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Working conditions

Annual Report 2019 > Working conditions
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Best Pratices in PZU
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Everyone has equal opportunity - “our relations are predicated on this principle. Employees have equal opportunity and chances in all the processes in the PZU Group, from recruitment to performance assessment, promotion, professional development to participation in training. Gender, age, degree of ability, nationality, faith, political convictions, trade union membership, ethic background, sexual orientation and nature of employment are of no consequence.”

We compete for talents in Poland and beyond. We are present in 8 countries and have more than 200 legal entities that need people. We employ over 40,000 persons in Poland and Europe. We strive to build a modern organization treating the employee as the most important element of what we do.


Marcin Eckert, Member of the PZU Management Board

PZU Group’s policies [UoR]

PZU Group companies offer a friendly environment and work atmosphere and development opportunities. Employees’ work life balance is held in high regard. The company discharges on a timely basis not only its financial liabilities to employees but also applies clear principles in the operation of our organization. Safe forms of employment are used and employees make a contribution to streamlining the operation of the company.

The PZU Group provides its employees equal opportunities for development to enhance their skills, being promoted and compensation, while having regard for employees’ individual potential, their accomplishments and work performance.

Respecting the personal dignity of employees is an important aspect of organizational culture.

Principles supporting diversity and equal treatment span all career stages in PZU, starting from the recruitment process to the duration of the employment relationship (employment terms, access to training and development-minded activities, opportunities to be promoted) to the termination of employment.

PZU confirmed its will to pursue a diversity policy by joining the signers of the Charter of Diversity in 2013.

BEST PRACTICE

PZU Group companies have in force rules and regulations pertaining to bonuses and bonuses and commissions. The high quality of the work done by PZU Group employees is therefore additionally rewarded.

The basis for determining an employee’s base salary is the value of the job position in question, the competences held by an employee and his or her job assessment.

The remuneration policy was adopted in PZU and PZU Życie in 2016. Above all, the purpose of this document is to ensure that our employee compensation systems are in line with the company’s risk profile, that we achieve our intended business result and that we attain our business objectives within the framework of the risk limits prescribed by the Management Boards. It is also important to motivate employees to enhance their work efficiency constantly and ramp up their commitment while simultaneously linking their pay to the performance of the companies, cells or organizational units in which they are employed.

PZU and PZU Życie employees are covered by collective agreements, including the Company Pension Agreements. Pekao Group companies have pay-related policies related to their size and distinct business, the remuneration rules are laid down, among others, in the collective bargaining agreements. Each one of the companies in the Alior Bank Group has implemented a remuneration policy. The same applies to the PZU Zdrowie Group. In Armatura Kraków, general employee remuneration principles have been implemented.

The employees of PZU and PZU Życie may count on financial pay commensurate with the level of responsibility and a unique package of benefits. They include, among others:

  • Employee Pension Scheme – every month the employer makes a contribution forming 7% of salary to the employee’s individual account provided that he or she has enrolled in the EPP, i.e. the maximum permitted by the law;
  • generous medical care package - extensive list of specialist physicians and medical centers;
  • pharmacy card- gives the right to purchase prescription medicines from an extensive list with an 80% discount;
  • benefits from the Company Social Benefit Fund that exceed the standard, including:
    • loans for housing purposes,
    • “cafeteria” system giving employees access to a recreational base in Poland and abroad, a broad cultural offer (all the cinema networks and studio cinemas, theaters, philharmonic theaters, museums, concerts), recreation and sports offer (two sports subscription cards, individual tickets to sports facilities and clubs);
  • discount on products offered by the PZU Group;
  • relocation benefit in case of a change of the place of work within the PZU Group at the employer’s initiative;
  • management package for middle senior management;
  • support for extracurricular activities, including the option of practicing sports in specialist sections of the PZU Sport Team, option to use the employee gym in Warsaw and Szczecin and employee volunteerism.

The company is in continuous dialogue with the trade unions. PZU and PZU Życie hold regular meetings with all social partners. On average, such meetings take place every other week and last at least two days. The schedule of such meetings along with the agenda is delivered to trade union representatives before each quarter. Social dialog – run by a section specially appointed for this purpose in the HR Department – is inscribed into the company’s organizational culture and forms one of the tools for strategic management.

