{"id":4809,"date":"2026-04-21T10:36:21","date_gmt":"2026-04-21T08:36:21","guid":{"rendered":"https:\/\/raport-pekao.pl\/?post_type=table&p=4809"},"modified":"2026-05-27T09:38:15","modified_gmt":"2026-05-27T07:38:15","slug":"istotne-oddzialywania-ryzyka-i-mozliwosci-oraz-ich-wzajemne-zwiazki-ze-strategia-i-z-modelem-biznesowym","status":"publish","type":"table","link":"https:\/\/raport-pekao.pl\/en\/table\/istotne-oddzialywania-ryzyka-i-mozliwosci-oraz-ich-wzajemne-zwiazki-ze-strategia-i-z-modelem-biznesowym\/","title":{"rendered":"Istotne oddzia\u0142ywania, ryzyka i mo\u017cliwo\u015bci oraz ich wzajemne zwi\u0105zki ze strategi\u0105 i z modelem biznesowym"},"content":{"rendered":"\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
SUB-TOPIC<\/th>\nSUB-SUB-TOPIC<\/th>\nIMPACT MATERIALITY<\/th>\nFINANCIAL MATERIALITY<\/th>\n<\/tr>\n
TYPE AND DESCRIPTION<\/th>\nLOCATION OF IMPACT<\/th>\nIMPACT HORIZON<\/th>\nTYPE AND DESCRIPTION<\/th>\nLOCATION<\/th>\nHORIZON<\/th>\n<\/tr>\n<\/thead>\n
ESRS E1: CLIMATE CHANGE<\/td>\n<\/tr>\n
Climate change mitigation<\/td>\nN\/A<\/td>\nPositive, actual: financing of low-emission investments<\/strong><\/p>\n

In the Strategy<\/em>, we set objectives supporting sustainable transformation: financing green projects in the amount of PLN 9 bn and developing products and a model of cooperation with clients.
\nWe finance investments in renewable energy sources, projects improving energy efficiency and innovative technologies that contribute to reducing greenhouse gas emissions, supporting the transition to a low-emission economy.
\nAs part of general financing, we have a portfolio of financial assets assessed in terms of EU Taxonomy KPI reported by the Pekao Group\u2019s clients. Environmentally sustainable assets due to the CCM objective (climate change mitigation) constitute most of the GAR numerator compared to the other six environmental objectives.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Downstream<\/td>\nShort Medium Lon<\/td>\nOpportunity<\/strong><\/p>\n

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\u2019s 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.<\/td>\n

Downstream<\/td>\nShort Medium Long<\/td>\n<\/tr>\n
Climate change mitigation<\/td>\nN\/A<\/td>\nNegative, actual: financing of activities generating GHG emissions, including high-emission investments <\/strong><\/p>\n

The foundation of our business model is financing clients\u2019 business activities, commercial and residential real estate and vehicles, which involves financing GHG emissions resulting from these activities\/objects.<\/p>\n

Impact linked to the Strategy<\/em><\/p>\n

 <\/td>\n

Downstream<\/td>\nShort Medium Long<\/td>\nRisk<\/strong><\/p>\n

In the ESG risk materiality analysis carried out in 2025, the Bank identified, inter alia, as material transition (transformational) risk related to climate in the credit risk of the portfolio \u2013 relating to a potential decrease in the debt servicing capacity of high-emission entities as a result of increased regulatory costs and demand shifts towards a low-emission economy. Potential concentration of exposures in such sectors increases concentration risk and the simultaneous materialisation of credit losses. This is because it is a risk closely linked to financed exposures, which in turn may be particularly exposed to the process of adjusting the economy to regulatory objectives related to ESG risk, and in particular to EU climate policy.<\/td>\n

Downstream<\/td>\nLong<\/td>\n<\/tr>\n
ESRS S1: OWN WORKFORCE<\/td>\n<\/tr>\n
Working conditions<\/td>\nSecure employment conditions for employees<\/td>\nPositive, actual: employment stability due to the use of employment contracts \u2013 mostly open-ended contracts <\/strong><\/p>\n

