Total number of employees (in FTEs)
|2021||y/y (%)||2020||y/y (%)||2019|
|Bank’s Capital Group||25,657||-0.8||25,859||-6.7||27,708|
|2021||y/y (%)||2020||y/y (%)||2019|
|Bank’s Capital Group||25,657||-0.8||25,859||-6.7||27,708|
|by position and gender|
|MRT (Material Risk Takers)||0,30%||23%||77%||0,30%||19%||75%|
|by age group and gender|
|up to 30 years||11%||72%||28%||11%||72%||28%||13%||70%||30%||12%||72%||28%|
|from 30 to 50 years||60%||71%||29%||61%||71%||29%||62%||70%||30%||63%||70%||30%|
|above 50 years||29%||81%||19%||28%||83%||17%||25%||80%||20%||25%||81%||19%|
|by full-time and part-time employment and gender|
The share in the number of employees of a given gender or in the total number of employees
|newly hired||turnover rate||newly hired||turnover rate|
|Employees eligible for parental leave in the reporting year (2021)||600||160||709||172|
|Employees who took parental leave in 2021||531||8||725||9|
|Employees who returned to work in the reporting year after parental leave ended in 2021||531||6||687||7|
|Employees who returned to work after parental leave ended, that are still employed 12 months after their return to work||472||2||529||2|
|Return to work rate: share of return to work after the parental leave||100%||75%||95%||78%|
|Retention rate: share of employees who returned to work after the parental leave and stayed employed||86%||67%||86%||67%|
|Permanent contract employment (share in total employment)||88.2%||89.5%|
|Fixed-term contract employment (share in total employment)||11.8%||10.5%|
|in this contract for replacement||1.9%||1.5%|
|Employees with duration of employment>10 years (share in total employment)||74.0%||74.9%|
|Average duration of employment for women (years)||16||16|
|Average duration of employment for men (years)||11||11|
|Number of women employed (ths.)||16||16.4|
|*Number of persons on management positions (ths.)||1.2||1.2|
|*Number of women on management positions (ths.)||0.7||0.7|
|Number of newly hired (in ths.)||2.4||1.0|
|Number of women among newly hired (in ths.)||1.7||0.7|
|Number of employed foreigners||36||21|
|Share of employment with disabilities in total employment||1.2%||1.2%|
The employment policy at the Bank and in the Bank’s Group is based on the principle that every employee is important, regardless of their gender, age, health condition, sexual orientation, religion, marital status or country of origin.
The Bank and the entities of the Bank’s Group use their best efforts to ensure diversity among the employees at every level in accordance with the applicable internal policies.
|Other non-managerial positions||93|
The global ratio of women’s salaries to men’s salaries calculated as the total weighted average salary of women to that of men was 95% at the Bank and 92% in the Bank’s Group.
The calculation of the ratio of women’s salaries to men’s salaries is based on average salaries weighted by the number of employees of the homogeneous groups identified. These groups bring together employees with the same valuation levels (the valuation of work in individual positions), families of positions and the same geographical location.
Replacing the arithmetic mean with the weighted average described above led to a change in the level of both the global ratio and the ratios for individual employment categories compared with the prior year disclosures.
The gender pay gap calculated on the basis of the weighted average salary was 5% at the Bank and 8% in the Bank’s Group. The gender pay gap at the Bank based on the median was 3.9%.
The presented pay gap level does not indicate any unfounded inequalities in the amounts of women’s and men’s salaries, and the reasons for the small deviations owing to gender are the result of the nature of the organization in which female employees are more numerous.
The Bank’s remuneration policy does not discriminate employees based on their gender. The process of determining the salaries at the Bank is based on the valuation of positions. The salary is related to the complexity of the tasks within a given organizational structure, the level of responsibility associated with a given position and the necessary skills.
The Bank performs regular salary reviews for different positions, which also analyse the relationship between the salaries of women and men, taking into account internal benchmarks and data provided in remuneration reports and studies in the process of determining and optimizing the remuneration strategy.
