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The PZU Group implements strategic plans and allocates resources to manage the impacts arising from relationships with its own employees. These actions include both risk mitigation and leveraging development opportunities for the organization through investment in human capital.
The initiatives implemented in 2024 focused on minimizing risks, improving working conditions, increasing talent retention and leveraging human capital potential. These efforts were aimed at creating stable, safe and development-friendly work environment.
In 2024, the PZU Group conducted reviews of occupational health and safety (OHS) procedures. The aim of these actions was to reduce the risk of accidents, improve working conditions and ensure compliance with applicable standards.
In the PZU Group, compliance with ethical standards is monitored and actions are taken to prevent undesirable behavior, such as mobbing or discrimination. For this purpose, educational programs and incident reporting mechanisms are implemented, enabling responses to reported violations.
In the PZU Group, psychological and health support programs for employees are in place. They include specialist consultations and health initiatives, supporting the well-being of employees and promoting health prevention.
In the PZU Group, developing programs are conducted to support the development of employees’ professional competencies and prepare them for new roles within the organization. These initiatives enable employees to acquire new skills and enhance the potential of the workforce.
Employee satisfaction and engagement surveys are conducted regularly, allowing for the identification of areas requiring improvement. The analysis results serve as the basis for implementing appropriate corrective actions aimed at improving the quality of the work environment.
The organization invested in technologies that enhance work efficiency, including modern IT systems that enable the automation of HR processes. These solutions streamline employee data management and increase the operational efficiency of HR departments.
Additionally, the PZU Group implemented initiatives promoting diversity and inclusion. These efforts aim to create a work environment based on respect, equality and mutual support.
As part of Goal 3: „SDGs – Good Health and Well being,” the #DobryStan strategy was implemented referring to the Target 3.4, which aims to reduce premature mortality till 2030 from non-communicable diseases by one-third through prevention, treatment and the promotion of mental health and well-being. HR related activities contribute to the achievement of Goal 8: „Decent Work,” particularly Target 8.5, which seeks to ensure full and productive employment and decent work for all, including young people and persons with disabilities, while guaranteeing equal pay. The offered non-wage benefits and social fund (Polish: ZFŚS) provisions supported the implementation of Goal 10: „Reduced Inequalities,” in line with Target 10.4, which includes implementing fiscal policies, social protection and wage policies to progressively increase equality. The PZU Group also carried out activities in professional development and training, supporting Goal 4 and additionally initiated educational projects aimed at building knowledge and competencies in the field of sustainable development.
Tracking results and evaluating the effectiveness
of actions for own employees
The PZU Group applies various methods of monitoring and evaluating the effectiveness of actions undertaken for its employees. Regular engagement surveys and supervisor-employee conversations provide feedback on working conditions and organizational initiatives.
Human resources management processes are also evaluated by analyzing key indicators such as employee turnover, absenteeism levels, training effectiveness and internal promotions. All of these initiatives are aimed at maintaining a high-quality work environment, supporting diversity and building employee engagement.
Resources allocated for implementing impact
and risk management strategy
It was not possible to quantify the resources allocated to implement impact, opportunity and risk management. The identified impacts, opportunities and risks are part of a broader approach to managing HR topics in the PZU Group, to which the PZU Group allocates organizational, financial and technological resources. The implemented solutions are aimed at improving working conditions, developing professional competence and minimizing potential HR risks. As part of these activities, the following measures have been implemented:
- Budget for employees development, covering the funding of training, courses and certifications to enhance professional qualifications.
- Dedicated HR teams, responsible for monitoring the implementation of employee policies and ensuring compliance with labor law regulations.
- IT systems and tools supporting human resource management, enabling trend analysis and early detection of potential risks related to employee turnover or satisfaction.
Progress in impact on own employees
In 2024, the PZU Group continued the implementation of the New Work Model (hybrid), which increased organizational flexibility and supported employees' work-life balance.
At the same time, the PZU Group developed training and mentoring programs for managerial staff, contributing to enhancing leadership competencies in team management and increasing employee engagement. An important aspect of these activities was also the promotion of a healthy lifestyle by the PZU Group, including preventive programs, vaccinations and employee well-being initiatives such as Health Week and VR training on stress reduction.
The EXM approach (previously mentioned in communication channels) enabled faster response to employee needs, contributing to increased engagement. In crisis situations, the Crisis Team played a key role, effectively managing assistance for employees and their families in response to the flood in Poland. All these actions align with the organization’s long-term development strategy, focusing on flexibility, security and team well-being.
The PZU Group focuses on further improving employee management strategies, particularly by increasing the role of leaders
in shaping team experiences. The implementation of leadership development programs aims to strengthen managerial competencies and enhance the quality of collaboration within the organization. One of the initiatives is the development
of role-based career paths, intended to create a transparent promotion and professional development pathway.
An additional area of focus is deepening dialogue with employees through open communication and incorporating their feedback into decision-making processes. In some companies, changes in organizational culture are also planned, including the possible redefinition of corporate values to better align with employee needs and the strategic goals of the PZU Group.