We exert a positive impact on employment security \u2013 most employees are employed under an employment contract. At the same time, we respond to market needs and changing expectations, also in terms of employment flexibility; therefore, we enable the conclusion of various types of contracts, including fixed-term and open-ended employment contracts, civil law contracts (contract for specific work and contract of mandate), as well as consultants under body leasing. The turnover rate was 10.52%. The average length of service was 15 years in 2025, which demonstrates long-term and stable employee relationships as regards remaining in an employment relationship with the Bank.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organisation<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Working conditions<\/td>\nSecure employment conditions for employees<\/td>\nNegative, potential: uncertainty as to employment stability due to the development of AI systems within the organisation <\/strong><\/p>\n

Among the Pekao Group\u2019s objectives set out in the Strategy 2025\u20132027, the development of the use of AI systems has been included, which may generate employee concerns about the stability of their employment (e.g. due to a lack of competencies to operate AI systems or the transfer of tasks performed to an AI system). Over the longer term, this may also result in an actual adverse impact in the form of employment reorganisation within the Pekao Group. In 2025, there were no collective redundancies related to AI.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organisation<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Working conditions<\/td>\nAdequate pay for employees<\/td>\nPositive, actual: competitive and fair remuneration principles <\/strong><\/p>\n

The remuneration policies we have implemented are intended to ensure fair and competitive remuneration and equal pay for work of the same quality regardless of an employee\u2019s individual characteristics. We continuously monitor market benchmarks for remuneration in the banking sector and ensure competitive remuneration conditions in the market.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organisation<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Working conditions<\/td>\nWorking time of employees
\nWork-life balance of employees<\/td>\n		Positive, actual: compliance with the \u201cright to be offline\u201d and the use of flexible forms of employment in terms of working hours<\/strong><\/p>\n

We enable our employees to use flexible working hours, hybrid work and remote work.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organisation<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Working conditions<\/td>\nSocial dialogue<\/p>\n

Freedom of association, existence of works councils and employees\u2019 rights to information, consultation and participation<\/p>\n

Collective bargaining, including the percentage of employees covered by collective agreements<\/td>\n

Positive, actual: promoting internal communication and taking employees\u2019 voices into account <\/strong><\/p>\n

Trade unions operate in the Bank. As part of various forms of dialogue with employees, we provide our employees with the opportunity to express their views on matters that are important to them, inter alia, through the job satisfaction survey and through the possibility of submitting projects or suggestions. The Bank, as far as possible, implements selected suggestions and remarks from surveys.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organisation<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Working conditions<\/td>\nOccupational health and safety (OHS)<\/td>\nPositive, actual: ensuring ergonomic workplaces and caring for employees\u2019 mental health <\/strong><\/p>\n

We provide our employees with ergonomic workplaces; we organise training on mental health and reduction of occupational stress, which helps to reduce burnout.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organisation<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Equal treatment<\/td>\nGender equality and equal pay for work of equal value<\/td>\nPositive, actual: creating a friendly working environment and preventing discrimination <\/strong><\/p>\n

We create a working environment that is friendly to people from communities vulnerable to discrimination (e.g. due to age, gender, disability, sexual orientation, religion, political beliefs, etc.).<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organisation<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Equal treatment<\/td>\nGender equality and equal pay for work of equal value<\/td>\nNegative, actual: existence of a gender pay gap between women and men <\/strong><\/p>\n

A gender pay gap exists in the Pekao Group between women and men.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organisation<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Equal treatment<\/td>\nTraining and skills development for employees<\/td>\nPositive, actual: ensuring adequate access to training and encouraging employees to expand competencies<\/strong><\/p>\n

We deliver educational programmes that include local training and general development webinars, as well as international training and programmes, mentoring, internal and external coaching, and certification training such as CFA\/ACCA\/CIA.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organisation<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Equal treatment<\/td>\nMeasures to prevent violence and harassment in the workplace<\/p>\n

Diversity in the workplace<\/td>\n

Positive, actual: training and reporting channels to counter violence and harassment <\/strong><\/p>\n

