{"id":2793,"date":"2026-10-20T12:46:40","date_gmt":"2026-10-20T12:46:40","guid":{"rendered":"https:\/\/sawaryn.com\/us\/?p=2793"},"modified":"2026-10-20T12:49:43","modified_gmt":"2026-10-20T12:49:43","slug":"hr-compliance-business-scales-poland","status":"publish","type":"post","link":"https:\/\/sawaryn.com\/us\/hr-compliance-business-scales-poland\/","title":{"rendered":"HR Compliance as Your Business Scales in Poland: Close the Gap Between Policy and Practice"},"content":{"rendered":"

HR Compliance as Your Business Scales in Poland: Close the Gap Between Policy and Practice<\/h1>\n

July 2026 \u00b7 9-minute read<\/em><\/p>\n

Your company has workplace rules, contracts, a remote work policy<\/a> and a whistleblowing procedure. On paper, everything looks orderly. But does the sales manager handle overtime the same way as the IT manager? Do people engaged through business-to-business (B2B) contracts actually work differently from employees? Does anyone know how to make a whistleblowing report?<\/p>\n

If the answer is \u201cI\u2019m not sure,\u201d the gap between documents and practice may already be a financial risk. Poland\u2019s National Labour Inspectorate reform<\/a> and Whistleblower Protection Act<\/a> make that gap harder to ignore.<\/p>\n

The Act of March 11, 2026 amending the Act on the National Labour Inspectorate (Journal of Laws 2026, item 473) took effect in two stages: April 8 and July 8, 2026<\/strong>. From the second date, a regional labor inspector can issue an administrative decision establishing that an employment relationship exists<\/strong> in place of a purported civil-law or B2B arrangement. Maximum fines for offenses against employee rights have risen from PLN 30,000 to PLN 60,000<\/strong>, and to PLN 90,000<\/strong> in selected categories.<\/p>\n

National Labour Inspectorate data for 2024 found pay irregularities in one in four inspections<\/strong>. The wage arrears identified totaled approximately PLN 268 million<\/strong>\u2014twice the previous year\u2019s figure.<\/p>\n

The question for a growing business is not simply whether its HR documents exist. It is whether they describe how work is actually organized and how decisions are made.<\/p>\n

Polish HR terms in context<\/h2>\n\n\n\n\n\n\n\n\n\n\n
Term<\/th>\nWhat it means for a business operating in Poland<\/th>\n<\/tr>\n<\/thead>\n
HR compliance<\/strong><\/td>\nAlignment of HR processes with applicable employment law, data protection rules and the company\u2019s internal rules.<\/td>\n<\/tr>\n
Employment relationship<\/strong><\/td>\nUnder Article 22 \u00a71 of Poland\u2019s Labor Code, a relationship in which a person performs work personally, under the employer\u2019s direction, at a designated place and time, for pay\u2014regardless of the contract\u2019s name.<\/td>\n<\/tr>\n
National Labour Inspectorate (PIP) decision<\/strong><\/td>\nFrom July 8, 2026, a regional labor inspector can formally determine that a civil-law or B2B arrangement is, in fact, an employment relationship. PIP is Poland\u2019s labor inspection authority.<\/td>\n<\/tr>\n
Internal whistleblowing procedure<\/strong><\/td>\nA system for receiving and handling reports of legal violations within an organization. The source describes it as mandatory since September 25, 2024 for companies employing at least 50 people.<\/td>\n<\/tr>\n
HR due diligence<\/strong><\/td>\nA legal review before an investment or acquisition, covering contracts, procedures, risks and outstanding liabilities.<\/td>\n<\/tr>\n
Transitional period for offense liability<\/strong><\/td>\nFrom July 8, 2026 to July 8, 2027, employers that voluntarily convert purported civil-law arrangements into employment contracts are not liable for offenses arising from the earlier violations. Outstanding social security contributions and taxes must still be settled.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

Why HR documents stop matching reality<\/h2>\n

Growing companies rarely lack documents altogether. More often, their contracts, workplace rules and policies were written at an earlier stage of growth and have not been checked against current operations. Three gaps are especially common.<\/p>\n

The engagement model does not match the work.<\/strong> A B2B contractor works at the company\u2019s office, uses its equipment, reports to a manager and joins daily team meetings. The contract calls the person an independent business operator; the actual working arrangements may point toward employment.<\/p>\n

