In line with its mission, the PKO Bank Polski Group conducts activities that integrate business goals with activities for all stakeholder groups: shareholders, employees, customers, suppliers and the public. It influences the social environment and its development through sponsorship and charity activities as well as products offered on the financial market.
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Impact on the social environment

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[102-12] For many years, the bank has been initiating and implementing social projects that have a positive impact on Poland, people, companies, culture and the environment. The bank builds its capital on the basis of national values ​​and traditions. It conducts, initiates and supports activities aimed at commemorating important historical events, promoting pro-social attitudes, as well as popularizing Polish tradition and culture. It is actively involved in educational and sports projects. Both the bank, as part of its sponsorship activities, and the PKO Bank Polski Foundation as part of its charity activities, each time verify the partner and beneficiary of the support provided. The bank and the foundation achieve the rationality of their sponsorship and charity policies through synergy of activities. The Foundation’s Program Council, which consists of bank representatives, takes care of this. In the most important image-related program areas, such as: culture, tradition, education, sport, the bank and the foundation implement projects jointly or separately. Moreover, the foundation engages in activities aimed at social assistance, protection of life and health, and ecology. Such a division of involvement in program areas, on the one hand, strengthens the bank’s image-related benefits, and on the other, it broadens their spectrum. In 2020, the bank did not identify any negative impact on the bank’s image in these areas.

The aim of the bank’s sponsorship activities is to shape its image as a responsible leader of Polish banking, a financial institution that is trustworthy, socially committed, innovative and open to customer needs.

The bank’s sponsorship policy is governed by specific rules and a multi-stage process of reviewing and accepting the submitted applications. After an expert analysis, in accordance with the criteria specified in internal regulations, positively assessed applications are referred to the Sponsorship Committee, which guarantees a factual and comprehensive view of the considered proposals.

In 2020, the COVID-19 pandemic and related government restrictions forced many cultural institutions and entities cooperating with the bank to remodel their activities. Most of the sponsorship events during the pandemic were organized in an online or hybrid formula (some in-house and some online). This allowed for the implementation of projects, and in some cases even facilitated access to interesting cultural events that were previously held stationary. The bank’s sponsorship presence was effectively communicated in the virtual space (social media and on platforms dedicated to specific projects).

In the context of COVID-19, the bank faced the need to verify and eliminate some of the projects due to the need to redirect funds to finance the bank’s activities to fight the pandemic. In 2020, 474 new sponsorship applications were submitted to the bank. Financial support was granted to 175 projects (apart from 134 new projects, the bank continued the implementation of 41 projects initiated in previous years).

The foundation substantively and financially supports projects important for development of Poland, and implemented for and in agreement with the local communities, which serve building a civic society.

The scope of the foundation’s activities is specified in the Articles of Association of the PKO Bank Polski Foundation, while the principles of cooperation between the bank and the foundation are regulated by the agreement. The main source of financing for the statutory goals of the foundation in 2020 were subsidies granted by the bank on the basis of the resolutions of the Management Board. In addition, the bank transfers to the foundation part of income from non-cash transactions from transactions on Inteligo Visa payWave charity cards „Goodness pays interest”. The support is allocated to one of the four charity initiatives chosen by the client.

In 2020, the charitable activities of the foundation were focused on fighting the coronavirus pandemic, therefore priority was given to projects that protect society from the effects of the pandemic and prevent the spread of the virus. This resulted in a significant reduction in the possibility of engaging in customary and regular charity activities.

Despite limitations, out of 561 applications for a financial donation for implementation of social causes in 2020, 143 projects received a positive opinion. The donation is made on the basis of an agreement concluded between the foundation and the project partner. The foundation also transfers in-kind donations to non-governmental organizations. In 2020, such in-kind donations in the form of IT equipment and furniture withdrawn from use from various banking units went to 54 organizations.

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The bank carried out a nationwide campaign in the second half of 2020, in which it encouraged Poles to generate cheap electricity for their own needs by installing photovoltaic panels on the roofs of single-family houses. It was a joint initiative of the Ministry of Climate, the National Fund for Environmental Protection and Water Management and PKO Bank Polski. The aim of the campaign was to build awareness of the possibilities related to the use of renewable energy in Polish single-family houses and to develop our market of photovoltaic micro-installations.

The foundation carried out several projects on its own, including a blood donation initiative of 700 liters of blood as part of the Banking Honorary Blood Donation Campaign, organized 12 charity running events, in which 5,848 runners took part and collected PLN 120,000 that supported 12 beneficiaries, got involved in a project to promote Polish modern art and a banking internship project „Compass for a start”. In 2020, employee volunteering included direct assistance to medical services and people affected by a pandemic, a competition of charity initiatives „Show me how you are helping” and festive holiday charity campaigns.

Impact on the social environment through banking activities

  • In 2020, PKO Bank Polski and PKO Bank Hipoteczny granted housing loans to private individuals in the amount of PLN 11.7 billion (share in new sales of mortgage loans in 2020 at the level of 20%).
  • Since 2014, PKO Bank Polski has participated in the nationwide initiative to support large families: lower commission for granting a housing loan, Own Kąt Hipoteczny, for holders of the Large Family Card.
  • The group supports the development of local government units by financing public investments (including schools, hospitals, road investments, environmental protection).

Share of loans in the portfolio of corporate and public entities by Polish NACE codes (%)

Bank Group
NACE codes: 2020 2019 2020 2019
O. Public administration and national defence, mandatory social security, including LGUs 5.4 6.6 4.8 4.8
Q. Healthcare and social welfare 1.3 1.3 1.5 1.4
R. Cultural, entertainment and recreational activities 0.5 0.5 0.5 0.5
Sections O, Q, R in total: 7.2 8.4 6.8 6.8
  • According to the data of the Ministry of Finance, the Tax Group of PKO Bank Polski was the biggest CIT payer among the tax groups in Poland in 2019.

Central and local taxes constituting revenues of the state budget and local budgets (in PLN mln):

Bank Group
2020 2019 2020 2019
Central taxes, including: 3,019 2,978 3,279 3,477
corporate income tax 1,452 1,339 1,388 1,525
tax on certain financial institutions 957 931 1,055 1,022
personal income tax 258 281 293 316
flat-rate personal income tax 310 366 311 371
flat-rate corporate income tax 6 28 7 29
tax on goods and services (VAT) 36 3 225 214
Local taxes, including: 17 20 78 91
tax on vehicles 0 0 44 55
real estate tax 14 13 24 24
fee for perpetual usufruct 2 6 5 9
other taxes and fees 1 1 2 3
Total: 3,036 2,998 3,357 3,568