We have grievance mechanisms for employee matters, including violence and harassment in the workplace. We provide channels for reporting unethical actions, including violence and harassment. We actively train our staff in recognising workplace bullying, discrimination and undesirable behaviours, and in responding to all forms of these phenomena.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organisation<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
ESRS S4: CONSUMERS AND END-USERS<\/td>\n<\/tr>\n
Information-related impacts on consumers or end-users<\/td>\nPrivacy<\/td>\nPositive, actual: proactive management of the security of customer data <\/strong><\/p>\n

We ensure the security of our clients\u2019 data and funds by implementing personal data protection training and monitoring its effectiveness. We invest in the latest cybersecurity technologies and the development of data security expert competencies, which improves data protection and translates into increased customer trust.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organisation, Downstream<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Information-related impacts on consumers or end-users<\/td>\nPrivacy<\/td>\nNegative, potential: harm to consumers and end-users due to significant\/critical incidents of data leakage, theft or loss <\/strong><\/p>\n

We assume the possibility of potential large-scale data leaks, theft or loss \u2013 i.e. relating to a certain pool of clients, for example in the event of a hacking attack or a failure of banking systems.<\/p>\n

Impact linked to the Strateg<\/em><\/td>\n

Organizacja, Downstream<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Information-related impacts on consumers or end-users<\/td>\nPrivacy<\/td>\nPositive, actual: proactive efforts to increase customer awareness and knowledge of cybersecurity <\/strong><\/p>\n

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.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organizacja, Downstream<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Social inclusion of consumers or end-users<\/td>\nResponsible marketing practices<\/td>\nPositive, actual: proactive communication in customer service in an understandable, reliable and transparent manner <\/strong><\/p>\n

We enhance the quality and transparency of customer communications by implementing plain language principles in all types of materials offered to clients. By analysing and implementing best market practices, we ensure high transparency of actions. In addition, we obtain customer feedback on communication, which supports its continuous improvement and the building of trust.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organizacja, Downstream<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Information-related impacts on consumers or end-users<\/td>\nAccess to information (of high-quality)<\/td>\nNegative, potential: practices misleading customers, misselling <\/strong><\/p>\n

We assume the possibility of potential occurrences of misselling, misleading customers or communication that is unclear to customers due to excessively complex or unclear marketing and advertising messages, which may lead customers to make incorrect financial decisions.<\/p>\n

At the time of preparing the Sustainability Statement, no fine has been imposed on the Pekao Group in connection with the use of practices misleading consumers.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organizacja, Downstream<\/td>\nShort Medium Long<\/td>\nRisk<\/strong><\/p>\n

We identified the risk of loss of credibility and customer trust resulting from the lack of access to full and high-quality information about their products and services (reputational risk). In addition, there is a risk of administrative fines and court proceedings in the event of breaches of consumer protection regulations (compliance risk).<\/p>\n

We indicate an increased risk related to the imposition by the Office of Competition and Consumer Protection (UOKiK) of fines as a result of practices applied by Bank Pekao S.A., including those related to sanctions of free credit and unauthorised transactions. Due to increasing customer activity, as well as consumer protection by the regulator, which is initiating further proceedings against the Bank, the likelihood of its materialisation in 2025 was identified.<\/td>\n

Downstream<\/td>\nShort Medium Long<\/td>\n<\/tr>\n
Social inclusion of consumers or end-users<\/td>\nNon-discrimination Access to products and services<\/td>\nPositive, actual: ensuring access to financial services for clients from various social groups <\/strong><\/p>\n

The Bank systematically improves customer service processes and the development of remote and mobile channels, with particular emphasis on their ergonomics and accessibility. \u201cAccessibility\u201d, as one of the three pillars of the Strategy, means designing the customer experience in a friendly, intuitive way and focused on the quality of contact with the Bank. Under the \u201cGrowth\u201d pillar, the Bank adjusts its offering and service model to changing customer needs at various stages of the human life cycle, supporting access to services for diverse social groups. Particular emphasis is placed on building a base of young customers up to 26 years of age by developing modern, digital solutions that meet their lifestyle and expectations.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organisation, Downstream<\/td>\nShort Medium Long<\/td>\nOpportunity <\/strong><\/p>\n