Managers apply different standards.<\/strong> One department estimates overtime informally; another records and settles it through a defined process. One manager handles a departure by email; another prepares documentation. Such differences create a risk of unequal-treatment allegations.<\/p>\n

Procedures exist but are not used.<\/strong> A whistleblowing procedure sits on the intranet. An anti-mobbing procedure was drafted years ago, but employees do not know how to use it and managers do not know what they must do. In Poland, mobbing<\/em> is the term used for the workplace misconduct addressed by the source\u2019s anti-mobbing procedures and claims.<\/p>\n

These gaps tend to surface during a PIP inspection, a dispute with a former employee, a whistleblowing report, a mobbing allegation or HR due diligence before a funding round.<\/p>\n

What the 2026 PIP reform changes<\/h2>\n

The Act of March 11, 2026 does not<\/strong> change the definition of an employment relationship in Article 22 of the Labor Code. It changes the tools available to enforce the existing rules.<\/p>\n

The procedure for establishing employment<\/h3>\n

From July 8, 2026, the source describes a multistage process:<\/p>\n

    \n
  1. An inspector conducts an inspection, which may be remote and may include analysis of login records, schedules, messaging platforms and electronic documents.<\/li>\n
  2. The inspector hears both parties.<\/li>\n
  3. The inspector directs the employer to remedy the violation\u2014for example, by entering into an employment contract.<\/li>\n
  4. If that direction is not followed, a regional labor inspector issues an administrative decision establishing the existence of an employment relationship<\/strong> or brings a claim before a court.<\/li>\n
  5. An appeal to a labor court must be filed within 30 days<\/strong>. As a rule, it is to be considered within 30 days.<\/li>\n<\/ol>\n

    Filing an appeal generally suspends enforcement of the decision<\/strong>, although the court may grant interim protection for the worker\u2019s claims while proceedings continue.<\/p>\n

    Higher fines from July 8, 2026<\/h3>\n\n\n\n\n\n\n\n\n
    Offense<\/th>\nFine through July 7, 2026<\/th>\nFine from July 8, 2026<\/th>\n<\/tr>\n<\/thead>\n
    Using a civil-law contract instead of an employment contract (Article 281 \u00a71 of the Labor Code)<\/td>\nPLN 1,000\u201330,000<\/td>\nPLN 2,000\u201360,000<\/strong><\/td>\n<\/tr>\n
    Persistent violations of employee rights (Article 281 \u00a72 and Article 282 \u00a73)<\/td>\nPLN 1,000\u201330,000<\/td>\nPLN 3,000\u201390,000<\/strong><\/td>\n<\/tr>\n
    Failure to pay wages (Article 282 \u00a71\u20132)<\/td>\nPLN 1,000\u201330,000<\/td>\nPLN 2,000\u201360,000<\/strong><\/td>\n<\/tr>\n
    Failure to comply with a PIP decision establishing employment (new Article 281 \u00a71 point 1b)<\/td>\n\u2014<\/td>\nPLN 3,000\u201360,000<\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

    A transitional period for voluntary conversion<\/h3>\n

    From July 8, 2026 to July 8, 2027<\/strong>, an employer that voluntarily converts a purported civil-law arrangement into an employment contract will not incur liability for offenses arising from the earlier violation. This does not<\/strong> remove the obligation to settle outstanding contributions to Poland\u2019s social insurance system, administered by ZUS<\/strong>, or outstanding taxes.<\/p>\n

    Individual interpretations from the Chief Labour Inspector<\/h3>\n

    A business can apply to the Chief Labour Inspector (GIP)<\/strong> for an individual interpretation<\/a> of whether a described cooperation model constitutes employment. The fee is PLN 40<\/strong> and the response period is 30 days<\/strong>. The source states that the interpretation binds PIP authorities and provides protection against sanctions.<\/p>\n

    If you are reviewing B2B arrangements before July 8, 2027, contact us<\/a> to assess which contracts may need to change.<\/p>\n

    Whistleblowing must work beyond the written procedure<\/h2>\n

    Since September 25, 2024, companies employing at least 50 people have been required to implement an internal reporting system<\/strong> under Poland\u2019s Whistleblower Protection Act. The practical test is whether people can use it and whether the organization can respond\u2014not merely whether a policy has been published.<\/p>\n

