Nova Post in Poland has begun collaborating with Orlen Paczka—a network of approximately 6,500 pickup points and 8.5 parcel lockers—according to a company announcement posted Thursday on LinkedIn.
“We are constantly improving our logistics solutions to support business growth and ensure convenience for customers at every stage of delivery,” the company emphasized. Nova Post had previously partnered with InPost, Poland’s largest network, which operates over 35,000 pickup points, more than 27,000 of which are parcel lockers.
For its part, Orlen Paczka noted that the partnership with Nova Post is another step toward opening up its infrastructure to companies operating in the international market.
According to the press release, the service is available for the delivery of S, M, and L-sized packages weighing up to 20 kg.
Jakub Karon, CEO of Nova Post in Poland, said in an interview with Wiadomości Handlowe in June of this year that the company had a total of 122 branches throughout Poland, including 30 company-owned branches, 16 franchise branches, 31 mini-branches, and 45 PUDO branches, and its plan for 2026 is to open approximately 300 more branches. He emphasized that the Polish parcel locker market is oversaturated, so Nova Post currently has no plans to build its own network and will instead expand in this market through partnerships.
In 2021, the Polish conglomerate Orlen launched the Orlen Paczka postal service with its own pickup points and parcel lockers. In 2024, the service entered into a strategic partnership with Allegro, Poland’s largest marketplace.
As reported, last year the NOVA Group handled 522 million shipments, 29 million of which were in Europe. The group, which currently ranks 30th globally in parcel volume among express delivery and postal services, aims to enter the top 20 by 2030 and increase the number of shipments to 2 billion.
Vyacheslav Klimov, co-owner of Nova Poshta, noted during the “Dialogues with NV” event dedicated to European integration that Nova Post Europe, part of the NOVA Group, plans to double its network of branches in Europe by 2026 and keep its strategic focus on ensuring the fastest possible delivery times.
In the first half of 2026, 239 new service points were opened in Europe, bringing the total number of Nova Post’s own service points abroad to more than 950. Moldova and Poland led the expansion in the first half of the year, with 112 and 80 new service points, respectively. In addition, five Nova Post partner pickup points opened in New York in June.
In the first half of 2026, Nestlé in Ukraine increased its sales in the country by 19.3% in value (in hryvnia) and by 10% in volume, to 56,000 metric tons, while the entire Ukrainian FMCG market in the categories where the company operates grew by 15% in value and 6% in volume during this period, according to Roman Yanovich, CEO of Nestlé in Ukraine and Moldova.
“This is a signal to invest,” he said, commenting on these results at a briefing in Kyiv on Thursday, and explained that overall, the Nestlé Group increased its global sales by 3.6% in the first half of this year, meaning that Ukraine is a growth driver for the company.
According to him, in the first half of 2026, the company invested 5 billion UAH in its operations in Ukraine, of which 200 million UAH went toward developing factories in Ukraine and 4.8 billion UAH toward developing product categories.
“Having invested 5 billion hryvnia in the first half of the year, we plan to invest an amount comparable to last year’s—10 billion hryvnia—by the end of 2026 to ramp up production and maintain the growth momentum we’ve achieved,” said the CEO.
He clarified that investments in factory development are expected to total 1 billion hryvnia based on this year’s results.
According to the CEO, in the confectionery category, sales growth for all players in the Ukrainian market in January–June of this year was 18% in hryvnia and 6% in volume; for prepared foods, 12% and 2%, respectively; for instant coffee, 16% and 4%; infant formula—20% and 7%, other children’s foods—20% and 10%, and animal feed—20% and 10%.
According to him, the market for coffee capsules is growing particularly rapidly—by 30% in value and 16% in volume. This market is small but has the potential to double or triple in size, Yanovich noted.
The CEO noted that Nestlé currently holds approximately half of the Ukrainian ketchup market under the “Torchin” brand and the cocoa market under the Nesquik brand, as well as one-third of the sauce market under the “Torchin” brand.