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<\/td>\n

Downstream<\/td>\nShort Medium Long<\/td>\n<\/tr>\n
ESRS G1: CORPORATE GOVERNANCE<\/td>\n<\/tr>\n
Business conduct<\/td>\nCorporate culture<\/td>\nPositive, actual: building a positive organisational culture and employee engagement<\/strong><\/p>\n

Our organisational culture that is based on mutual respect, openness to dialogue and a shared commitment to achieving the organisation\u2019s objectives.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Organisation<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Business conduct<\/td>\nWhistleblower protection<\/td>\nPositive, actual: an effective system and actions protecting whistleblowers <\/strong><\/p>\n

The Bank has a comprehensive Whistleblowing Procedure that goes beyond the minimum statutory requirements and includes several additional solutions supporting whistleblowers. The system provides above-standard support measures such as psychological assistance, the possibility of remote work or temporary reassignment to another position, and exemption from the obligation to work while retaining full remuneration.-standard support measures such as psychological assistance, the possibility of remote work or temporary reassignment to another position, and exemption from the obligation to work while retaining full remuneration.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Upstream, Organisation, Downstream<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Business conduct<\/td>\nWhistleblower protection<\/td>\nNegative, potential: insufficient protection of whistleblowers <\/strong><\/p>\n

We assume the possibility of situations in which persons reporting irregularities, known as whistleblowers, suffer retaliation. Such situations may manifest in various forms of difficulties at work or changes in the treatment of these persons. As a result, this may lead to reduced trust in the available reporting channels, as employees may fear negative consequences resulting from disclosing irregularities.<\/p>\n

Impact linked to the Strategy<\/em><\/td>\n

Upstream, Organisation, Downstream<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified.<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Business conduct<\/td>\nSupplier relationship management, including payment practices<\/td>\nPositive, actual: implementation of ethics\/ESG principles for suppliers <\/strong><\/p>\n

We have implemented the Bank Pekao S.A. Supplier Code of Ethics, which sets out expectations for suppliers in ESG areas. The Bank analyzes reports submitted through the whistleblowing system and verifies supplier documentation. In addition, we apply ESG Forms in every procurement procedure, which enables ongoing verification of suppliers in terms of environmental protection, human rights, and corporate governance.<\/p>\n

Impact linked to the business model<\/em><\/td>\n

Organisation<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Business conduct<\/td>\nCorruption and bribery<\/td>\nPositive, actual: proactive anti-corruption measures, educational activities <\/strong><\/p>\n

We implemented anti-corruption training, concluded with a knowledge test, which raises awareness of principles and procedures and supports their application in daily work. Enforcement of principles is ensured through reviews of internal regulations and regular compliance checks carried out by the Compliance Department, and periodic reporting to the Management Board and the Supervisory Board. If any solution is found to be ineffective, corrective actions are implemented.<\/p>\n

Impact linked to the business model<\/em><\/td>\n

Organisation<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n
Business conduct<\/td>\nCorruption and bribery<\/td>\nNegative, potential: incidents of corruption and bribery <\/strong><\/p>\n

Despite the policies in place to prevent instances of corruption and bribery, it is not possible to eliminate them entirely. All positions within the Bank are equally exposed to the risk of corruption.<\/p>\n

Impact linked to the business model<\/em><\/td>\n

Organisation, Downstream<\/td>\nShort Medium Long<\/td>\nNo material opportunities or risks identified<\/td>\nN\/A<\/td>\nN\/A<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n","protected":false},"featured_media":0,"template":"","class_list":["post-4809","table","type-table","status-publish","hentry"],"acf":[],"yoast_head":"\nIstotne oddzia\u0142ywania, ryzyka i mo\u017cliwo\u015bci oraz ich wzajemne zwi\u0105zki ze strategi\u0105 i z modelem biznesowym - Pekao Integrated Report 2025<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/raport-pekao.pl\/en\/table\/istotne-oddzialywania-ryzyka-i-mozliwosci-oraz-ich-wzajemne-zwiazki-ze-strategia-i-z-modelem-biznesowym\/\" \/>\n<meta property=\"og:locale\" content=\"pl_PL\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Istotne oddzia\u0142ywania, ryzyka i mo\u017cliwo\u015bci oraz ich wzajemne zwi\u0105zki ze strategi\u0105 i z modelem biznesowym - 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