The insurance and financial businesses of the PZU Group are the foundation of Poland’s social and economic security. The business activities undertaken affect the surroundings, the environment and the quality of life. That is why the PZU Group pays very close attention to developing in a sustainable manner, taking into account the current needs of stakeholders and caring for the future of the next generations.
-
IIRC
The PZU Group is gradually introducing the concept of sustainable development into more areas of its business. This allows them to gradually improve their business efficiency, the quality of the relationships they build, or better match the needs of their stakeholders. In the long term, this translates into an increase in the potential to build value and greater resilience of the entire organization to the impact of negative external factors.
The management aspects are described based on the International Integrated Reporting Council’s “IIRC” guidelines.8 At this point, we present crucial issues of value creation over time with the use of available capital, i.e. the resources that the organization can access and use to create value.
Financial capital
This category includes financial resources held by the PZU Group, obtained from external sources (clients, shareholders, bondholders) and internal sources (profits generated on the Group’s business operations).
| Financial capital (PLN) | 2024 | 2025 |
|---|---|---|
| Assets | 503.3 bn | 535.5 bn |
| Equity | 65.3 bn | 72.7 bn |
| Subordinated bonds | 5.1 bn | 8.0 bn |
Performance management pertaining to this type of capital includes in particular activities related to:
- maintaining financial security and stability;
- ensuring funds for the development and pursuit of the
strategy; - operational and cost effectiveness.
Example of impact on other capitals:
- intellectual (innovation dynamics);
- human (salaries-costs);
- social and relationship (the scale of support for local
projects); - infrastructural (number of branches);
- natural (green investments, taxonomy, emissions
offsets).
| Financial capital – results (PLN) | 2024 | 2025 |
|---|---|---|
| Insurance revenue | 29.4 bn | 30.9 bn |
| Investment income | 28.2 bn | 29.4 bn |
| Net profit for shareholders of PZU parent company | 5.3 bn | 6.7 bn |
Capital management
On 2 December 2024, the PZU Management Board adopted the Capital and Dividend Policy for 2025–2027. In keeping with the Policy, PZU Group endeavors to:
- manage capital effectively by optimizing the usage of capital from the Group’s perspective;
- maximize the rate of return on equity for the parent company’s shareholders, in particular, by maintaining the level of security and retaining capital resources for strategic growth objectives through the organic growth and acquisitions;
- ensure sufficient financial means to cover the Group’s liabilities to its clients.
- maintain the PZU Group’s financial leverage ratio at a level no higher than 25%;
- ensure funds for growth and acquisitions;
- maintain the financial conglomerate’s surplus own funds above the pertinent requirements for solvency;
- PZU will not issue any new shares for the duration of this Policy;
- it is assumed that certain temporary deviations in the actual solvency ratio above or below the target level may occasionally occur.
The Solvency II ratio for the PZU Group compared to European insurers
Source and data: data as of Q3 2025; PZU unaudited data.
| SCR | 2024 | Q3 2025* |
|---|---|---|
| PZU Group | 226% | 234% |
| PZU | 240% | 245% |
| PZU Życie | 337% | 364% |
| MCR | ||
| PZU Group | 376% | 387% |
| PZU | 910% | 941% |
| PZU Życie | 748% | 809% |
| CRR | 2024 | 2025 |
|---|---|---|
| Pekao Group – total capital ratio | 16.1% | 16.4% |
| Tier 1 capital ratio | 14.9% | 15.0% |
| Alior Bank Group – total capital ratio | 18.3% | 17.6% |
| Tier 1 capital ratio | 18.3% | 17.6% |
Commentary on ratios in banks:
At Bank Pekao and Alior Bank, the total capital ratio and the Tier 1 capital ratio were computed on the basis of Regulation (EU) No 575/2013 of the European Parliament and of the Council of 26 June 2013 on prudential requirements for credit institutions and investment firms (CRR).