    Minimum procedural requirements<\/h3>\n

    The source identifies these requirements under Articles 25\u201328 of the Act:<\/p>\n

      \n
    1. Appoint a person or entity to receive reports, with written authorization and a duty of confidentiality.<\/li>\n
    2. Provide a reporting channel, at least orally or in writing, including electronically.<\/li>\n
    3. Acknowledge receipt within 7 days<\/strong>.<\/li>\n
    4. Provide feedback within 3 months<\/strong> of acknowledgment.<\/li>\n
    5. Hold a meeting at the whistleblower\u2019s request within 14 days<\/strong>.<\/li>\n
    6. Maintain a report register, with a 3-year<\/strong> retention period.<\/li>\n
    7. Consult trade unions or employee representatives.<\/li>\n
    8. Bring the procedure into force 7 days after informing employees.<\/li>\n<\/ol>\n

      Consequences identified in the source<\/h3>\n\n\n\n\n\n\n\n\n\n
      Violation or claim<\/th>\nConsequence<\/th>\n<\/tr>\n<\/thead>\n
      Preventing someone from making a report<\/td>\nImprisonment for up to 1 year; up to 3 years<\/strong> if violence or threats are used<\/td>\n<\/tr>\n
      Retaliation against a whistleblower<\/td>\nImprisonment for up to 2 years; up to 3 years<\/strong> if persistent<\/td>\n<\/tr>\n
      Disclosing a whistleblower\u2019s identity<\/td>\nImprisonment for up to 1 year<\/strong><\/td>\n<\/tr>\n
      Failure to have an internal reporting procedure<\/td>\nFine of up to PLN 5,000<\/strong><\/td>\n<\/tr>\n
      Minimum compensation for retaliation in 2026<\/td>\nPLN 8,903.56<\/strong>, based on average pay for 2025, with no upper limit<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

      A procedure that sits on an intranet but is not understood or used does not meet the source\u2019s description of a functioning system. Review the employer\u2019s whistleblower-protection obligations<\/a>: can employees find the channels, and do managers understand their role when a report arrives? The reporting process should also connect with HR processes for mobbing and discrimination.<\/p>\n

      What an unmanaged HR risk can cost<\/h2>\n

      Employment risks may remain unnoticed until someone leaves, a conflict escalates, a report is made, PIP receives a complaint or an investor begins due diligence.<\/p>\n

      B2B reclassification: an illustrative calculation<\/h3>\n

      Consider an IT company engaging 20 people on B2B contracts<\/a>, each receiving an average of PLN 15,000 net per month<\/strong>. After a PIP inspection, the arrangements are reclassified as employment relationships for the preceding three years. The source\u2019s illustrative estimate includes:<\/p>\n

        \n
      1. More than PLN 5 million<\/strong> in outstanding ZUS-related contributions alone, including retirement, disability, health and accident insurance, plus Labor Fund and Guaranteed Employee Benefits Fund contributions.<\/li>\n
      2. Interest calculated from the due date of each contribution.<\/li>\n
      3. Outstanding personal income tax (PIT<\/strong>) advance payments, for which the employer acts as remitter.<\/li>\n
      4. Potential worker claims for unused leave, overtime and severance.<\/li>\n
      5. A fine of up to PLN 60,000<\/strong> from July 8, 2026.<\/li>\n<\/ol>\n

        The PLN 5 million figure is a model estimate<\/strong>, not a universal cost of reclassification.<\/p>\n

        The effect on a transaction<\/h3>\n

        Unresolved HR liabilities can affect pricing and deal protections. In the source\u2019s illustrative scenario, a company valued at PLN 40 million<\/strong> has estimated HR risks of PLN 10 million<\/strong>. The investor reduces the price to PLN 30 million<\/strong> and requires PLN 5 million<\/strong> in escrow\u2014funds held pending resolution of the risks.<\/p>\n

        Mobbing, discrimination and retaliation claims<\/h3>\n\n\n\n\n\n\n\n
        Claim<\/th>\nMinimum compensation in 2026 stated in the source<\/th>\nProposed change or qualification<\/th>\n<\/tr>\n<\/thead>\n
        Mobbing<\/td>\nPLN 4,806, the minimum wage<\/td>\nPLN 28,836<\/strong>, or six times the minimum wage, under a draft being considered in Parliament<\/td>\n<\/tr>\n
        Discrimination<\/td>\nPLN 4,806<\/td>\nPLN 4,806 for a one-off violation; PLN 14,418<\/strong> for repeated, long-term violations under a proposal<\/td>\n<\/tr>\n
        Retaliation against a whistleblower<\/td>\nPLN 8,903.56<\/td>\nNo upper limit stated<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

