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- strategy (insurance, health, investments, finances);
- sustainable development (sales, employees, social responsibility, natural environment and ethics).
The above-mentioned areas were additionally supplemented with related GRI indicators, within each selected issue.
In the CHAPTER
GRI
- 102-7 Scale of the reporting organization
- 103-2 Approach to management and its elements
- 103-3 Evaluation of the approach to management
- 201-1 Direct economic value generated and distributed
- 102-13 Membership in associations and organizations
- 102-40 List of stakeholder groups engaged by the reporting organization
- 102-42 Basis for identification and selection of stakeholders engaged by the organization
- 102-43 Approach do engaging stakeholders, including the frequency of engagement by stakeholder type and group
- 102-44 Key issues and concerns raised by stakeholders and the organization’s response, also by reporting them
In the CHAPTER
GRI
- 102-8 Data pertaining to employees and other persons working for the organization
- 103-2 Approach to management and its elements
- 103-3 Evaluation of the approach to management
- 404-1 Average number of hours of training per year per employee
- 404-2 Managerial skill development and continuing education programs supporting continuity of employment of employees and facilitating the retirement process
- 404-3 Percentage of employees subject to regular assessments of work quality and professional development reviews, by gender and employment category
- G4-FS16 Initiatives to enhance financial literacy by type of beneficiary
In the CHAPTER
In the CHAPTER
GRI
- 103-3 Evaluation of the approach to management
- 307-1 Cash value of penalties and total number of non-financial sanctions for non-compliance with the law and/or regulations on environmental protection
- 301-1 Raw materials/materials used by weight and volume
- 302-1 Energy consumption by the organization, taking into account the types of raw materials
- 302-4 Reduction of consumption of energy
In the CHAPTER
GRI
- 102-9 Description of the supply chain
- 102-11 Explanation of whether and how the precautionary principle is addressed by the organization
- 102-15 Description of key impacts, opportunities and risks
- 102-16 Organization’s values, code of ethics, principles and norms of behavior
- 102-17 Internal and external mechanisms making it possible to obtain advice regarding the behaviors in ethical and legal issues and issues associated with the organization’s integrity
- 103-2 Approach to management and its elements
- 103-3 Evaluation of the approach to management
- 102-5 Organization’s form of ownership and legal form
- 102-18 Organization’s supervisory structure along with the commissions that report to the highest supervisory body
- 205-1 Actions assessed in terms of threats associated with corruption
- 205-2 Communication and training on anti-corruption policies and procedures in the organization
- 206-1 Legal steps taken against the organization for cases of violating the principles of free competition and monopolistic practices
- 405-1 Composition of supervisory bodies and employees broken down into employee groups by gender, age and other diversity factors
- 406-1 Total number of discrimination cases and corrective measures taken in this regard
- 419-1 Non-compliance with the law and socio- economic regulations
In the CHAPTER
GRI
- 103-2 Approach to management and its elements
- G4-FS13 Access points to sparsely populated areas that are less economically developed
- G4-FS14 Initiatives undertaken to improve access to financial services for disfavored persons
- G4-FS15 Policies for the fair design and sale of financial products and services
- 417-1 Internal requirements concerning the labeling of products and services and information regarding them
- 417-2 Incidents of non-compliance with regulations and voluntary codes concerning the labeling of products and services and information regarding them
- 417-3 Incidents of non-compliance with regulations and voluntary codes concerning marketing communications
Read more:
- Client at the center of attention
- Innovations
- Responsible sales
- Insurance
- Banking and strategic partnerships
- Working conditions
- Employee development
- Knowledge sharing
- Enhancing safety
- Health
- Improvement of living conditions in local communities
- Our impact on the natural environment
- Practical challenges in managing direct impact
- Products and adaptation to climate change
Business model
Employee
CSR
Environment
- Ethical foundations of business operations
- Preventing corruption and conflict of interests
- Diversity and respecting human rights
- Whistleblowing system
- Transaction security
- Risk management, taking into account non-financial risk
- Risk appetite
- PZU Group’s risk profile
- Reinsurance operations
- Polish and Baltic States insurance sector compared to Europe
- Regulations pertaining to the insurance market and the financial markets in Poland
- Non-life insurance (PZU, LINK4 and TUW PZUW)
- Life insurance (PZU Życie)
- International operations
- Contribution made by the market segments to the consolidated result
Risk and ethics
Market
Business
Financial results
Read more:
- Client at the center of attention
- Employee development
- Health
- Cultural patronage
- Practical challenges in managing direct impact
- Ethical foundations of business operations
- Diversity and respecting human rights
- Whistleblowing system
- Transaction security
- Risk appetite
- PZU Group’s risk profile
- Risk vulnerability
- Capital management
Business model
Employee
CSR
Environment
Risk and ethics
Read more:
- New approach to sales
- Working conditions
- Employee development
- Diversity and respecting human rights
Business model
Employee
Risk and ethics
Read more:
- Client at the center of attention
- Medical services (Health)
- Working conditions
- Enhancing safety
- Health
Business model
Employee
CSR
- Our impact on the natural environment
- Practical challenges in managing direct impact
- Diversity and respecting human rights
- Medical services (Health)
Environment
Risk and ethics
Business
Cultural patronage
The PZU Group’s concern for cultural goods builds social identity, respect for tradition, a sense of belonging to the community and its history. For years, the company has supported leading cultural institutions and events, collaborating with them to promote culture and national heritage. This included mainly patronage over the most prominent cultural institutions in Poland.
