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Integrated Report 2024

Investing in human capital

Human Capital as a key asset

The principles of the Bank’s policy in the area of Human Resources (HR) development are set by its mission and values considered as the key for the Bank sustainable growth.

The Bank invests in training and professional development of employees, Significant area of the Bank’s HR policy is outstanding talents spotting within the organization and investing in development of their skills. Our aspiration is to be the best choice not only for clients but also for employees, both future and current. Therefore, an important element of functioning is the organizational culture and the drive to create an aspirational and friendly work environment, in which everyone feels special.

Training and professional development

For many years we have been investing in the education and development of employees, offering very wide opportunities for development and improvement of competences, which affect the achievement of individual professional success of employees and the development of key competences.

We create learning opportunities and provide access to various forms of training for its employees. Educational activities focus on realization of in-class training programs, on-the-job learning, online training, coaching and Virtual Class system allowing for distance learning in form of Webinars.

In 2024, the main training priorities of the Bank were as follows:

  • professional knowledge development of the Bank’s employees including a strong focus on the development of future competencies, especially in the scope of AI,
  • leadership development – education for managers,
  • implementation of cybersecurity trainings,
  • realization of mandatory training programs required under internal and external regulations.

In 2024, we completed over 239 thousand of training hours (class room and virtual sessions), in which attended over 10,9 thousand of employees, his proves the effective implementation of products, methods, required regulations and customer care. Online courses and trainings were completed at level over 395 thousand hours.

>239
thousand
of training hours (class room and virtual sessions)
395
thousand
hours of online courses and trainings

Expanding the specialist knowledge of the Bank's employees, including strong emphasis on the development of future competences

In 2024, the following training projects were implemented:

  • “Copilot” – we inspire employees to use artificial intelligence in their daily work through adaptation activities as part of pilots and training for Ambassadors,
  • „Academy of the Future” – we develop key competencies that are the basement of success in a modern work environment, including writing prompts,
  • „Innovation Laboratory” – the aim of which is to actively build a culture of innovation in the Bank and support digital transformation,
  • „Robotization Academy” – an original training program developed by our practitioners in cooperation with an external company. The program allows you to develop digital competences and use automation. Thanks to the acquired competences, you can independently build robots that will perform the most repetitive tasks,
  • Agility Forge – a program thanks to which each employee has the opportunity to acquire specialist knowledge in the field of agile methodologies (Agile path), process optimization (Lean path) and process management (process development path).
  • ESG Academy – a training program implemented in cooperation with an external partner, conducted in a basic scope for all Bank employees and in an extended scope for employees involved in ESG processes.
  • Banking Sales School – a program implemented with the support of external partners aimed at supporting effective sales behavior, improving competences in the area of up-selling, reaching new customers, conducting meetings and coping with difficult situations.
  • Individual training – over 800 people took advantage of specialist training provided by external educational companies.

Leadership development - education for managers

W 2024 roku kontynuowaliśmy oraz rozwijaliśmy programy szkoleniowo-rozwojowe dla kadry menedżerskiej:

  • Leadership Academy and Retail Manager Academy - we conducted a pilot of a new edition of the program intended for all managers in the Bank.
  • Inspiring leadership – we conducted a pilot program for new managers in the Bank, the program aimed to equalize knowledge and introduce values that are applicable in the Bank.
  • Leadership Network - a series of online meetings in which every manager in the Bank can participate. Invited guests are people from the business world with various experiences, trainers, academic lecturers.

We continue training our employees in the scope of Cybersecurity, the aim of which is to provide knowledge about conscious and safe use of the Internet, both at work and in private life.

As part of the “Copilot” pilot launched in Q3 2024, we conducted a series of training sessions dedicated to #AI Ambassadors, as well as other employees. In connection with the pilot, we established the AI Ambassador Program, the aim of which is to engage employees in the process of developing AI skills, exchanging knowledge and building competences in the use of AI. In cooperation with an external partner, we conducted a number of training sessions including: introductory training, functional training and thematic workshops in the following areas: project management and HR, analytical support and risk analysis, content generation and team cooperation, legal and regulatory and standards consistency, customer service support, acceptance testing and process correctness control.

Ambassadors had the opportunity to meet online with a trainer on a weekly basis to obtain ongoing support and update their knowledge on new features introduced in the Copilot tool.

