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In 2025, the PZU Group set targets for the strategic period 2025-2027 relating to identified material impacts, opportunities, and risks concerning employees. The qualitative targets presented are included in the Human capital management policy and constitute a further development of the strategic directions set out in the strategy. The defined targets contribute to strengthening positive impacts and limiting identified risks. They also pursue business targets related to supporting the development of human capital, maintaining competitive advantages in the labor market, and creating an environment conducive to innovation and engagement. The defined targets do not incorporate all criteria required by the ESRS in accordance with MDR-T.
In order to minimize the risk of a shortage of qualified staff, particularly in areas requiring specialized competencies, targets were adopted aimed at strengthening the attractiveness of the PZU Group as an employer and building a friendly working environment.
- maintaining PZU’s position as an attractive employer through a strong brand, a competitive remuneration offering, and advantages in terms of turnover rates and employee return metrics compared to the market; further monitoring and reducing voluntary departures, including among top talent;
- developing a working environment based on collaboration, inclusiveness, and psychological safety; maintaining high levels of employee satisfaction in the areas of “people management” and “inclusiveness and collaboration”, above market averages.
As part of strengthening the positive impact on its own workforce and limiting potential negative effects arising from specific working conditions for certain job groups, objectives are pursued relating to improving employee well-being indicators based on the well-being strategy (physical and mental health and optimization of working style), as well as further developing the Employee Experience approach through systematic assessment of needs and incorporating employees’ perspectives into process design.
Taking into account impacts related to equal treatment, an objective was set to ensure that the gender pay gap between women and men does not exceed a level acceptable in market practice.
In order to strengthen the positive impact of social dialogue and limit tensions in employee participation and communication, an objective was defined concerning the involvement of trade unions in developing solutions for employees.
To support the development of employee competencies and enhance long-term employment prospects, an objective was adopted focusing on shaping future skills, including those key from the perspective of the PZU Group’s strategy — particularly in the areas of new technologies (AI, cloud, embedded insurance, pricing) and international expansion. It also assumes increasing the availability of training and creating opportunities to gain diverse professional experience.
In view of the diverse needs of four generations of employees and the need to strengthen actions limiting the risk of undesirable behavior, an objective was defined to enhance leaders’ accountability for building engagement and employee experience. This will also include the development of managerial competencies and the implementation of a new performance management process supporting talent identification and optimal employee development in individual business areas.
The targets set by the Pekao Group include maintaining a high level of employee engagement (60%), implementing employee volunteering initiatives, keeping the pay gap for comparable positions below 5%, and achieving a 33% share of women in managerial positions.
The Alior Bank Group defined targets relating to maintaining the gender pay gap below 2.5%, achieving a 50% share of women in management, and implementing a re-onboarding program for employees returning from parental leave. In order to strengthen the positive impact on its own workforce and limit potential negative effects of low engagement, Alior Bank’s strategy assumes transforming the organization based on Agile methodologies and maintaining an employee engagement rate above 60% by 2027.
In 2025, entities in the Baltic countries also set targets relating to reducing the gender pay gap, maintaining high satisfaction levels, and developing competencies related to climate transformation. In Ukraine, the priority was safety, psychological support, and employment stability under wartime conditions.
- SDG 8 – Economic growth and decent work
- SDG 5 – Gender equality;
- SDG 10 – Reducing inequality.
Monitoring of targets, actions, and initiatives
The targets are monitored through a set of HR metrics, such as turnover, the gender pay gap, employee satisfaction across various aspects of work, and the perceived attractiveness of PZU as a workplace, ensuring their comparability over time. Turnover, wellbeing, and gender pay gap metrics are analyzed on an annual and quarterly basis.
Employees are involved in the process of defining and monitoring objectives through engagement surveys, consultations with HR, and dialogue with trade unions, and the results are used to design actions addressing real needs.
Management of risks, resources, and impacts on relationships
In 2025, the PZU Group implemented mitigation measures in relation to identified IROs, including overtime work, tensions in communication, and lack of diversity in the Management Boards of companies.
With regard to overtime work, actions focused on wellbeing, safety, and flexibility in work organization, limiting the negative effects of increased workload. Communication-related tensions were addressed by strengthening a culture of dialogue, transparency, and cooperation within the organization.
The Employee Experience Management (EXM) approach enabled responsiveness to employees’ needs, and in crisis situations PZU has established solutions allowing for rapid response, ensuring support for employees and their families. Within the PZU Group, additional remedial measures are implemented, such as psychological support, stress management training, flexible forms of work, and programs developing both technical and soft skills for employees in positions exposed to specific adverse impacts. In addition, digitalization and automation of processes reduce repetitive tasks, decreasing the workload of frontline employees in contact with customers.
The lack of diversity in the Management Boards of companies is addressed based on the corporate governance policies in force at PZU, in particular the Diversity policy for members bodies of PZU SA and the Gender balance policy in the Management and Supervisory Boards of PZU.