In order to ensure that the same positions are compared and to eliminate the total effect of other elements on the salary level, the Bank also uses the so called “Comparatio” (CR) which compares the salary offered to an employee with an appropriate market benchmark. The internal analyses performed using this ratio show that there are no differences between the remuneration of women and men at the Bank and that both groups receive remuneration at the market level.
The “Policy for remunerating the employees of the Bank and the Bank’s Group”, which is applied in the Bank’s Group, ensures a consistent salary system by:
A Collective Bargaining Agreement concluded with the company trade union organizations is in force at the Bank. It governs, among other things, salary-related issues. According to the Collective Bargaining Agreement, the Bank’s employees are entitled to the following salary components: (i) the base salary, (ii) allowances for working overtime and at night and in conditions which are particularly onerous and harmful to their health, (iii) bonuses and rewards for special achievements at work.
Base salaries and additional benefits granted to the employees are determined on the basis of the valuation of positions and the analysis of market salaries.
The Bank has a bonus system under which the amount of a bonus depends on the achievement of the targets set. The targets set for the employees are related to the Bank’s key management indicators.
Apart from the bonus system, there is a system for awarding the Bank’s employees. The employees may receive awards:
The key activities related to the Bank’s employee remuneration system in 2021 included:
n the entities of the Bank’s Group, depending on the level of employment, the principles of remunerating employees are defined in the payroll regulations and in the employment contracts or in the employment contracts only. In the individual entities of the Bank’s Group, there are separate bonus systems for the employees.
|Share in total employment (%)||Change y/y|
|Medical packages||100||100||100||+0 p.p.|
|Employee pension programme||78||81||78||-3 p.p.|
|Subsidization of organized recreation||10||11||18||-1 p.p.|
|Welfare payments||3||3||4||+0 p.p.|
|Housing advances||14||13||15||+1 p.p.|
|Benefits available from MyBenefit platform or special social benefits, such as Christmas bonuses||100||100||100||+0 p.p.|
|Sports cards||5||8||19||-3 p.p.|
|Medical packages||99||99||98||+0 p.p.|
|Employee pension programme||69||73||70||-4 p.p.|
|Subsidization of organized recreation||9||11||16||-2 p.p.|
|Welfare payments||3||4||4||-1 p.p.|
|Housing advances||17||11||13||+6 p.p.|
|Benefits available from MyBenefit platform or special social benefits, such as Christmas bonuses||88||90||90||-2 p.p.|
|Sports cards||5||8||19||-3 p.p.|
All non-salary benefits are available to the employees irrespective of their type of contract or working time (full time or part time).
The Bank’s EPP has been operated since 2013 in the form of an agreement under which the Bank makes a Basic Contribution (3.5% of an employee’s salary) and an Additional Employee Contribution to the Investment Funds managed by PKO TFI S.A. Other major companies in the Bank’s Group also have EPPs in place.
The recruitment policy of the Bank’s Group is focused on employing persons with different types of professional experience and skills based on high standards of counteracting discrimination and personal data protection. The employees are selected without taking into account discriminatory criteria (including: age, gender, disability, race, religion, nationality, political views, trade union membership, ethnic origin, religion, sexual orientation). Recruitment processes are supported by modern IT tools and systems.
The Bank actively supports and promotes internal employee mobility through in-house information campaigns, internal job fairs and consultations with recruiters aimed at encouraging its employees to take part in internal recruitment (across the entire Bank’s Group) as part of professional development in other business areas. Moreover, it provides an optimum amount of time for the transfer of an employee selected in internal recruitment to the new entity. This makes the process fast and simple.
The Bank cares about the candidates’ experience in the recruitment process by diversifying the channels of reaching different groups of candidates, using modern selection methods. The transparency of the recruitment process is supported by modern technologies, including the ATS. To reach the candidates, the Bank conducts dedicated campaigns in the social media, takes part in job fairs and industry conferences, cooperates with the academic community, supports selected initiatives and takes active measures to reach passive candidates directly.
The Bank regularly analyses the experience of external and internal candidates to improve the recruitment process.
