Employment
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.
Key non-financial performance indicators in the area of employment (in per cent) COMMITMENT/INDICATOR | 2022 | 2021 | 2020 | 2019 | At least 35% of women employed in key managerial positions in the total number of managers in the Bank’s Group by 2025 | 40 | 38 | 42 | x | | At least 35% of women employed in other material managerial positions in the total number of managers in the Bank’s Group by 2025 | 38 | 37 | 42 | x | | Employee rotation rate of no more than 14% in the Bank’s Group by 2025 | 14,1 | 13.1 | 12.5 | 15.3 | Voluntary employee resignation rate of no more than 7% in the Bank’s Group by 2025 | 8,8 | 8.1 | 5.3 | x | Implementation of systemic projects to support the employment of people with disabilities in the Bank’s Group/ Indicator: the share of employment of people with disabilities in the total number of employees (in per cent) | 1,4 | 1.4 | 1.0 | x |
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[GRI 2-7]At the end of 2022, the group's employment reached 25 071 full-time employees (FTEs), 84,6% of whom were employees of the bank (21 230 FTEs). The majority of employees are women (72% in the group, 74% in the bank), while the largest age cohort are employees aged 30-50 years old (64% and 62% in the group and in the bank respectively). Most employees are employed full-time, while those who work part time are mostly women.
| | | | | | |
| | 99% | | 51,6% | | 13,4% |
| | Full-time employees
at the group
| | Group's employees with >10 years of service
| | Employee turnover
at the bank
[GRI 401-1]
|
Structure of employment by job type, age, employment contract and gender in 2022
| | Bank | Group |
| | women | men | total | women | men | total |
| By job type and gender: | | | | | | |
| regular employees | 75% | 25% | 86,4% | 74% | 26% | 85,6% |
| middle management | 64% | 36% | 7,8% | 62% | 38% | 8% |
| managers | 59% | 41% | 5.5% | 55% | 45% | 6% |
| MRT (Material Risk Takers) | 23% | 77% | 0.3% | 24% | 76% | 0,5% |
| | | | | | | |
| By age group and gender: | | | | | | |
| up to 30 years old | 71% | 29% | 11% | 70% | 30% | 12% |
| between 30 and 50 years old | 71% | 29% | 62% | 70% | 30% | 64% |
| above 50 years old | 80% | 20% | 27% | 80% | 20% | 24% |
| | | | | | | |
| By employment contract and gender: | | | | | | |
| full-time | 73% | 27% | 99% | 72% | 28% | 97% |
| part-time | 78% | 22% | 1% | 64% | 36% | 3% |
| | | | | | | |
| By contract term and gender | | | | | | |
| permanent contract | 73% | 27% | 87% | 72% | 28% | 87% |
| fixed term contract | 76% | 24% | 13% | 75% | 25% | 13% |
| | | | | | | |
| By region and gender | | | | | | |
| in European Union countries | 74% | 26% | 100% | 72% | 28% | 94% |
| in third countries (Ukraine) | - | - | - | 69% | 31% | 6% |
| | | | | | | |
| Total employment | 74% | 26% | 100% | 72% | 28% | 100% |
[GRI 401-3] In 2022, mostly women took parental leave. The share of returns to work after parental leave stood at 100% for women (67% for men), while 87% of them remained employed until the end of 2022 (50% in the case of men).
Returns to work after parental leave
| | Bank | Group |
Parental leave:
| women | men | women | men |
| employees eligible for parental leave in the reporting year 2022 | 692 | 163 | 812 | 182 |
| employees who took parental leave in 2022 | 493 | 9 | 658 | 10 |
| employees who returned to work in the reporting year after parental leave ended in 2022 | 508 | 6 | 619 | 6 |
| employees who returned to work after parental leave ended, that are still employed 12 months after their return to work | 464 | 3 | 528 | 4 |
| return to work rate: share of return to work after the parental leave | 100% | 67% | 94% | 60% |
| retention rate: share of employees who returned to work after the parental leave and stayed employed | 87% | 50% | 85% | 67% |
Salaries
[GRI 2-30] 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:
- applying a salary system which is in line with market trends,
- ensuring that the variable salary components are parameterized so that they take into account the long-term cost of risk, cost of capital and liquidity risk of the bank and the bank’s group,
- determining the remuneration structure on the basis of performance at work and the appraisal of the employees’ skills,
- taking into account the ability of the bank’s group to determine the desired mechanisms and salary levels,
- acquiring optimal job candidates,
- adjusting mechanisms, tools and salary levels to the strategy and goals of the bank and the bank’s group,
- determining fixed salaries on the basis of the valuation of positions,
- building responsibility in the employees for their tasks which are assessed on the basis of objective criteria,
- establishing a system in which the forms of remuneration do not encourage the people involved to favour their own interests or the interests of the bank and the other entities of the bank’s group to the detriment of customers.