Non-financial capitals
Information on the PZU Group’s key intangible resources and an explanation of how PZU’s business model depends on these key intangible resources and how these resources are a source of value creation for PZU.
The PZU Group’s business model relies heavily on intangible resources, which provide the basis for its competitive advantage, contribute to its operational efficiency and determine the Group’s ability to build value for stakeholders over the long term.
The PZU Group’s intangible resources – including employee competence, brand and know-how, relationships with customers and partners, as well as vast databases and advanced technology systems – are an integral part of the PZU Group’s business model. Their quality and level of development determines the Group’s ability to sell effectively, manage risk, provide high-quality services and execute its strategy covering the areas of insurance, health, investment and banking.
All of these resources have a direct bearing on long-term value creation for shareholders, customers and other stakeholders, as well as the maintenance of the PZU Group’s position as the leading insurance and financial group in the region.
The key intangible resources on which PZU’s business model depends, together with the way in which these are a source of value creation for the PZU Group, are grouped and presented under the capitals as per IIRC methodology.
PZU Group’s key intangible resources
(know-how, innovation centers, acceleration of start-ups)
| Relevance to the business model | Source of value creation |
|---|---|
| Know-how, data and advanced algorithms enable effective risk management, tariffs, and product development in the areas of insurance, health, investment, and banking |
|
(employees and agents)
| Relevance to the business model | Source of value creation |
|---|---|
| Competence of employees and agents – who are experts in the areas of insurance, health, investment and banking – determining the quality of services provided and the ability to develop products, enable key processes: risk assessment, sales, claims handling, analytics and investment management; underpin operational efficiency and regulatory compliance |
|
(brand and reputation, CRM, customers, partners, distribution networks)
| Relevance to the business model | Source of value creation |
|---|---|
| PZU has one of the strongest brand names in the Polish financial sector. The strong PZU brand increases trust and recognition, builds loyalty and competitive advantage. A wide and diversified network of distribution channels (multi-agents, branches, bank partners, digital channels) and the largest customer base enable large-scale distribution of services and realization of synergies between segments |
|
(data ecosystem, IT systems, processes, analytics, data warehouse, digitalization)
| Relevance to the business model | Source of value creation |
|---|---|
| Advanced IT systems and developed process architecture enable massive customer service, effective risk management and large-scale service provision, including claims handling |
|
Intellectual capital
As regards intellectual capital, of key significance to the PZU Group are the intangible resources of the whole organization and distinct employees in the form of knowledge, experience, research, development and pursuit of a culture of innovation.
| Intellectual capital | 2024 | 2025 |
|---|---|---|
| Number of reporting and analysis centers in PZU | 6 | 11 |
| Number of AI ambassadors at PZU | 0 | >50 |
| Accelerator and mentoring programs | 2 | 2 |
Performance management pertaining to this type of capital includes in particular activities related to:
- developing CRM systems, tools for remote sales and contacts with clients;
- personalizing the product offering;
- building product ecosystems;
- integrated approach to distribution channels (omnichannel approach);
- implementation of Group standards and regulations;
- building an environment favorable to innovation.
Example of impact on other capitals:
- financial (operating expenses);
- human (competence; well-being);
- social and relationship (client satisfaction, location);
- infrastructure (availability of offerings);
- natural (product innovation).
| Intellectual capital – results | 2024 | 2025 |
|---|---|---|
| NPS recommendation index (relational) | 2.8% | 5.8% |
| Number of innovative projects submitted for implementation | 5 | 7 |
Approach to innovation
Innovation is one of the key values for the PZU Group. Innovation thinking outside the box, breaking molds and looking for opportunities to streamline functioning of the company. Innovation in the PZU Group is not limited to a single division, project or area. Changes are constantly being made to every aspect of how the firm operates, and they combine to form a picture of one of the most innovative companies in the financial industry in Europe. PZU’s innovations contribute to client satisfaction, which is a top priority for the Group, and to employee comfort, and at a micro scale, to the development of the overall economy.
