ESG Service ESG Report 2020
Zmiana wielkości czcionki
wersja polska english version

Training and education

GRI:[ ]
ESG:[ ]
PRB:[ ]
SDG: 
Goal 5 - Gender equality
Goal 8 - Decent work and economic growth

In the wake of the COVID-19 pandemic, we offered training in remote formats (using the latest technological solutions). This form of education supported the concept of self-development of employees.

  • GRI:
  • 404-1 Number of training days per year per employee by employment structure (indicator partially reported)
    Number of training days per year per employee by employment structure (indicator partially reported)
  • 404-2 Management skills development and continuing education programs
    Management skills development and continuing education programs
  • 404-3 Percentage of employees subject to regular job quality assessments and career development reviews, by gender and employment category
    Percentage of employees subject to regular job quality assessments and career development reviews, by gender and employment category
  • ESG: S – Society Our approach to Social Responsibility
    Our approach to Social Responsibility
  • PRB 5 Governance & Target Setting We will implement our commitment to these Principles through effective governance and a culture of responsible banking, demonstrating ambition and accountability by setting public targets relating to our most significant impacts
    We will implement our commitment to these Principles through effective governance and a culture of responsible banking, demonstrating ambition and accountability by setting public targets relating to our most significant impacts

Selected programmes implemented in 2020:

  • Vulnerable customers
  • Cyber security training
  • Service Design programme
  • YOUniversity
  • Development Elixir
  • Programmes for top management
  • Leadership Commitments
  • Young Leaders Programme
  • Vital Voices: mentoring
  • Expert training dedicated to specific business areas
  • Soft skills development

In 2020, we supported the development of different employee groups: top executives, lower-level executives, women leaders, talents identified in the organisation, Agile employees, the entire workforce within central operations and employees with special development needs.

Average number of training hours per employee by gender and position in 2020.

2020
Average number of training hours per employee 28.54
Female 31.82
Male 21.65
Senior management 13.04
Middle 17.25
Other employees 29.26

Management skills development programmes in 2020.

The Futuro programme is aimed at lower and middle level managers. It focuses on developing competences that are particularly relevant in the conditions of building the new normalcy. This programme will be continued in 2021.

Internal mentoring aims to strengthen the competencies of leaders, both newly appointed and more experienced.

Leaders For Employees – a programme for executives designed to enhance personal branding, share knowledge and experience, strengthen the culture of feedback and teamwork in the bank. The programme plays an important role in transforming our leadership culture based on values and strategy.
In 2020, the Leaders For Employees programme focus on two themes:

  • #StayConnected: initiatives aimed at sharing knowledge, experience and building a culture of dialogue in the bank. These topics were and are particularly important in a remote, distributed working environment. Examples of activities:
    • A series of online meetings for Board Members and top managers to exchange knowledge related to current business topics.
    • A series of online meetings for senior managers.
    • Open online sessions – a series of meetings between Board Members and senior managers and employees to support building a culture of open dialogue with employees and strengthening trust.
  • #ExtremeLeadership encompassed a range of activities that addressed current leadership needs and challenges in the new normalcy. As part of #ExtremeLeadership, we conducted a series of online workshops called „Digital Solaruco Academy”. We targeted them at senior managers. The aim of the training sessions was to provide practical skills in remote team management, effective motivation, responsibility building and emotion management.

  • Top Players, a programme for Key Managers of the bank. Its aim was to identify and develop managers with the highest leadership potential.

In 2020, we carried out a multi-stage participant diagnosis process to obtain feedback on the candidate(s) from various sources. We used surveys (competences, experiences, traits, motivations), feedback from Board members, supervisors, colleagues and interviews with programme participants. As a result, the participants of this programme received individual feedback based on which we drafted tailored development plans.

  • GRI:
  • 404-3 Percentage of employees subject to regular job quality assessments and career development reviews, by gender and employment category
    Percentage of employees subject to regular job quality assessments and career development reviews, by gender and employment category

86%

Percentage of employees who underwent an annual performance evaluation and career review in 2020. In this group, 83% were female employees and 92% male employees.

 Employment category Female Male
Senior management 98% 100%
Lower level management 92% 83%
Other employees 81% 91%