The key activities related to the Bank’s employee remuneration system in 2022 included:
- campaign of awards for the Bank’s financial results,
- systemic regulation of salaries,
- sales support campaigns for employees of selected organizational units – in particular for employees of the retail network units. The competition winners were awarded financial prizes and additional training to raise their professional qualifications.
Ratio of the average salary of women to men
[GRI 405-2] The global ratio of women’s salaries to men’s salaries in 2022 calculated as the total weighted average salary of women to that of men was 96% at the bank, which means that the gender pay gap amounted 4%.
By employment categories:
| Relation between weighted average salary of women and men | Subtraction of the quotient of average salary of women to average salary of men and the number 1 |
| distribution network | 98% | 2% |
| other non-managerial positions | 94% | 6% |
| middle management | 95% | 5% |
| managers | 97% | 3% |
| MRT | 93% | 7% |
| bank total | 96% | 4% |
Methodology used for calculation:
The indicator is calculated based on the weighted average total remuneration paid in 2022.
- The indicator does not include employees for whom there is no possibility of comparison in a homogeneous group.
- The total remuneration paid in 2022 was assumed on a full-time basis and annualized in the case of persons employed for a period of less than one year.
- The indicator does not include employees for whom there is no possibility of comparison in a homogeneous group.
- The total remuneration paid in 2022 was assumed on a full-time basis and annualized in the case of persons employed for a period of less than one year.
The calculation of the ratio of women’s salaries to men’s salaries is based on average salaries weighted by the number of employees of the homogeneous groups identified. These groups bring together employees with the same valuation levels (the valuation of work in individual positions), families of positions and the same geographical location.
Replacing the arithmetic mean with the weighted average described above led to a change in the level of both the global ratio and the ratios for individual employment categories compared with the prior year disclosures.
The gender pay gap calculated on the basis of the weighted average salary was 5% at the bank and 8% in the bank’s group. The gender pay gap at the bank based on the median was 3.9%.
The presented pay gap level does not indicate any unfounded inequalities in the amounts of women’s and men’s salaries, and the reasons for the small deviations owing to gender are the result of the nature of the organization in which female employees are more numerous.
The bank’s remuneration policy does not discriminate employees based on their gender. The process of determining the salaries at the bank is based on the valuation of positions. The salary is related to the complexity of the tasks within a given organizational structure, the level of responsibility associated with a given position and the necessary skills.
The bank performs regular salary reviews for different positions, which also analyse the relationship between the salaries of women and men, taking into account internal benchmarks and data provided in remuneration reports and studies in the process of determining and optimizing the remuneration strategy.
In order to ensure that the same positions are compared and to eliminate the total effect of other elements on the salary level, the Bank also uses the so called “Comparatio” (CR) which compares the salary offered to an employee with an appropriate market benchmark. The internal analyses performed using this ratio show that there are no differences between the remuneration of women and men at the Bank and that both groups receive remuneration at the market level.
The female-to-male remuneration ratio and the equal remuneration ratio, calculated on the basis of the methodology set out in the guidelines to the Best Practices for WSE Listed Companies 2021, i.e. on the basis of the average (arithmetic mean) remuneration of women and men, amounted to a total of 35% at the Bank and ranged from 9 to 28% in separate job groups.
JOBS GROUPS | Relation between weighted average salary of woman and men | Substraction of the quotient of average salary of woman to average salary of men and the number 1 |
Sales network | 85% | 15% |
Other non-management jobs | 72% | 28% |
Middle management/ middle management | 76% | 24% |
Managers | 77% | 23% |
MRT | 91% | 9% |
Total for bank | 65% | 35% |
The indicator was calculated on the basis of the average total salary paid in 2022.