Innovation in the PZU Group’s product and service offering
Data as a key value of PZU
The innovation approach adopted by PZU supports the pursuit of the overall PZU Group’s mission and strategy. Four major areas are set forth thereunder, in which particular effort is expended to find new solutions, with a special focus on high-volume processes:
- advanced analytics and using big data sets;
- new interactions with a customer, value added
services and ecosystems; - digitalization – in particular emerging technologies;
- artificial intelligence.
Responsible approach to data use and analytics
Artificial Intelligence (AI) brings both the potential for benefits and challenges related to data privacy, transparency, ethics of data use and security. The PZU Group consciously and responsibly implements the above solutions in accordance with the Data & AI Governance Policy, taking into account the AI Act, Data Act, Data Governance and DORA regulations, among others. In order to properly address the above elements, an interdisciplinary AI Governance team is in place at PZU, consisting of representatives from many areas, both those producing AI systems and models (manufacturers), business units using AI systems and models (consumers), and units responsible for legal, risk, compliance, data management and security issues.
One of the key ongoing activities is the development of the analytical and operational area of CRM towards full integration with digital channels in order to better personalize offers throughout the client relationship lifecycle (Customer Journey). And also in terms of closing sales paths by means of, among other things, using knowledge of client interactions to implement after-sales and maintenance campaigns adequate to customers’ needs. By extending actuarial models with new parameters and additional external data, underwriting processes were developed, providing more precise risk estimates and better price proposals for clients. Work is currently underway to increase the precision of tariff models, which will translate into increased efficiency in risk selection. In the area of claims and benefits, advanced analytical models are used, among other things, to support clients in selecting optimal paths of claims manageability and matching settlement forms. Tools for finding non-obvious relationships in data (data mining), text, image and voice recognition to automate damage estimates, graph networks to detect insurance crime and organized groups (FMS – Fraud Management System), or RPA robotics have also been developed for many years.
Due to the dynamic development of the digital world and the arrival of data as an information resource, the PZU Group is constantly developing its reporting and analytical solutions, pursuing its mission to increase competitive advantage through the effective use of data. Reliable data is a vital asset for the company and is essential for business processes such as, among others, risk assessment, underwriting, accurate tariff estimates, combating fraud and insurance crime, personalizing offers and broader portfolio management, as well as claims and benefits handling. For more than two decades, the Information Management Department has been developing a corporate Data Warehouse and reporting and analytical solutions (Business Intelligence) that are a key element of the organizational culture and strategic approach to business management in the PZU Group. The Data Warehouse gathers information from more than a hundred internal and external sources (currently more than 100,000 attributes, current and historical data from the last 30 years) in such a way that it can serve in strategic, management and operational decision-making processes. In order for the mission of information management to be fully realized, modern ICT infrastructure solutions are being implemented that are adapted to the volume and type of data and users, technologies and analytical techniques that are adequate to business demand and meet market standards, and tools that provide information recipients with fast and uninterrupted access to data and analyses. It is one of the largest information ecosystems in this part of Europe.
Since 2023, Reporting and Analysis Centers have been operating in PZU key business areas (Retail Sales, Corporate Sales, Product and Tariffs, Client, Claims and Benefits, Finance), aimed at, among other things, ensuring information consistency and quality, and improving the efficiency of analytical and reporting processes to support informed management. In 2025, saw the implementation of processes of adapting the above organizational model to the Business Units, which were launched as a result of the evolution of the operating model. An important element of this transformation is the Data Mesh architecture, focused on expanding thematic data warehouses that streamline access and analysis of information in key areas. They contribute to a better understanding of market trends, performance and effective management of insurance business and risks. Investment has also been made in new Business Intelligence tools, Data Quality and external data sources, enabling analysts to analyze and formulate valuable conclusions more easily and in greater depth than before, while ensuring the reliability of the information. An example of optimizing and improving the efficiency of reporting processes is the significant reduction in the time required for financial month-end closing and IFRS17 reporting, which allows for faster delivery of key information to shareholders and regulators. Given the growing importance of sustainability, ESG and CSRD reporting processes were significantly developed, allowing for transparent and credible presentation of activities in these areas.