  • PKO Bank Polski offers a preferential student loan for students and doctoral students with the possibility of remitting part of the loan for the best graduates.
  • At the end of 2020, the value of preferential student loans was PLN 568 million.
  • The bank has the largest network of branches and agencies among banks in Poland. The range of the bank’s network allows access to banking services also to residents of localities where the main competitors of the bank do not have their branches. Electronic banking is a significant complement to the branch network.
  • In selected branches, from 2020, the bank provides customers with online self-service stations (for people who do not have a computer or access to the Internet).
  • The so-called Simple Communication project includes, among others increasing the accessibility of messages on electronic services and product documentation. The bank supports clients in acquiring digital competences.
  • In 2020, at every branch of the bank, customers were offered individual support from a bank’s employee in using ATMs and cash deposit machines, as well as accessing their banking products in electronic channels – in the iPKO computer application and the IKO mobile application. Education was carried out using modern technological tools – demo versions of the application, interactive films and the so-called customer screens. Solutions in this area will also be developed in the coming years.
  • PKO TFI offers the possibility of investing in investment funds and in savings Treasury bonds, including long-term bonds. The offer of ROD, ROS bonds for 500+ program beneficiaries.
  • Preferences for pupils who turned 18 and students up to the age of 25: free of charge investment account until their 25th birthday and reduced commission on purchase or sale orders in respect of financial instruments listed on the WSE, submitted through the Internet system (including the mobile application) until the end of the calendar year in which they turn 25.
  • The offer of educational products for children aged under 13 and their parents. The PKO Junior offer includes: PKO Child’s Account, current account of the parent, First Savings Account, the offer of insurance products for children and teenagers (implemented in 2020), as well as online services and telephone applications: and
  • tank has been conducting the School Savings Accounts programme in cooperation with schools for more than 85 years. It is the oldest, largest and at the same time the most innovative financial education programme in Poland, with more than 4,500 primary schools (one in three such schools in Poland) participating in this programme. The SKO offer includes three types of accounts: for pupils (with online access through, schools and parents’ councils. The bank also offers a social media platform, where 825 schools participating in the SKO programme have their blogs. Overall, more than 830 thousand children used the PKO Junior and SKO offers (accounts for children and accounts for pupils).
  • Appropriate selection of locations (along a main pedestrian route, with access to parking spaces, accessible for persons with disabilities) and appropriate arrangement of space in the branches. By the end of 2020, 811 branches that constituted 84% of all branches had been adapted to the needs of persons with disabilities (2019: 755 branches and 72% respectively).
  • Possibility of individual service adapted to the type and degree of a customer’s disability – if required, in a dedicated, comfortable and safe room.
  • Adapting the portals and applications to the needs of the blind and visually impaired and persons with manual disabilities in compliance with the WCAG standard at the AA level.
  • Talk2IKO voice assistant: increasing the accessibility of the application for persons with manual disabilities.
  • Increasing the scope of the services that are available online.
  • Development of alternative forms of transaction authorization (text message; testing the possibility of signing an order on an electronic pad and receiving copies of documents by e-mail – more than 550 locations are already equipped with electronic pads for the customers).
  • Providing services to persons with hearing impairments and the deaf in Polish Sign Language in every branch and agency (through a smartphone) – all advisers have been trained to provide professional services to deaf customers.
  • Accessibility of ATMs. At the end of 2020, 2345 ATMs (72% of the bank’s network) were equipped with audio modules. Information on the location of such devices can be found on the bank’s website and in the so-called Available ATM interbank service.

Ethical business of PKO Bank Polski

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[102-16] As one of the largest employers in Poland, the bank undertakes to run and promote ethical business, build an ethical organizational culture and adhere to the principles of corporate social responsibility, which is why in 2014 it adopted the Code of Ethics by a resolution of the bank’s Management Board.

The Code is a set of the most important values, principles, standards of conduct, and ethical attitudes that determine the manner of shaping mutual relations in business and in the bank’s relations with the environment. In practical terms, the Code is a tool that supports the dissemination and implementation of ethical values ​​in the bank. Its provisions apply to employees as well as all persons who perform business activities for or on behalf of the bank or act as intermediaries in the bank’s activities. The obligation to comply with the Code of Ethics by each bank employee is governed by the bank’s Work Regulations. Each new employee is required to read the Code of Ethics. Trainings for all employees on specific aspects of ethics and the values ​​of the bank are conducted on a regular basis.

In order to standardize the solutions, in 2020 the bank provided the entities of the group with the Code of Ethics of the PKO Bank Polski Group, which is the implementation of the bank’s Code of Ethics. All companies adopted the Code between October and December 2020.

In the area of ​​ethics, the bank undertakes the following activities:

  • defining and promoting standards for business decisions and employee attitudes,
  • strengthening employees' awareness of the importance of ethics in business by organizing training courses, workshops and creating informational campaigns,
  • defining and promoting the bank’s key values ​​necessary to implement its mission: credibility, customer satisfaction, continuous improvement and entrepreneurship, which are the basis of the employee competency model,
  • appointing Ethics Ambassadors who support the bank in creating solutions that strengthen values, standards of conduct and attitudes in line with the Code of Ethics, promote ethical patterns among employees and support people who report breaches in the area of ​​ethics, including mobbing and discrimination,
  • conducting training on conflict resolution and mediation at work, as well as workshops that ensure exchange of employee experiences,
  • taking care to ensure uniform standards of ethics throughout the group,
  • promoting companies that behave ethically towards customers, business partners and employees,
  • social involvement in initiatives for local communities, as well as in global projects,
  • ensuring the highest standards for adopted ethical solutions confirmed by certificates,
  • providing employees with the possibility of association and freedom of expression.

Analysis of ethical risks and actions taken to minimize them:

Stakeholders Risks Actions
Employees Corruption and bribery

Violating the trade secret

Mobbing, harassment, other forms of discrimination

Violating the terms and conditions of employment

Counteracting corruption

The bank mitigates the risks of violating the business secret, bullying, harassment and other forms of discrimination, as well as the risk of violating the terms and conditions of employment, by defining the appropriate responsibilities of the employees in this respect in the bank’s Employment Regulations.

Customers Unethical sales Misselling

Filing complaints and reporting violations

Unauthorized access to customer information Risk of unauthorized access to customer information), data protection, observing bank secrets
Unauthorized access to customers’ funds Risk of unauthorized access to customers’ funds
Social exclusion Special actions supporting the customers with disabilities
Non-transparent relations with political parties The bank’s Management Board has adopted internal regulations concerning relations with political parties and defining the principles for opening bank accounts and granting loans to political parties
Contractors Corruption and bribery Counteracting corruption
Extortion of trade credit Payments on time
Social environment Corruption and bribery Counteracting corruption
Adverse effect on the environment Monitoring impact
Adverse effect on the communities Charitable and sponsorship activities

Counteracting ethical breaches

In addition to promoting the bank’s value and ethical attitudes, it is equally important for the bank to counteract all forms of ethics violations in all aspects of its operation – including mobbing and discrimination. Therefore, the Management Board of the bank has adopted clear and transparent paths of conduct in relation to:
  • reporting any violations (also anonymously), proceedings to clarify reported potential violations,
  • monitoring and reporting identified violations, also to the appropriate member of the bank’s Management Board.

The bank’s Code of Ethics and Work Regulations contain provisions on counteracting discrimination on the grounds of sex, age, disability, religion and belief, ethnic origin, race, nationality, political beliefs, trade union membership, sexual orientation, employment for a fixed and indefinite period as well as full employment. or part-time work. Each employee is obliged to comply with the Code of Ethics, participate in the development and promote the organizational culture and values ​​associated with it.

In order to counteract breaches of ethics, the bank applies separate internal regulations: „Principles of counteracting mobbing and discrimination” and „Procedure for considering complaints concerning violation of employee rights”. The bank also analyses cases in terms of non-compliance and violation of conflicts of interest. Employees send notifications to special e-mail boxes.

In addition to promoting value among employees, the bank also monitors employee complaints in terms of potential violations of ethical standards. The relevant members of the bank’s Management Board are informed on a quarterly basis about employee complaints in the areas they supervise and about the way of resolving the matter. Members of the bank’s Management Board also have the right to access the documentation relating to the examination of the complaint. Additionally, the President of the bank’s Management Board is informed about all employee complaints once a quarter.

In accordance with the regulations adopted at PKO Bank Polski regarding the assessment of the suitability of members of the bank’s Management Board and candidates for members of the Management Board, the Supervisory Board, when assessing suitability in terms of the warranty of proper performance of duties, takes into account the criteria of reputation, honesty and ethicality of the candidates for members of the bank’s Management Board (as part of the initial assessment) as well as members of the Management Board (as part of the periodic appraisal). Compliance with the ethics may be sanctioned.

