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Report 2022


Bank as an employer

GRI[ ]

Pekao Group is an employer of first choice. It acquires the best candidates and provides working conditions that favor the growth of employees’ motivation, satisfaction and commitment. An important goal of the Bank’s HR policy is to invest in the development of skills of all its employees. The priority of the Bank’s development program is to identify, review, verify and develop present and future leaders. The Pekao Group and the Bank create opportunities for individual professional development of employees by investing in training and improving competences and skills of employees. In creating a friendly working environment, the Bank conducts employee satisfaction and opinion surveys in order to continuously improve working conditions, communication, and employee relations. The Pekao Group and the Bank provide employees with equal treatment, personal and professional development, respect and deference for civil liberties.

Training and professional development

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The Pekao Group and the Bank create educational opportunities and provide access to various forms of training for their employees. The Bank’s educational programs include local training and general development webinars, international training and programs, mentoring, internal and external coaching, certification training (CFA/ ACCA/ CIA). The main internal regulation in this area is the Policy on the Training and Raising of Professional Qualifications of Employees of Bank Polska Kasa Opieki Spółka Akcyjna adopted by the Bank’s Management Board which also provides for procedures applicable to processes connected with employee participation in particular forms of raising professional qualifications, such as:

  • procedure for group classroom-based training,
  • procedure for domestic individual training,
  • procedure for individual language courses,
  • training needs survey,
  • post-graduate education and MBA,
  • e-learning group training procedure.
Number of training hours per employee
Total number of training hours by gender 339,702 145,655 485,356 280,610 105,298 385,908
Average number of training hours per employee by gender 25 11 34 23 9 32
Total number of training hours by category of employees
Members of the Management Board 936 526
Managers 71 828 68 180
Others 324,677 317,201
Total 397,442 385,908

In 2022, the Bank’s major training priorities were as follows:

  • dissemination of specialist knowledge among the Bank’s employees, including a strong emphasis on the development of future competencies,
  • leadership development – training for managers,
  • implementation of mandatory training programs arising from internal and external regulations.

The Bank thus continued to implement training projects connected with the enforcement of its business strategies. Training targeted at high-potential employees and induction training for new employees was held. In 2022, the Bank implemented more than 261,000 hours of synchronous training (classroom and virtual classrooms), in which nearly 11,000 employees participated. The courses and training in the e-learning formula were provided at the level of 293 thousand hours.

The Bank has been investing in the development and education of its employees for years, enabling them to improve their competencies by offering participation in a wide range of educational programs. Key initiatives launched in 2022 include:

  1. Academy of the Future – a comprehensive development project prepared by an experienced staff of experts who have specialized in the competencies of the future for many years. Each of the webinars and workshops provided a powerful injection of knowledge related to the key competencies of the future. The webinars provided insight into a concise compilation of key issues, and the workshops allowed for practical skills training. In addition, an Inspiration Library with materials to expand selected future competencies was prepared for the participants.
  2. Banking School of Sales – including such training courses as SPIN® Selling – Understanding the Customer, PREMIUM Relational Selling Model, Advanced Business Negotiations, and Business Advisor Academy. The aim of the project is to support the implementation of proven and effective sales behaviors, improve competencies in the area of up-selling, reaching new customers, conducting meetings and dealing with difficult situations. The knowledge and skills acquired are perfected during practical workshops.
  3. Omnicash – the purpose of the training is to acquire the ability to conduct customer cash service and cash handling at the cash register using the OmniCash system, in which it will be possible to handle customer cash transactions, as well as other cashiering activities.
  4. Moto Project – aimed at incorporating a motor insurance product into the Bank’s offerings.
  5. Recognizing the Authenticity of Money Marks – training addressed to Sales and Customer Service Specialists. During the training, employees have the opportunity to acquire, verify or deepen their knowledge of the possibility of recognizing the authenticity of Polish and foreign currency signs (PLN, EUR, GBP, USD or UAH). Employees will learn methods of securing Polish and foreign currencies and the current legal regulations on the circulation of means of payment.
  6. Robotization Academy – the proprietary training program, developed by practitioners employed by the Bank in cooperation with a partner – the largest provider of automation solutions in the world – continued in 2022. A program through which employees were able to develop digital competencies and learn the basics of automation, including building robots for their own use.
  7. Forge of Agility – a series of training courses to gain in-depth knowledge of Agile and Lean methodologies, confirmed by a certification process. The comprehensive program of training, exchange of practical knowledge and coaching is aimed both at people working in product teams and all employees, potential stakeholders of agile methods. As part of the Forge of Agility and its Agile Pathway, every employee has a chance to learn the necessary agile competencies, at every level of knowledge needed to change an organization toward Agility – greater transparency, performance measurement and a friendlier work environment. The Lean path includes a complete dose of knowledge, as well as the skills to bring out the potential and gain efficiency in a role related to process improvement and optimization.
  8. Safe on the Web – a series of trainings aimed at increasing awareness in the area of Cyber Security, safe use of modern technologies. The program is carried out in cooperation with experienced market specialists who discuss specific real-life examples and methods to counter various cyber security incidents.