The Bank also has an internal recommendation programme. As part of this programme, the employees may recommend candidates for work. If the candidate recommended by an employee is hired and satisfies the conditions specified in the rules, the recommending employee will receive a cash reward. In 2021, the Programme was extended to cover more positions for which the employees may recommend candidates with suitable qualifications.
At the end of 2021, the Bank conducted an audit of recruitment announcements and a workshop on inclusive language for recruiters. Its purpose was to present the best practices in drafting announcements and formulating their content in a manner that is simple and comprehensible to the reader, paying attention to inclusivity and avoiding discrimination. The project also included the provision of recommendations which will be successively implemented in job announcements, internal regulations and the Bank’s “Career” tab.
For years, internship programmes such as #StażNaDzieńDobry (#InternshipForAStart) have been one of the Bank’s strengths. The programme is addressed to students and young graduates who may carry out tasks in one of the following five paths: Sales, IT, Data Analytics, Cybersecurity and Business Support.
Cooperation with universities is an important aspect of building the image of an employer. In response to business needs, the Bank cooperates with the academic community by taking part in many events organized at universities. It cooperates actively with career offices in promoting job offers and internships. It organizes workshops and lectures and takes selected courses of study under its wing as part of sharing knowledge and strengthening cooperation with the academic community.
Employees are represented at the Bank by the trade unions and the Bank Employee Council.
The employer does not prevent the employees from joining the trade unions and the Bank Employee Council or acting as their members in any way. The employee organizations at the Bank have the right to determine their own internal rules, are free to elect their representatives and appoint authorities, operate and prepare the programme for their operation. This is consistent with the principles of freedom of association referred to in Convention No. 87 of the International Labour Organization on Freedom of Association and Protection of the Right to Organize.
There are two trade union organizations at the Bank:
with only the former being a representative union.
As at 31 December 2021, trade union members constituted approx. 10.4% of the total number of employees.
Meetings with trade unions and the Bank Employee Council are organized when necessary, at least a few times a year. The social partners are informed about the planned organizational changes without undue delay [GRI 402-1]. In 2021, the most frequently discussed issues concerned the new business solutions being implemented at the Bank.
The social partners actively seek information they need to conduct their activities. Both the trade unions and the Bank Employee Council have the opportunity to obtain the information they need to conduct their activities. In order to make it easier for the social partners to act, special communication channels have been developed for the trade unions and the Bank Employee Council to provide information about their activities. For this purpose, a special tab – “Employee Representation” – has been added to the INTRA Portal. The Employee Council uses this tool for regular communication with the employees.
Trade union members are Social Labour Inspectors at the Bank. The Social Labour Inspection is a function performed by employees on a voluntary basis. Its aim is to ensure that the workplace offers safe and healthy working conditions and respects the employee rights specified in the labour law. The Bank provides space for the performance of the tasks of the Social Labour Inspection.
The Bank cooperates with these social partners in accordance with the applicable regulations. In accordance with the generally applicable laws, the Bank provides the social partners with information about:
If the law so requires, the Bank holds consultations or negotiations with the social partners. Consultations are held, among other things, in the event of planned organizational changes which lead to significant changes in the organization of work, the level of employment and the type of employment contracts. On the other hand, negotiations with the trade unions are conducted, among other things, with respect to the rules of remuneration and social benefits.
The employees may report their objections, opinions, suggestions and comments through the trade unions. Alternatively, they may do so without the intermediation of the trade unions, using a dedicated e-mail address. This is regulated by a procedure for reporting complaints and irregularities. An employee is entitled to additional support in the process of clarifying a complaint; namely, he/she may indicate a representative of a trade union organization or an employee representative appointed in accordance with other internal regulations, who will participate in meetings with the employee or submit opinions on the validity of the claim.
The Bank Employee Council also operates at the Bank. The principles of cooperation with the Bank Employee Council have been set out in a separate agreement. Under this agreement, the Bank Employee Council has, among other things, the right to receive information from the employer within 7 days of requesting it. The members of the Bank Employee Council may also use the equipment, devices and materials provided by the employer in carrying out the Employee Council’s tasks.