Value resulting from data-driven transformations
The total estimated value of achieved ROI for completed projects and initiatives that make significant use of data and analytics now exceeds 10% of the annual technical result.
Key areas of analytical support
New business, client acquisition, network efficiency (market and competitive analysis, client needs analysis, channel optimization and sales efficiency).
Marketing, upsale, CLTV client value enhancement and loyalty, segmentation, campaign management (including x-sell and up-sell product recommendations, exit prediction and retention management), Customer Experience, hyperpersonalization of content and hybrid model of offering and after-sales service in digital and traditional channels.
Product creation and underwriting (product creation, modeling in the area of tariffs, underwriting and optimization of price elasticity, customization of offers).
Claims handling process management (segmentation, claims handling analytics, vehicle repair costs analytics, path manageability and partner ecosystem analytics), increased fraud detection (fraud pattern analytics and fraud prevention models, SNA networks).
Risk management and eviction optimization (analytics of insurance portfolios risk, predictive analytics, reserve management, recourse optimization and accounts receivable management), reporting and management accounting (including activity-based costing, budget and performance planning and monitoring).
Dynamic development of advanced analytics, including machine learning and artificial intelligence (AI)
The PZU Group has also been investing for years in digitization and automation of processes, but it also makes significant use of data, behavioral and phenomenal patterns, new analytical techniques and technologies, including artificial intelligence (AI) and machine learning (ML). New technologies are the way to better understand the needs and provide more comfort to clients, to serve them more efficiently, but also to better assess risks and consequently value insurance, optimize claims handling processes or, finally, to improve systems for detecting insurance fraud and crime. It is also a way to gain competitive advantages in a world where personalized offers and sales in digital channels are playing an increasingly important role.
There are currently more than 350 analytical models in the PZU Group. Today, AI in the PZU Group is used not only to automate and optimize internal processes, but also to improve experiences and relationships with current and potential clients. However, the solutions implemented do not completely take control of the processes, but are only suggestions and hints. The decision always lies with the person – the client, employees or intermediaries.
In order to operate even more efficiently in the area of dynamic development of artificial intelligence, a strategic AI Transformation project was launched in December 2025, which aims at, among other things, accelerating the adoption of AI solutions through the implementation of a modern cloud platform and the centralization of projects and initiatives, as well as at raising employee awareness and verifying the possibility of AI supporting all areas of the Company’s current operations.
Innovation and AI team
In 2025, over 1000 ideas and start-ups were analyzed; and 12 pilots of innovative solutions were launched. There were 13 pilots which were completed, and 7 out of those 13 were advanced to the implementation phase. Among them were solutions to support the cyber security area, claims and benefits handling processes, the sales area, the corporate client area, as well as AI solutions that have a positive impact on the efficiency and quality of work of all PZU employees. Since the inception of the Innovation area PZU has completed many unique projects, which have been awarded with dozens of industry prizes. Among other awards, in 2025, PZU received the Eagle of Innovation Award for its SelfService NEXT solution and the “Cyfrowa Rzeczpospolita” Award for its special contribution to the development of digital transformation.