- PZU is the patron of the 19th Century Art Gallery at – Director of the National Museum in Warsaw. It is the Museum’s largest and most frequented gallery presenting the most valuable Polish paintings and sculptures.
- PZU is also the patron of the Royal Łazienki Museum. The Company actively participates in the development of programs it is a patron of. Thanks to PZU, the Museum continues to raise the level of technical security of its collection and the visiting guests. The money received from the PZU prevention fund has allowed it to purchase SEGWAY X2 S and Melex vehicles, as a result of which the guards can quickly reach any point in the garden (the total surface area of the Royal Łazienki gardens is 76 ha). Additionally, a professional Monitoring Center was created, i.e. a monitoring facility where images from more than one hundred cameras can be watched on seven monitors.
- PZU is also a patron of the Warsaw Uprising anniversary ceremony and since 2015 it has also been the Patron of the Warsaw Uprising Museum.
- As a patron of the National Theater in Warsaw, PZU takes steps to improve general security of the building as well as its fire safety.
- Since 2015, PZU has been the Patron of the Grand Theatre – National Opera. It has taken care of this institution also as part of its prevention activities. Thanks to PZU, the building has been equipped with the cutting-edge anti-theft system. PZU has also assumed the patronage of the TW-ON Opera Academy. It is a program supporting the career development of young talented opera artists.
- PZU supports the National Museum in Krakow and all of its facilities not only in the finincial dimension but also makes efforts to be an active patron and initiate a numbe rof ideas that make the Museum more attractive for children and youth.
100th Anniversary of Poland’s Independence in Poland and Lithuania
In 2018, PZU became involved in the events accompanying the year-long celebration of the 100th anniversary of Poland regaining independence.
PZU supported projects such as: musical events (“Our Independent One” project, concert for the Independent One at the National Stadium), temporary exhibitions (“Paderewski” at the National Museum in Warsaw, “The Brilliance of Orders” in the Royal Łazienki), or educational projects.
In Lithuania, the year 2018 was also the time of celebrations of the 100th anniversary of regaining independence. Lietuvos Draudimas undertook to insure the Lithuanian Deed of Independence, which was found in the German state archive after almost a hundred years. The Germans lent the document to Lithuania for the celebration of the Lithuanian national holiday.
Commemoration of the 100th anniversary of regaining independence
Bank Pekao strives to improve the quality of life of the society and to build and strengthen longterm relations with the society based on mutual understanding of needs. That is also why in 2018 the bank got involved in supporting prestigious initiatives to commerorate the centennial of regaining independence.
Promotion of the national brand and Polish values is an element of Bank Pekao’s mission. In 2018, the bank supported financially, among others, expert debates, the exhibition named “Brilliance of Orders on the 100th anniversary of regaining independence”, the “Man of Freedom” Gala, the Polonia Forum in Toruń, the conference named “Charting Poland’s Future: spotlight on Growth & Innovation” in London, the conference entitled “Economic sovereignty”, the 6th edition of “There is No Future without Entrepreneurship” under the slogan “100 years of ambition - Polish business on its way towards the future”.
Moreover, in order to promote the national brand, Bank Pekao supported Andrzej Bargiel’s K2 climbing expedition. The expedition was held in the year of the one hundredth anniversary of Poland regaining independence.