Human rights

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In the process of developing regulations, procedures and policies referring to human rights, the entities of the PKO Bank Polski Group draw from the achievements of international organizations and respect the fundamental principles set out in the International Bill of Human Rights, which is composed of the following documents:
  • the Universal Declaration of Human Rights,
  • the International Covenant on Civil and Political Rights (UN Convention),
  • the International Covenant on Economic, Social and Cultural Rights (UN Convention).


Depending on the size and specificity of a given entity of the group, observing human rights is manifested similarly in its internal provisions, undertaken initiatives and in everyday practice. This applies in particular to the rights to:

  • recognizing the identity of every employee,
  • proclaiming one’s views and opinions, freedom of thought, conscience and religion,
  • protecting personal rights,
  • equal treatment,
  • access to information,
  • access to healthcare,
  • respect for privacy.

Some of the group’s entities have included provisions relating to respect for human rights and the prohibition of discrimination in their work regulations or codes of ethics. The group takes into account the issues of respect for human rights both in its processes and in its daily practice. The bank’s policy with regard to respect for human rights is included in:

  • The Code of Ethics of PKO Bank Polski,
  • Principles for counteracting mobbing and discrimination, and the procedure for handling complaints concerning violation of employee rights;,
  • Recruitment rules and standards,
  • Agreements concluded with service providers (applies to agreements on the protection of personal data),
  • Strategic programs such as #ILikeToWorkHere.

Issues related to forced labor and child labor are not directly reflected in the bank’s regulations, as the prohibition of forced labor results from Art. 4 of the Convention for the Protection of Human Rights and Fundamental Freedoms, and the prohibition of employing persons under the age of 15, results from Art. 190 par. 2 of the Labor Code. In its practice, the bank also complies with the principles contained in the Children’s Rights and Business Principles.

Identification of human rights in the context of the business operations and the supply chain is one of the most important elements of the bank’s analysis. No juvenile employment or forced labor was identified in the group’s entities operating in different countries. The issue of respecting human rights in the supply chain in the context of group entities boils down to relations with suppliers and outsourcing of services (mainly banking). The group applies the same human rights standards throughout the entire supply chain in its business activities. Human rights issues are reflected in the procedures and agreements signed with these entities. Respecting human rights is demonstrated by the example of activities carried out in the entities of the group:

  • counteracting mobbing and discrimination,
  • basing the rules of periodic appraisal and performance summary on a dialogue with the employee, the employee’s participation in the process, collecting feedback from a variety of sources,
  • using recruitment principles that ensure equal treatment of candidates during the selection process for filling vacancies, without any discrimination, prejudice and without obtaining information that could breach the candidate’s rights and personal dignity,
  • basing promotion decisions on an objective appraisal of qualifications, skills and performance,
  • supporting diversity in management, in particular with respect to age, experience, style of work, thinking; promotion of diversity among managers as an asset and not a limitation,
  • enabling employees to express their opinions and influence important issues regarding the organization and working conditions, management, organizational culture, as well as enabling the provision of information about perceived crimes and fraud – assuring their anonymity and confidentiality (whistleblower mechanism),
  • protecting personal rights (personal data, sensitive data) of employees and customers through carefully prepared procedures and systems and the inclusion of restrictive entries in contracts concluded with service providers who have access to such data,
  • creating conditions for satisfying needs related to leisure and culture, as well as respect for the work-life balance principle,
  • assuring freedom of association,
  • creating a safe working environment – in view of the exceptional circumstances resulting from the pandemic, in 2020 the additional Intra websites were launched (“Coronavirus”, “Remote work”), as well as the dedicated newsletters, in which the bank provided the necessary information and guidelines in the area of tools or the organization of work on an ongoing basis. Psychological support was also provided.

The group entities monitor the risks accompanying the individual human rights and manage them at the firm’s level. The bank takes actions to prevent violations of human rights, including employee rights, but it is not able to entirely eliminate all conflicts. In 2020 final verdicts were passed in 20 cases concerning employment relationships. The bank won 15 of these cases (the claims were dismissed) and lost 5 (the claims were granted).

The basic internal communication tool is the Intra portal which contains information on benefits, privileges, rights and obligations of the bank’s employees. On the intranet portal of the bank the employees may find the following documents:

  • PKO Bank Polski Code of Ethics and a presentation of the bank’s Values,
  • Recruitment principles – regulations updated and communicated to the organization in 2020,
  • Recruitment standards – regulations updated and communicated to the organization in 2020,
  • Rules on prevention of bullying and discrimination and the procedure for handling complaints concerning breaches of the employee rights – provisions updated and communicated to the organization in 2018,
  • Good practices for serving disabled customers.

Human rights are communicated externally through the bank’s publicly accessible website, which contains the information about the PKO Bank Polski Foundation, about the idea of the charity it pursues as a measure of respect for the environment, in particular for other people.

Cooperation with suppliers: responsibility in the supply chain

The group entities apply the principles of corporate social responsibility in the supply chain by managing relations with external entities: they comply with the principles of fair competition, meet their obligations in a timely manner and ensure liquidity in the supply chain.

The bank conducts banking activities with the support of external entities. As a result, it is exposed to operational risk arising from outsourcing services to other entities:

  • Principles for operational risk management,
  • Principles for outsourcing banking activities to external entities other than agents or intermediaries,
  • Principles for cooperation with agents,
  • Principles for cooperation with intermediaries and Internet intermediaries.

The procedures for managing the operational risk of outsourcing at PKO Bank Hipoteczny comply with the standards applied by the bank. KREDOBANK has adopted internal regulations under which establishing cooperation with external entities is preceded by an assessment of the risk related to entrusting such activities.

As part of the procurement policy, at the quotation stage, they oblige suppliers to follow the principles of social and environmental responsibility, support diversity in employment policy and in cooperation with external entities.

Risk management is performed at all stages of outsourcing a given activity:

  • selection of the entity – evaluation of its credibility, financial situation and the possibility of ensuring continuity of the entrusted operations,
  • conclusion of the outsourcing contract,
  • monitoring of the cooperation – recording the contracts concluded, updating the information on the selected entities, preparing contingency plans and reviewing them regularly. Evaluating the risk in the case of every material change in the contract and during the annual assessment of operational risk related to the performance of the outsourcing contract. Supervising the performance of contracts, reporting irregularities in the contracts' execution, monitoring the KRIs that provide information about the scale of breaches in the cooperation with external entities,
  • completion – an annual assessment of the cooperation with external entities executing outsourcing contracts and reporting the results to the relevant bodies.

Ongoing procurement of the group entities by external suppliers

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The task of the bank’s Procurement Department is to oversee the procurement process in order to punctually supply materials and services needed of an appropriate quality. In addition to the bank’s interest in the broad sense, the Procurement Department oversees the compliance of the procurement processes with the principles of ethics, including the principle of treating all participants equally. When selecting suppliers, the bank also takes into account certain criteria other than price, including compliance with business ethics, aimed at transparent relationships with suppliers. The procurement policy is developed based on best market practice. The main regulatory provisions are the “Principles” and “Procedures of purchasing goods and services at the bank”.

Relations with suppliers are built on the basis of honesty, transparency of action, mutual respect and professionalism, in particular through:

  • honouring the accepted arrangements and obligations,
  • settling payments and other liabilities on time and in accordance with the agreed contractual terms,
  • resolving difficult and conflict situations through dialogue,
  • verifying suppliers only on the basis of substantive and business premises,
  • informing suppliers about standards of conduct.