He added that as part of global campaigns, products under the Felix and ProPlan brands in the pet food category and KitKat in the confectionery category are currently being actively promoted in Ukraine, while local campaigns focus on the “Svitloch,” “Torchin,” and “Mivina” brands, as well as Dolce Gusto coffee capsules and Nesquik.
In addition, during the briefing, company representatives announced plans to expand this year’s culinary product line—which already includes more than 100 items—by approximately 20%. The “Asian line” is growing at the fastest rate—20–25%—while the category of instant noodles in cups is seeing triple-digit growth.
According to Yanovich, there is potential for improvement in the “Svitloch” brand and the coffee business, where the company aims to move up from second place to first, a position currently held by Jacobs.
The CEO stated that due to the increase in enemy shelling of warehouses, logistics is currently the top priority; therefore, the company has developed a plan to deliver goods directly to the supermarket chain without involving its distribution centers in the event of a critical situation.
He cited a labor shortage as another problem, which forced one of the company’s facilities to raise salaries by 30%. At the same time, Yanovych noted that although the company had considered options for hiring foreign workers, it is still trying to recruit staff specifically from among Ukrainians.
Yanovich also reported that in the first half of 2026, charitable donations totaled over 120 million hryvnia, and since the start of the full-scale war, the company has provided charitable aid totaling over 2 billion hryvnia.
Nestlé began operations in Ukraine in 1994 with the opening of a representative office. In 1998, it acquired a controlling stake in CJSC “Lviv Confectionery Factory ‘Svitloch,’” and since 2018, it has owned 100% of the company’s shares. In May 2003, Nestlé Ukraine LLC was founded in Kyiv, and by the end of that year, Nestlé had acquired 100% of the shares in Volyn Holding.
In 2010, Nestlé SA acquired Technocom LLC in Kharkiv, a manufacturer of instant foods under the “Mivina” brand. In 2012, Nestlé Business Service (NBS Europe) was established in Lviv; it is one of Nestlé’s seven service centers worldwide and provides support services to Nestlé divisions in more than 40 countries.
During the war, Nestlé invested EUR43 million in the construction of its fourth factory in Ukraine—in Smolygiv, Volyn Oblast—for the production of pasta, which opened in April 2025, and plans to increase its investment in the facility to EUR70 million by the end of 2027.
Nestlé’s business in Ukraine encompasses the following segments: coffee and beverages, confectionery, prepared foods (cold sauces, seasonings, soups, instant foods), infant and specialized nutrition, ready-to-eat breakfasts, and pet food.
FMCG, INVESTMENT, NESTLE, SALES, UKRAINE
The House of Representatives of Antigua and Barbuda has approved amendments to the citizenship-by-investment program that call for an increase in the mandatory period of physical presence in the country, regular independent audits, and stricter oversight of intermediaries.
The main change will be an increase in the minimum period of physical presence in the country for new citizens from five to 30 days. These days may be spent in Antigua and Barbuda cumulatively over the first five calendar years after obtaining citizenship, rather than annually. The requirement also applies to family members included in the application.
Until now, an investment citizenship holder could lose their citizenship if they did not spend at least five days in the country during the first five years. The amendments replace this requirement with 30 days.
The changes also provide for an annual independent financial audit of the Citizenship by Investment Unit (CIU) and an operational audit every two years. The regulator will have the authority to set common standards for the five Eastern Caribbean states offering investment citizenship, vet agents, and revoke the licenses of intermediaries that do not meet the established requirements. ECCIRA is expected to begin operations in September 2026.
The reform is taking place amid increasing pressure from the European Union. In a letter dated June 25, 2026, the European Commission proposed that Antigua and Barbuda gradually phase out its citizenship-by-investment program by June 1, 2028. Brussels also demanded that individuals subject to EU sanctions be excluded from the program and that background checks on applicants of all nationalities be strengthened.
The government of Antigua and Barbuda emphasizes that it does not intend to shut down the program without securing comparable sources of revenue. Authorities cite revenue from the investment citizenship program as a vital component of non-tax revenue, which funds infrastructure, schools, healthcare facilities, and post-disaster recovery efforts.