- The indicator takes into account active employees employed as at 31 December 2022.
- The average remuneration for women and men is calculated on the basis of the arithmetic average for the Bank in total and by job group.
- The total remuneration paid in 2022 per FTE and annualised for those employed for less than one year was assumed.
The used methodology does not allow for a precise reflection of the pay situation of women in relation to men, as it does not take into account differences due to, among other things, different job families, job evaluation levels or geographical location.
Additional information about employment at the bank in 2022
| Employment: | 2022 | 2021 | 2020 |
| on permanent contract (share in total employment) | 87,4% | 88.2% | 89.5% |
| on fixed-term contract (share in total employment), including: | 12,6% | 11.8% | 10.5% |
| - contracts for replacement | 1,6% | 1.9% | 1.5% |
| share of employees with duration of employment >10 years (in total employment) | 51,6% | 74.0% | 74.9% |
| average duration of employment for women (in years) | 16 | 16 | 16 |
| average duration of employment for men (in years) | 12 | 11 | 11 |
| number of women employed (in thousand) | 15 | 16 | 16.4 |
| number of employees in senior management roles (in thousand) | 1,2 | 1.2 | 1.2 |
| number of women in senior management roles (in thousand) | 0,7 | 0.7 | 0.7 |
| number of new hires (in thousand) | 2,4 | 2.4 | 1.0 |
| number of women among the new hires (in thousand) | 1,7 | 1.7 | 0.7 |
| number of employed foreigners | 37 | 36 | 21 |
| share of employees with disabilities (in total employment) | 1,2% | 1.2% | 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, 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.
Development activities are tailored to the specific nature of the Bank and individual entities of the Bank's Capital Group and specified in internal regulations. This guarantees a flexible approach to development policy.
Principles of organization and implementation of development activities at PKO Bank Polski S.A." define the objectives, directions and method of operation of the Bank in terms of managing the development of employees or other collaborators of the Bank. The main assumption in the adopted training policies is:
- supporting the implementation of the strategic goals of the Bank's Capital Group entities and business goals,
- introducing new employees to work,
- ensuring the professional qualifications of employees and adapting their knowledge and skills to the changing requirements of the market in which a given entity operates,
- preparing employees to implement new solutions and products offered by an entity of the Bank's Capital Group or to implement changes to existing solutions or products offered.
In the Group, training activities are available to all employees, regardless of age or gender. Individual entities may use the criterion of the position held when referring to specific training, such as participation in studies at the higher education level (different levels of education in individual entities of the Bank's Capital Group) or foreign language courses. Employers finance training activities in whole or in part.
The Bank updates and publishes the Training Catalog on the intranet portal every quarter. The catalog contains a number of development activities for employees and managers. It contains a description of individual activities and an easy-to-use tool for signing up for individual training courses.
Additional projects are conducted for development of both hard and soft skills of employees. A team of several dozen internal trainers conducts group training, on-the-job training and internal workshops (also for interns). Group training is provided by external companies on selected projects. The Digital Transformation employees have access to both internal training courses in agile methodology and to certified training courses. The employees also participate in foreign language courses.
The Bank's employees very actively use the internal e-learning platform, mainly to conduct training in product knowledge, processes and the use of IT applications.
As part of their professional development, the employees may apply for a subsidy to the costs of their education in the form of post-graduate studies, Master of Business Administration courses or solicitor’s training. The bank also implements adaptation programs tailored to the specificity of individual business areas. Training at the Bank is available to employees regardless of the form of employment (employment contract or mandate contract (interns)).
| | | | |
| | 13h | | 81% |
| | Average hours of training
per year per employee
[GRI 404-1] | | Employees receiving regular performance
and career development reviews
[GRI 404-3] |
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.
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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.
Recruitment policy
The Bank Group's recruitment policy is focused on hiring people with diverse experience and professional competence based on high standards of anti-discrimination and personal data protection. No discriminatory criteria are applied in the selection of employees (including age, gender, disability, race, religion, nationality, political beliefs, trade union membership, ethnic origin, religion, sexual orientation). Recruitment processes are supported by modern IT tools and systems.