From September 2020, the bank began analysing the situations which could cause potential conflict of interest more thoroughly. In addition to the existing practice, where the employees handling the procurement process declare the absence of a conflict of interest, information for the suppliers with a map of the conflict of interest is attached to each request for a proposal. The supplier is obliged to disclose all situations or relationships, which could cause a conflict of interest in the future, with the bid. If circumstances that could lead to a conflict of interest occur after the bid has been submitted, at the stage of signing the contract or afterwards, the affected bidder or supplier shall be obliged to make the declaration immediately.

The bank and other entities of the group approach the issue of settling their liabilities to suppliers in a timely manner with due care and diligence. In 2020, the value of invoices paid late, on which interest was charged as a result, constituted a marginal percentage of all the invoices paid and it decreased significantly in the entire group. The list does not include payments, a possible delay in which was agreed with the supplier, because the collection of this information would be excessively laborious.

Share of overdue invoices, on which interest was paid:

Bank Group
2020 2019 2020 2019
Share in total value of invoices (%) 0.009 0.001 0.017 0.024


The suppliers who are interested in starting cooperation with the bank may register at the PKO procurement platform on their own. Every such supplier must be approved by an employee of the Procurement Department. The suppliers who have been approved may take part in procurement proceedings.

The entities of the group affect the suppliers with respect to socio-environmental issues at the stage of each request for proposal sent by the bank or any of the other entities of the group. In accordance with its wording, when joining the procurement procedure, the suppliers must declare that they are guided by the overriding principle of respecting the law across the supply chain, a sense of justice and social responsibility and they understand the influence exerted by their activities on the natural environment, their surroundings, the other party, their employees, co-workers, subcontractors and business partners, and they are guided by the principles of ethics. A further part of the statement contains detailed declarations regarding:

  • caring for workplace safety,
  • being guided by cooperation, trust and a responsible and partnership approach to the other party,
  • compliance with the rules on working time and remuneration for work,
  • respecting human rights,
  • counteracting corruption,
  • caring for the natural environment.

[414-1] In 2020, all new suppliers (417) were verified by the bank in terms of social criteria.

[414-2] The bank did not note any negative social impact in the supply chain.

In 2020, the bank worked on renewing the Corporate Certification obtained in 2016. The Certificate is a quality mark awarded by the Chartered Institute of Procurement and Supply (CIPS), the biggest procurement organization in the world. The process was completed in 2021 with renewal of the certificate. At present, PKO Bank Polski is the only financial institution with this certificate in Poland and the entire Central and Eastern Europe. Corporate Certification is a globally recognized distinction awarded to organizations applying the highest standards of procurement processes.

Relations with employees

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The group’s employment policy is based on the principle that each employee is important regardless of gender, age, health condition, sexual orientation, religion, marital status or country of origin. In its activities, the group cares about the diversity of employees at each level of positions, in accordance with internal policies in this area. [102-8] At the end of 2020, employment in the group amounted to 25.9 thousand full-time jobs, of which 84.8% were bank employees (21.9 thousand). Most employees are women (75% in the bank and 73% in the group), and the largest age group constitute employees in the 30-50 age category (63% and 61% respectively). Regular employees account for 87% in the group’s total employment and 88% in the bank, the rest are in middle and senior management roles.


Employment in 2020 was affected by the pandemic. The bank temporarily suspended recruitment of external candidates, both for the existing and new vacancies. Moreover, the process of extending term contracts was subject to particular verification. Most of the group’s employees (97%), including bank employees (99.2%), are employed full-time. Women are more likely to take advantage of the reduced working time. The predominant form of employment at the bank is employment for indefinite period (89.5%). The share of fixed-term contract employment is 10.5%, including 1.5% of contracts for replacement. Employees with duration of employment of more than 10 years constitute 74.9% of all employees of the bank.

[405-1] [102-8]

Employment diversity by position, age, working time and gender:

Bank Group
women men total women men total
by position and gener
regular employees 76% 24% 88% 75% 25% 87%
middle management 68% 32% 7% 65% 35% 7%
senior management 57% 43% 5% 54% 46% 6%
total 75% 25% 100% 73% 27% 100%
by age group and gender
up to 30 years 72% 28% 11% 72% 28% 12%
from 30 to 50 years 71% 29% 61% 70% 30% 63%
above 50 years 83% 17% 28% 81% 19% 25%
total 75% 25% 100% 73% 27% 100%
by full-time and part-time employment and gender
Full-time 75% 25% 99% 73% 27% 97%
Part-time 80% 20% 1% 65% 35% 3%
Total employment 75% 25% 100% 73% 27% 100%
The share in the number of employees of given gender or in total employment.

The turnover rate calculated as the ratio of the number of employees terminated in 2020 to the number of employees employed at the end of 2019 was 11.7% in the bank and 12.5% in the group, which indicates a notable decrease compared to 2019 (14% and 15% respectively). The turnover rate of women is significantly higher than of men (9.1% versus 2.6% in the bank, and 9.4% versus 3.1% in the group). The ratio of voluntary resignations at the bank was 4.7%, retirement – 1.8%, and planned group redundancies – 1.2% of the number of employees at the end of the year. For the group, these values were 5.3%, 1.6% and 1.1% respectively.


Newly hired employees and turnover rate by age group and gender:

Bank Group
newly hired turnover rate newly hired turnover rate
2020 2019 2020 2019 2020 2019 2020 2019
<30 49% 50% 3.3% 4.1% 43% 46% 3.5% 4.7%
30-50 49% 47% 5.6% 7.1% 53% 50% 6.4% 8.0%
>50 3% 3% 2.8% 2.8% 4% 4% 2.7% 2.6%
woman 68% 68% 9.1% 10.5% 67% 66% 9.4% 11.1%
man 32% 32% 2.6% 3.5% 33% 34% 3.1% 4.2%
Total 5% 12% 11.7% 14.0% 6% 15% 12.5% 15.3%
Data in terms of the respective share in total employment.



Returns to work after parental leave in 2020:

  women men
Employees who have used parental leave in 2020 and for whom the parental leave still continues 897 3
Employees who returned to work fter their parental leave ended in 2020 532 3
Employees who used parental leave only in 2020 and it ended in 2020 563 3
Employees who returned to work after completion of parental leave, who are still employed by 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 in employment till the end of 2020 76.3% 100%


Additional information on the employment at the bank in 2020:

Permanent contract employment (share in total employment) 89.5%
Fixed-term contract employment (share in total employment) 10.5%
in this contract for replacement: 1.5%
Employees with duration of employment>10 lat (share in total employment) 74.9%
Average duration of employment for women (years) 16
Average duration of employment for men (years) 11
Number of women employed (in thousand) 16.4
Number of persons in senior managment (in thousand) 1.2
Number of women in senior management (in thousand) 0.7
Number of newly hired (in thousand) 1.0
Number of women among newly hired (in thousand) 0.7
Number of employed foreigners 21
Share of employment with disabilities in total employment 1.2%

The bank’s remuneration policy does not discriminate against any gender. The process of shaping remuneration in the bank is based on the results of job evaluation according to a commonly used international methodology. The remuneration takes into account the complexity of tasks in a given organizational structure, the level of responsibility associated with a given position and the necessary skills. The bank regularly reviews salaries for individual positions, including the salaries of women and men, and takes into account internal benchmarks, as well as data contained in salary reports and salary surveys.