The latest detailed statistics published by the CIU cover January–June 2024. During this period, 739 applications were received. The official report takes into account the country of birth of the principal applicant, so these figures cannot be directly equated with the number of passports issued. A single application may also include a spouse, children, and other dependents.
The largest number of applications in the first half of 2024 came from natives of:
China—90 applications, or 12.18%;
the United States—81, or 10.96%;
Nigeria—67, or 9.07%;
Lebanon—50, or 6.77%;
Turkey—44, or 5.95%;
Pakistan—32, or 4.33%;
the United Kingdom—25, or 3.38%;
Iraq – 22, or 2.98%.
Over the past six months, 19 applications were received from Ukrainian nationals, accounting for 2.57% of the total. The same number of applications were submitted by Egyptian nationals. India, Canada, and Morocco each accounted for 21 applications.
From the program’s launch through June 30, 2024, Antigua and Barbuda received 5,203 applications. Chinese nationals accounted for 1,117 applications, or 21.47%; Nigerians—496; the U.S. – 347, Lebanon – 342, Russia – 222, and Syria – 208. However, no new applications from natives of Russia and Belarus were registered in the first half of 2024.
The program has been in effect since 2013 and offers several participation options. The minimum non-refundable contribution to the National Development Fund is $230,000; investment in approved real estate starts at $300,000; and direct investment in a business starts at $1.5 million. Another option involves a contribution of at least $260,000 to the University of the West Indies Campus Fund. Government fees and background check costs are paid separately.
Extending the mandatory stay to 30 days does not change the minimum investment thresholds but increases participants’ actual expenses for airfare and accommodation. At the same time, regular audits and unified regional oversight are intended to increase the program’s transparency and help Caribbean nations maintain visa-free travel with European countries.
Antigua and Barbuda, Caribbean region, CITIZENSHIP, INVESTMENT, MIGRATION
Iraq is forming a new package of cooperation with American energy companies that is expected to increase oil and gas production, accelerate the processing of associated gas, and attract private capital to modernize the country’s oil and gas infrastructure.
Iraq’s Oil Minister Basim Mohammed estimated the total value of agreements between the Iraqi oil ministry and U.S. companies at approximately $200 billion. According to him, the projects should significantly expand production capacity and increase investment in the use of associated gas. Iraq’s current oil production capacity is estimated at about 4.8 million barrels per day.
At the same time, the declared $200 billion should not be viewed exclusively as the volume of already financed projects. The package includes contracts, preliminary agreements, memorandums, technical studies, and potential investment programs, the final parameters of which will be determined following negotiations.
During the visit of Iraqi Prime Minister Ali Faleh al-Zaidi to the United States, the Iraqi delegation held talks with representatives of Halliburton, Shell, Honeywell, Weatherford, and Baker Hughes. The parties discussed the development of oil and gas fields, the introduction of modern technologies, and increasing the efficiency of the energy sector.
Separate talks were held with Chevron. Iraq proposed that the company expand its activities in the southern fields and participate in oil refining, petrochemical, and gas infrastructure projects.
Chevron, for its part, expressed interest in developing the southern fields, laying pipelines to regional ports, and creating oil storage facilities. Iraqi authorities stated their readiness to speed up the allocation of land plots, the issuance of permits, and the creation of the necessary infrastructure.
Halliburton received a contract from Basra Oil Company to provide integrated management services for the Bin Omar and Sindbad fields in southern Iraq. The agreement provides for integrated asset development management, as well as support for the design, procurement, and construction of infrastructure.
In fact, Iraq is seeking to move from separate service contracts to a long-term presence of American companies in production, processing, oilfield services, digital field management, and the construction of export infrastructure.
For Baghdad, American capital is important not only as a source of financing. Large U.S. companies can provide access to enhanced oil recovery technologies, modern drilling and compressor equipment, automation of production processes, and international project management standards.
An additional task is the diversification of export routes. Iraq is interested in developing pipelines, oil storage facilities, and new outlets to regional ports in order to reduce dependence on a limited number of supply routes.