We also engaged a significant number of employees who are not AI Ambassadors to learn about the possibilities of using Copilot in their daily work. Over 300 employees took part in trainings within dedicated areas: sales, finance, legal and HR. Over 500 people took part in all AI trainings.

ESG programs

In June 2024, the ESG Academy Program was launched with an external partner. The event initiated a strategic training program. The project was addressed to all employee groups from management through risk and business representatives.

All Bank employees took part in the online training ESG – Key Aspects. Managers involved in ESG processes could take part in a training dedicated to them: “Sustainable development strategy in the financial sector”. Additionally, we prepared training for employees and ESG Ambassadors: “Design and development of sustainable banking products” and “Sustainable investments”. These trainings were completed by over 500 people.

ESG Ambassador Program

The ESG Ambassador Program was created for employees who want to deepen their knowledge of ESG and actively support the Bank’s activities. It is attended by employees of the Headquarters and the Bank’s Network. The main goal of the Program is to increase the level of employee involvement in the implementation of the sustainable development strategy and to build an ESG community and culture in the Bank. Ambassadors also participate in training as part of the ESG Academy program.

A channel on MS Teams was created especially for Ambassadors, where they can share their knowledge and experience, as well as inspire each other with posts and interesting facts about ESG. A press review is also provided, including substantive support – in the form of a review of news, trends, reports, key legislative changes and good practices. Participants of the program took part in the „Banking Bees in ESG” workshops, which allowed them, among other things, to learn about the role of bees and explore the secrets of their activities.

The ESG Academy and ESG Ambassador Program pages have been created on the bank’s intranet to promote ESG activities.

Realization of mandatory training programs required under internal and external regulations

In 2024, we carried out mandatory training, with particular emphasis on regulatory training in the areas of Bancassurance, MIFID 2 and the Mortgage Directive. Training related to regulatory areas constitutes 40% of training, which confirms the Bank's determination to train staff in line with the expectations of the market regulator and compliance with legal regulations.

The Bank also organizes a series of training courses in the field of occupational health and safety, First Aid and Recognition of the Authenticity of Money, as well as many other programs related to external regulations.

Development programs and initiatives

In 2024, we implemented development programs and initiatives for employees aimed at providing support in the development of interpersonal and managerial competences.

We implement the following development programs aimed at identifying, reviewing, verifying and developing current and future leaders.

  • Succession Plans – a program that ensures continuity of employment in strategic positions, implementation of long-term projects and minimization of operational risk,
  • Annual Employee Appraisal System – process of evaluation of the Bank’s employees which comprises appraisal of competencies, potential, personal development planning and business goals appraisal,

We provide employees with development initiatives aimed at supporting professional development, skills, knowledge and competences, as well as a number of initiatives strengthening employee engagement.

As part of our development activities in 2024, we carried out business training, development and integration workshops; we conducted employee potential research: Gallup tests, Insight Discovery Study, 360-degree Feedback Study; we conducted coaching processes for employees and teams.

We conducted the recruitment process and launched the development program Mission Development, in which participants discover and develop their competences and potential through practical work on real business challenges in cross-organizational teams. The program consists of two paths: project and development and is implemented in a hybrid formula.

We also implemented very popular online workshops: for managers – Managerial Shots. The program develops soft skills in the scope of management and leadership. In 2024, three editions of the program were held, during which we implemented 36 workshops, in which 3.5 thousand managers took part. The program covered, among others, the following topics: A leader close to people, Effective management of the work of virtual teams, Building authority based on trust and respect, How to support an employee when their tasks are not being performed.

For Employees, we have launched a new online program – “Snacki Rozwojowe”. In 2024, three editions of the program took place, during which we carried out 28 workshops for over 9 thousand participants. The topics of the workshops include: teamwork, building mental resilience, and competences of the future.

Women's program "No sugar"

In 2024, we celebrated the third anniversary of the „No Sugar” Program, in which 660 women participated in-person.

As part of the Women’s Program ” No sugar „, we implement development and educational activities. The thematic offer of the program is constantly supplemented and updated and includes: development of professional, personal and parental competences implemented through training, workshops, webinars. As well as development programs (Conscious Leader, “Excelentni”), activities in the field of promotion and education on the subject of new technologies implemented through webinars, technical training and programs, e.g. „Closer to technology”, „emPower Women”.