At the entities of the Bank’s Group, a trade union organization is present at KREDOBANK S.A. Trade union organizations do not operate at the other entities of the Bank’s Group.
At the entities of the Bank’s Group, the dialogue with the employees takes place in accordance with the applicable regulations. Its form is adapted to the size of the entity and its specificity. In the larger subsidiaries, the dialogue with the employees is conducted, among other things, through elected employee representatives and using the forms of communication with the employees adopted in a given entity: directly, by e-mail and/or through the intranet. The employees have the opportunity to lodge complaints about a breach of employee rights and other irregularities.
No collective disputes were recorded at the entities of the Bank’s Group.
[407-1] No operations or suppliers characterized by a high risk of restricting the freedom of association and collective agreements were identified at the Bank in 2021.
|Number of training days in a year||81,030||64,482||16,550||84,984||66,477||18,509|
|Share of employees subject to regular annual performance evaluation (as of 1.04.2021)
in the group of employees eligible for evaluation (%)
|Average number of hour of trainings in a year per employee*||15||16||12||13||14||10|
[404-2] Development activities are adjusted to the specific nature of the Bank and the individual entities of the Bank’s Group and regulated by internal regulations, which guarantees a flexible approach to the development policy.
“The principles of employee development and succession planning in PKO Bank Polski S.A.” set out the goals, directions and activities of the Bank in the area of management of the development of the Bank’s employees or other co-workers. The main assumption of the adopted training policies is:
All employees, regardless of their age or gender, may benefit from training activities in the Bank’s Group. Individual entities may apply the criterion of the position held, when referring employees to specific training, such as participation in education at University level (various levels of education at the individual entities of the Bank’s Group) or foreign language courses. The employers finance training activities in whole or in part.
In 2021, due to the pandemic situation, most development activities were still conducted online.
The Bank updates the List of Training Courses every quarter and communicates it on the intranet portal. The list contains a number of development activities for employees and managers, along with a description of individual activities and an easy to use tool for signing up for individual training sessions. Newly implemented training courses are related to cloud technologies or cybersecurity.
The Bank conducts projects to develop both hard and soft skills. A team of several dozen internal trainers conducts group training, on-the-job training and internal workshops (also for interns). Group training is provided by external companies on selected projects. The Digital Transformation employees have access to both internal training courses in agile methodology and to certified training courses. The employees also participate in foreign language courses.
The Bank’s employees use the internal e-learning platform very actively, mainly for providing training in product knowledge, the knowledge of processes and the use of IT applications.
As part of their professional development, the employees may apply for a subsidy to the costs of their education in the form of post-graduate studies, Master of Business Administration (MBA) courses or solicitor’s training. The Bank also conducts adaptation programmes for new employees, which are adjusted to the specific nature of individual business areas. Training courses organized at the Bank are available to all employees regardless of the form of employment (an employment contract or a fixed-term contract (interns)).
The Bank attaches a great deal of importance to the opinions of employees on matters related to their work, the opportunities for individual development and the company’s organizational culture. The surveys of the organizational culture, employee satisfaction and commitment are conducted at the Bank every few years. The most recent one took place in 2019. The Bank presents the results of the satisfaction surveys to the employees, as well as to the Management Board and the Supervisory Board to provide them with an additional tool for analysing and forming proper relations with the employees.
The last survey demonstrated that, as far as “commitment” is concerned, the following aspects are valued the most: relations with the immediate superior, quality of cooperation or a sense of purpose in the work performed. The overall commitment index of 70.6% (out of 100%) indicates that positive opinions prevailed in the evaluations of the individual aspects of commitment (the direct superior, sense of work, cooperation, remuneration and benefits, development and the working environment). It means that, in the employees’ opinion, the Bank creates good working and development conditions.