In several companies of the Group, for instance LINK4, TFI PZU, TUW PZUW, Pekao Faktoring and Pekao Investment Banking, the internal rules and regulations of the Company Social Benefit Fund are in place.

Employee Capital Schemes have been implemented in companies where there was previously no ECS to provide additional retirement security. Those employees join these EPSs will receive their pension from three sources when they retire. The first pension will be paid by the Social Insurance Institution (ZUS), the second pension will be paid by the open-end pension fund (according to the provisions of the Act Amending Certain Acts in Connection with the Transfer of Funds from Open-end Pension Funds to Individual Retirement Accounts, assuming the liquidation of open-end pension funds on 26 November 20201, this role will be picked up by individual retirement accounts) and the third pension will be paid by the Employee Capital Scheme.

BEST PRACTICE

PZU Cash

CASH is a new, innovative financial employee benefit platform, prepared by PZU in cooperation with Alior Bank and Bancovo. The platform has been available to over 10 thousand PZU Group employees since October 2019. In the next months, the plan is to make the platform available to further organizations who want to offer to their employees the exceptional benefit in the form of easily available low-interest loans. Each employer who joins the platform will have the possibility of offering the new type of benefit to their employees. Every employee who is bound to his/her employer through an employment contract will have the option of applying for a unique loan.

The main advantages of CASH include:

  • attractively priced offer delivered by a reliable partner – Alior Bank;
  • the loan can be used for any purpose – from renovation of an apartment, through holiday, school materials to purchase of a car or satisfying any current need;
  • the process is fully online – from completion of the application to the signing of the agreement by entering in the online Cash platform the code received by a text message, which is convenient for the user;
  • installments are repaid directly from the salary, relieving the employee from the need to remember about them.

The CASH platform may become a new line of business for PZU and a unique win-win solution for employers and borrowers. 

BEST PRACTICE

Building commitment – workshops with employees

In February 2019, PZU announced the results of an employee commitment study, which was conducted in 2018 and covered 73% of employees. The turnout in the next employee commitment study, conducted in December 2019, reached a record level of as much as 84%. This is a unique turnout on the Polish market and among large employers.

The outcome of the study also demonstrated a favorable trend in building commitment among PZU Group employees. The commitment rate in 2019 was 51%, it was above the average for Poland, increased 11 percentage points year over year and was much closer to the strategic ambition level defined for 2020 (55%).

The large turnout will help provide a more reliable diagnosis of how employees perceive the organization, which will enable the development and implementation of effective measures aimed at building employee commitment.

9,129 PZU employees took part in the survey in 2019. According to most respondents, cooperation within the organization deserves the highest marks. As many as 81% of respondents stated that their colleagues share their knowledge and experience, and 77% claimed that they were able to collaborate within their team to achieve common goals. Also, 71% of respondents perceive PZU as a socially and environmentally responsible company.

During meetings held after the survey, employees also often talked about minor changes in the organization of work and communication – and these changes are made on an ongoing basis. The following initiatives may serve as an example of this:

  • #terazTY development bomb – an initiative created in the area of sales; during “bomb” workshops, employees exchanged their knowledge and practice, were trained in products, processes and managerial and coaching skills. They also learned about design thinking technique and how to take care of mental hygiene – parts of the workshops were run by employees from outside the sales department, which contributed to cooperation between areas;
  • volunteerism as a way of integration – employees of one of the departments independently planned and ran a campaign which resulted in creating a comfortable place for children from a selected school to spend their time after classes in a creative environment filled with educational aids.
BEST PRACTICE

PZU. A job with a purpose.

This practice refers to what is an increasingly discussed topic: the need to search for a meaning at work. We decided to address this need in the PZU Group fall campaign addressed to professionals.

As part of the preparations, we intended to create image videos in which PZU employees would tell us about what is important to them in their daily work. For this purpose:

  • we invited all PZU employees to apply to sign up for participation in the video;
  • we received more than 130 applications from which, based on the answers, we selected nearly 50 individuals;
  • we invited the selected persons to shoot a video and a photo session in a professional film studio;
  • 3 videos were created:
  • dedicated to employees of the PZU Group Divisions/Branches,
  • dedicated to IT staff,
  • general, addressed to all professionals;
  • the videos were uploaded to the dedicated campaign website: https://www.pzu.pl/takapracamasens
  • the website was the focal point of the online campaign in which we used, among others, Facebook, Programmatic, Instagram, AdWords, pracuj.pl and OLX.