We also supported international campaigns related to cancer prevention: Pink October, which was attended by 4 thousand participants, and Blue November, which was attended by 2,2 thousand participants.

In addition, the 2nd edition of the Development Program for Local Leaders has been launched, which aims to support leadership and design competences. Over 6.6 thousand participants took part in the activities.

660
women participated in-person
2
of the Development Program for Local Leaders
6,6
thousand
participants took part in he Development Program for Local Leaders
5
thousand
participants of Pink October

Pro-Wellness activities

On the „Take your health by the horns!” website, we support and educate employees in 4 areas: healthy eating, physical activity, mental health and prevention.

In 2024, we have prepared a number of initiatives related to the health topic. The most important ones include:

  • two subsequent editions of the “MiLOVE – activities with Żubr” campaign, in which we covered 446 thousand charity miles together, which contributed into support for the charitable cause in the amount of PLN 98.5 thousand.
  • two campaigns „Christmas Steps with Żubr” and „Holiday Steps with Żubr”, in which the steps taken by employees were converted into support for a charitable cause. The purpose for which the money is donated is chosen by the participants of the campaign. In total, we took over 533 million steps, which contributed into help for children in the amount of PLN 15,000.
  • pilot project Active in the Regions, which enables the selection of physical activity tailored to local needs. We have provided all employees with the opportunity to participate in exercises carried out as part of the Active Break online, while in the Bank’s Headquarters have launched yoga classes.
  • a series of meetings called “Memory Academy”, the aim of which is to educate on improving concentration and efficient brain function, along with suggestions for concentration exercises.
  • programmes on healthy eating, which promoted knowledge on introducing an appropriate and healthy diet, especially in the case of the most common lifestyle diseases.
  • a series of meetings related to professional burnout and its prevention.

In cooperation with the Warsaw University, we have completed a project to examine the psychophysical condition of employees, the aim of which is to examine the level of psychophysical condition of employees and to develop methods that will be effective in reducing stress experienced at work and the possibility of using the advice of a psychologist present in the structures of the Bank and within our medical services provider.

Apprenticeship programs

Our important goal is to obtain a certain number of graduates of the best universities in Poland and abroad, offering them career development within the organization: the network of branches and units of the Head Office of the Bank.

We achieve these goals through:

  • Summer Internship Program “Akademia Żubra” addressed to students and graduates of universities. The program is implemented for a period of 2 months – it is a good start for students who want to learn about the functioning of one of the Bank’s business areas. Participants actively support Bank’s units and implement individual projects. During the Program, the intern can become familiar with work in Retail Banking branches, SME and Corporate Business Centers,
  • “Banking Champions” It is a program that allows interns to gain unique competences and practical experience in the area of finance and banking. Participants of the program have the opportunity to expand their skills in areas such as risk management, corporate and investment banking, data science, data analysis and big data, as well as new technologies and development,
  • IT Banking Champions – offer of internships in the IT area. The program is addressed to students of IT universities in Poland who want to create innovative solutions in the banking sector. Participants have the opportunity to cooperate on projects of the most omnichannel bank in Poland.

Compensation policy

The compensation strategy was developed in line with the business standards and values underlying the Bank’s mission and reflected in the internal regulations as well as it constitutes the basis for enhancing and protecting the Bank’s reputation and creating long term value for all the stakeholders. The key regulation in this area is the Remuneration Policy of Bank Polska Kasa Opieki Spółka Akcyjna, the last update of which was approved by the Supervisory Board of the Bank by resolution of December 16, 2022. This policy reflects the mission and values in the Bank’s approach to remuneration systems, including:

  • defines the compensation pillars, management of its structure, corporate and organizational processes,
  • confirms the compliance requirements of the compensation systems with the generally binding law,
  • defines the principles of market practice monitoring, and the approach to the matter of compensation systems which guarantees the sustainability of the Bank’s functioning.

The remuneration structure ensures a direct link between remuneration and performance by guaranteeing financial stability and variable remuneration levels appropriate to the Bank’s financial capacity, setting performance-based remuneration levels and developing incentive systems foreseeable the minimum levels of the Bank’s performance below which the bonus is not paid. Variable remuneration covers all remuneration components, the granting of which depends on the results, and its payment is directly dependent on individual achievements and the results achieved by the Bank and adjusted to the risk.