No such survey was conducted in 2021 due to the pandemic. However, pulse check surveys titled “How is your work?” were conducted. The employees were asked for their opinions on work-related experience – satisfaction, well-being, efficiency and willingness to recommend the Bank as an employer. The results show that most of the employees declare that they are satisfied with work and perceive increasing work efficiency. At the same time, at the level of the Bank’s Headquarters and specialist organizational units, the percentage of people who would recommend the Bank as a workplace is higher than the percentage of those who would not recommend the Bank. The conclusions from those surveys made it possible to implement facilities and solutions tailored to current needs in this regard on an ongoing basis.
Promoting diversity is present in many aspects of the activities of the Bank and the entire Bank’s Group. It assumes, among other things, respect for others, equal treatment and using the potential of employees. Diversity means that people are important irrespective of any differences between them, such as their gender, age, health condition, sexual orientation, religion, marital status or country of origin. In building teams, we understand that diversity is their asset both in creating innovations and in smooth operations.
We aim to ensure, promote and popularize diversity at the Bank and in the entire Bank’s Group. We take care that diversity as a value, but also as a practice, is present in our organizational culture, initiatives and measures taken, as well as in the relevant policies, regulations and processes in force at the Bank.
The obligation of equal treatment in employment is a fundamental principle at the level of policies, regulations and processes developed and carried out at the Bank. Therefore, the Bank’s internal acts adopted at Management Board level include crucial commitments pertaining to:
The above commitments are based, among other things, on the Conventions of the International Labour Organization (Conventions Nos. 100 and 111).
The Bank has introduced internal regulations, including the Bank’s Code of Ethics, in which it indicates and promotes the desirable values. In particular, the Bank:
In addition, the Bank:
In order to guarantee equal treatment of employees who perform the same type of work or work of equal value, the Bank applies:
The Bank strongly opposes any forms of discrimination that contradict the organization’s values and promotes attitudes based on mutual respect among employees. Any conduct that can suggest the presence of bullying is unacceptable.
The Bank’s policy regarding bullying and discrimination is regulated in the internal regulations:
The Bank’s Code of Ethics also contains significant provisions concerning the attitudes and values promoted among the employees.
The Bank has internal regulations in place for counteracting bullying and discrimination and for handling complaints concerning the violation of employee rights. These principles guarantee counteracting unfavourable phenomena in employee relations and specify how to react to situations of interpersonal conflicts. Based on these principles, an employee of the Bank may report a complaint about any breach of the employee rights defined in the legal acts or internal regulations without worrying about the consequences. Moreover, the employee is entitled to additional support in the process of investigating the complaint. He/she can indicate a representative of a trade union organization or an employee representative (appointed based on the Bank’s internal regulations) who will participate in meetings with the employee or submit opinions on the validity of the claim. Ongoing support for the employees is offered by the HR Contact Center. Thanks to this, the employees may obtain up-to-date information also about the way to report complaints and anonymous notifications of breaches of employee rights.
Complaints concerning broadly understood breaches of employee rights are considered individually. For each of them, the optimal manner of handling is determined, which enables formulating appropriate conclusions and recommendations or taking additional measures or HR-related decisions, if necessary. In the course of verifying the complaints, various methods are used (among other things, anonymous surveys, in-depth interviews with employees, verification of turnover ratios and other HR/business data). Each time, when deciding what measures should be taken, care is taken to ensure the highest possible impartiality of the assessment. Therefore, many times representatives of different units participate in the process of investigating the matter, in line with the Bank’s organizational structure.
Other entities of the Bank’s Group also have the necessary solutions in their internal regulations, which guarantee compliance with the law regarding the prevention of bullying and discrimination. These solutions function in separate regulations or as appropriate provisions in the working regulations, codes of ethics and other regulations adequate to a given entity.
Appropriate diversity management increases team work efficiency, improves the atmosphere at work, helps retain valuable and experienced employees, enhances innovation and creativity. For these reasons, such training is organized at the Bank during which managers acquire knowledge and skills in the management of diverse teams, which makes it possible to eliminate undesirable behaviour and situations and support the valuable and positive ones.