        The mobbing and discrimination increases shown in the final column are proposals, not current minimums<\/strong>.<\/p>\n

        The source also reports that employment-relationship cases rose from approximately 26,000 in 2022 to 38,000 in 2023<\/strong>, an increase of 47%<\/strong>. Average case duration in 2024 was 8.8 months<\/strong> in a district court and 11.4 months<\/strong> in a regional court.<\/p>\n

        A practical order for reviewing HR compliance<\/h2>\n

        You do not need to rebuild every HR process at once. Begin where the risk is greatest and action is most time-sensitive.<\/p>\n

        Priority 1: Act immediately<\/h3>\n
          \n
        1. Compare documents with decisions.<\/strong> Review workplace rules, contracts and policies against how managers actually handle working time, remote work, departures and changes to terms. Record the differences.<\/li>\n
        2. Review the engagement model.<\/strong> Check whether B2B contractors and people on civil-law service arrangements work in ways consistent with those contracts. Who directs their work? Are their hours and location fixed? Do they use company equipment and join team meetings as employees do?<\/li>\n
        3. Test the whistleblowing process.<\/strong> Can workers make a report? Do managers know what to do? Is the process connected to responses to mobbing and discrimination, rather than isolated in a separate document?<\/li>\n
        4. Create an HR risk map.<\/strong> Classify issues as critical (immediate action), urgent (action within 1\u20133 months) or operational (phased improvement), and assign an owner to each.<\/li>\n<\/ol>\n

          Priority 2: Plan within one to three months<\/h3>\n
            \n
          1. Set standards for management decisions.<\/strong> Establish clear processes for departures, changes to employment terms, conflicts and remote work so outcomes do not depend solely on which manager is involved.<\/li>\n
          2. Train managers.<\/strong> Cover working time, mobbing, unequal treatment, documentation and how to work with contractors without allowing daily practice to drift away from the agreed model.<\/li>\n
          3. Update the documents.<\/strong> Contracts, workplace rules, policies and clauses should reflect both the current legal framework and the organization\u2019s actual operations.<\/li>\n<\/ol>\n

            Priority 3: Implement in stages<\/h3>\n
              \n
            1. Design a response to mobbing or discrimination allegations.<\/strong> Address recordkeeping, communication with the people involved, protection of the person reporting and clear steps for HR and the management board.<\/li>\n
            2. Introduce operational checklists.<\/strong> Cover onboarding, offboarding, changes to terms and remote work so essential knowledge becomes a repeatable process rather than remaining with individual employees.<\/li>\n<\/ol>\n

              How Polish courts assess B2B arrangements<\/h2>\n

              The PIP reform changes enforcement powers, not the criteria for identifying employment. The actual organization of work matters more than the title on the contract.<\/p>\n\n\n\n\n\n\n\n\n\n\n
              Factor<\/th>\nQuestion for the court or inspector<\/th>\n<\/tr>\n<\/thead>\n
              Direction and control<\/strong><\/td>\nDoes the person follow a manager\u2019s instructions? Does the company determine the order and method of tasks?<\/td>\n<\/tr>\n
              Personal performance<\/strong><\/td>\nCan the contractor subcontract the work? In practice, does the same person always perform it?<\/td>\n<\/tr>\n
              Place of work<\/strong><\/td>\nDoes the company require a particular office, equipment, VPN access or attendance schedule?<\/td>\n<\/tr>\n
              Working time<\/strong><\/td>\nAre there fixed hours, on-call duties or required daily stand-ups?<\/td>\n<\/tr>\n
              Business risk<\/strong><\/td>\nDoes the contractor bear genuine economic risk, or effectively receive fixed pay?<\/td>\n<\/tr>\n
              Integration<\/strong><\/td>\nDoes the person use internal tools, attend employee meetings or request \u201cleave\u201d as an employee would?<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