GPT Lab
Since 2024, with advances in artificial intelligence and the development of large language models, a GPT Lab team has continued its work at PZU. The team is responsible for analyzing ways to safely use GenA technology in PZU operations, identifying valuable cases and testing the pilot projects. The GPT Lab team applies procedures for testing innovative solutions and operates on specially dedicated cloud resources from a trusted provider of these technologies. The process is constantly monitored, and the right approach to artificial intelligence testing ensures that experimenting with this technology is safe and reliable. The GPT Lab functions as a working team within the PZU, consisting of representatives of many units, including the Innovation and AI Team, Information Technology Division, the Information Management Department, the Artificial Intelligence Factory and the Development and Deployment Department. The above units are core areas where experts use the latest advances in AI and machine learning to analyze the vast amounts of data available at PZU. Since 2024, GPT Lab has implemented, among other things, a generative artificial intelligence solution to support the PZU’s Home insurance self-service claims handling process (the Self-Service Next project), AudioAI – a tool to transcribe and analyze recordings. One of the activities carried out by the Team is also the coordination of AI Assistant adoption among PZU employees. The change management process is implemented in a structured and consistent manner, with one focus on the business value as generated and the safety of using the tool. At the end of 2025, more than 50% of PZU employees regularly used the solution and they generated more than 1.7 million prompts.
Accelerator programs
Accelerator programs combine the potential of young, creative entrepreneurs with the infrastructure and experience of large companies.
Their goal is to accelerate the growth of startups by, among other things, allowing them to test their solutions with large companies, providing financial support and scaling up their operations. PZU wants to support innovators who are at the beginning of their journey or are just gaining momentum.
PZU participates in two accelerator programs, Huge Thing and Start Smart CEE, which combine the potential of young, creative entrepreneurs with the infrastructure and experience of large companies.
In 2025, projects with three start-ups were carried out under accelerator programs. The first one of these startup was RIFFSEC (Huge Thing accelerator), which provides the Security Department with detecting information on data leaks, darknet and Telegram monitoring, as well as information on planned phishing attacks. The solution was successfully tested and implemented.
The second entity was simpl.rent (Huge Thing accelerator), which operates at the intersection of fintech, insurtech and proptech. As part of the pilot, a tool was created to build a sales process for new programs for closed groups in an easy, secure and customer-friendly way. The first such a program was implemented and it is expected that the cooperation will continue.
PZU Ready for Startups
PZU Ready for Startups is a program to work with startups and technology partners to test and implement innovations at PZU. They cover business areas and involve solutions at various stages of development – from initial ideas directed to accelerator programs, to commercial implementations preceded by a short process of adapting solutions to business needs.
Since the program’s launch, PZU has already conducted 90 pilots, which have resulted in over 50 projects submitted for implementation. The cumulative business benefits generated by the implemented solutions have already exceeded PLN 250 million (8 years of program operation).
In 2025, the PZU Group’s key insurance companies – PZU and PZU Życie – ran an extensive transformation program, whose essence is reflected in the structure of expenditures: more than 85.8% of all capital expenditures were technology initiatives, especially in the areas of digitalization and the IT environment development, while about 12.1% related to administrative costs. The other categories were complementary in nature: marketing expenditures accounted for just under 0.7%, HR activities for about 0.5%, the real estate area for 0.6%, and back‑office and efficiency initiatives for about 0.3% of expenditures. The data clearly confirms the strategic direction: focusing on technological modernization and strengthening the organization’s digital foundations.
Development activities are an important part of IT expenditures. One of the key projects in 2025 included the further development of the CRM environment, which is one of the most important elements of the PZU Group’s commercial transformation. The CRM system being developed enables customer relationship management in a holistic way, providing a complete picture of customers’ needs and behavior and allowing personalized communication across all communication channels. The result of these activities will be the readiness of the CRM ecosystem to implement advanced business concepts in the area of customer value management – this directly supports the implementation of the key pillars of the PZU Group’s strategy and creates a solid foundation for further sales growth, improving retention and strengthening longterm customer relationships.
Key project expenditures also included the modernization of claims handling processes, as well as the standardization and integration of systems supporting eviction processes. The implementation of projects on optimizing recourse processes and receivables handling was an essential element in improving operational efficiency. As part of this initiative, the database model was expanded and changes were made to improve data flow and reduce the risk of errors.