In 2021, webinars were mostly dedicated to the organization of remote work, team communication, and emotions and stress management. For managers, training courses were prepared in managing dispersed teams, working with people in change or effective communication of the boss in the remote working mode.
The diversity policy is also composed of various initiatives undertaken at the Bank, including strategic projects aimed at creating a friendly work environment and cooperation with external entities to support diversity in the workforce.
Friendly work environment. The strategy of building a friendly environment includes such aspects as a functional workplace, implementation of a hybrid work model, or the digitization and simplification of processes. Creating a standardized, modern workplace, provided with tools, equipment and properly arranged space, makes work easier. Hybrid work allows a flexible approach to the completion of tasks. All these facilities allow both managers and employees to select a set of tools or use a range of information that will meet their needs related to professional goals.
Within the Bank’s Digital Transformation structures, there are teams with very diverse skills and competences, working based on the Agile methodology. The participants focus on each other, on interaction and cooperation; they respond to changes efficiently, and they approach changes in the project in a flexible manner. These assumptions allow them to express their opinions openly and produce deliverables efficiently, and they ensure the integration of task teams.
The knowledge of the Agile methodology was also made widely available to the employees of the entire Bank, outside the Digital Transformation structures, through, e.g., training provided according to the needs, or by organizing Agile Days which were aimed at promoting team work focused on interaction, cooperation, responding to change quickly and full transparency.
#FokusNaCiebie (#FocusOnYou). In 2021, a well-being programme was organized, under which each employee of the Bank had the chance to select and use an entire range of instructions and materials according to his/her preferences, needs or availability. Out of care for the work-life balance, as well as both emotional and physical well-being, the employees had the opportunity to watch online events and video materials and to listen to podcasts concerning such events as a healthy spine, the role of and ways to relax, the impact of diet and sleep on our well-being or ways to reduce stress levels.
#CzasNaFeedback (#TimeForFeedback). There is a process at the Bank as part of which the deliverables, competences, achievements, feedback or development goals of employees are summarized on a regular basis. They are aimed at supporting the employee in individual professional development. The expected attitudes and behaviour towards employees are included in a competence model based on the Bank’s values. This model is universal, it applies to all employees and promotes, among other things, communication and cooperation which have an impact on building harmonious, diverse teams. As part of this solution, employees also receive feedback from their co-workers throughout the year.
Collaboration with external entities that supports diversity in the workforce includes:
Due to the pandemic, in 2021 cooperation programmes with external entities were carried out to a limited extent, in an online format.
The Bank organizes integration programs and supports employee initiatives to strengthen the integration of employees from different areas of operation and representing different social groups. These include sports initiatives and activities and charitable activities of the employees as volunteers. These initiatives help to create a friendly organizational culture and build relationships based on the diversity of the employees’ interests.
Due to the pandemic, in 2021 the above programmes were partially reduced. The aforementioned well-being programme #FokusNaCiebie (#FocusOnYou) was implemented.
The policy of diversity in the composition of the Management Board and the Supervisory Board of the Bank was discussed Corporate Governance chapter.
|[403-1] OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT SYSTEM|
|The OHS Service at the Bank has been organized as an Office for Occupational Health and Safety (OHS) and forms part of the structures of the Administration Centre. The unit is divided into field teams supporting all of the Bank’s facilities in Poland. The employees of the Office perform the tasks specified in the “Regulation of the Council of Ministers (…) on the OHS Service” on a daily basis. These tasks include:
Moreover, the OHS Office seeks to improve occupational health and safety on an ongoing basis by popularizing prevention, good practices and prophylaxis in the broad sense, thus complying with the legal requirements defining the fulfilment of the employer’s obligations towards employees.
|All subsidiaries of the Bank perform OHS tasks in accordance with the applicable laws. These laws are so clear that, in fact, it means applying the same OHS rules across the entire Bank’s Group. Entities located outside Poland operate under the rules specific to the country in which they are registered.|
|[403-2] HAZARD IDENTIFICATION, RISK ASSESSMENT AND INCIDENT INVESTIGATION|
|The Bank identified job hazards and found out that there were no jobs that would entail a risk classified as high (i.e. there are no jobs that would require action to reduce the risk level). Occupational risk for 100% of the positions at the Bank was assessed using the Risk Score method. Each assessment is subject to ongoing monitoring and periodical verification.