              The Regional Court in \u0141\u00f3d\u017a, in VIII U 1421\/23 of October 9, 2024<\/strong>, upheld reclassification of a B2B arrangement where the contractor worked fixed hours, under a manager\u2019s direction and with company equipment. By contrast, the Regional Court in Gliwice, in VIII U 1160\/21 of January 27, 2022<\/strong>, did not find an employment relationship where the person independently chose when, where and how to perform the tasks.<\/p>\n

              The point is not that one feature alone settles every case. A contract\u2019s name does not protect a business if the working relationship operates differently.<\/p>\n

              Where the risks tend to surface<\/h2>\n

              Rapid growth before financing.<\/strong> A technology company grows from 25 to 90 people, with a mix of B2B arrangements and employment contracts and many people working remotely. Its documents are inconsistent and managers apply different rules. A review before due diligence identifies which standards need to change without bringing growth to a halt.<\/p>\n

              A mature company with many managers.<\/strong> Departments handle working time, changes to terms and departures differently. A process review gives the management board visibility over employment risk and gives HR procedures and checklists instead of repeated crisis responses.<\/p>\n

              A whistleblowing policy that exists only on paper.<\/strong> Employees do not know how to report, and managers do not understand their responsibilities. Connecting reporting to HR processes and management accountability turns the written obligation into a usable mechanism.<\/p>\n

              A conflict without a response route.<\/strong> Concerns about unequal treatment and a manager\u2019s conduct emerge in a team, but the business has no defined process. A safe, documented response route can reduce escalation risk and establish a standard for future cases.<\/p>\n

              How we can help<\/h2>\n

              We treat Polish employment law as part of managing a growing organization, not solely as an HR documentation exercise. Our work takes account of moments such as team growth, conflict, reorganization and investor entry. We also consider the wider business context\u2014including intellectual property, ownership structure and development plans\u2014so personnel decisions fit the company\u2019s direction.<\/p>\n

              Our HR compliance support includes:<\/p>\n

                \n
              1. Diagnostics and audits:<\/strong> comparing written documents with actual practice and identifying discrepancies.<\/li>\n
              2. Engagement-model reviews:<\/strong> assessing B2B, civil-law service and employment contracts against Article 22 of the Labor Code and labor court decisions.<\/li>\n
              3. Prioritized risk reports:<\/strong> recommended actions, estimated costs of inaction and an implementation timetable.<\/li>\n
              4. Documentation updates:<\/strong> contracts, workplace rules, policies and clauses aligned with the law and the company\u2019s operations.<\/li>\n
              5. Procedure implementation:<\/strong> connecting whistleblowing, mobbing, discrimination, remote work, onboarding and offboarding rather than treating each as an isolated policy.<\/li>\n
              6. Training for managers and HR:<\/strong> employment responsibilities, contractor arrangements, conflict response and preparation for PIP inspections.<\/li>\n
              7. HR due diligence:<\/strong> preparing for a financing round or M&A transaction.<\/li>\n
              8. PIP inspection support:<\/strong> from the start of an inspection through the conclusion of proceedings.<\/li>\n<\/ol>\n

                We do not rely on generic policies. We design rules for how your organization actually works.<\/p>\n

                Make HR compliance part of safe growth<\/h2>\n

                From July 8, 2026, the PIP reform brings higher fines\u2014up to PLN 90,000<\/strong> in the categories identified above\u2014alongside administrative decisions on employment status and the possibility of remote inspections. The whistleblower rules call for a working reporting process, not merely a document on an intranet. Employment disputes can also expose weaknesses that have gone unnoticed during quieter periods.<\/p>\n

                Start by testing the gap between documents and practice. Prioritize the findings, assign owners and make changes in stages. That work can reduce uncertainty before an inspection, dispute, whistleblowing report or investor review.<\/p>\n

                To identify the largest gaps in your Polish HR arrangements, contact us<\/a>. We can help you decide what to address first.<\/p>\n

                Frequently asked questions<\/h2>\n

                Our team has grown from 20 to 80 people. How do we know whether our HR documents are still current?<\/strong>
                \nCompare workplace rules, contracts and policies with how managers actually make decisions. Differences in working time, remote work, changes to terms and departures are the issues most likely to matter in an inspection, dispute or due diligence review.<\/p>\n