What opportunities are opening up for Ukraine
The scale of Iraqi projects creates opportunities not only for American operators. A significant part of the work will be carried out by international EPC contractors, oilfield service companies, and equipment suppliers that form their own global procurement chains.
For Ukrainian companies, the most realistic path is not the independent development of oil fields, but participation in the projects as suppliers, engineering partners, and subcontractors of American operators.
One of the main areas could be pipe and metallurgical products. Field development and export infrastructure construction projects will require casing, tubing, and trunk pipelines, sheet metal products, tanks, metal structures, and elements of industrial buildings.
Ukrainian manufacturers could also supply pumping and compressor equipment, shut-off valves, electric motors, transformers, cable products, switchgear, and modular substations.
A separate niche is connected with the processing of associated gas. Iraq needs gas gathering networks, compressor stations, gas purification and treatment units, small power plants, and electricity transmission equipment. American agreements provide for increased investment specifically in gas projects.
Ukrainian engineering companies can participate in the design of pipelines, tank farms, compressor and pumping stations, industrial facilities, and power supply systems.
There are also prospects for the IT sector. This concerns the implementation of SCADA systems, automated oil and gas metering, digital field modeling, equipment condition monitoring, and industrial cybersecurity.
Another area could be the technical diagnostics of pipelines, protection of metal from corrosion, inspection of existing infrastructure, and preparation of projects for its modernization.
The development of the oil and gas sector will also create demand in related industries. The construction of industrial facilities will require cement, road materials, specialized machinery, mobile buildings, warehouse equipment, water supply systems, and transport logistics.
Additional opportunities may arise for Ukrainian food producers. Large projects are accompanied by the creation of workers’ settlements, logistics centers, and new service enterprises, which increases demand for flour, vegetable oil, poultry meat, cereals, and ready-made food products.
A trilateral model could be optimal, in which an American company acts as the operator or general contractor, a Ukrainian enterprise supplies equipment, materials, or engineering solutions, and an Iraqi partner provides registration, local logistics, and interaction with government agencies.
Working through American operators and international EPC contractors allows Ukrainian enterprises to obtain more transparent technical requirements, safety standards, and quality control procedures.
At the same time, Ukrainian companies will need to undergo supplier prequalification, confirm that their products comply with API, ASTM, or the requirements of a specific customer, prepare English-language technical documentation, and provide after-sales service for the equipment.
For a systematic entry into the market, it would be advisable to form a separate catalog of Ukrainian manufacturers of oil and gas and energy equipment. It should specify production capacities, international certificates, experience in export deliveries, and readiness to work through American general contractors.
The next stage could be a trilateral business mission Ukraine–USA–Iraq with the participation of manufacturers of pipes, energy equipment, engineering, and digital companies.
The most logical venues for such events are Baghdad, Basra, and Houston, where Iraqi customers, oilfield service companies, and the main decision-making centers of the American energy industry are concentrated.
Maxim Urakin, founder of the Experts Club information and analytical center, commenting on the structure of Ukraine’s foreign trade, noted the need to move to a more complex export model.
“Ukraine needs to increase not only the physical volume of supplies, but also the share of products with high added value,” Urakin emphasized.
In his opinion, in order to reduce the trade deficit, Ukraine needs to develop processing industries, machine-building, the food industry, and technological exports.
Applied to Iraq, such a strategy means a transition from predominantly traditional commodity supplies to the export of pipes, metal structures, equipment, software solutions, and engineering services.
Iraq is already a profitable market for Ukraine with a large positive trade balance. However, participation in energy and infrastructure projects would make the relationship more long-term and increase the share of industrial products in Ukrainian exports.
According to the Experts Club information and analytical center, in January–June 2026 Iraq ranked 53rd among Ukraine’s largest trading partners.
Trade turnover between the countries amounted to $151.123 million. Ukraine exported goods to Iraq worth $151.051 million, while imports of Iraqi products amounted to only $72 thousand.
The positive trade balance for Ukraine reached $150.979 million. Thus, virtually the entire bilateral trade turnover was formed by Ukrainian exports. The data are presented in the table accompanying the Experts Club analysis published on July 16, 2026.