In the non-life insurance segment, development projects as performed targeted the sales front and focused on modifying the residential product offering. The goal was to adapt the product to changing customer expectations, improve the efficiency of the sales funnel and increase conversions.
The development of the mojePZU platform remains an important part of the digital transformation. In 2025, the ongoing works included evaluating the current architecture for its ability to handle the growing scale of users and transactions, as well as preparing requirements for the next implementation phase. The platform serves as a central channel for customer communication and self-service, and the ongoing activities secure its scalability and reliability in future periods, which is the foundation for increasing the number of digital interactions and moving processes to remote channels.
In the area of assistance services, the works continued to consolidate and upgrade the system environment, moving all processes to a single, integrated solution.
At the same time, initiatives of systemic and regulatory importance were carried out to – among other things – implement a partial economic capital model for the PZU Group.
The PZU Group’s project plans for 2026 are dominated by initiatives focused on further strengthening business foundations, developing modern sales channels and improving operational efficiency at both PZU and PZU Życie. Of key importance are activities aimed at developing advanced pricing tools in communication and non-communication products to ensure greater precision in risk pricing and flexibility in responding to market trends. At the same time, a transformation of sales networks is planned throughout the organization.
Activities for accelerating the digitization and automation of operational processes are an important part of the project plan. More solutions are scheduled to be implemented in 2026 to improve customer service efficiency in the middle and back‑office units, in addition to initiatives to reduce administrative costs by reducing paper correspondence and printing. Activities will also be carried out to increase the effectiveness of anti-fraud efforts and improve recovery and recourse processes. This is complemented by continued upgrades in the areas of claims handling and recourse process handling, aimed at improving process quality and reducing operating costs.
In 2026, the plan is to develop the technology and prepare the organization for full use of artificial intelligence. It is planned to build a state-of-the-art AI platform, implement regulatory standards for managing artificial intelligence, as well as prepare structures and processes to ensure compliance with EU requirements. Solutions will also be developed to support compliance with AML/CFT regulations and standards for data retention and security. In addition, the plans include the modernization of the architecture of key digital services – including the most important service for customers – to ensure stability and scalability with the rapidly growing number of users.
The entire project portfolio is complemented by organizational and system initiatives, including the modernization of service systems in the claims area, the creation of unified sales pathways and the optimization of using the real estate space. In parallel, key projects that started in previous years will be continued, including projects on economic capital model, tax settlement, the assistance system and the development of flagship insurance products. By combining growth, technology and optimization activities, the PZU Group’s 2026 project plan provides a coherent and comprehensive response to the strategic needs of both companies and strengthens their competitive position in the market.
Human capital
Human capital management involves matters related to creating a workplace, caring for safety, building relationships and dialog, supporting diversity, managing talents, and retaining key employees.
| Human capital | 2024 | 2025 |
|---|---|---|
| Number of employees per FTE (PZU and PZU Życie) | 9.7 thousand | 9.6 thousand |
| Number of tied agents and customer advisors (PZU and PZU Życie) | 7.7 thousand | 7.5 thousand |
| Percentage of people working remotely (PZU and PZU Życie) | 29.7% | 29.8% |
Performance management pertaining to this type of capital includes in particular activities related to:
- diversity and respect for human rights;
- ensuring safe working conditions;
- development and training;
- hiring and retaining key employees;
- ensuring a healthy work-life balance;
- ensuring conditions for an honest dialog with trade unions;
- shaping ethical attitudes.
