Mission, vision and values

In 2025, we updated our Strategy with new values that reflect the development of our organisational culture. The existing values: PROSTO (STRAIGHTFORWARDLY), RAZEM (TOGETHER), ODWAŻNIE (BOLDLY) and ODPOWIEDZIALNIE (RESPONSIBLY) were joined by: Z DETERMINACJĄ (WITH DETERMINATION), OTWARCIE (OPENLY) and UCZCIWIE (HONESTLY).

We defined a new Mission: Z Tobą przez całe życie (With You Throughout Life), which expresses our ambition to accompany clients at every stage – from opening their first account, through making key financial decisions, to the development of local enterprises and successes in international markets.

Our new Vision: Pierwszy wybór na dziś i jutro (The First Choice for Today and Tomorrow) underlines our aspiration to be a reference bank – a universal and trusted financial partner in Poland.

As the Pekao Group, we also strive to be a leader in modern financial technologies, which we will pursue by supporting clients at every stage of their lives and by creating a working environment where employee engagement and development translate into high quality of service and positive customer experience.

ESG objectives – reflection of IRO in the Bank Pekao Strategy

In the Strategy, we defined strategic objectives taking into account ESG aspects covering matters that we considered important as a result of the double materiality assessment updated for sustainability reporting purposes in 2025.

Individual sustainability commitments have been appropriately assigned to three groups of matters in the following areas:

  • achieving climate neutrality of the entire Pekao Group by 2050,
  • developing products and ways of cooperating with clients that will support the sustainable transformation of business,
  • allocating PLN 9 bn over the next three years to financing green projects such as: renewable energy sources, low-emission transport, energy-efficient construction, or actions aimed at improving energy efficiency.
  • increasing the share of women in the most senior management positions – our objective is for women to hold at least 33% of such positions. We consider the most senior management positions to be Directors of Divisions, Centres and Departments reporting directly to members of the Management Board, having knowledge of risks related to the Bank’s operations and making decisions affecting risk (in line with the definition of senior management included in the Policy for Identifying Managerial Positions in Bank Polska Kasa Opieki Spółka Akcyjna, excluding members of the Management Board). The target date for achieving this objective is 2027, and the level achieved in 2025 was 29%,
  • maintaining the difference in remuneration in comparable positions below 5%, understood as the adjusted pay gap. The adjusted pay gap is calculated as a weighted average for employee sub-groups, taking into account grading levels, job families and the division in which a given employee is employed. The indicator is calculated based on total remuneration. The Bank uses the Korn Ferry/Hay methodology (levels and job families) under which it compares the remuneration difference. In accordance with the definition agreed with KNF, annual remuneration is taken into account when calculating the pay gap; therefore, the indicator is monitored on an annual basis. The target date for achieving this objective is 2027, and the level of the pay gap in 2025 was 0.95%,
  • maintaining a high level of employee engagement,
  • maintaining the level of activity in the field of volunteering and the Bank’s presence among local communities,
  • in the sphere of relations with clients, we assume strengthening our engagement in educational campaigns for clients.
  • building and strengthening ESG competencies in the Bank through extensive training programmes profiled in accordance with competencies,
  • developing a tool used for risk management within ESG risk analysis and assessment in client relationships.

In work on ESG objectives, we included our key stakeholders: employees, clients, business partners and shareholders – both at the objective-setting stage and in the very process of analysing their expectations and opinions. Strategic objectives – including those relating to actions taken towards clients – are defined as part of the strategic planning process. It is based on macroeconomic assumptions and forecasts for the development of the banking sector. On this basis, Strategic Directions of Development of the Bank and the Pekao Group are formulated and the Strategy is developed, reflecting the Bank’s long-term development ambitions, consistent with the risk profile determined by the Statutory Bodies. All key organisational units are involved in the process of preparing the Strategy. Incorporating ESG matters into the Strategy increases the credibility and competitiveness of our organisation and enables better risk management and responding to the expectations of investors, clients and regulators. Through the Strategy formulated in this way, we indicate that sustainability matters constitute an integral element of our business model, and even a priority in our approach to financing environmental initiatives and complying with social and corporate standards.

The achievement of our ESG objectives has a direct bearing on the Bank’s offering and the manner of client service. We incorporate sustainability criteria into product processes, credit policy and risk management, which affects the development of financing for green investments, the implementation of ESG risk assessment tools in client relationships and the creation of solutions supporting business transformation. In the area of relations with clients and local communities, we strengthen educational activities, and, as part of cooperation with suppliers, we promote ethical standards and responsible practices.

The level of implementation of the Strategy, including individual ESG objectives, is systematically monitored by the Strategy Department and reported to the Management Board. Monitoring of strategy implementation, including achieved levels of strategic indicators (KPI) of individual business areas and progress in implementing strategic initiatives, is carried out quarterly to the Management Board and annually to the Supervisory Board Risk Committee and to the Supervisory Board. The results are not validated by external entities other than the assurance provider. The setting of strategic objectives and their updates take place with due regard to stakeholder expectations, including those of regulators.