Proportion of average salary of women to men by employment category at the bank:

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 gender pay gap (based on the average salary) at both the group and the bank was 35% and it did not change in relation to 2019. The median-based gender pay gap at the bank was 36%. [405-2] The global ratio of women’s basic salaries to men’s basic salaries in the capital group and at the bank is 65%. However, this 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, in order to ensure that the same positions are compared and to avoid the effect of other elements on the salary level, the bank uses the so called “Comparatio” (CR), which compares the salary offered to an employee to 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.

Offering additional benefits is a sign of care for the level of employee satisfaction. The range of additional benefits is wide, and the benefits offered to employees are adjusted to reflect trends in the labor market, which is closely related to creating the bank’s image as a good employer. [401-2] All non-wage benefits are available to employees regardless of the type of their contract or length of employment.

Medical care

As part of additional medical care, the bank provides various benefits packages depending on the job position. All employees have the opportunity to take advantage of the „Bank-guaranteed health” preventive program, aimed at early detection of diseases and promoting a healthy lifestyle. In connection with the coronavirus pandemic, employees were given the opportunity to carry out additional tests aimed at detecting complications after suffering from SARS Cov-2 virus. The remaining entities of the group (operating in Poland) provide employees with medical care on terms negotiated with the service provider by the bank, on the basis of separate agreements.

Employee Pension Programme (EPP)

The bank’s EPP has been operated since 2013 in the form of an agreement under which the bank contributes a Basic Contribution (3.5% of an employee’s salary) and the Additional Employee Contribution to the Investment Funds managed by PKO TFI. Other major companies belonging to the group also have EPPs in place.

Other benefits

As part of the funds from the Company Social Benefits Fund, employees can use the cafeteria system on the MyBenefit platform. The amount of funds received depends on the gross income per person in the family. The granted funds can be used by the employee for recreational and sports activities, cultural events, shopping, as well as other dedicated activities according to their preferences, including the costs of childcare in nurseries and kindergartens. MyBenefit is also available from some of the group’s companies.

Additional benefits offered in the bank also include vouchers, offers and discounts, group insurance, support for initiatives and sports activities, as well as charitable activities for employees.

Major non-salary benefits for employees in 2020:

Share in total employment (%)
2020 2019 y/y
Medical packages 100 100 0 p.p.
Employee pension programme 81 78 +3 p.p.
Subsidization of organized recreation 11 18 -7 p.p.
Welfare payments 3 4 -1 p.p.
Housing advances 13 15 -2 p.p.
Benefits available on MyBenefit platform or special social benefits, such as Christmas bonuses 100 100 0 p.p.
Sports cards 8 19 -11 p.p.
Medical packages 99 98 +1 p.p.
Employee pension programme 73 70 +3 p.p.
Subsidization of organized recreation 11 16 -5 p.p.
Welfare payments 4 4 0 p.p.
Housing advances 11 13 -2 p.p.
Benefits available on MyBenefit platform or special social benefits, such as Christmas bonuses 90 90 0 p.p.
Sports cards 8 19 -11 p.p.

The group’s policy for remunerating employees ensures a consistent salary system by:

  • applying a salary system, which is in line with market trends,
  • acquiring optimal job candidates,
  • adjusting mechanisms, tools and salary levels to the bank’s and group’s strategy and goals,
  • taking into account the group’s ability to shape the desired mechanisms and salary levels,
  • setting permanent salaries on the basis of job valuations,
  • developing the remuneration structure on the basis of the results of work achieved and appraisal of the skills of the employees,
  • building employee responsibility for the tasks being assessed on the basis of objective criteria,
  • ensuring that the variable components of the salaries are parameterized so that they take into account the bank’s and group’s long-term cost of risk, the capital cost and liquidity risk,
  • 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 other entities from the group to the detriment of customers.

[102-41] A Collective Bargaining Agreement concluded with the company’s trade union organizations is in force at the bank, which regulates various employment-related issues, including the salary issues: (i) basic salary, (ii) allowances for working overtime and in conditions, which are particularly onerous and harmful to their health, (iii) bonuses and rewards for special achievements at work.

Basic salaries and additional benefits granted to employees are set on the basis of job valuations and analysis of market salaries. Apart from the bonus system, there is a system for awarding the bank’s employees. Employees may receive awards: (i) individually – for those employees who achieve outstanding professional results or attainments bringing important effects for the bank, (ii) for recommending candidates for the bank’s employees, (iii) for actions related to employee retention.

Key actions related to the bank’s employee remuneration system in 2020 included:

  • adjusting variable remuneration to the conditions of the bank’s operations during the pandemic and the regulatory guidelines,
  • 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 raising their professional qualifications,
  • ongoing activities for the bonus system related the Covid-19 pandemic.

In the group entities, depending on the level of employment, the principles of remunerating employees are defined in the salary regulations and in the employment contracts or just in the employment contracts. In the individual entities belonging to the group there are separate bonus systems for the employees.

The group’s recruitment policy is transparent and focused on employing persons with different types of professional experience and skills. The recruitment policy is based on high standards of counteracting discrimination and personal data protection with the support of modern technologies and information systems. The employees are selected without taking into account discriminatory criteria (such as age, gender, disability, race, religion, nationality, political views, trade union membership, ethnic origin, faith or sexual orientation).

The chances and development opportunities available to persons participating in internal recruitment are promoted and communicated in the intranet. The bank provides optimum amount of time for the transfer of an employee selected in internal recruitment to their new position, making the process faster and simpler. The bank carries out internal campaigns aimed at encouraging employees to take part in internal recruitment (in the whole of the group) as part of the professional development in other business areas. Due to the pandemic, the bank suspended all external recruitment in the period from March to June 2020. Subsequently, the recruitment was gradually resumed, but most offers were addressed exclusively to the employees of the group.

The bank cares about the candidates' experience in the recruitment process by diversifying the channels of reaching different groups of candidates, shortening the recruitment time or applying modern selection methods. The bank uses modern technologies in the recruitment process, such as the ATS system, the recruitment chatbot and an online quiz available on its website. At the same time, the bank regularly analyses the candidates’ experience and improves the recruitment process.

An internal recommendation programme is also carried out at the bank. As part of this programme, the employees may recommend candidates for jobs. If a candidate recommended by an employee is hired and satisfies the conditions specified in the rules, the recommending employee will receive a cash reward. In 2020, the programme was extended by adding more positions, for which the employees may recommend candidates with appropriate qualifications.

Cooperation with universities is an important aspect of building the employer’s image. In response to business needs, the bank cooperates with the academic community. It participates in the events organized at the universities, cooperates with their careers departments and shares knowledge. The bank has signed cooperation agreements with universities, including the Warsaw School of Economics, the Warsaw University of Technology and the SWPS University. In addition to supporting the organization of practical training and internships, these agreements concern joint organization of lectures, training courses, seminars and workshops about finance. For years, the internship programmes at the bank, such as the “Internship for a start” have been one of the bank’s strengths. They are addressed to students and young graduates who may choose one of five paths – Sales, IT, Data Analytics, Cybersecurity and Business Support.

Other employee matters

  • 402-1
  • 404-2
  • 404-1
  • 404-3
  • 407-1
  • 403-1
  • 403-2
  • 403-3
  • 403-4
  • 403-5
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  • 403-7
  • 403-8
  • 403-9
  • 403-10

[404-2] Development activities are adjusted to the nature of the bank and the individual entities of the group and regulated by internal regulations, which guarantees a flexible approach to the development policy. “The principles of employee development and succession planning in PKO Bank Polski” set the goals, directions and activities of the bank in the area of management of development of the bank’s employees and co-workers. The main assumption of the training policies is supporting:

  • achievement of the strategic goals of the group entities and the business goals,
  • onboarding of new employees,
  • assurance of professional qualifications for the employees and the adaptation of their knowledge and skills to the changing requirements of the market on which a given entity operates,
  • preparation of the employees for the implementation of new solutions and products offered by the group entity or for introducing changes into the existing solutions and products offered.

