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Level of employment
In 2016, the average annual PZU Group employment calculated as FTEs amounted to 27.0 thousand, where 10.8 thousand people were employed by PZU and PZU Życie and 10.2 thousand by Alior Bank.
On 9 March 2017, the Management Boards of PZU and PZU Życie decided to continue restructuring of employment in PZU and PZU Życie
As at the end of 2016, most of PZU Group’s1 employees were women, who represented nearly 65% of the total number of employees. Over 77% of the employees had college education. The employee age structure also remains stable. As at the end of the year about 77% of the employees were under 44 years old at the end of the year. On 9 March 2017, the Management Boards of PZU and PZU Życie decided to continue restructuring of employment in PZU and PZU Życie. The Management Boards of PZU and PZU Życie addressed the trade unions operating at PZU and PZU Życie to start working on agreements concerning group releases.
Employment in selected companies of PZU Group accoridng to age (in %)
Employment in selected companies of PZU Group according to the level of education (in %)
The restructuring of employment in PZU and PZU Życie is planned for the period between 24 March and 18 December 2017. The restructuring process will cover up to 1,944 people with estimations seeing 956 employees of PZU and PZU Życie from various professional groups subject to employment reduction.
The costs associated with payment of benefits to employees released due to employment restructuring are assessed in the budgets of PZU and PZU Życie for 2017 and will be included in the annual consolidated financial statements of PZU Group for 2017.
The ultimate number of people covered by the employment restructuring process and the associated costs and savings will be known following PZU and PZU Życie’s conclusion of consultation with trade unions.
Simultaneously, on 25 November 2016, the Management Board of Alior Banku decided to launch the restructuring process. The considered restructuring process may take until the end of 2017 and cover no more than 2,600 employees.
Salary policy
PZU’s salary policy aims to provide employees with remuneration appropriate to the performed job, competences, and skills and encourage the implementation of the Group’s long-term objectives. It also aims to prevent conflicts of interest and eliminate potentially negative influence of remuneration systems on risk management.
“When bosses will learn how to manage relationships and employee teams, understand the motivations of people, then not much will they need to give the development of the right gear.” Ireneusz Kaczmarczyk, PhD, sociologist
Remunerations in PZU Group are shaped with respect to employee’s scope of tasks and level of responsibility, and their market competitiveness is evaluated annually. An important element of the remuneration scheme is the variable, which is subject to restrictions in terms of the maximum amount possible to be granted – it is covered by the determined percentage relation to fixed base remuneration. The basis for determining the total amount of the remuneration subject to variations is the evaluation of performance of a given employee (taking into account financial and non-financial criteria) and given organizational unit, combined with the Group’s results. A part of remuneration subject to variations is developed on the basis of the above-mentioned factors and depends on the group of employees it concerns.
Moreover, as part of the remuneration system, PZU offers its employees very rich additional benefits package, as well as it supports non-professional activities of the PZU Group’s employees (i.a. through the PZU Sport Team or employee volunteering program). See more
Recruitment, training and building the image of an employer of choice
The following have been organized in PZU in 2016 to support employees in improving their skills, which are required at the given work post:
- e-learning – employees and managerial staff have an access to a broad catalogue of e-learning training, which they can use without any limitations. The training was provided in various multimedia and engaging forms: e-learning, educational animation, e-books, simulations, and educational games. In total, the employees have access to over 100 different trainings;
- Menedżer 2.0 [Manager 2.0] program which focused on the development of mid-level management (over 1,500 managers) in building managerial thinking, team engagement, business effectiveness of a team, as well as coaching skills indispensable at a managerial position. An interactive and gamified Inspiratorium Menedżer 2.0 [Inspiration Space Manager 2.0] platform was a continuation and extension of stationary trainings. The platform uses state-of-the-art trends to combine elements and mechanisms known from games to support development of a habit to pursue self-education and knowledge acquisition, as well as social network mechanisms to create an interactive space for sharing knowledge, experience, ideas, and inspirations; in 2016, the main focus of the program was to build team effectiveness and using coaching skills in pursuing managerial tasks;
- Lider 2.0 [Leader 2.0] program, the aim of which was to strengthen the competence of senior managers in the role of all-round leaders. In 2016, the main focus of the program was to boost innovation. It consisted of two parts: individual sessions and classroom trainings organized as group workshops;
- „Challenges in management” program – a program dedicated for new managers. The objective of the trainings was to provide a basic set of managerial skills indispensable for successful fulfillment of managerial tasks;
- PLUS training program (Professionalism – People – Skills – Trainings) – trainings are selected for the employee on the basis of his/her DNA appraisal (PZU competence model), which have the objective of developing the key competences. Every program contained several training modules which develop competences in such fields as: client, result, responsibility, development, cooperation. The training cafeteria included 12 thematic fields. The program included a range of 2-day classroom training, supplemented with interactive forms of development. In 2016, 2,600 employees in total participated in trainings organized within the program;
- there were also numerous workshops to provide an opportunity for sharing experiences and raising competences among the Groups in Poland (PZU, LINK4) and foreign insurance companies, which covered finances, mass sales, claims and benefits handling, and marketing.
In its highly- awarded campaign „PZU Przyciągamy Najlepszych (2014-2017)” [PZU. We attract the Best (2014–2017)] the Company continues also comprehensive activities promoting its brand as an employer, which are addressed to students and professionals. Last year, the campaign was held under the name of „Praca w PZU dobrze wróży” [Work at PZU is a Good Omen], the core of which was a recruitment and image-building video.
Popular social competitions, i.e. Studencki Projekt Roku [Student Project of the Year] and Inwestycja w Przyszłość [Investment in the Future], were continued in 2016 to support the most active students and most popular academic projects. PZU experts shared their knowledge and experience at a number of business presentations and trainings for students (i.a. Dni Otwartego Biznesu w PZU [Open Business Days at PZU]), and all image activities were supported by active and creative PZU Group Ambassadors and Advisors.
In 2016, the image-building activities of the Company as an employer gained recognition at the EB Kreator, EB Excellence Award and EB Stars competitions, and two independent surveys by HRM Group and Goldman Recruitment declared PZU Group as the undisputed leader in employer brand management in Poland. Current projects can be followed on the Facebook, LinkedIn and Instagram career websites.
1 Applies to selected companies from the group: PZU, TUW PZUW, Link4, PZU Życie, Alior Bank, TFI PZU, PTE PZU, Lietuvos Draudimas, branch of Lietuvos Draudimas PZU Estonia, AAS Balta, PZU Lithuania Life, Ukraine, Ukraine Life