Sustainable results contributing to the creation of long-term value for stakeholders relate to the actual results achieved and how they are achieved, with a view to measuring results consistent with shareholders’ interests and profitability principles based on safe risk levels, sustainable risk management practices and a multi-dimensional performance analysis and quality of operation.

In order to ensure the competitiveness of the remuneration structures, as well as their transparency and an effective and fair remuneration system, the Bank monitors market trends in terms of forms of remuneration and the level of remuneration offered on the market. Decisions on the remuneration system at the Bank are made taking into account the available data on market trends in the area of fixed remuneration as well as incentive systems. Such data is obtained from consulting companies offering financial sector analyzes..In 2024, the Bank conducted analyses of wage coherence between women and men in identical positions, in order to compensate for the pay gap existing at the Bank.

The Bank also has a Remuneration Policy for Members of Supervisory Board of the Bank and the Management Board of Bank Polska Kasa Opieki Spółka Akcyjna, which sets out the framework principles and rules for determining, monitoring and controlling the remuneration rules and practices applied by the Bank in relation to the Members of its Supervisory Board and the Management Board of the Bank.

The Remuneration Policy for Members of the Supervisory Board of the Bank and the Management Board of Bank Polska Kasa Opieki Spółka Akcyjna supports proper and effective risk management and does not encourage taking excessive risks exceeding the acceptable general risk level approved by the Bank’s Supervisory Board; implementation of the Bank’s management strategy and risk management strategy; mechanisms for managing conflicts of interest occurring in the Bank’s operations and limiting them; as well as ensuring that remuneration and any related terms and conditions of employment that affect remuneration, including those relating to conditions for granting and payment of remuneration, are gender neutral, i.e. they are not differentiated on the basis of gender.

As part of the remuneration system, employees are offered non-wage benefits ensuring fair treatment and consistency of the remuneration system.

Each year, a report on the functioning of the Remuneration Policy at the Bank is prepared, which is then presented at the General Meeting of Shareholders in order to assess whether the functioning of the Remuneration Policy in force at the Bank, supports the development and security of the Bank’s operations.

Information regarding remuneration value of each Member of the Management Board is presented in the point 10, the section of the Management Board and the Supervisory Board Remuneration.

The Subsidiaries of the Bank’s Capital Group have remuneration policies adapted to the size and specificity of their activities and the remuneration principles.

Incentive systems

In the Bank, there are three main incentive systems: an Executive Variable Compensation System, a System based on Management by Objectives (MBO), and a system based on provisions of Corporate Collective Labour Agreement, which is based on quarterly bonuses, bonus for retail sales forces and incentive reward.

The top management is covered by a variable remuneration system dedicated to people who have a significant impact on the Bank’s risk profile. The aim of the System is to support the execution of the Bank’s operational strategy and to mitigate excessive risk conflicts of interest. Participant covered by the system may receive a variable compensation based on a bonus pool approach. The System provides a comprehensive performance measurement at individual level, level of his/her organizational unit and results of the entire Bank, as well as verification of the participant’s compliant behaviour with respect to law provisions, and standards adopted by the Bank and risk assessment. For reinforcement of care for long-term welfare of the Bank, under the system at least 50% of variable remuneration is provided in phantom shares based on the value of the Bank shares and at least 40% of the bonus is deferrable and paid after the end of the evaluation period it is payable for.

Annual goals set for the Bank’s top management as part of the incentive system ensure consistency with the strategy of introducing sustainable development risks into the business in the investment decision-making process, and are consistent with the goals of the Bank’s business strategy and risk strategy, including environmental, social and governance risks. (ESG risk), are consistent with the Bank’s corporate culture and values, risk culture, including in relation to the long-term interests of the institution, as well as with the measures used to prevent conflicts of interest, and should not encourage excessive risk-taking.

The system of variable remuneration components is developed by Human Resources Division, with the involvement and participation of other organizational units of the Bank, including Legal Department, Compliance Department, Risk Management Division, Financial Division, and in consultation with Internal Audit Department. This is to ensure compliance with the regulations, the Bank’s articles of association and the standards of ethical conduct or other standards of conduct applicable to the Bank, in such a way that legal, compliance and reputational risks mostly related to customer relations are properly controlled and managed.

