The bank pays close attention to the satisfaction of its employees with their employment in the company. This is facilitated by a fair and transparent remuneration system, a package of non-salary benefits, and by taking into account the development needs of employees, and creating a friendly and cooperative work environment. In accordance with the employment policy, all employees are equal regardless of their sex, age, disability, race, religion, nationality, political beliefs, trade union membership, ethnic origin, health condition, sexual orientation, marital status, full or part-time employment.
[GRI 102-8] At the end of 2020, the group's employment reached 25 859 full-time employees (FTEs), 85% of whom were employees of the bank (21 939 FTEs). The majority of employees are women (73% in the group, 75% in the bank), while the largest age cohort are employees aged 30-50 years old (63% and 61% in the group and in the bank respectively). Most employees are employed full-time, while those who work part time are mostly women.
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at the group
Group's employees with >10 years of service
at the bank (2019: 14%)
Structure of employment by job type, age, employment contract and gender in 2020
|By job type and gender:|| || || || || || |
| regular employees||76%||24%||88%||75%||25%||87%|
| middle management||68%||32%||7%||65%||35%||7%|
| senior management||57%||43%||5%||54%||46%||6%|
|By age group and gender:|| || || || || || |
| up to 30 years old||72%||28%||11%||72%||28%||12%|
| between 30 and 50 years old||71%||29%||61%||70%||30%||63%|
| above 50 years old||83%||17%||28%||81%||19%||25%|
|By employment contract and gender:|| || || || || || |
|Employees in total||75%||25%||100%||73%||27%||100%|
[GRI 401-3] In 2020, mostly women took parental leave. The share of returns to work after parental leave stood at 94.5% for women (100% for men), while 76.3% of them remained employed until the end of 2020 (100% in the case of men).
Returns to work after parental leave
| employees who used parental leave in 2020 and whose parental leave is still ongoing||897||3|
| employees who returned to work during the reporting period after their parental leave in 2020||532||3|
| employees who used parental leave only in 2020 and it ended in 2020||563||3|
| employees who returned to work during the reporting period after their parental leave and remained employed at the end of 2020||406||3|
| share of returns to work after parental leave||94.5%||100%|
| share of employees who returned from parental leave and remained employed till the end of 2020||76.3%||100%|
[GRI 102-41] The bank concluded a collective bargaining agreement that regulates the issue of remunerations with the trade union organizations. In accordance with the agreement, the bank's employees are entitled to the following salary components: (1) basic salary, (2) allowances for working overtime and in conditions particularly onerous and harmful for their health, (3) bonuses and rewards for extraordinary achievements at work. Basic salaries and additional benefits are set on the basis of regular job valuations and analysis of market salaries. Bonus targets for employees are closely related to the bank's key management indicators. The employee remuneration policy ensures a consistent salary system by:
- aligning the salary system with the market trends and acquiring optimal candidates for the job,
- adjusting mechanisms, tools and salary levels to the strategy and goals of the bank and the group,
- taking into account the group’s ability to shape the desired mechanisms and salary levels,
- setting fixed salaries on the basis of regular job valuations,
- developing the remuneration structure based on the work achievements and skills appraisals of the employees,
- entrusting employees with responsibilities for the tasks they perform and assessing them on the basis of objective criteria,
- ensuring that variable components of salaries are parameterized to account for the bank's and the group's long-term cost of risk, cost of capital and liquidity risk,
- establishing a system in which monetary and non-monetary forms of remuneration do not encourage employees to favour their own interests or the interests of the bank or other entities of the group to the detriment of customers.
Key actions related to the bank's employee remuneration system in 2020 included an adjustment of the variable remuneration of employees to the operational conditions of the bank in a pandemic situation and to the supervisory guidelines, the sales support campaigns for employees in selected organizational units (in particular employees in the retail network) and ongoing actions for adjusting the bonus system to reflect the Covid-19 pandemic situation.
Ratio of the average salary of women to men
|By employment categories:||2020||2019|
| distribution network||0.8||0.8|
| other non-managerial positions||0.7||0.7|
| managerial positions||0.8||0.8|
| key managers||0.9||0.9|
The bank performs regular salary reviews for different positions. They include analyzing the relationship between the salaries of women and men and take into account the internal benchmarks and data provided in remuneration reports and studies. The gender pay gap at the bank and in the group based on the average salary stood at 35% in 2020 and did not change in relation to 2019. The gender pay gap at the bank based on the median was 36%. [GRI 405-2] The global ratio of women’s basic salaries to men’s basic salaries in the group and at the bank was 65%. However, the ratio is not a precise reflection of the relationship between women's and men’s salaries, because the differences observed between the salaries of women and men on equivalent positions are smaller.