The Bank also successfully implemented the first edition of TalentsUP, an innovative development program based on practical experience, which was aimed at all Bank Pekao employees, regardless of age, position or work experience. In the end, after a 3-stage recruitment process, the TalentsUp team consisted of 50 talents working in different areas of our organization, motivated to take on new challenges, but most importantly wanting to change both the bank and themselves. The TalentsUp program is designed to develop both the competencies needed by the organization and those derived from the Talents’ individual needs. That’s why the program’s participants developed on two parallel paths: design and development.

During the project work, participants worked together in diverse, challenging teams and were supported by leaders and experts from within and outside our organization. They experienced the design process by implementing real business challenges. The project path involved learning different competencies, versatility and diversification of techniques and tools so that the development of Talents was multifaceted and the skills were useful in their professional development. Thus, program participants learned how to conduct user research, how to build prototypes and test them with users, analyze trends, create empathy maps, prepare a service implementation using service blueprint or design a professional sales pitch, among other things.

The development path also relied on a variety of forms and experiences. The Talents had the opportunity to work with improv theater actors, participate in an improv performance or take part in retro sessions, but they also prepared videos, worked with Gallup’s Talent tool, organized consultations and gave each other feedback. The second year of the development path, on the other hand, was a whole range of development methods and tools from which Talents could choose, designing their individual development. The offerings included mastermind, Gallup CliftonStrenghts survey, job crafting, project rotation and many other development activities.

The results of participation in the program include not only the knowledge and experience gained in conducting projects using agile methods (design thinking) and developed design competencies. Talents have also built a network of new and supportive contacts (networking). The project teams delivered added value to the business – they presented the results of the qualitative research and the developed solutions before the Management and Leadership Council. Some of the solutions are further developed by the business or used in ongoing projects. One of the solutions was implemented as a pilot and is currently being tested.

The Bank’s priority is to continuously develop and expand the competencies of its executives so that they can meet the challenges of the changing reality, both in business and social terms. In 2022, the Bank continued and developed training and development programs like:

  • Leadership Academy and Retail Manager’s Academy – training programs designed for the Bank’s managers, who play an important role in the organization’s operations and have a direct impact on the effectiveness of business objectives, organizational culture, the Bank’s market position and customer relations. The programs make it possible to acquire knowledge in a systematic way and translate it into concrete skills on an ongoing basis. The fifth edition of the programs was held in September 2022.
  • Leader of change – the program aims to introduce managers to what it means to build a position as an inspiring leader of change in a VUCA (Volatile, Uncertain, Complex and Ambiguous) environment. The training program will make it possible to understand what authentic and natural leadership and management is and develop a practical, personal leadership and management style.

The priority of the Bank’s development program is to identify, review, verify and develop present and future leaders. Employees can benefit from development initiatives aimed at supporting professional development, skills, knowledge and competencies, as well as take part in initiatives to strengthen commitment.

In 2022, the Bank continued development programs and initiatives for its employees to provide support in terms of interpersonal and management skill development.

  • Succession Plans which are of fundamental importance to ensure the continuity of employment at strategic positions, the implementation of long-term projects and the minimization of operating risks,
  • Annual evaluation system: the process of evaluating the Bank’s employees, which includes the evaluation of competencies and potential as well as the planning of individual development and business goals,
  • Assessment Centre/Development Centre sessions – an evaluation of professional potential; its results are used in decision-making processes related to employment, promotion, and employee development.
  • Team Atmosphere Survey – the survey makes it possible to make an in-depth diagnosis of the factors affecting the atmosphere, cooperation and organization of work. The purpose of the survey is to learn about areas that still need to be strengthened and to plan activities that are appropriate to the specific challenges of a particular team.

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