Simplicity, focus, development and commitment are the 4 pillars of the PZU Group Strategy 2025–2027, announced in December 2024.
Simplicity – Simpler Group structure and stronger operational agility
The PZU Group continues its efforts aimed at simplifying its operating model and reducing process complexity. The initiatives which are being implemented strengthen the organization’s agility and enable more efficient use of resources, resulting in higher efficiency and better cooperation and synergy among Group units.
In the first half of 2025, the PZU Group began reorganizing to create a new banking and insurance group by merging PZU with Bank Pekao. Details in this regard are presented in Chapter 4.3.
In 2025, PZU Group implemented an operating model around business units focused on clients and their needs. Processes to optimize its functioning within this system were also implemented. Currently, there are 6 business units operating independently of each other, which have gained greater autonomy due to organizational changes, which has visibly accelerated the pace of change to meet client needs.
Focus – Ensuring profitable growth of the insurance business
In 2025, the PZU Group has been consistently growing its bancassurance offering, integrating insurance products with banking services to provide customers with comprehensive protection in one place. PZU Dom property insurance was introduced, distributed as part of mortgage loans as well as a stand-alone product for customers with savings and checking account (RORs) at Bank Pekao. Insurance against children’s accidents (NNW PZU Edukacja) was implemented at Alior Bank, responding to the needs of families and making everyday life protection more available. The offering was also expanded to include a new Bank Pekao regular premium life insurance product designed for customers taking out cash loans. Thanks to these measures, the PZU Group maintains an approximate 35% share in the bancassurance market in Poland, strengthening its leadership position in this segment.
A comprehensive transformation of pricing and asset underwriting processes has begun. Efforts included a clear separation of competencies between data science and portfolio management teams, as well as an expansion of the analytical structure and of the use of machine learning models. The analytics platform has been moved to the cloud; the MLOps approach and open source technologies have been implemented, providing greater scalability, flexibility and process efficiency. In addition, we have started implementing AI-based solutions in underwriting, enabling more precise risk assessment. In the corporate property insurance segment, the PZU Group has launched a digital platform, mojaFirma.pzu.pl, reducing the time to prepare business insurance offer to a few minutes thanks to risk assessment algorithms and an intuitive interface.
In 2025, new developments have been introduced that make insurance coverage more accessible and flexible. Life insurance offerings have been expanded, with additional products for customers with individual policies. Among them were:
- an expanded critical illness insurance, with a choice of coverage levels and benefits of up to PLN 1 million;
- insurance for treatment abroad, covering costs of therapy of up to €2 million, providing access to the best treatment outside Poland.
At the same time, a pilot group insurance was launched where the sum insured is based on salary multiples. This model simplifies the implementation process for employers and allows a better match between the level of protection and the financial situation of employees, making it possible to attract new entities in a previously less explored segment.
The year 2025 saw the beginning of an active expansion in the foreign reinsurance segment. A specialized team was formed, the most promising markets were selected, and the first contracts outside the Group were signed. This will enable us to better diversify revenue sources, spread risks and strengthen our competitive position in the international insurance market.
Development – investment in health market, digitization and offerings developed with partners
In December 2025, the main assumptions of PZU’s new IT Strategy for 2025–2027 were presented.The document focuses on fully leveraging the potential of data, digital technologies, and solutions based on cloud, AI and Low Code, which are expected to become an important source of business value for the entire organization. Particular emphasis has been placed on developing future-ready competencies and building a modern operating model that enables faster delivery of technological solutions, increased process efficiency, and greater cost transparency.
The strategy also assumes a significant strengthening of data security and operational stability, treating them as essential foundations for further development. The ambitions include, among others: delivering 10% of new business needs using Low Code, shortening time-tomarket by 20%, increasing IT development efficiency by 15%, and ensuring that 100% of critical systems are covered by digital resilience mechanisms developed under the strategy. All these efforts aim to enable faster, more predictable, and more efficient delivery of change, reinforcing the role of IT as a key partner in the years ahead.
The PZU Group is also working on the introduction of additional AI‑based improvements that will streamline processes and accelerate the pace of work across the entire organization. PZU already operates more than 30 solutions with AI components, with another 30 in preparation, including: optimization of damagehandling routing and a tool for transcription and analysis of telephone conversations with customers. Moreover, the Group actively cooperates with the startup ecosystem through the PZU Ready for Startups program. Since its launch, 90 pilots have been carried out, of which more than 50 projects have been implemented, generating total benefits for PZU exceeding PLN 250 million. Examples include tools supporting online sales of dedicated insurance programs, monitoring of cyberthreats on the internet and darknet, and data extraction from RFPs in selected non-life insurance areas. The Group is also developing initiatives supporting the digital transformation of the organization. In 2025, more than 12,000 PZU employees gained access to a generative AI‑based assistant in the form of a chat interface. This is one of the largest implementations of such a tool for employees in Poland and another PZU project leveraging GenAI. More than 5,500 employees are already using the AI assistant each month, and the number of active users has increased by as much as 80% since the tool’s introduction.