In addition, to ensure comparability of remuneration on the same positions and avoid the impact of other elements on the salary levels, the bank computes the so-called Comparatio (CR) – a comparison of the salary offered to an employee with an appropriate market benchmark. The internal analyzes performed using this ratio demonstrate that there are no differences between the remuneration of women and men at the bank, and that both groups receive remuneration aligned with the market level.
Additional information about employment at the bank in 2020
| on permanent contract (share in total employment)||89.5%|
| on fixed-term contract (share in total employment), including:||10.5%|
| - contracts for replacement||1.5%|
| share of employees with duration of employment >10 years (in total employment)||74.9%|
| average duration of employment for women (in years)||16|
| average duration of employment for men (in years)||11|
| number of women employed (in thousand)||16.4|
| number of employees in senior management roles (in thousand)||1.2|
| number of women in senior management roles (in thousand)||0.7|
| number of new hires (in thousand)||1.0|
| number of women among the new hires (in thousand)||0.7|
| number of employed foreigners||21|
| share of employees with disabilities (in total employment)||1.2%|
[GRI 401-2] Caring for the level of satisfaction of our employees, we also offer to them a range of additional non-salary benefits, which are available to all employees irrespective of their type of contract or working time. The bank finds it important to adapt the benefits offered to its employees to trends on the labour market because activities in this respect promote the bank's image as a good employer. The main additional benefits offered to employees include: free medical care (including an annual preventive program “Bank-guaranteed health” for an early detection of diseases and promotion of healthy lifestyles, and additional medical check-ups to detect post-COVID health complications), an Employee Pension Program (EPP) whereby employees can supplement their state-pension income, a cafeteria system through a dedicated MyBenefit platform and sports cards. Other benefits also include product offers and discounts for the bank's employees. The bank also supports sports initiatives (there are numerous sections at the bank – running, mountain sports, football teams) and charity activities of its employees.
Employee training and internal communication
[GRI 404-2] We give our employees the opportunity to use various forms for improving their professional qualifications. All employees throughout the bank's group may take advantage of the training activities regardless of their age or gender. The bank's intranet portal is updated on a quarterly basis with the latest catalogue of available trainings that contains a number of development activities. Additional projects are conducted for development of both hard and soft skills of employees. A few dozen in-house coaches conduct group and on-the-job trainings and internal workshops, also for the interns. For selected projects, group trainings are conducted by external coach companies. In order to prevent the non-financial risks, we regularly conduct trainings was on information security, bank secrecy and security, and labour protection.
The bank conducts both hard and soft skills trainings. A team of several dozen internal trainers conduct group and on-the job trainings and interal workshops, which are also available for the interns. For selected projects group trainings are held by external companies. Employees in the unit of Digital Transformation have access to both internal and externally-certified training courses in agile methods. Employees also participate in language courses. As part of their professional development, they may apply for partial financing by the employer of their post-graduate studies, MBA courses or solicitor's training. The bank also conducts adaptation trainings for new employees, which are adjusted to the needs if the various business areas. In 2020, a new programme “In a new role” was launched at the bank that targets employees in the retail sales network and prepares them for taking up new positions in the Private and Corporate Banking areas. The year 2020 was exceptional because of the pandemic, which led to most development activities being conducted online.
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Average hours of training
per year per employee
Employees receiving regular performance
and career development reviews
Principles for employee development and succession planning at PKO Bank Polski set the goals, directions and activities of the bank for management of development of the bank's employees or other co-workers. The main objectives of the adopted training policies include supporting the achievement of the strategic goals of the entities of the group and their business goals, providing induction training to new employees, assuring professional qualifications of employees and adaptation of their knowledge and skills to changing market requirements and entity-specific operating environments, and preparing employees for implementation of new solutions and products offered by the group's entities or changes to the existing solutions and products offered.
The bank’s employees may access all employment-related information in one place – by contacting the HR Contact Centre. A team of consultants answers questions in the HR domain, including payroll support, social issues, recruitment and training. This solution accelerates and simplifies the communication process between employees and the HR units responsible for personnel management.
When referring employees to training, the entities of the group take into account the internal appraisal systems, e.g. regular interviews, 360 individual development plans surveys, examinations of training needs, ISO-based assessment system, and employee feedback. Companies that adopted the so-called competence model (this applies to the bank and two other subsidiaries) closely match its objectives with the improvement of the employee’s professional qualifications and skills. Based on the competence model, employee appraisals for the general corporate, leadership and specific competences are carried out on an annual basis. As part of the periodic appraisal system, each employee sets an individual development plan together with their supervisor at the time of a review.
