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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The future of our Bank depends on its employees. It is their engagement, creative ideas and innovative concepts that make the Bank successful in business.

We know how employees evaluate us

Committed employees form the basis for our development, so we regularly check what impacts their work most and what they need to make it even more satisfying. Our staff members may participate in cyclical and anonymous WPC (Winning Performance Culture Scan) and OHI (Organizational Health Index) surveys. The OHI survey verifies how we can adapt to the changing environment and perform well. On the other hand, the WPC concentrates on examining the employees’ engagement in a given period. The OHI gives a much broader picture of the organisation and its health, as it explores many areas.

The WPC and OHI surveys are carried out alternately, once a year. After each survey, we analyse the results together and talk about how to perfect our organisation – how to consolidate our strengths and develop the areas which need improvement. On that basis, we develop action plans and report on their performance. Following the results’ analysis, we implemented multiple interesting initiatives, like development assignments, recognition workshops and a series of local initiatives.

Be orange, get kudos

Kudos is our way to show recognition. We use it every day, as it is a convenient and good method of thanking others for the behaviours which agree with our Orange Code. The word “kudos” comes from Greek and means recognition, prestige and respect expressed for accomplishments. At ING, kudos is used to mean two things. First, “kudos” stands for praise. Second, “kudos” is the application used to express recognition. Since the launch of the application (June 2016), we have given in total 88,264 kudos in Poland. More than 80% of our employees make use of this form of expressing recognition.

czy-wiesz-ze
„Kudos”
is the application used to express recognition

CEO blog

One of the channels of open communication with staff members is BBblog. The blog is run by the CEO, Brunon Bartkiewicz. He shares there his reflections and observations as well as publishes information on both important events at the Bank and those concerning the daily life. The blog has been available for over a year and a half now and it is followed by over 7,000 people, that is above 3/4 of the employees. All posts are freely commented by them.

7,503
Number of members
13x
increase y/y
1,708
Number of likes
53%
increase y/y
61
Number of posts
155
Number of comments

The greatest number of likes – 159 – was given to the post about the planned launch of the Cafeteria Plan. It is a platform where employees may by themselves select the form of using their own funds from the In-House Social Benefits Fund.

Diversity and equal chances

[G4-DMA]

At ING we promote diversity – not only because it is proper to do so. We promote diversity because we cannot deliver on our strategy without it.” – so starts the ING Diversity Manifesto which we adopted in 2016. We believe that taking various perspectives drives innovativeness, boosts growth and helps one in taking proper decisions and achieving better results.

With this Manifesto, we want to show that we are open and responsible and that our intention is to stimulate creation of culture that is based on mutual respect. We want to be a workplace where all can feel themselves. The experiences stemming from, inter alia, the gender, age, origin or religion differences enable us to face up to challenges.

In 2016, we approved the diversity strategy for the years 2017-2019 which covers the care of diversity in terms of gender, experience, education, employment of women in managerial positions. We intend to adopt an action plan aimed at promoting the effective management of various generations at the organisation. At present, we are in the middle of implementing the actions and new programmes to deliver on the strategy.

[G4-LA13]
Female Male Salary ratio
Female/Male
2017  
Senior management staff 10 22 98.3%
Management staff 227 197 94.9%
Junior management staff 180 159 97.0%
Specialists 4,969 2,091 97.0%
Other employees 145 32 100.4%
2016  
Senior management staff 9 22 96.5%
Management staff 240 232 93.6%
Junior management staff 271 225 97.1%
Specialists 4,948 1,930 95.8%
Other employees 119 29 97.5%

1The change in the ratio of female to male salaries at the senior management level in 2017 versus 2016 followed, among others, a change in the management board member position. Until 31 May 2017, the function of vice-president in charge of the finance area was held by Mirosław Boda. As of 1 June 2017, that role was assumed by Bożena Graczyk. In 2017, the management structure was flattened which also translated into changes in the salary ratios of the management staff.

The differences in female and male salaries are a very important aspect for the Bank. The Management Board set it as one of their diversity management policy priorities for the period between 2017 and 2019. Pursuant to the policy effective at the Bank, the remuneration level is conditional upon one’s position.

Parents at work

At the beginning, we provide them with information about the rights and privileges they are entitled to, and then we pay out a one-off newborn allowance. Male employees of our Bank use a paid two-week paternity leave. They can do so until their child becomes 2 years of age. In 2017, 80% of young fathers took this opportunity (vs 77% in 2016).

