The PZU Group takes into account the perspective of its own workforce in decision-making processes, treating employees’ voices as an important element of managing the organization’s impacts. Within the PZU Group, cooperation takes place both directly and through trade unions. In PZU and PZU Życie, ten trade unions operate, and dialogue with them makes it possible to take into account the expectations of the social partner in key decisions concerning remuneration regulations, collective bargaining agreements, or bonus principles.
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In the Group’s banks, dialogue is conducted with trade union organizations and the Employees’ Council. Bank Pekao also conducts consultations as part of strategic projects. In foreign entities, despite the absence of formal representative structures, extensive employee engagement mechanisms are applied, including multilingual surveys, workshops, Q&A sessions, and podcasts with the participation of senior management, ensuring transparency and employee influence on strategic decisions. In PZU Ukraine, in the context of the war, particular importance is attached to creating a safe working environment and enabling employees to report needs related to the crisis situation.
Cooperation processes with employees within the PZU Group include engagement surveys, social dialogue, meetings with representatives, and development initiatives. Annual engagement surveys are conducted in the PZU Group companies, as well as periodic pulse surveys, and in PZU a continuous satisfaction survey is conducted in cooperation with individual organizational units (Cooperation Barometer).
These mechanisms enable employees to express their views safely and confidentially regarding the working environment, relationships with supervisors, and the company’s development direction.
Cooperation with employees within the PZU Group takes place at all stages of the employee lifecycle in the organization – from recruitment and onboarding, through ongoing operational processes, to development activities and change management. In PZU, engagement surveys are conducted once a year, while pulse surveys are carried out as needed – from once to several times per year.Meetings with trade unions are held as needed, often on a monthly basis.
Within the PZU Group, the effectiveness of employee engagement is assessed through systematic monitoring of satisfaction levels and employment stability. The key tools are the engagement surveys described above and periodic pulse surveys, which enable ongoing analysis of employees’ opinions and the identification of areas requiring improvement.
Survey results are analyzed at all levels of the organization, from the Management Board to individual teams, and form the basis for designing actions aimed at improving working conditions, organizational culture, and development initiatives. In addition, employee turnover metrics constitute a complementary measure of employment stability and the effectiveness of engagement-building efforts.
The results of engagement surveys within the PZU Group are systematically analyzed and translated into action plans implemented at both team level and within the PZU Group companies. In PZU, measurements are carried out, among others, through the engagement survey (with results compared annually), the turnover rate (remaining below the financial market average), targeted employee surveys (addressed to specific groups of employees), and exit interviews (interviews and surveys examining the reasons for leaving the employer).
As part of the implementation of the Employee Experience Management approach, regular reviews of employee experience are conducted across the entire employee lifecycle within the organization. The analysis of experience measurements linked to specific moments on the employee journey map serves as a basis for business decisions concerning the working environment. The creation of Employee Journey Maps (EJM) is aimed at improving existing processes. Metrics related to the employee lifecycle are monitored, and, based on employees’ feedback, actions improving the working environment are designed and implemented.
Responsibility for cooperation with employees at PZU lies with the HR Office, including the Managing Director for HR, the Director for Labor Law and Social Dialogue, and the Director for Training and Development. In foreign entities, this role is performed by the HR Director or a dedicated manager, such as an HR Manager or Employee Experience Manager at BALTA. In the Group’s banks, responsibility rests with the Director of the People, Organization and CX Division (Bank Pekao) and with the Management Board (Alior Bank). These persons coordinate dialogue processes, analyze survey results, and implement remedial actions.
Within the PZU Group, initiatives are implemented to support employee well-being and counteract the risk of marginalization. The catalogue of activities is developed based on a multi-source needs assessment process in which employees’ voices, including those of vulnerable people, play an important role. Programs such as the Summer School of Well-being, promoting mental and physical health, as well as training sessions and educational webinars on equal treatment and the prevention of bias, have a preventive character – they teach how to cope with difficulties before they arise. In addition, PZU supports managers in building an inclusive working environment and responding effectively to team challenges. Within the PZU Group, initiatives supporting vulnerable people are implemented, including the Employee Assistance Program #rozmawiajMY and a psychological helpline. The PZU Group companies offer financial support from the Company Social Benefits Fund, additional prescription drug insurance, and flexible forms of work.
The PZU Group identifies and eliminates barriers hindering cooperation with employees, such as communication, organizational, or technological differences.
For this purpose, the results of opinion surveys and employee reports are analyzed, and training sessions and educational activities are organized. The PZU Group uses various communication channels to ensure that employees have access to information in a clear and accessible manner. The primary tool is the intranet, where survey results, action plans, and educational materials are published. Communication also takes place through newsletters, meetings with managers, digital platforms, and thematic webinars.
In 2025, no material conflicts of interest were identified within the PZU Group that could negatively affect the achievement of strategic objectives. However, differences in expectations regarding the principles for the payment of annual bonuses arose and were resolved through dialogue with the social partner and individual discussions between managers and employees.
During the reporting period, the collective dispute initiated in 2023 by the Inter-Company Trade Union of PZU Group Employees “Jedność” was concluded through dialogue. The dispute concerned remuneration, and the National Labour Inspectorate was informed of the details.
The PZU Group implements the Human Rights Policy, which covers employees, customers, suppliers, and business partners. Complementary procedures to the Policy provide mechanisms including a due diligence process, channels for reporting violations, and methods for monitoring and handling reports, as described in more detail in the following sections: Human Rights Policy in the PZU Group and Minimum safeguards. In its business relationships, the PZU Group requires its partners to comply with principles of ethics and human rights, as set out in the Code of Conduct and ESG Best Practices for PZU Group’s Suppliers.
The PZU Group has not concluded a global framework agreement but implements a Human Rights Policy developed on the basis of the UN Guiding Principles, the OECD Guidelines, and ILO conventions. The PZU Group companies are signatories to the principles of the UN Global Compact.