The objective of our recruitment policy is to acquire the best external candidates, while simultaneously promoting the internal talents. We employ people with diverse professional experience and skills, and encourage all employees to take part in internal recruitment within the group's entities as part of their professional development in other business areas. In the recruitment process, we exercise care about human rights and ensure equal opportunities. The Recruitment principles are based on the highest standards for counteracting discrimination and ensuring personal data protection with the support of modern technologies and information systems. We pursue an employee referral programme to encourage the bank's employees to recommend candidates for open positions in return for a financial gratification upon a successful referral.
In order to ensure positive experience of candidates in the recruitment process, we diversify the channels that we use to reach different groups of candidates, reducing the recruitment time. We conduct the candidate experience research whose results are used to improve the recruitment process. Such activities contribute to the perception of the bank as an attractive employer. In 2020, PKO Bank Polski once again received the prestigious title of Top Employer in Poland 2021, which is the result of an independent study of HR management practices of Polish employers.
Trade unions and occupational health and safety (OHS)
Employees are represented at the bank by the trade unions and the Employee Council. The bank has two trade union organizations: (1) the National Trade Union of Employees of PKO Bank Polski (a representative union), (2) the Independent Self-Governing “Solidarity” Trade Union of Employees of PKO Bank Polski. Cooperation with these social partners takes place in accordance with the applicable regulations, including for holding consultations in the case of any planned organizational changes that would result in significant changes in the organization of work or the level and basis of employment. The employer does not prevent the employees from joining the trade unions or acting as their members in any way.
We have not identified any operations or suppliers characterized by a high risk of restricting the freedom of association and collective bargaining agreements in 2020. No collective disputes were recorded in any of the group's entities.
Employees may report their complaints, opinions and suggestions through the trade unions. They may also file such complaints directly through a special inbox, in accordance with the procedure for reporting complaints and irregularities. [GRI 402-1] Meetings with the trade unions and the bank’s Employee Council are organized as necessary – at least several times a year, while information on any planned operational changes are communicated to the employee representatives without undue delay. Employees are given the opportunity to report complaints about breaches of employee rights or other irregularities. [GRI 403-4] An employee representative always participates in the Occupational Health and Safety Commissions and has the opportunity to communicate directly with an occupational health and safety representative.
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Group's employees who are trade union members (2019: 11%)
Employees who received
an up-to-date OHS training
Work-related injuries reported
in the group (2019: 122)
All entites of the group implement their organizational health and safety tasks in accordance with the current provisions of law. These provisions are clear enough to enable a consistent application of the same health and safety rules across the whole Group. Entities that are located outside of Poland operate under corresponding rules specific to the country where they were registered. [GRI 403-8] The basic occupational health and safety management system resulting from the generally applicable laws covers 100% employees. [GRI 403-1] The OHS service at the bank has been established within the structures of the Administration Centre as the Organizational Health and Safety Office. It encompasses a number of field teams that support different units of the bank throughout the country in performing the following tasks: periodical occupational risk assessment, analysis of accidents and incidents that have occurred to date and monitoring events that may potentially lead to accidents, ongoing and periodical OHS control in all units of the bank, and conducting training. [GRI 403-2] There are no positions in the bank that would be associated with an occupational risk classified as high. The main occupational hazards include: falling and hitting against fixed objects, inappropriate lighting, overload of the musculoskeletal system or sight, electrical injury or traffic accidents. Due to dominance of mostly office positions in the group's employment structure, the occupational hazards in other entities of the group are consistent with those assessed at the bank.
[GRI 403-7] Preventive actions taken to improve safety and working conditions at the bank include: support and definition of measures that should be taken in the event of an occurrence of psychological or social hazards such as stress or mobbing, information campaigns concerning ergonomics and safety at work, additional non-mandatory training in first aid and safe driving courses for employees using company cars, vision diagnosis, and provision of personal protective equipment for employees in jobs associated with exposure to external factors. [GRI 403-3] All entities of the group have contracts with external medical service providers for providing occupational health services. Medical examinations are financed or reimbursed by the employer. [GRI 403-10] There were 3 instances of suspected occupational disease reported by former employees of the bank in 2020 (2019: 5). One decision was issued to date, whereby the responsible authority concluded there were no grounds for classifying it as a work-related ill health. The other proceedings are still pending.
[GRI 403-6] All entities of the group undertake additional voluntary actions to promote worker's health: free preventive medical check-ups (e.g. an annual health control package, mammography or flu shots), training to promote healthy lifestyles (incl. exercise guidelines for office workers), access to a number of sports and leisure facilities as part of each employee's benefit package, organization of sports teams, competitions and events supporting physical activity of employees and care for the environment, and cyclical health-promoting campaigns.