                Can PIP reclassify our B2B contracts as employment?<\/strong>
                \nUnder the reform described above, from July 8, 2026 a regional labor inspector can issue an administrative decision establishing employment where the actual work meets the characteristics in Article 22 of the Labor Code, whatever the contract is called. In the source\u2019s illustrative 20-contractor, three-year scenario, estimated outstanding contributions alone exceed PLN 5 million<\/strong>.<\/p>\n

                We have a whistleblowing procedure, but no one uses it. Is that enough?<\/strong>
                \nA written procedure alone is not the functioning mechanism described in the source. Check that workers know how to report, channels are accessible, managers understand their roles and the procedure connects to other HR responses. The source identifies a fine of up to PLN 5,000<\/strong> for lacking an internal procedure and imprisonment of up to 3 years<\/strong> for persistent retaliation.<\/p>\n

                What will an investor examine in HR due diligence?<\/strong>
                \nExpect scrutiny of engagement models and B2B reclassification risk, the completeness and currency of documents, whether practice matches workplace rules, outstanding contributions and taxes, pending disputes, mobbing and whistleblowing procedures, and remote work arrangements. Unresolved issues may affect valuation or lead to an escrow requirement.<\/p>\n

                Do we need to fix all HR processes immediately?<\/strong>
                \nNo. Begin with a diagnostic review and classify issues as critical, urgent or operational. Address the highest risks first, then implement broader improvements in stages. The source describes an audit and risk report as typically taking weeks rather than months.<\/p>\n

                How can we use the transitional period for voluntary conversion?<\/strong>
                \nBetween July 8, 2026 and July 8, 2027<\/strong>, voluntarily converting purported civil-law arrangements into employment contracts removes liability for offenses arising from the earlier violations, as described in the source. It does not remove outstanding ZUS contributions or taxes. An individual interpretation from the Chief Labour Inspector\u2014PLN 40<\/strong>, with a 30-day<\/strong> response period\u2014may help confirm how a described arrangement is classified.<\/p>\n","protected":false},"excerpt":{"rendered":"

                Review how your Polish team actually works, assess B2B contracts and whistleblowing channels, and identify HR risks before an inspection or funding round.<\/p>\n","protected":false},"author":14,"featured_media":1885,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":"","sip_alt_url":"https:\/\/sawaryn.com\/publikacje\/hr-compliance-skalowanie-firmy\/","sip_en_pl_url":"https:\/\/sawaryn.com\/en\/publications\/hr-compliance-scaling-company\/","sip_pair_uuid":"657a63f6-361a-4c15-96bb-611f40f9d9dd","sip_pair_state":"partial"},"categories":[1145],"tags":[1236,1235,506,1238,1253],"specialization":[1134],"practice_area":[],"class_list":["post-2793","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-compliance-risk","tag-b2b-agreement","tag-labor-law","tag-pip","tag-whistleblowers","tag-workplace-bullying","specialization-compliance-risk"],"acf":[],"_links":{"self":[{"href":"https:\/\/sawaryn.com\/us\/wp-json\/wp\/v2\/posts\/2793","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/sawaryn.com\/us\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/sawaryn.com\/us\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/sawaryn.com\/us\/wp-json\/wp\/v2\/users\/14"}],"replies":[{"embeddable":true,"href":"https:\/\/sawaryn.com\/us\/wp-json\/wp\/v2\/comments?post=2793"}],"version-history":[{"count":2,"href":"https:\/\/sawaryn.com\/us\/wp-json\/wp\/v2\/posts\/2793\/revisions"}],"predecessor-version":[{"id":2845,"href":"https:\/\/sawaryn.com\/us\/wp-json\/wp\/v2\/posts\/2793\/revisions\/2845"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/sawaryn.com\/us\/wp-json\/wp\/v2\/media\/1885"}],"wp:attachment":[{"href":"https:\/\/sawaryn.com\/us\/wp-json\/wp\/v2\/media?parent=2793"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/sawaryn.com\/us\/wp-json\/wp\/v2\/categories?post=2793"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/sawaryn.com\/us\/wp-json\/wp\/v2\/tags?post=2793"},{"taxonomy":"specialization","embeddable":true,"href":"https:\/\/sawaryn.com\/us\/wp-json\/wp\/v2\/specialization?post=2793"},{"taxonomy":"practice_area","embeddable":true,"href":"https:\/\/sawaryn.com\/us\/wp-json\/wp\/v2\/practice_area?post=2793"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}