Example of impact on other capitals:
- financial (operating expenses);
- intellectual (culture of innovation);
- social and relationship (brand recognition);
- infrastructure (availability of offerings);
- natural (awareness of the impact on the environment).
| Human capital – results | 2024 | 2025 |
|---|---|---|
| Rate of employee involvement | 47% | 46% |
| Rate of new employees (in fulltime equivalents at PZU and PZU Życie) | 8.7% | 8.5% |
| Rate of voluntary terminations and dismissals (PZU and PZU Życie) | 10.0% | 10.5% |
This type of capital is made up of shared norms, values and behaviors that build long-term and lasting relationships with stakeholders. These are aspects related to client loyalty, brand perception and preventive, sponsoring and social activities.
| Social and relational capital (PLN) | 2024 | 2025 |
|---|---|---|
| Expenses for prevention activities (PZU and PZU Życie) | 71.4 million | 68.1 million |
| Expenses for sponsorship activities (PZU and PZU Życie) | 20.3 million | 24.4 million |
| Funds donated to the PZU Foundation | 6.3 million | 20.0 million |
Performance management pertaining to this type of capital includes in particular activities related to:
- setting standards for cooperation with suppliers and business partners;
- deploying systems to improve client service;
- approach to recruiting and supporting agents;
- promoting a healthy lifestyle;
- disease prevention;
- accident prevention;
- providing support to local communities;
- supporting activities aimed at promoting sports, culture and art.
Measurement of the effectiveness of this type of capital is largely based on analyzing the outcomes of preventive and sponsoring campaigns, social campaigns and socially beneficial projects, and the use of funds allocated to activities pursued by foundations.
Example of impact on other capitals:
- financial (price elasticity);
- intellectual (brand recognition);
- human (engagement);
- natural (environmental awareness in the supply chain).
| Social and relationship capital – results | 2024 | 2025 |
|---|---|---|
| Number of beneficiaries of PZU employee voluntarism | 11,163 | 4,363 |
| Number of volunteerism actions organized by the PZU Foundation | 50 | 38 |
| Number of recipients of community activities on safety and sustainable lifestyles | 15.0 million | 16.1 million |
Infrastructural capital
This type of capital is made up of the largest distribution and service network in Poland, in particular: branches, outlets, agents and business partners, the claims and benefits handling network, and electronic distribution channels. It also includes one of the largest corporate Data Warehouses in Central and Eastern Europe as well as reporting systems and ML/AI advanced analytics, IT tools and systems that enable information flow both within and without the PZU Group. As a result, PZU Group customers enjoy easy and convenient access to financial products and services.
| Infrastructural capital | 2024 | 2025 |
|---|---|---|
| Number of tables / data in the data warehouse | ~200 thousand / 475TB |
~200 thousand / 500TB |
| Number of PZU, Bank Pekao and Alior Bank branches | 1,498 | 1,445 |
| Number of PZU Zdrowie’s own branches | ~130 | ~130 |
Performance management pertaining to this type of capital includes in particular activities related to:
- growth of sales structures;
- organization of work in branches;
- growth and transformation of facilities in the health area;
- standardization of structures and positions;
- development of electronic distribution channels for financial products and services;
- digitization of processes within the PZU Group.
Example of impact on other capitals:
- financial (operating expenses);
- intellectual (level of innovation);
- human (quality of client service);
- social and relationship (accessibility and countering exclusion);
- natural (emissivity).
| Infrastructural capital – results | 2024 | 2025 |
|---|---|---|
| Number of active data warehouse users / Business Intelligence users on average per month | >3.5 thousand | >3.5 thousand |
| Number of users of the sales and service platform mojePZU | 4.9 million | 5.8 million |
| Number of active inPZU users | 259 thousand | 364 thousand |
Natural capital
Performance management pertaining to this type of capital includes in particular activities related to:
- minimizing the environmental footprint, reducing
own and indirect CO2 emissions; - shaping the investment policy;
- building climate awareness among employees, clients
and partners; - involvement in the climate and energy transition;
- implementation of ESG factors into operations;
- development of products for entities supporting lowemission technologies.
Example of impact on other capitals:
- financial (commitment to green investments);
- intellectual (reduction initiatives);
- human (environmental awareness);
- social and relationship (pro-ecological products);
- infrastructural (transition to low-carbon technologies).