For comparison, at the end of 2025, Ukraine’s trade turnover with Iraq was estimated at $392.836 million. Ukrainian exports amounted to $392.513 million, imports to $323 thousand, and the positive balance reached $392.190 million.
The trade figures confirm that Iraq remains a profitable sales market for Ukrainian companies. At the same time, the almost one-sided trade structure indicates a low level of mutual investment and industrial cooperation.
Iraq’s new agreements with the United States may become an opportunity to change this model. Even limited participation of Ukrainian enterprises in energy projects with a total declared value of up to $200 billion can significantly increase exports of high value-added products.
With the proper organization of trilateral cooperation, Iraq can gradually turn from a predominantly commodity market into a long-term industrial, energy, and infrastructure partner of Ukraine.
Two professionals may have the same education, similar experience, and work with the same tech stack or product. However, one is offered a role within a local team, while the other is entrusted with presentations, client calls, and coordination with offices in other countries. The salaries for these positions also differ.
At first glance, it seems that the employer pays a premium for English proficiency. In reality, they’re paying for a broader range of tasks that the person can perform without constant assistance from colleagues.
English doesn’t create professional value out of thin air. A weak specialist doesn’t become strong just because they speak fluently. But for a competent professional, the language opens up a part of the market that would otherwise remain inaccessible.
Companies rarely evaluate language proficiency in isolation from the job itself. What matters to them is whether an employee can independently lead a meeting, clarify requirements, explain risks, present solutions, or agree on the next steps.
The difference becomes particularly noticeable in export-oriented industries, international service companies, IT, consulting, marketing, logistics, and sales. In these fields, English changes not only the way people communicate but also the scope of their responsibilities.
A specialist without working English may excel at their part of the project but require an intermediary for every call. Someone else must translate the client’s request, verify the response, explain the context, and handle the complex conversation. For a business, this means extra time and dependence on people who aren’t always available immediately.
When an employee communicates directly, the chain of communication becomes shorter. They receive information faster, lose less in translation, and can take responsibility for the outcome of a broader scope of work. It is precisely this autonomy that often comes at a monetary cost.
Studies of the Ukrainian IT market regularly show a link between a higher level of English and higher incomes. But such data should be interpreted with caution.
People with better English skills are more likely to work at international companies, have more experience, hold senior positions, and perform tasks that involve direct communication. Therefore, you can’t simply take the average salary difference and conclude that moving from B1 to B2 will automatically add a certain amount to your monthly income.
The market doesn’t work that way, though it would be convenient: learn some conditional phrasal verbs, and receive a pay raise notice from accounting.
It’s more accurate to talk about expanding your options. Stronger English allows you to apply for jobs where candidates without it won’t even be considered.
These often include international projects, leadership roles, client-facing positions, and roles paid in foreign currency.
Language barriers aren’t always obvious at the start. A Junior or Middle specialist can work successfully for years on a Ukrainian-speaking team, reading documentation and using a translator for correspondence.
The problem arises when taking the next step. To transition into management, presales, a product role, or work with a major client, it’s no longer enough to simply perform one’s own tasks well. You need to lead conversations, ask tough questions, justify decisions, and respond without a long pause to prepare.
In such cases, a manager might choose not the most technically skilled candidate, but the one they feel more comfortable entrusting with external communication. This isn’t always fair from a professional competence standpoint, but it makes sense from the company’s risk perspective.
In this situation, the language barrier doesn’t diminish the value of the work already done. It limits the types of tasks for which a person is willing to pay more.
The phrase “English is required” is too vague. For one role, it’s enough to read technical documentation and exchange brief emails. For another, you need to moderate daily meetings, negotiate budgets, or deliver bad news to a client.
Therefore, the goal should be defined in terms of work tasks, not just a CEFR level.
For example:
Two job openings requiring B2 may demand completely different levels of language confidence. In one, predictable internal communication is sufficient. In the other, the person deals daily with accents, objections, and unprepared questions.
The greatest return comes not from abstract improvement in English, but from overcoming a specific limitation.
