New cookie policy

As part of our site, we use cookies to provide you with the highest level of service, including tailor-made solutions. Using the site without changing cookies settings means that they will be posted on your end device. You can change cookies settings at any time. More details in our "Cookie Policy".


Human resources management

Headcount and employment structure

As at 31 December 2016, the Group had 1,546 FTEs vs. 1,618 FTEs at the end of 2015 (a decrease by 72 FTEs). The headcount was reduced in Microbranches following the optimization in the Bank’s sales network and closing unprofitable outlets. Headcount in subsidiaries decreased by 22 FTE. Employment in Head Office increased by 20 FTE, mostly in digital banking, in relation to implementation of EnveloBank planned for 2017.

At the end of 2016, the Bank employed 1,345 people:

An analysis of detailed employment data indicates that employee turnover reduction is a key development challenge, in particular in Microbranches and in IT. Comprehensive measures reducing the turnover ratio and improving incentive systems are planned for 2017.

Training and development

In 2016, development activities focused on supporting skills and knowledge necessary to effectively achieve goals and to ensure compliance with requirements of Bank’s supervisors. Specialized training courses were delivered by external experts and internal resources.

Training courses improving business efficiency:

Development programs:

Other training initiatives

Training for the Poczta Polska S.A. Capital Group

In 2016, e-learning courses for Poczta Polska staff initiated in 2015 were offered on product and systems (Ferry, Front End), security policy, and Front-End application in post offices.

In February 2016 implementation training was commenced for employees of Postal Finance Zones including banking products, pro-sales attitude and selling skills improvement. The training ended with an exam checking the knowledge of banking products.

Training for coordinators of the Poczta Polska sales network was carried out with regard to banking products and processes.

Szkolenia w Centrum Operacyjnym

Centrum Operacyjne has continued professional development of its employees and building its market position thanks to experienced staff.

In 2016, its employees participated in a number of training sessions and seminars:

Banking courses:

IT and data security courses:

Courses regarding recent law amendments:

On-the-job competence training:

The company obtained training funds from County Labor Office (from the National Training Fund). The program commenced in June 2016 and was to improve efficiency and productivity of employees with regard to banking, IT, processes and finance related knowledge. The funds from the National Training Fund were earmarked for training and post-graduate courses. Participation in the above courses brings measurable benefits to company employees since they can gain new skills and use them at work. Training participants improve their skills and thus become more innovative and self-reliant.

Another training program co-financed by the National Training Fund allows the Company to pursue a well-balanced training policy that improves its performance.

Incentive scheme

In 2011, the Bank implemented an incentive scheme based on the Management by Objectives methodology, where the variable portion of the remuneration depends of goal performance. Tasks and jobs and performance measures are determined depending on position and category: executives, direct sales support and support.

Attempts to link individual’s remuneration with his/her performance and achievement of goals agreed on with the employee for a given period will allow the Bank to reinforce the variable portion of the remuneration to provide an additional incentive for work.

Additionally, focusing on key objectives allows mobilization and preparing the Bank for achieving stretch goals (including finance) in rapidly changing business environment. Implementing of MbO assumptions contributes to improving of productivity and competencies of employees, providing incentives and involvement in the performance of tasks aligned with strategic objectives.

Objectives for 2016 were determined based on:

Recently, certain shortcomings have showed in the operation of the bonus system, related to the bonus calculation mechanism. Therefore, a material modification of the system is planned for 2017 so that the calculated bonus matches the performance of the Bank and of the Group.

Sales network employees are included in the commission-based remuneration system, which provides incentives to increase sales in selected product groups. Each product included in the sales plan has been assigned specific weight. Depending on the performance vs. plan, individual product weights affect the monthly commission amount.

The base pay system in the sales network is linked to the professional development path. It allows continuous professional development beginning from Junior Relationship Manager / Account Manager all the way through Relationship Manager / Account Manager and Senior Relationship Manager / Account Manager. Employees can be promoted every six months if specific criteria are met. Additionally, in each stage of the development path, they can improve their sales and product related qualifications through dedicated training. Promotion to a higher position entails a higher base pay.

Variable components of managerial staff remuneration

Implementing the requirements of PFSA Resolution no. 258/2011 of 4 October 2011 on detailed principles of operating risk management and internal control system, detailed terms of estimating internal capital in banks and review of the process of estimating and maintaining internal capital and determining the variable remuneration policy for managerial staff of banks, the Bank applies the variable pay policy for individuals on managerial positions. Following restrictions imposed by the Act on remunerating managers of certain entities of 3 March 2000, provisions regarding deferred variable compensation and non-cash compensation do not apply to the variable compensation of Bank’s Management Board members.

The basis to grant an individual a variable compensation, including the deferred portion of such compensation, and to determine the total amount of the variable compensation applicable to qualifying individuals includes:

The variable compensation is deferred and at least 50% of its amount is paid in phantom stock entitling to cash receipt. The phantom stock value depends on its measurement as at the vesting date, based on equity per share amount adjusted by paid or payable dividend. The measurement is carried out and annually verified by the Bank’s Finance Function based on annual consolidated profit of the Group, audited and approved by the General Meeting, within 15 days of the date of approval of the respective annual financial statements. In 2016, following a positive opinion issued by the Supervisory Board in the form of resolutions, the Bank paid the third deferred portion of variable compensation for 2012 of PLN 49.7 thousand. Variable compensation provisions regarding the deferral and non-cash compensation did not apply to the compensation for 2015. Therefore, the Bank did not defer the variable compensation for 2015.