Key figures:

  • the campaign lasted from 18 November to 20 December 2019;
  • we had over 34 thousand views of the dedicated website and almost 30 thousand unique users;
  • the initiative prompting employee commitment to activities in the area of the employer’s brand also received some favorable feedback from the employees. The individuals who participated in the shooting of the video and the photo session became internal brand ambassadors. Also, a series of interviews with campaign heroes who represent PZU on posters appeared on pzu24.  
BEST PRACTICE

LINK with us – the practice of building candidate experience

This practice is a response to the need to turn LINK4 into an employer of choice, outstanding in terms of its approach to candidates. LINK4 was prompted to implement this practice by the desire to reduce voluntary employee turnover and the market situation which puts candidates in the center of employers’ attention.

The following activities were carried out as part of this activity:

  • employee wanted – employees jointly developed the profile of a candidate best aligned with the company’s organizational culture;
  • ads: an audition was carried out. Employees who wished to become the face of LINK4 were selected for the photo session. The content of ads was also modified in accordance with the rules of simple language;
  • recruitment meeting: the selection is made by the superior. Then the selected persons are invited to meetings;
  • satisfaction survey: we send out a satisfaction survey within three to five days after announcing the decision. The candidate assesses the whole recruitment process, the recruiter and the company’s offer. The candidate also has the opportunity to share his/her own comments underneath open-ended questions. The results are analyzed and reported. Currently, the NPS on the recruitment process is 90.9%;
  • welcome on board: new employees start their adventure with LINK4 from Welcome Day, are greeted by the CEO and their superiors;
  • satisfaction survey: conducted three months after the employment start date to verify the level of satisfaction with the employee onboarding process on an ongoing basis.

Key figures:

  • employee referrals up by approx. 60%;
  • inflow of spontaneous applications up by 17%;
  • the level of satisfaction with the conduct of the recruitment process increased from less than 80% (in Q4 2017) to 90.9% (at the end of 2019). 

Your reward

GREAT PLACE TO WORK

For the second time, LINK4 was among the recipients of the Great Place to Work title. This title is awarded to companies that successfully build and develop exceptional relationships with their employees. They are based on trust, understood as reliability of managerial staff and respect and fairness shown to employees. The study scrutinizes HR practices and the level of commitment and cooperation within teams. 

BEST PRACTICE

Alior Bank employee satisfaction study using the NPS method

This study is carried out regularly. It permits the company to monitor the level of satisfaction/loyalty of bank employees over time and observe the impact of pending activities on their perception. Alior Bank is aware that without committed and satisfied employees there will be no satisfied clients, which is why the bank studies the level of internal cooperation between its teams with a view to improving and perfecting it constantly. During these internal studies, every employee has the opportunity to share his or her opinion about cooperation with other units and point out their strengths and weaknesses. The outcomes of the study are regularly communicated to the surveyed units in the form of presentations and serve as a valuable source of knowledge for their directors about the strengths and weaknesses of their department/team, contributing to the development of initiatives aimed at improving internal cooperation. The effectiveness of these actions is evidenced by the fact that the vast majority of the surveyed business units improve the results obtained in subsequent editions of the study. 

BEST PRACTICE

Inspiration Council

The Inspiration Council is an initiative established in the Claims and Benefits Handling and Remote Channels Division at the end of 2018. The Council members include invited employees with outstanding knowledge, competences, creativity and engagement – experts, leaders and masters of PSK (Claims Communication Platform). The Inspiration Council is a place where employees put forward solutions facilitating their daily work. The ideas are analyzed by and the best of them are implemented with the support of head office departments.

Council members were divided into four areas. Each of them consists of six groups of 15-20 people each, roughly 400 in total. The groups drew issues and had to develop solutions. They worked on the solutions for about 2 months. After that, a national meeting was held with three participants from each group attending. The participants of the meeting presented their solutions and selected the most interesting ones. The best solutions were further analyzed and implemented.

A total of 300 team meetings and 4 national conventions were held in 2019. During that period they worked on 24 areas, pitching more than 500 ideas and implementing 40 of them. Others are still under analysis or were rejected for various reasons.

The Inspiration Council offers its participants an opportunity to become involved in the creation of solutions that will determine the future processes and make daily work more efficient. It also allows the employees to develop and learn more about their organization.