The main hazards include:
|[403-3] OCCUPATIONAL HEALTH SERVICES|
|The Bank has a contract for providing occupational health services with Luxmed. Employees have medical check-ups at the start of their employment and regular check-ups afterwards at Luxmed branches or cooperating clinics. Every employee may also use specific medical care services free of charge outside the scope of occupational health. The contract also provides for a possibility of extending the scope of medical services for the employee and his/her family.||All other entities of the Bank’s Group have contracts with external medical service providers for providing occupational health services. Medical examinations are financed or reimbursed by the employer.|
|[403-4] WORKER PARTICIPATION, CONSULTATION AND COMMUNICATION ON OCCUPATIONAL HEALTH AND SAFETY|
|Communication between the employees and the employer is carried out in the form of an open dialogue through the trade unions which operate at the Bank in a robust and representative manner. An employee representative always participates in the OHS Commissions and has the opportunity to communicate directly with an occupational health and safety representative.|
|[403-5] WORKER TRAINING ON OCCUPATIONAL HEALTH AND SAFETY|
|Occupational Health and Safety training at the Bank is organized by the internal OHS service. Introductory training is carried out on an ongoing basis in all locations in Poland, using information and communications technology, proprietary materials and teaching aids. Periodical OHS training in accordance with the Act of 18 April 2020 on special solutions related to preventing, counteracting and combating COVID-19 has been suspended due to the extension of the period of its validity until the 30th day from the date of lifting the state of epidemic emergency. The dynamics of the OHS service and the number of its members allow it to maintain the percentage of newly-hired people who have received at 100%. Moreover, the OHS Office staff includes qualified paramedics who regularly train employees in first aid (the process of first aid training was temporarily suspended in 2021 due to the restrictions associated with the pandemic).||All employees participate in the system of OHS training. Such activities are organized in compliance with the law and, depending on the number of employees in a given company, they are carried out by:
|[403-6] PROMOTION OF WORKER HEALTH|
|All entities of the Bank’s Group, including the Bank, take voluntary (other than legally required) action to promote employee health. Popularization of a healthy lifestyle contributes to an increased interest in the following benefits offered by the employers in the Bank’s Group:
Moreover, the Bank was active in external sports events as their organizer, patron or sponsor, which builds its image of an entrepreneur promoting a healthy lifestyle.
|[403-7] PREVENTION AND MITIGATION OF OCCUPATIONAL HEALTH AND SAFETY IMPACTS DIRECTLY LINKED BY BUSINESS RELATIONSHIPS|
|Preventive measures taken at the Bank to improve safety and working conditions:
|[403-8] EMPLOYEES COVERED BY THE OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT SYSTEM|
|The basic occupational health and safety managment system arising from the generally applicable laws covers 100% of the employees.|
|[403-9] WORK-RELATED INJURIES|
|In 2021, 69 accidents were reported (66 in 2020). As a result of the proceedings conducted, 3 of them were not classified as accidents at work, and 12 are still pending. The most common work-related injuries include: fractures, bruises, sprains and dislocations, and other bodily injuries.||The total number of accidents reported in 2021 in the other entities of the Bank’s Group was 13 (11 in 2020). Two of them concerned persons working based on contracts other than the contract of employment. All proceedings were completed. None of the reported accidents was classified as an accident at work.|
|[403-10] WORK-RELATED ILL HEALTH|
|5 instances of suspected work-related ill health in the Bank’s employees were reported in 2021, 4 of which concerned former employees (3 in 2020). In 2021, the ruling authority issued 8 decisions concerning cases reported in prior years, including 6 decisions in which it was concluded that there were no grounds for classifying the illness as a case of work-related ill health, and 2 decisions in which the ruling authority identified the presence of an occupational disease. The other proceedings are still pending.|