All employees, regardless of their age or gender, may benefit from training activities in the group. Individual entities may apply the criterion of the position held when referring employees to specific training, such as participation in education at degree level (different levels of education at the individual companies of the group) or foreign language courses. The employers finance training activities in whole or in part.

The year 2020 was exceptional because of the epidemic, and therefore development activities were mostly conducted online. The bank updates the list of training courses every quarter and communicates it on the intranet portal. It contains a number of development activities for employees and managers, with a description of these activities and an easy to use tool for signing in up for the individual training sessions. Newly implemented training courses are related to cloud technologies or cybersecurity. The bank’s employees actively use the internal e-learning platform, mainly for holding trainings on product knowledge, knowledge of processes and use of IT applications.

[404-3], [404-1]

Basic data on training at the bank:

Bank Group
women men total women men total
Number of training days in a year 98,383 35,577 133,960 100,119 35,991 137,110
Participation of employees subject to regular performance appraisal and career development reviews (%) 93 98 94 82 83 82
Average number of hour of trainings in a year per employee1) 24 25 24 21 20 21
1) Average number of hours was estimated by multiplying the registered training days by 4 (during the pandemic majority of trainings was carried out remotely).


The bank conducts projects to develop both hard and soft skills. A team of several dozen internal trainers conducts group training, on-the-job training and internal workshops (also for interns). Group training is held by external companies in selected projects. The Digital Transformation employees have access to both internal and certified training courses in agile methods. Employees also participate in language courses.

As part of their professional development, the employees may apply for partial financing of their post-graduate studies, such as Master of Business Administration (MBA) or solicitor’s training. The bank also conducts adaptation trainings for new employees, which are adjusted to the needs of various business areas. Training courses organized at the bank are available to all employees regardless of the form of their contract (an permanent contract or a fixed-term contract (interns)). A new programme addressed to the retail sales network workers “In a new role” was launched in 2020 at the bank. Its aim is to prepare employees to take up new positions in Personal Banking and Corporate Banking.

The bank attaches a great deal of importance to the opinions of employees on matters related to their work, the opportunities for individual development and the company’s organizational culture. The surveys of the organizational culture, employee satisfaction and involvement are conducted at the bank every few years; most recently in 2019. The bank presents the results of the satisfaction surveys to the employees, as well as to the Management Board and the Supervisory Board, to provide them with an additional tool for analysing and forming proper relations with the employees.

The last survey clearly demonstrated that, as far as the “commitment” category is concerned, the following aspects are valued the most: relations with the immediate superior, quality of cooperation or the perceived sense of the work performed. The general commitment indicator of 70.6% (out of 100%) indicates that positive opinions prevail in the evaluations of the individual aspects of commitment (direct superior, sense of work, cooperation, remuneration and benefits, development and working environment). It means that, in the employees’ opinion, the bank creates good conditions of work and development.

No such survey was conducted in 2020 due to the pandemic; however, pulse check surveys (“How is your work?”) were conducted. The employees were asked about their opinions about remote and hybrid work.  The conclusions drawn from such surveys made it possible to introduce, on an ongoing basis, improvements and solutions adapted to the current needs.

In addition, regular surveys of the perception of the hybrid model of work are executed among the employees of the Headquarters and the Specialist Organizational Units. The results indicate that the employees have a positive opinion on the significant aspects of such work – efficiency, organization of work, as well as the satisfaction with work and wellbeing.

Employees are represented by the trade unions and the bank’s Employee Council. The employee organizations at the bank have the right to determine their own internal rules, are free to elect their representatives and appoint authorities, operate and prepare the programme for their operation. It is consistent with the principles of freedom of association referred to in the Convention No. 87 of the International Labour Organization on Freedom of Association and Protection of the Right to Organize. The employer does not prevent the employees from joining the trade unions and the Bank Employee Council or acting as their members in any way. Two trade unions operate at the bank:

  • The National Trade Union of PKO BP S.A. Employees (representative union),
  • “Solidarity” Independent Self-Governing Trade Union of PKO BP S.A. Employees.

Meetings with trade unions and the bank’s Employee Council are organized as necessary, at least a few times a year. The social partners are informed about the planned organizational changes without undue delay [402-1]. In 2020, the most frequently discussed issues concerned the functioning of the bank during the pandemic. Due to the pandemic, most meetings held in 2020 were remote meetings.

Trade union members constituted approx. 9.9% of the total number of employees as of 31 December 2020 (11% as at the end of 2019). Trade union members are Social Labour Inspectors at the bank. The bank cooperates with these social partners in accordance with the applicable regulations. In accordance with the generally applicable laws, the bank informs the social partners about:

  • the employment-related aspects of the employer’s activity and economic situation and the changes anticipated in this respect,
  • the employment level, structure and anticipated changes and the actions aimed at maintaining the level of employment,
  • the actions that could cause significant changes in the organization of work or the basis of employment.

Where the law so requires, the bank carries out consultations or negotiations with the social partner. Consultations are carried out for example in the event of planned organizational changes resulting in significant changes in the organization of work, the level of employment and the type of employment contracts. Negotiations with the trade unions are conducted with respect to the salaries and social benefits. Employees may also report their complaints, opinions and suggestions through trade unions. Alternatively, they may do so without the intermediation of trade unions, using a dedicated e-mail address. An employee is entitled to additional support in the process of clarifying the complaint; namely, he or she may indicate a representative of a trade union organization or an employee representative appointed in accordance with separate internal regulations, who will participate in meetings with the employee or submit opinions on the validity of the claim.

In the group, a trade union organization is present at KREDOBANK. Trade union organizations do not operate in other entities of the group and the dialogue with the employees takes place in accordance with the applicable regulations. Its form is adapted to the size of the company and its specificity. In the larger subsidiaries, the dialogue with employees is conducted through elected employee representatives and using the forms of communication with employees accepted at that company: directly, or via e-mail or through the intranet. The employees have the opportunity to report complaints about a breach of employee rights and other irregularities. No collective disputes were recorded at the group entities.

[407-1] No operations or suppliers characterized by a high risk of restricting the freedom of association and collective agreements were identified in 2020 at the bank.

Bank Group
The OHS Service at the bank has been organized as an OHS Office and placed within the structures of the Administration Centre. The Office encompasses field teams, supporting all units of the bank throughout the country, which perform the tasks specified in the Regulation of the Council of Ministers (…) on OHS Service on a daily basis. These tasks comprise:
  • 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,
  • conducting introductory and periodical OHS training,
  • observing OHS principles in connection with the SARS-CoV-2 hazard.

Moreover, the OHS Office seeks to improve occupational safety and health on an ongoing basis by popularizing prevention, good practices and prophylaxis in the broad sense, thus complying with the legal requirements defining the employer’s obligations towards employees.

All subsidiaries of the bank perform OHS tasks in accordance with the applicable provisions of the law. These provisions are so clear that, in fact, it means applying the same OSH rules throughout the whole of the group. Entities located outside Poland operate under the rules which apply to the country in which the entity was registered.
The bank identified job hazards and found out that there were no jobs that would be associated with a risk classified as high (i.e. there are no jobs that would require action to reduce the risk level). Occupational risk for 100% of the positions at the bank was assessed using the Risk Score method. Each assessment is subject to ongoing monitoring and periodical verification.