The Bank actively supports and promotes internal employee mobility through internal information campaigns, internal job fairs, consultations with recruiters to encourage employees to participate in the internal recruitment process (throughout the Bank Group) as part of their professional development in other business areas. In addition, it ensures an optimal transition period for the employee selected in the internal recruitment to the new unit. This makes the process quick and simple.
In 2022, the Bank launched the #ReStart internal internship programme - as a novelty within internal mobility. The idea behind the programme is to enable current employees to develop their careers within the Bank's structures and to support recruitment processes for positions requiring specific competencies and experience.
In order to ensure a positive candidate experience in the recruitment process, the Bank diversifies the channels for reaching different audiences using modern selection methods. The transparency of the recruitment process is supported by modern technologies, such as: the ATS system. In order to reach candidates, the Bank carries out dedicated campaigns in social media, participates in job fairs and industry conferences, cooperates with the academic community, supports selected initiatives as well as carries out active activities to directly reach passive candidates.
In 2022, the Bank has implemented new forms of outreach to candidates in the form of podcasts, as well as campaigns using the bank's infrastructure such as ATMs/depositories and electronic waits in bank branches.
The bank regularly conducts research into the experience of external and internal candidates in order to improve the recruitment process.
The Bank also has an internal recommendation programme. Under it, employees can recommend job candidates. If the candidate recommended by an employee is hired and meets the conditions set out in the regulations, the recommending employee receives a cash reward. In 2022, the programme was expanded to include more positions for which employees can recommend suitably qualified candidates. Award amounts for key IT positions have also been increased.
For years, the Bank's strengths have been the #StażNaDzieńDobry internship programmes. The programme is designed for students and young graduates, who can complete tasks within one of five tracks, i.e. Sales, IT, Data Analytics, Cyber Security and Business Support.
An important aspect of building the employer image is cooperation with universities. In response to business needs, the Bank cooperates with the academic community by getting involved in numerous events organised at universities. It actively cooperates with career offices in promoting job and internship offers. It organises workshops and classes, and patronises selected fields of study in order to share knowledge and strengthen cooperation with the academic community.
Trade unions and occupational health and safety (OHS)
Employees are represented at the bank by the trade unions and the Bank’s Employee Council. The bank has three trade union organizations: (1) the National Trade Union of Employees of PKO Bank Polski S.A. (a representative union within the meaning of the Trade Union Act), (2) the Independent Self-Governing “Solidarność” Trade Union of Employees of PKO Bank Polski S.A. and (3) the Inter-company organisation of banking and service employees No. 06-005 OPZZ ‘Konfederacja Pracy’.
Cooperation with these organisations is carried out in accordance with the regulations in force in this respect, i.e., inter alia, by providing information, carrying out consultations or making arrangements depending on the subject matter and legal requirements. e.g. consultations are carried out in the case of planned organisational changes resulting in significant changes to the organisation of work, the size and basis of employment of employees. The employer does not make any obstacles for employees in relation to joining and being active in trade unions.
Employees have the possibility to report complaints about violations of employee rights and other irregularities. [GRI 403-4]This is regulated by the procedure for reporting complaints and irregularities. [GRI 402-1] Employees can also communicate their objections, opinions, suggestions and comments through the trade unions or directly to a dedicated box [GRI 402-1]Meetings with Trade Union Organisations are organised as necessary at least several times a year, and information on planned organisational changes, in accordance with the regulations, is communicated to the social side without undue delay. Communication between employees and the employer is an open dialogue through the Trade Unions. An employee representative participates in the Health and Safety Committees at all times, thus being able to communicate directly with the occupational health representative.
We have not identified any operations or suppliers characterized by a high risk of restricting the freedom of association and collective bargaining agreements in 2022. No collective disputes were recorded in any of the group's entities.
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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.
| | | | | |
10.5% | | 100% | | 68 |
Group's employees who are trade union members (2021: 10.4%)
| | Employees who received
an up-to-date OHS training [GRI 403-5] | | Work-related injuries reported
in the group in 2022 (2021: 69) [GRI 403-9]
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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. There were 7 instances of suspected occupational disease reported by employees of the bank in 2022 (2021: 5). Six decisions was issued to date in which it was concluded that there were no grounds for classifying the illness as a case of 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.