If a professional is already seeing job openings they’re not applying for because of fear of the interview, the goal is clear. If a manager is ready to promote an employee once they can handle a client independently, that’s also clear. If the job doesn’t require English and that isn’t likely to change anytime soon, the financial return may be significantly lower.
That is precisely why the program should be built around real-world tasks: interviews, business calls, presentations, correspondence, or negotiations. The online school My English by Business Language, which works with adults in Ukraine and Ukrainians abroad, helps you systematically prepare for these situations.
English does not guarantee a promotion and does not replace professional competence. It does something else: it eliminates situations in which a highly skilled professional is denied a more senior role simply because part of the work is conducted in another language.
For someone whose field is connected to the international market, this is no longer just a decorative line on a resume. It is part of professional competence and, therefore, one of the factors influencing income.
English and Income, Language Proficiency, Specialist’s Salary
The international transportation and logistics group A.P. Moller—Maersk has temporarily suspended maritime container shipping through the terminal of Chornomorsk Fish Port LLC in the Odesa region.
The decision was made amid a deteriorating security situation and intensified Russian attacks on Ukrainian port infrastructure. However, this does not mean a complete suspension of Maersk’s operations in Ukraine.
“Due to the current situation affecting our operations, the feeder operator is unable to continue providing services to Ukraine via the Black Sea Fishing Port,” Maersk’s Ukrainian division reported.
The service has been suspended until further notice. The company did not explicitly cite the Russian attacks as the reason for this decision; however, the announcement came after a series of strikes on ports and civilian vessels in the Odesa region.
The vessel MEDKON MIRA V.629S, which was scheduled to deliver imported containers to Chornomorsk, will be redirected to the Romanian port of Constanta for unloading.
It is also planned to reroute shipments destined for Chornomorsk that are already in Port Said, Egypt, or en route there, to Constanta. Customers for whom unloading in Romania is not suitable are advised to submit a request to change the destination.
“Chornomorsk Fish Port” is not a term referring to a fishing harbor in the everyday sense, but rather the official name of a separate enterprise and a multifunctional cargo terminal in the village of Burlachya Balka near Chornomorsk.
The company was previously known as “Illichivsk Sea Fishing Port,” and in 2018 it adopted its current legal name—LLC “Black Sea Fishing Port.”
Despite its historical name, the enterprise operates a full-fledged container terminal. It has deep-water berths, Liebherr container handlers, mobile cranes, storage yards, and truck and rail weighing facilities.
The Black Sea Fishing Port is an independent operator and should not be confused with the state-owned seaport of Chornomorsk. The main deep-water port of Chornomorsk and other ports in the Greater Odesa region continue to operate, according to Ukrainian authorities.
The company has suspended only maritime shipments through this specific terminal. Maersk continues to offer cargo delivery to Ukraine via land and multimodal routes, including through Romania and Poland.
Rerouting containers through Constanța may increase transit times and shipping costs. After unloading in Romania, cargo will need to be transported to Ukraine by road or rail.
For Ukrainian importers, this means additional costs for land logistics, changes to documentation, and a possible delay in receiving goods.
At the same time, this decision enhances Constanta’s role as a regional transshipment hub for Ukrainian cargo.
Prior to Maersk, Kernel, a major Ukrainian producer and exporter of agricultural products, had suspended operations at one of its facilities in Chornomorsk following a series of attacks.
However, Ukrainian authorities have not imposed a general ban on ships calling at ports in the Greater Odesa area. Decisions to change routes are made by individual carriers and shipowners with the safety of crews, vessels, and cargo in mind.
A.P. Moller — Maersk is a Danish transportation and logistics group founded in 1904. The company provides maritime container shipping services and manages port terminals, warehouses, and land-based logistics infrastructure.
Maersk operates in approximately 130 countries, serves over 100,000 customers, and has a fleet of more than 700 container ships and a network of 67 terminals in 42 countries. The group employs more than 100,000 people. Thanks to its scale, Maersk is one of the key players in global container trade, and changes to its routes can significantly affect the timing, cost, and availability of international shipments.