The ideas proposed as part of the Inspiration Council included, among others: MegaWEB (joint knowledge database for the whole division), client search using phone numbers, or redirection of some of the telephone notifications to the web platform.

The employees reported that they appreciated the opportunity to grow and influence the changes and the engagement in the improvement of PZU.

Occupational safety and health issues

PZU Group’s policies [UoR]

Formally, occupational safety and health (OSH) management is regulated by a number of internal documents and instructions. PZU, PZU Życie and other PZU Group companies discharge their legal duties related to occupational safety and health (among others, conducting an assessment of occupational risk on work stations, accident analysis, employee training).

The occupational safety and health policy has been in force in PZU and PZU Życie since 2015. This policy obligates the PZU Group’s OSH team to do the following, among others:

  • prevent accidents and occupational diseases,
  • strive to improve occupational safety and health constantly and conduct periodic inspections,
  • deliver OSH training, including on how to give first aid.

To streamline activities related to occupational safety and health, the PZU Group companies have commissions that operate with the following task:

  • conduct a review of working conditions;
  • conduct a periodical assessment of the state of occupational safety and health;
  • give an opinion on the means undertaken by the employer to prevent accidents at work and occupational diseases;
  • articulate conclusions on improving working conditions and cooperating with the employer to discharge its duties relating to occupational safety and health.

The units or departments created for this purpose and operating according to the internal regulations of companies and customized to the type of business conducted are responsible for occupational safety and health in the other PZU Group companies.

The vast majority of the OSH regulations in the branches (medical centers) of PZU Zdrowie and its direct and indirect subsidiaries are of a local nature and are related to the distinctive nature of their operations and the market on which they function (e.g. the expectations of the local branch of the National Health Fund). Polmedic has rolled out the OSH Management System according to OHSAS 18001:2007. All medical centers have adopted procedures for the conduct of medical workers in the case of needle stick injuries and protection against infections.

Internal rules and regulations concerning employee issues are convergent with the regulations in force in PZU and PZU Życie in the investments area, while observing the differences ensuing from the distinctive nature of each company’s business.

In 2019 the Group PZU companies recorded 161 accidents at work, including one fatal accident at PZU.

Number of work-related accidents, by gender

  PZU PZU Życie
  2018 2019 2018 2019
  Women Men Women Men Women Men Women Men
Total number of work accidents (incidents) 20 20 22 19 4 0 6 3
of which fatal accidents 0 0 0 1 0 0 0 0
Total number of persons injured in accidents 40 41 4 9
 

Accident incidence rate (IR) by gender1

PZU PZU Życie
2018 2019 2018 2019
Women Men Women Men Women Men Women Men
3.6 5.3 3.9 4.9 1.0 0 1.4 1.3

1 Ratio calculated per 1,000 employees using the equation: total number of persons injured in accidents / headcount * 1,000.

Accident severity rate by gender2

PZU PZU Życie
2018 2019 2018 2019
Women Men Women Men Women Men Women Men
31.2 41.9 50.5 34.0 21.0 0 40.5 0.7

2 Rate calculated using the equation: number of days of inability to work because of an accident / number of accidents.

Absenteeism rate

PZU PZU Życie
2018 2019 2018 2019
Women Men Women Men Women Men Women Men
11.2 22.0 19.8 16.6 2.1 0 5.7 0.1

In total the PZU Group recorded 161 work accidents in 2019 (13 more than in 2018), with the largest number in the Pekao Group (69), PZU (41), Alior Bank Group (28) and in PZU Życie (9).

Every newly-hired PZU employee goes through advanced training courses related to occupational safety. 425 periodic training courses were delivered in 2018, attended by 3,469 employees of PZU and PZU Życie. In 2019, 291 periodic training courses were delivered attended by 1,362 PZU and PZU Życie employees. The purpose of the workshops was to update knowledge and skills on how to work safely.

In addition, 4,185 individuals took part in 141 training courses on pre-medical first aid in 2018. In 2019, 3,020 individuals attended 124 such training courses. Participants checked their knowledge on training manikins. The rules for using an AED defibrillator were also presented.

 1 On 13 February 2020, the Act was adopted by the Sejm of the Republic of Poland. Then, on 18 February 2020, the Act was forwarded to the President and Speaker of the Senate