As part of sustainability reporting, we also monitor and report the share of sustainable finance in the Bank’s assets under the GAR indicator (defined under the EU Taxonomy Regulation and relevant delegated regulations). More on this in the chapter [EU Taxonomy].

Actions to implement the Sustainable Development Agenda

In pursuing sustainability, we focus on six UN sustainable development goals. These goals reflect our impact on key stakeholder groups and are consistent with the impacts, risks and opportunities identified in the double materiality assessment. At the same time, they remain fully aligned with the Bank’s strategy, supporting the achievement of its long-term business and social objectives.

UN GOAL LINK TO THE STRATEGY AND IRO
SDG 4

Goal 4: Quality education

 IRO:

  • ESRS S1: Own workforce – Equal treatment – Training and skills development of employees Impact: positive, actual – ensuring adequate access to training and encouraging employees to expand competencies
  • ESRS S4: Consumers and end-users – Impacts on consumers or end-users related to information – Privacy Impact: positive, actual – proactively ensuring an increase in clients’ awareness and knowledge in the area of cyber security

Link to the Strategy:
Strengthening engagement in educational actions for clients – we conduct educational activities addressed to all our clients in the cyber security area, including, inter alia, by organising workshops and publishing reports related to security and privacy in the online environment.
SDG 5

Goal 5: Gender equality

 IRO:

  • ESRS S1: Own workforce – Equal treatment – Gender equality and equal pay for work of equal value
    Impact: positive, actual – creating a friendly working environment and preventing discrimination

Link to the Strategy:

  • In comparable positions, remuneration difference in the Pekao Group < 5%.
  • Increasing the share of women in the most senior management positions – our objective is for women to hold at least 33% of such positions.
SDG 8

Goal 8: Decent work and economic growth

 IRO:

  • ESRS S1: Own workforce – Working conditions – Adequate pay of employees
    Impact: positive, actual: competitive and fair remuneration principles
  • ESRS S1: Own workforce – Working conditions – Social dialogue; Freedom of association, the existence of works councils and the rights of employees to information, consultation and participation; Collective bargaining, including the percentage of employees covered by collective agreements
    Impact: positive, actual: promoting internal communication and taking employee voice into account
  • ESRS S1: Own workforce – Working conditions – Occupational health and safety (OHS)
    Impact: positive, actual: ensuring ergonomic workplaces and caring for employees’ mental health
  • ESRS G1: Business conduct – Whistleblower protection

Link to the Strategy:
Maintaining a high level of employee engagement.
SDG 10

Goal 10: Reduced Inequalities

 IRO:

  • ESRS S4: Consumers and end-users – Social inclusion of consumers or end-users – Non-discrimination; Access to products
    Impact: positive, actual – ensuring the availability of financial services for clients from different social groups
    Opportunity: Actions to ensure service availability, such as developing digitalisation, simplifying access to banking or standardising telephone service, enable us to reach a wider group of clients. They facilitate contact with the Bank, increase customer satisfaction and support acquisition of new clients, which translates into revenue growth potential.

Link to the Strategy:

  • Maintaining a high level of employee engagement – we create a work environment friendly to persons from communities vulnerable to discrimination (e.g. due to age, gender, disability, sexual orientation, religion, political beliefs, etc.).
  • Accessibility: The client and service quality at the centre of our attention, to make contact with the bank a friendly experience. The Bank systematically improves client service processes and the development of remote and mobile channels, with particular focus on their ergonomics and accessibility. “Accessibility”, as one of the three pillars of the Bank’s Strategy for 2025–2027.
  • In comparable positions, remuneration difference in the Pekao Group < 5%.
  • Increasing the share of women in the most senior management positions – our objective is for women to hold at least 33% of such positions.
  • Maintaining the level of activity in the area of volunteering and the Bank’s presence among local communities.
SDG 13

Goal 13: Climate action

 IRO:

  • ESRS E1: Climate change – Climate change mitigation
    Impact: positive, actual – financing low-emission investments
    Opportunity: We see the opportunity to increase revenues related to offering financial products supporting the reduction of GHG emissions and accelerating the transition of the Bank’s clients to a low-carbon economy. We build client awareness of such products and a positive image of the Group as an organisation supporting low-emission solutions.

Link to the Strategy:

  • Achieving climate neutrality of the Pekao Group by 2050.
  • Financing green projects in the amount of PLN 9 bn.
  • Developing products and a model of cooperation with clients supporting the sustainable transformation of business operations.
SDG 16

Goal 16: Peace, justice and strong institutions

 IRO:

Impact: positive, actual – implementation of ethics / ESG principles for suppliers

  • ESRS G1: Business conduct – Corruption and bribery
    Impact: positive, actual- proactive anti-corruption measures, educational activities
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