Variable remuneration systems implemented in the Bank’s subsidiaries have schemes similar to the Bank for the division of remuneration into cash and financial instruments, taking into account general provisions and guidelines of market regulators regarding the sectors in which the subsidiaries operate.

MBO system covers employees employed under the management contract and refers in particular to the sales positions and to the managerial positions, which play a significant role in achieving the Bank’s commercial goals. Under the MBO system, employees receive individual goals for realisation, which result from the financial plan adopted for a given year and the Bank’s key goals. The amount of the annual bonus depends on the level of implementation of these goals, as well as the result achieved by the Bank. Sales functions employees, in each quarter, can receive an advance payment towards the annual bonus in achieving of the set goals.

The system based on the provisions of the Corporate Collective Labour Agreement (CCLA) applies to all employees who are covered by it. According to the provisions of CCLA the basis of the system is a quarterly bonus which is discretionary and depends on evaluation of employee’s performance, the level of commitment and the results achieved by the Bank in a given year, as well as the incentive bonus, which is granted for outstanding achievements in professional work. In 2024, guidelines for variable remuneration, i.e. the bonus for sales network employees covered by the CCLA. According to the guidelines, the employee bonus was awarded based on the employee’s individual sales results, taking into account the qualitative component. Determining the final amount of variable remuneration of employees covered by the Guidelines depended on the results of assessing the compliance of the employee with achieving goals or tasks.

Selections and Suitability Assessment Policy

The Bank has a Policy of selecting candidates for the position of a member of the Management Board and the key function as well as assessing the suitability of proposed and appointed members of the Management Board, Supervisory Board and persons holding key functions at Bank Polska Kasa Opieki Spółka Akcyjna (Selection and suitability assessment policy) approved by the Bank's Supervisory Board on 30 December 2020. The aim of the Policy is to guarantee an optimal and uniform process of selecting candidates for the position of a member of the Management Board and the Key Function at the Bank, so as to ensure that tasks related to the implementation of the Bank's plans and business strategy are performed by persons who have the necessary knowledge, experience and skills, and who enjoy get a good reputation.

The subsidiaries have implemented the Suitability Assessment Policies in accordance with applicable law.

Gender equality and Diversity policy

The Bank has a Gender equality and diversity policy with regard to members of the Supervisory Board, members of the Management Board and persons holding Key Functions at Bank Polska Kasa Opieki Spółka Akcyjna (Gender equality and diversity policy) introduced on December 18, 2020 by the Order of the President of the Management Board, which defines the strategy in the scope of managing diversity of the Bank’s employees, including diversity with regard to the appointment of members of the Supervisory Board, members of the Management Board and persons performing Key Functions at the Bank. The gender equality and diversity policy define guidelines aimed at ensuring that the Bank’s employees can manage their careers, achieve success and evaluate their work on the basis of individual achievements, regardless of gender.

The purpose of the Bank’s diversity strategy referred to in the Gender Equality and Diversity Policy is to ensure high-quality performance of tasks by the Bank’s employees, including the selection of competent persons to perform functions in the Supervisory Board, Management Board and Key Functions at the Bank, first of all applying objective substantive criteria and taking into account the benefits of diversity.

The gender equality and diversity policy, in accordance with the legislative process in force at the Bank, was adopted by the Bank’s Management Board and approved by the Supervisory Board and in relation to Members of the Supervisory Board, by the General Meeting of Shareholders.

Gender equality enables the Bank’s employees to manage their career, achieve success and evaluate their work on the basis of individual achievements, regardless of gender.

Relations with Trade Union Organizations and the Works` Council

In 2024 the cooperation between the Bank and Trade Unions in the range of consultation, negotiations and other agreements were led pursuant to the rules defined in the labour law, with respect for both sides’ interests and social dialog rules. In 2024, a total of 17 one- or two-day meetings were held with Trade Union Organizations and a total of 3 meetings with the Workers’ Council.

During year 2024, there were four group disputes in the Bank, initiated in 2016, 2019, 2021 and in 2024. In terms of the 2016 group dispute, there is a signed protocol of divergence.

Bank, in the mutual relations with Trade Union organizations guided the principles of good will to achieve the best solutions in the range of collective labour law both for employees and for the Bank.

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