The main hazards include:

  • falls on the same level (slips, stumbles),
  • falls to a lower level (steps),
  • inappropriate lighting or glare,
  • hitting fixed objects,
  • overload of the musculoskeletal system or sight (work at the computer),
  •  electrical injury (operation of devices powered with electricity),
  • traffic accidents (during business trips),
  • mental strain associated with the exposure to Covid-19.
The bank has a contract for providing occupational health services with Luxmed. Employees have medical check-ups at the start of their employment and regular check-ups afterwards at Luxmed clinics or clinics cooperating with Luxmed. Every employee may also use specific medical care services free of charge outside the scope of occupational health. The contract also provides a possibility of extending the scope of medical services for the employee and his or her family. All other group entities have contracts with external medical service providers for providing occupational health services. Medical examinations are financed or reimbursed by the employer.
Communication between the employees and the employer is carried out in the form of an open dialogue through the trade unions, which operate in the Bank in a sound and representative manner. An employee representative always participates in the OHS Commissions and has the opportunity to communicate directly with an occupational safety and health representative.
Occupational health and safety training at the bank is organized by the internal OHS service. Introductory and periodical training is carried out in all locations in Poland using information and communications technology, proprietary materials and teaching aids. The dynamics of the OHS service and the number of its members allow maintaining the percentage of persons who have received up-to-date training at 100%. Moreover, the OHS Office staff includes qualified paramedics who regularly train employees in first aid (the process of first aid training was temporarily suspended in 2020 due to the restrictions associated with the pandemic. All employees participate in the system of OHS training. Such activities are organized in compliance with the law and, depending on the number of employees in a given company, they are executed by:
  • the internal OHS service,
  • a properly qualified external provider,
  • the employees of the bank’s OHS Office under cooperation agreements.
All entities of the group, including the bank, take voluntary (other than legally required) actions to promote employee health. Popularization of healthy lifestyle contributes to increased interest in the following benefits offered by employers in the group:
  • free of charge preventive check-ups (e.g. an annual health package, mammography or flu shots),
  • training courses promoting healthy lifestyle (e.g. exercise tutorials for office workers, also those working remotely),
  • access to a number of sports and leisure facilities as part of the employee benefit package,
  • organization of sports clubs, competitions and events supporting physical activity and taking care of the environment,
  • organization of regular campaigns promoting health, such as “Fruit Power” – offering free fruit in the offices.

It should also be noted that the bank takes an active part in external sports events as their organizer, patron or sponsor, thus building its image of an entrepreneur promoting healthy lifestyle.

Preventive actions taken at the bank to improve safety and working conditions:
  • support and definition of measures to be taken in the event of occurrence or psychological or social hazards, such as stress or bullying,
  • information campaigns concerning ergonomics and safety at work (leaflets, brochures, intranet sites),
  • additional, non-obligatory training in first aid and safe driving courses for employees using company cars,
  • prevention of vision problems: access to eyesight tests, reimbursement of the purchases of eye glasses and corrective lenses,
  • accident prevention is carried out by the OHS services during induction and periodical training. Work-related accident prevention is carried out in consultation with the employees,
  • the employer provides personal protective equipment for employees doing jobs that are associated with exposure to external factors,
  • continuity of actions aimed at preventing and controlling the working conditions in view of the Covid-19 pandemic.
The basic occupational health and safety managment system resulting from generally applicable laws – 100% of the employees.
66 accidents were reported in 2020 (114 in 2019). As a result of the proceedings conducted, 5 of them were not classified as work-related accidents, and 9 are still pending. The most common work-related injuries include: fractures, bruises, twists and other bodily injuries. The total number of accidents reported in 2020 in the other entities of the group was 11 (8 in 2019). Four of them concerned persons working based on contracts other than the contract of employment. One of the reported accidents was not classified as work-related. All proceedings were completed.
Three instances of suspected work-related ill health in former employees of the bank were reported in 2020 (five in 2019). To date, one decision was issued in which the authority concluded that there were no grounds for classifying the problem as a case of work-related ill health. The other proceedings are still pending.
bank bank

Diversity policy

Promoting diversity is present in many aspects of the bank’s operations and the entire capital group. It assumes, among others respect for other people, equal treatment and use of employees' potential. Understanding diversity manifests itself in the fact that people are important regardless of the aspects in which they differ, including regardless of gender, age, health condition, sexual orientation, religion, marital status or country of origin. When building teams, we understand that diversity is their asset in creating innovation as well as efficient operational performance. We strive to ensure, promote and disseminate diversity in the bank and the entire group. We make sure that diversity as a value, but also as a practice, is present in our organizational culture, initiatives and activities undertaken, and in policies, regulations and processes applicable at the bank adequate to the topic.

Principles of equal treatment and anti-discrimination

The obligation of equal treatment in employment is a fundamental principle at the level of policies, regulations and processes developed in the bank. Therefore, in the bank’s internal acts adopted at the level of the Management Board there are crucial commitments pertaining to:

  • counteracting discrimination in employment and non-discrimination of employees, in particular due to gender, age, disability, race, religion, nationality, political views, trade union membership, ethnic origin, denomination or sexual orientation or due to employment for a fixed or indefinite period or on a full-time or part-time basis,
  • basing the principles applied in the bank on objective criteria, ensuring transparent rules for employees, e.g. in recruitment processes, employee development, access to training and access to employee benefits,
  • guaranteeing equal treatment of employees performing the same kind of work or work of equal value,
  • applying objective and fair criteria of performance appraisal.

The above commitments are based on the Conventions of the International Labour Organization (Conventions No. 100 and 111).

The bank introduced internal regulations, including the bank’s Code of Ethics, in which it indicates and promotes the desirable values. In particular, the bank:

  • identified the important values, as well as the behavioural attitudes promoted in relations with employees, with customers, in business activities and in relations with the bank’s environment,
  • clearly and precisely defined powers and ways of proceeding in the area of counteracting discrimination and bullying at work, including ways of reporting violations,
  • created mechanisms for reporting, including anonymous reporting and explaining any irregularities noticed by employees in the workplace,
  • monitored and regularly reports (also to the relevant member of the bank’s Management Board) instances of violating the adopted values and principles.

Additionally, the bank:

  • supports employees in integration in the company and facilitates the creation of interest groups,
  • ensures freedom of speech by organizing publicly available forums, provided that ethical principles and culture of speech are properly respected, and by organizing chats with key managers of the bank,
  • takes educational initiatives to promote the bank’s values (also among companies of the group and cooperating entities), as well as to counteract discrimination and bullying, among other things, by organizing training sessions, workshops and information campaigns, and by establishing the institution of Ethics Ambassadors,
  • periodically initiates training courses for managers on effective communication and feedback, including the diversity aspect.

In order to guarantee equal treatment of employees performing the same kind of work or work of equal value, the bank applies:

  • objective principles of jobs evaluation based on an international methodology, with the participation of independent consulting companies and related guarantees of remuneration levels included in the Company Collective Labour Agreement,
  • monitoring remuneration in specific professional groups, including a breakdown by gender, the results of which are reported to the bank’s management,
  • cyclical remuneration reviews aimed at diagnosing and counteracting differences in remuneration resulting from other than objective criteria.

The bank is strongly opposed to any forms of discrimination and intolerance that contrast with the organization’s values, and promotes attitudes based on mutual trust among the employees. Any conduct that can suggest the presence of mobbing is unacceptable. The bank’s policy regarding mobbing and discrimination is regulated in the internal rules:

  • Employment Regulations of the bank,
  • Principles for counteracting mobbing and discrimination, and the procedure for handling complaints concerning violation of employee rights.