In the Health pillar, work has been carried out to expand the network of proprietary and partner facilities, which, according to the adopted strategy, is considered the main lever for increasing profitability in this area. In 2025, these efforts have been significantly expanded, with, among others, PZU Health’s acquisition of a 100% stake in Białystok-based Humana Medica Omeda, one of the key private facilities in the region; this represents the next step in growing the medical infrastructure and goes in line with our billion-złoty investment plan. The deal supports the growth of medical services and strengthens PZU as one of the fastest-growing health operators in Poland.
The PZU Group is enhancing mojePZU within the existing functionalities, and is actively seeking and testing the relevance of new and unique features in the insurance market. By 2025, the number of customers using mojePZU reached about 5.8 million, confirming the growing scale of digitization and the importance of remote channels in the Group’s service model. Dynamic user growth is an important part of the strategy implementation and reinforces PZU’s position as a leader in the digital transformation of financial and insurance services.
In 2025, the PZU Group has been developing its embedded insurance segment, including through the implementation of “PZU Pomoc w Podróży LOT” extended travel assistance insurance, available directly when a person purchases an airline ticket. These actions are guiding future growth in embedded insurance sales, in line with the goal of increasing premiums written in this channel.
Engagement
Support for innovation and investment in transformation and infrastructure
The PZU Group was the first and largest commercial partner to join Innovate Poland, a program which aims at supporting Polish innovation leaders. The initiative combines public and private capital, providing at least 4 billion złoty in financing, with an option to increase it to over a dozen billion. This will give some 250 innovative companies access to private equity and venture capital funds. The operating model is designed to ensure efficiency, transparency and market compliance. The funds are repayable – investments are designed to make a profit, after which the capital is reinvested or returned to investors. The Group also supports investments in energy transition and infrastructure development, as exemplified by TUW PZUW’s leading role in the creation of the Polish nuclear pool and its participation in insuring the construction of Poland’s largest offshore wind farm – Baltica 2.
Foreign companies
In the area of foreign companies, in 2025, the Group conducted activities directed at increasing sales and improving client service.
This involved in particular: working on developing new functionalities within selfservice portals as well as pricing models; implementing sales management strategies in new channels; automating damage evaluation and policy documentation in Estonia; increasing x-sell capabilities by implementing simple minicasco products in Estonia, or building an engine model to automatically predict the next product for a client at Lithuania-based Lietuvos Draudimas; developing a modern data warehouse in Latvia; launching a modified group life insurance product in the Lithuanian market.
ESG are an integral part of PZU Group’s business
ESG is an integral part of PZU Group’s business. The following are value elements that provide a reference for the objectives implemented at the level of each business area.
Strengthening resilience in the face of climate change:
- Reducing CO2 intensity in corporate insurance, banking and investments;
- Financing projects that support green transition;
- Impact of climate change on claims ratio included in pricing.
Developing social skills:
- Diversity, equality, inclusiveness;
- Financial security, on the road and online;
- Physical and mental health.
Building a modern and transparent governance model:
- New governance model;
- Arranging the structure of assets.
Initiatives carried out in 2025
In terms of financing projects that support sustainable development and innovation, the PZU Group has increased financing for one wind farm in 2025, completed ESG-linked loan transactions and invested in private equity funds.
TUW PZUW insured the Baltica 2 offshore wind farm in 2025 and initiated the creation of the Nuclear Insurance Pool, a consortium of Polish insurers to provide coverage for nuclear power projects in Poland.
In order to better account for climate risk in the premium calculation process, additional geolocation data and flood maps developed by the Institute of Meteorology and Water Management have been incorporated into the PZU Dom’s product pricing model.
With respect to employees, in 2025, PZU organized the 7th edition of the #TogetherWeCreateTheFuture conference, dedicated, i.a., to the role of artificial intelligence, authenticity and communication in relations with employees and customers; carried out an initiative promoting diversity and inclusiveness (#wPZUjestemSobą); and, as part of its #DobryStan well-being strategy, pursued the Summer School of Wellbeing program, supporting employees’ mental and physical health and the development of psychosocial competencies.
In 2025, PZU led prevention and social projects to promote health, safety and responsible attitudes.
They included:
- the “Slow down, Champ” prevention campaign aimed at building a social culture in which responding to dangerous situations becomes the norm rather than the exception.
- the “We Save and Teach How to Save” educational program aimed at primary school Grade 1-3 students, which includes learning first aid;
- the “Clean Message” educational and social campaign which aims to educate and demonstrate how to protect yourself and others in a world full of misinformation.
In 2025, PZU has implemented a series of measures in the service and product areas, as well as in digital channels, affecting the perception of the PZU brand among consumers, including further processes to enable digital service. Measures have been implemented to popularize account creation and the use of the mojePZU service, including through printing relevant information on PZU envelopes, setting targets for sales, operations and claims handling channels, as well as engaging in text and e-mail messaging with customers. Scenarios have also been prepared for customers making purchases without logging in, and the service’s digital accessibility standard has been raised.
Activities related to changes in the governance model and asset organization efforts are described in the next subsection.
