is generally getting easier. Enterprises moving offshore not only benefit from lower costs and access to a diversified talent pool, but also have the added “first-mover” advantage if they tap relatively unexplored cities. They can also acquire various incentives such as government grants due to a heavier hand at the negotiation table as "first-movers". This publication aims to provide an overview of the options that are available for enterprises who would like to set up a shared services center, or outsourcing companies setting up operations in locations beyond their existing locations. -
Lviv IT Market Research
Lviv IT market Research % Content Structure of Lviv IT market Training and leisure 58 Sales geography 8 Values of IT specialists 63 The number of Lviv IT-companies 11 Assessment of Lviv IT industry: Specifications of Lviv IT market potential threats, impact factors, opportunities Market volume 17 Assessment of current condition of the industry in Lviv 67 Local taxes 18 Assessment of prospects of the industry for the nearest year 69 Market behaviour 20 Impact factors on IT industry in Lviv 70 Tendencies and development prospects of Lviv IT market 23 Assessment of competitiveness of Lviv offices 72 Median salary in IT citywide 28 Demand for services of Lviv IT companies in Ukrainian market 73 Current problems, IT companies in Lviv face and possible ways of their settlement 29 Lviv and Ukraine as a business environment 75 Potential problems IT companies in Lviv can face within the nearest year 30 What IT solutions does the city need? 78 Human capital assets: current and potential City in brief: contextual understanding Number of IT specialists in Lviv 32 Labour market in Lviv 83 Growth capacity 33 Gross Regional Product of Lviv city and Lviv region in 2014 85 Budget of Lviv city and Lviv region 86 Social profile of IT specialist in Lviv Amount of foreign investment 87 Profile overview 36 Demographic forecast from MI "City Institute" 88 Social and demographic features 39 Values of Lviv citizens 90 Employments details 41 IT infrastructure in Lviv 91 Skills & knowledge 47 Upgrade yourself 49 Technical information about Lviv IT Research Means of commuting 53 Research methodology 116 Nutrition 56 Expert opinions and consultations 117 Expenses and savings 57 Opening remarks Lviv ІТ Cluster together with sociological agency “Fama” carried One more peculiarity of the project is the fact that among the out an extensive and unique research of local ІТ market - Lviv IT experts were not only chiefs of IT companies with different business Research. -
Little Book of Big Companies
The Little Book of Big Companies by CS 3100 Junior Seminar Joey Bennett Chris Mitchell Neil Butcher Lacy Morrow Brian Clee Nathan Mudford Chris Detsch Michael Pestrak Benjamin Dummer Jacob Pollard Alex Fitzgerald Brent Simmons Paul Hopkins Amanda Smith Kaleb Huddleston Alyssa Tyler Molly Lancaster Gabriel Triggs Dylan McGoun Adam Van Hine Keith Miller Alex Weidner Nathan Hernandez Zach Wright December 3, 2013 2 Copyright c 2013 Contents Prologue ......................................... 5 I Gaming Companies ................................ 7 1 Bethesda .................................... 9 2 Oculus VR .................................. 13 3 Riot Games .................................. 17 4 Square Enix .................................. 21 5 Valve ...................................... 25 6 Zynga ..................................... 29 II Software/Hardware Companies ........................ 33 7 Adobe ..................................... 35 8 DataArt .................................... 39 9 Google ..................................... 43 10 Intel ...................................... 49 11 Microsoft ................................... 53 12 National Instruments ............................ 59 13 NetApp, Inc. ................................. 63 14 Red Hat .................................... 69 3 4 CONTENTS 15 SAS ...................................... 73 16 Sony ...................................... 77 III Other Companies ................................. 81 17 Audible .................................... 83 18 Netflix ....................................