Actions undertaken to strengthen communication and participation are described in the section Processes for engaging with own workers.
In response to identified risks, including those related to attracting qualified employees, the PZU Group implements initiatives covering remuneration policy, non-wage benefits, support for non-work activities, promotion of work-life balance, and professional development.
Within the PZU Group, the remuneration market is monitored, and the pay policy is adjusted to market conditions and local specifics, taking into account individual competencies, performance, and the nature of positions. Employees may receive additional variable components, such as bonuses and commissions, depending on the nature of their duties.
The PZU Group companies offer additional benefits aimed at supporting the quality of life of employees and their families. Benefits vary between the PZU Group companies.
- Employee Pension Scheme (EPS): 7% of base and variable pay;
- Company Social Benefits Fund (ZFŚS): including cofinancing of holidays, renovation and modernization loans, non-repayable grants, and a cafeteria system for cultural, tourism, and sports benefits;
- health benefits: private medical care, prescription drug insurance, and top-ups of up to 100% of remuneration in the event of specific sick leave absences (e.g., oncological diseases);
- group life insurance on preferential terms and promotional conditions for joining an Individual Retirement Security Account (IKZE).
In order to strengthen positive impacts, actions undertaken by the PZU Group focused on well-being, safety, and flexibility of work.
The PZU Group identifies and leverages opportunities conducive to creating a working environment based on innovation, collaboration, and employee autonomy. The PZU Group seeks to develop digital and leadership competencies and to build an organizational culture supporting engagement and diversity. The development of digital and leadership competencies is carried out through training programs, enabling better use of team potential and minimizing the risk of turnover. The PZU Group companies promote the development of employees’ non-work activities through access to sports sections and employee volunteering programs. Activities promoting diversity and inclusiveness support a culture based on respect, equality, and mutual support.
The hybrid work model and collaborative work tools have increased organizational flexibility, supporting work–life balance. Investments were made in the development of digital and leadership competencies by implementing training programs supporting leaders in better leveraging team potential.
The PZU Group applies various methods of monitoring and evaluating the effectiveness of actions undertaken for its employees. Regular engagement surveys and supervisor-employee conversations provide feedback on working conditions and organizational initiatives. Human resources management processes are also evaluated by analyzing key metrics such as employee turnover, absenteeism levels, training effectiveness and internal promotions.
The PZU Group applies a structured decision-making process with respect to remedial actions, involving the HR Office, managers, legal teams, and ethics committees. In the case of serious violations, appropriate procedures are triggered and cases are referred to the Anti-Mobbing Committee. Foreign companies and the Group’s banks apply analogous mechanisms, ensuring confidentiality and employee protection.
The PZU Group verifies the effects of its actions through opinion surveys, dialogue with trade unions, analysis of HR indicators, and mechanisms for reporting irregularities. Social dialogue, including regular meetings with trade unions, constitutes an additional tool for identifying risks and assessing impacts.
Within the PZU Group, no dedicated separate resources are allocated specifically for managing material impacts and risks. These activities are carried out by HR teams within the allocated budgets for training, courses and certifications, well‑being programs, employee benefits, and digital tools that support HR processes. In PZU, appropriate units are in place responsible for the implementation of HR policies, payroll and personnel administration, occupational safety, and OHS audits. Specialized teams operate in the areas of recruitment, development, employee experience management, incentive systems, HR communication, business partnering, and legal advisory services in labor law and social dialogue. Foreign companies allocate resources to development programs, digital skills training, psychological support, and DEI initiatives, and invest in e-learning systems and platforms. The Group’s banks invest in educational platforms, development programs, and mental health initiatives.
Responsibility for managing impacts lies with the Management Board, the Managing Director for HR, the HR Office, the Employee Operations Center, and the OHS Team at PZU, and with HR, Compliance, and Ethics Committees in foreign entities. The Group’s banks engage HR Business Partners and relevant committees. These functions carry out preventive, remedial, and development actions, ensuring consistency and effectiveness across the PZU Group.
Comments on impacts, targets, and actions
The PZU Group does not disclose in its sustainability report detailed information on the HR metrics values set in 2025, including the baseline year and the target levels of engagement, well-being, satisfaction, or turnover. These metrics are monitored and analyzed internally.
Due to the absence of a transition plan towards climate neutrality, no impacts on employees resulting from the transition have been identified. The PZU Group’s strategic directions in its own operations include investments in energy-efficient technologies, replacement of the fleet with zero- or low-emission vehicles, procurement of renewable energy, and modernization of offices. Accordingly, the PZU Group implements training programs in the areas of sustainability and digital technologies and introduces programs supporting employees in adapting to new working conditions. The transition to a low-carbon economy does not have a significant impact on the professional situation of employees of the PZU Group.
