About report

For the second time now, the ING Bank Śląski S.A. Group has compiled the annual report in line with the best global practices of integrated reporting. To help readers use the interactive tools, we prepared a user guide with key features. We encourage you to watch a short animated video before reading the report.

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Over eight thousand employees create our brand day by day. It is for them that we are evolving as an employer. With focus placed on the culture of innovation, we provide our employees with numerous development opportunities. We support them in choosing their career path in an informed manner and help them direct their potential and upgrade their skills on an ongoing basis. We encourage our employees to get socially engaged, too.
Justyna Kesler
Vice-President of the Bank Management Board

In view of the demanding environment of our bank, we need to measure up to many challenges. These are, inter alia, generation changes, the growing dynamics of the labour market and, consequently, new expectations. At our Bank, we focus on implementing new, flexible ways of working as well as on developing and enhancing the human capital.

We are transforming our bank into a more and more friendly workplace. We can do it through, inter alia, such initiatives as the Diversity Manifesto, green office or social campaigns. We create space to inspire creative solutions. We believe that it is in such working conditions that employees can develop the best. We offer comprehensive assistance in upgrading skills and marked-to-market salaries.

Our employees develop bank products in interdisciplinary teams and engage clients in that process. They pursue their ambitions and impact on both their own and the Bank’s development.

Every day, the ING Bank Śląski S.A. brand is created by over 8,000 employees. We hire not only financial advisers. Our modern organisational structure accepts many professions. Our employees have various interests and passions. Still, common actions apply: engagement in work performance, striving after development and innovativeness. As much as 69% of the Bank staff are women. Most of them are between 30 and 50 years of age. 53% of managers are women.

of the Bank staff are women

As at 31 December 2017, the ING Bank Śląski S.A. Group hired 8,032 employees. There were 7 persons (or 0.1%) more than in December 2016. As at the end of December 2017, ING Bank Śląski S.A. hired 7,661 employees, that is 8 persons (or 0.1%) fewer than in December 2016.

As at 31 December 2017, the headcount in the ING Bank Śląski S.A. Group was 7,979 FTEs. There were 10 FTEs (or 0.1%) more than in December a year earlier. As at the end of December 2017, the number of FTEs at ING Bank Śląski S.A. totalled 7,612, down by 6 FTEs (or 0.1%) from December 2016.

[G4-10] [G4-LA12]
2017 2016 Change y/y
Retail Banking 3,685 3,821 -3.6%
Corporate Banking and Financial Markets 1,181 1,184 -0.3%
Operations/ IT/ Services 1,989 1,879 5.9%
Risk/ Organisation/ Finance/ HR 806 785 2.7%
Bank Total 7,661 7,669 -0.1%
ING Lease (Polska) Sp. z o.o. 208 187 11.2%
ING Commercial Finance Polska S.A. 105 99 6.1%
Solver Sp. z o.o. 3 19 -84.2%
ING Usługi dla Biznesu Sp. z o.o. 52 47 10.6%
Nowe Usługi S.A. 3 3 0.0%
Subsidiaries   371 356 4.2%
ING Bank Śląski S.A. Group     8,032 8,025 0.1%
2017 2016 Change y/y
Female 5,531 5,587 -1.0%
Open-ended agreement 5,283 5,380 -1.8%
Temporary 248 207 19.8%
Male 2,501 2,438 2.6%
Open-ended agreement 2,328 2,302 1.1%
Temporary 173 136 27.2%
Total 8,032 8,025 0.1%
Open-ended agreement 7,611 7,682 -0.9%
Temporary 421 343 22.7%
2017 2016 Change y/y
Female 5,531 5,587 -1.0%
Below 30 years of age 693 695 -0.3%
From 30 to 50 years of age 4,075 4,114 -0.9%
Above 50 years of age 763 778 -1.9%
Male 2,501 2,438 2.6%
Below 30 years of age 416 412 1.0%
From 30 to 50 years of age 1,790 1,764 1.5%
Above 50 years of age 295 262 12.6%
Total 8,032 8,025 0.1%
Below 30 years of age 1,109 1,107 0.2%
From 30 to 50 years of age 5,865 5,878 -0.2%
Above 50 years of age 1,058 1,040 1.7%
2017 2016 Change y/y
Female 5,531 5,587 -1.0%
Manager 417 520 -19.8%
Employee 5,114 5,067 0.9%
Male 2,501 2,438 2.6%
Manager 378 479 -21.1%
Employee 2,123 1,959 8.4%
Total 8,032 8,025 0.1%
Manager 795 999 -20.4%
Employee 7,237 7,026 3.0%
2017 2016 Change y/y
Female 5,531 5,587 -1.0%
Full-time employment 5,406 5,463 -1.0%
Part-time employment 125 124 0.8%
Male 2,501 2,438 2.6%
Full-time employment 2,456 2,400 2.3%
Part-time employment 45 38 18.4%
Total 8,032 8,025 0.1%
Full-time employment 7,862 7,863 0.0%
Part-time employment 170 162 4.9%

Percentage of total employees covered by collective bargaining agreements


We do not have collective bargaining agreements at the Bank.

The percentage of employees belonging to a trade union: 


Employment terms and conditions


Our employees are offered marked-to-market and stable employment conditions. The remuneration of the bottom-level employees – vis-à-vis the minimum wage – is shown below.


Remuneration of the bottom-level employees (split into male and female staff) vis-à-vis the minimum wage

2017 2016 Change y/y
Female 200% 162% 38 p.p.
Male 200% 170% 30 p.p.


During the recruitment process as well as when taking promotion-related decisions, the candidates’ salaries are consulted with individual business partners. The practice is intended to counteract the unjustified remuneration differences.

At the same time, the Bank’s management structure was simplified and the expert career path was implemented; the latter is aimed at expanding the employee development options. Owing to this, the remuneration level went up. The aforementioned changes affected the structure of female and male salaries.


Remuneration of  the bottom-level employees vis-à-vis the market1

2017 2016 Change y/y
Bank / Market 143% 101% 42 p.p.

1base remuneration against the banking sector


Sound base salaries are complemented with an attractive fringe benefits package like :

  • extra days off due to child birth or wedding (more days off than provided for by the law),
  • 5 extra days off a year for the parents of children with the certificate of disability,
  • option to work from home at least once a month,
  • option to use 8 hours every year for voluntary service activity,
  • medical care, employee pension programme and group insurance schemes
  • pension and retirement allowance for senior employees higher than required by the law.

Competence development

Year-end evaluation is the basic tool supporting the employee competence development. In 2017, we combined that practice with the employee bonus task evaluation. Thanks to motivating feedback, setting of adequate goals, reliable task performance evaluation and building of engagement, we pursue more and more ambitious objectives, both the personal and the business ones.

I am a client

I am a staff member

I represent the market and media


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