The bank has internal regulations in place for counteracting mobbing and discrimination. These principles guarantee counteracting undesirable phenomena in employee relations and specify how to react to situations of interpersonal conflicts. Based on these principles, the bank’s employee may without worrying about the consequences report a complaint about any breach of employee rights defined in the legal acts or internal regulations. Moreover, an employee is entitled to additional support in the process of clarifying the complaint. The employee can indicate a representative of a trade union organization or an employee representative appointed by the internal regulations of the bank – who will participate in meetings with the employee or submit opinions on the validity of the claim. Ongoing support to the employees is offered by the HR Contact Centre. Thanks to that the employees may obtain up to date information about the way to report complaints and anonymous notifications of breaches of employee rights.

Complaints concerning widely defined breaches of employee rights are reviewed individually, therefore, optimal review deadlines are set for them separately, which enables formulating appropriate conclusions and recommendations or taking appropriate additional action or HR-related decisions. In the course of verifying the complaints various methods are applied (for example, anonymous surveys, detailed interviews with employees, verification of fluctuation ratios and other HR data). Each time, when deciding what measures should be taken, the bank takes into account care for ensuring the highest possible impartiality of the review. Therefore, many times representatives of different entities participate in the process of clarifying the matter, in line with the bank’s organizational structure.

Other entities belonging to the group also have the necessary solutions in their internal regulations guaranteeing compliance with the law regarding the prevention of bullying and discrimination. These solutions operate in separate regulations or as appropriate provisions in the work rules, ethics codes and other regulations applicable to a given entity.

Appropriate diversity management increases team work efficiency, improves the atmosphere at work, helps retain valuable and experienced employees, improves innovation and creativity. For these reasons, such training is organized at the bank. Managers acquire knowledge and skills in the management of diverse teams, which makes it possible to eliminate undesirable behaviour and situations and support valuable and positive behaviour.

In 2020, due to the epidemic, diversity training was conducted in the first quarter of the year. From April 2020, webinars were mostly dedicated to the topics of remote work organization, team communication, or emotion and stress management. For managers, training sessions were prepared on managing a dispersed team, working with people in change, or effective communication of the boss in remote working mode.

Diversity policy also includes:

Friendly work environment. The strategy of creating a friendly environment includes such aspects as a functional workplace, implementation of a remote work model, or the digitization and simplification of processes. Creating a standardized, modern workplace, equipped with tools, equipment and properly arranged space, facilitate both individual and team work. Remote work allows for a flexible approach to completion of tasks. All these facilities allow both managers and employees to select a set of tools or use such a range of information that will meet their needs related to professional goals – individual and team goals.

#TimeForFeedback. A new process has been implemented in the bank, where cyclical summaries are performed of work results, competences, achievements, feedback or development goals of employees. They are aimed at supporting the employee in individual professional development. Expected attitudes and behaviours towards employees are included in a competence model based on the bank’s values. This model is universal, applies to all employees and promotes, among other things, communication and cooperation, which have an impact on building harmonious, diverse teams. As part of the solution introduced, employees also get feedback from their co-workers, thanks to which they can easily and quickly communicate mutual needs and expectations and opinions. This enables building a friendly work environment and understanding of the diversity aspect of employees.

Working in the Agile methodology. Within the Digital Transformation structures at the bank, teams with very diverse skills and competences have been created. Participants focus on each other, on interactions and cooperation; they efficiently react to changes, flexibly approach changes in the project. These assumptions allow employees to openly express their opinions, efficiently deliver work results and ensure task team integration.

Collaboration with external entities that supports diversity in the workforce includes:

  • internship and training programmes being an opportunity for pupils, students and graduates of secondary schools and universities with various profiles,
  • professional development programmes for people with disabilities in cooperation with external institutions, including the provision of workstations adapted to the needs of such people (principles for the implementation of occupational health and safety tasks, as well as technology and technical solution standards require taking the steps necessary to adjust workstations to the needs of persons with disabilities),
  • cooperation with universities and high schools, under which workshops are organized at selected universities in Poland and at the bank, during which students have an opportunity to learn about selected areas of the bank’s operations.

Due to the pandemic and related restrictions (including the organization of remote work), cooperation programmes with external entities have been temporarily limited in 2020.

The bank organizes integration programs and supports employee initiatives to strengthen the integration of employees from different areas of operation and representing different social groups. These include sports initiatives and activities and charitable activities of employees as volunteers. These initiatives help create a friendly organizational culture and build relationships based on the diversity of employees’ interests.

Due to the pandemic and related restrictions (including the organization of remote work), the above programs were temporarily reduced in 2020.

Diversity in the composition of the bank's Management Board and Supervisory Board

The diversity policy for the members of the bank’s Management and Supervisory Boards is an important part of the bank’s suitability assessment policies:

  • The policy on the suitability of members of the Management Board and persons performing the most important functions in the bank and the suitability assessment in the companies belonging to the group,
  • The policy on assessing the suitability of candidates for members of the bank’s Supervisory Board and Supervisory Board members.

The provisions introduced at the bank set the directions for selecting, appointing and planning succession, including staff resources and assessing the appropriateness of the Management Board members and persons holding the key functions at the bank. These persons are assessed in terms of their competences, knowledge and skills, experience adequate to the position and reputation understood as sufficiently unblemished opinion, honesty and ethical behaviour. Based on the regulations implemented, the Supervisory Board makes decisions on the selection and assessment of the Management Board members and the Management Board members make decisions on the selection and assessment of the MRT (Material Risk Takers). The Bank’s Supervisory Board monitors the effectiveness of the policy applied and, if appropriate, makes changes taking into account the recommendations of the Committee for the Supervisory Board Nominations and Remuneration.

  • The policies for assessing the suitability of candidates and members of the bank’s Management Board and candidates and members of the bank’s Supervisory Board include the General Shareholders’ Meeting’s commitment to take into account the principles of diversity in selecting candidates for members of those bodies.
  • The principle of diversity in selecting the bank’s Supervisory Board members is based on objective substantive criteria in terms of education and professional experience.
  • The policies contain the commitment to monitor the effectiveness of application, including in terms of diversity objectives.
  • The suitability assessment policy contains an obligation for the bank’s subsidiaries to introduce regulations regarding the principles of suitability – it is assumed that the regulations will be implemented in 2021.

Diversity by gender, age and experience – statistics as of 31 December 2020

Gender Women Men
Supervisory Board 1 9
Management Board 9
Key management 111 180
Age 30-40 years 41-50 years 51-60 years Above 60 years
Supervisory Board 2 3 2 3
Management Board 4 4 1
Key management 49 167 67 8
Years of service Up to 5 years 5-10 years 10-15 years 15-20 years Above 20 years
Supervisory Board 10
Management Board 6 1 2
Key management 3 3 35 66 184

Key managers: directors in KOC and SJO dyrektorzy, i.e. directors of divisions, departments, offices or formations, directors of centers, deputy directors (if they are in the organizational structures), offices in departments or centers, advisers to the CEO.
Years of service at the bank: for members of the Management Board and Supervisory Board, these are years of tenure in these respective organs.

  • The purpose of applying the diversity principle is to ensure that members of the Management Board or the Supervisory Board are appropriately selected to obtain a broad range of competences, knowledge and skills that are adequate for the position to ensure that the members of the Management Board and Supervisory Board, individually and as a body, issue top quality independent opinions and decisions on the whole range of the bank’s activities.
  • In assessing suitability, the General Shareholders’ Meeting and the bank’s Supervisory Board seek to achieve a balance in gender representation in the composition of the bank’s Supervisory Board and Management Board, respectively.
  • The objectives of diversity in the composition of the bank’s Supervisory Board and Management Board shall be taken into account in the selection of the members of the bodies only to the extent that this will not adversely affect the functioning and suitability of these bodies.

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