In the 2021-2024 strategic perspective, the key employee-related targets of PZU were focused on supporting employee well-being, building a culture of diversity and increasing employee engagement. The strategic targets and their implementation have been described in general disclosures – ESG Governance. The effectiveness of implemented actions was monitored through employee satisfaction and engagement surveys, as well as analyzing workforce turnover indicators and opinions on implemented initiatives. The findings from these studies are used to manage the risk of employee turnover and burnout and to identify opportunities related to skills development and employee growth. These actions align with the long-term strategy of the PZU Group, which aims to build a friendly, stable and inclusive work environment. The goals were set before implementation of ESRS requirements and identification of significant impacts, opportunities and risks, so their description does not include all MDR-T requirements.
The definition and implementation of the organization’s goals for the management of impacts, risks and opportunities (IRO), including the involvement of employees or their representatives, due to the implementation of the CSRD in the reporting year, is not reportable. Work in this area has been scheduled for next year.
General goals for employee resources, including job security, working hours and wages, among others. One of the key elements in implementing the ESG 2021-2024 Strategy is the integration of ESG factors into the management incentive system. The approach is described in the section: ESG Performance Indicators in Executive Compensation. At Pekao Bank, one of the key goals is to strive to close the pay gap, which initially included Pekao Bank’s Board of Directors and then executives. The goal-setting process is being cascaded, involving supervisors and employees in translating strategic goals into concrete actions in the business units. Monthly performance monitoring allows for ongoing progress assessment and adjustments if necessary. A key aspect of the incentive system is the pay gap measures, which are made available to managers, enabling them to make compensation decisions while ensuring equal treatment of men and women. The Bank develops mentoring and networking programs for women, supporting their professional growth and reducing wage inequalities. An important element of the strategy is also maintaining gender balance in managerial positions and promoting employee well-being, including flexible work arrangements and work-life balance support.
The Alior Bank Group has not formulated targets related to the management of material impacts, risks and opportunities related to employees – the double materiality analysis process ended in the organization in December 2024 and the Group did not set performance related targets during the reporting period.
Employee engagement in identifying experiences
and improvements
The PZU Group conducts regular surveys aimed at gathering feedback and identifying areas for improvement. A key role in this process is played by the annual engagement survey, which allows for systematic monitoring of employee satisfaction levels and needs.
These surveys conducted in collaboration with an external companies to ensure objectivity and full anonymity in data collection and analysis. As a result, employees could safely and confidentially express their opinions on working conditions, fostering open dialogue and a culture
of mutual respect.
The survey results covered a wide range of topics, allowing for:
- accurate monitoring of employee engagement
- identifying areas requiring improvement
- making informed management decisions
- shaping working conditions in line with employees’ actual needs.
The results of the engagement surveys were discussed within teams and the HR Office, allowing for joint development
of actions aimed at improving the work environment. The survey results were regularly analyzed with trade union representatives, enabling the effective implementation of actions addressing employee needs. Additionally in case of Alior Bank, employees have access to view the assigned targets and the level of the achievement, which is communicated by supervisors or a designated person.
Impact of targets and actions on the quality of life
of PZU Group employees
The PZU Group listens to employees’ voices – their needs, ambitions and challenges, which allows for setting directions
for organizational management. Employee well-being, positive experiences and ensuring conditions for professional and personal development were key priorities in achieving business targets.
As part of its employee-focused activities, the PZU Group supports volunteering initiatives and promotes development
and health programs. Employees are encouraged to engage in a diverse and inclusive work environment, where diversity
is respected and work-life balance is promoted.
The implemented actions have resulted in:
- increase in satisfaction of selected aspects of the work environment
- active participation in development and health programs
- improved work-life balance.
The targets set by the PZU Group (not applicable to banking groups) were based on defined indicators, such as the percentage of employees covered by the initiatives, allowing for their monitoring and comparison over time:
- in the case of the #DobryStan program, the target for 2024 was to cover 70% of employees
- for intergenerational cooperation training, the goal was to cover 60% of employees.
The methodology for assessing progress is based on the systematic collection of data on the number of employees participating in activities related to the two aspects mentioned above.
In the Pekao Group, indicators monitoring the achievement of the goal based on narrowing the wage gap are made available each month to managers of units.
This makes it possible to make individual managerial decisions on salaries while respecting measures to strive for equal pay for men and women in subordinate units. This has made it possible to meet and exceed the target of reducing the wage gap from 37.9% in 2021 to 31.9% in 2024.
The targets and actions set by the PZU Group in 2024 were aligned with the following standards and norms:
- UN Global Compact
- Principle 3 – Protection of human rights and ensuring equality
- Principle 6 – Elimination of discrimination in the workplace
- Principle 8 – Providing all employees with decent working conditions
- „Principles of Equality and Inclusion,” promoting intergenerational integration in the workplace and the creation of healthy and safe work environments
- International Labour Organization (ILO) standards, particularly regarding employee health protection, ensuring safe working conditions and promoting equality in employment
- „Human Capital Management Policy in the PZU Group,” aimed at supporting diversity and equal opportunities within
the organization.