We attach particular importance to special protection of permanent employment of the employees returning from the parental leave. We also support those who become parents in their new role
Aleksandra Gąsiorowska-Mahmoudi
Director of HR Policy Centre

Parental leave returns

[G4-LA3]

In 2017, as in 2016, all employees returned to work after their parental leave (save for the persons for whom the temporary contract of employment had come to an end or who had tendered resignation letters themselves).

Retention ratio for employees returning from the parental leave (percentage of person eligible for parental leave who returned after the parental leave and continued to work at least 12 months afterwards)1

Female Male Total
2017 98% 100% 99%
2016 99% 100% 98%

1save for the persons for whom the temporary contract of employment came to an end or who tendered resignation letters themselves.

Employee Pension Programme

The Employee Pension Programme is a solution whereby the Bank enables employees to jointly and voluntarily accumulate extra funds for future pension. The programme is designed for all employees who have been hired for the period of at least 3 months. You just need to file a participation declaration. The Bank finances the basic premium of those employees who decided to enrol for the Programme; the premium is invested in selected mutual funds. With the programme, one can also systematically invest additional own funds. The account balance can be viewed via the online application. Upon acceding to the Employee Pension Programme, ING Bank Śląski S.A. each month pays in to an individual employee register the premiums which build up extra capital for the future pension.

We aim to keep the employee participation in the Employee Pension Programme at over 60%. The target performance was as follows:

67%
of employees participated in the Employee Pension Programme in 2016
70%
of employees participated in the Employee Pension Programme in 2017

Programmes for students and graduates

We encourage students to cooperate with us in internship initiatives and programmes. This solution helps them to get to know their future employer. We offer many development paths in multiple internship programmes:

Traineeship with the Lion is a programme addressed to students following multiple majors and specialisations and planning to work in banking in the future. It gives an opportunity to work under the guidance of ING Masters. During the traineeship, participants garner experience in the area they have selected, either at the Head Office in Warsaw and Katowice or in the branch network all over Poland. The development plan is built on the basis of gamification – the Trainees move on to next levels by completing more and more complex and demanding tasks. In 2017, 131 students participated in the summer and autumn traineeship rounds across Poland.

ChallengING is an annual development programme of intensive learning and work full of challenges, combined with performance of unassisted tasks as part of one of two paths: Data Science or software design and development. Along the software design and development path, participants perform tasks linked to the business analysis of internal client needs, solution design, programming and testing. Within the Data Science path, they play rotationally two roles – of a Big Data analyst and a data engineer. In 2017, we hired 7 participants who worked according to the Agile methodology.

International Talent Programme covers 6 business paths: Risk, IT, Retail and Corporate Banking, Finance and HR. It gives its participants the possibility of joining important projects, taking multiple development actions and participating in international assignments.

Traineeship with the Lion is a programme addressed to students following multiple majors and specialisations and planning to work in banking in the future. It gives an opportunity to work under the guidance of ING Masters. During the traineeship, participants garner experience in the area they have selected, either at the Head Office in Warsaw and Katowice or in the branch network all over Poland. The development plan is built on the basis of gamification – the Trainees move on to next levels by completing more and more complex and demanding tasks. In 2017, 131 students participated in the summer and autumn traineeship rounds across Poland.

ChallengING is an annual development programme of intensive learning and work full of challenges, combined with performance of unassisted tasks as part of one of two paths: Data Science or software design and development. Along the software design and development path, participants perform tasks linked to the business analysis of internal client needs, solution design, programming and testing. Within the Data Science path, they play rotationally two roles – of a Big Data analyst and a data engineer. In 2017, we hired 7 participants who worked according to the Agile methodology.

International Talent Programme covers 6 business paths: Risk, IT, Retail and Corporate Banking, Finance and HR. It gives its participants the possibility of joining important projects, taking multiple development actions and participating in international assignments.

We build the Bank’s image as a desirable and socially responsible employer

Employer Branding

In 2017, we continued employer branding activities geared towards professionals and students. Initiatives addressed to the persons with experience covered: joining job fairs, developing a new employer profile on employment websites, communicating with the candidates through the social media, mainly LinkedIn.

We continued actions dedicated to people entering the labour market (students and graduates). We were present at universities where we organised career zones, series of workshops/ training courses for students and where we cooperated with science clubs, students’ organisations and students councils at selected universities.

We once again organised the ING Ambassadors Programme which is a form of cooperation between ING Bank Śląski S.A. and university circles in the entire territory of Poland.

ING student ambassadors cooperate with us in building the Bank’s image as an attractive employer at selected universities. Last year, 14 selected students represented us at universities. The ambassadors act under the mentor care of our employees who offer support in getting to know ING and shaping career paths.

Our activities in the employer branding area were noticed and appreciated in the market:

  • for the eighth time, we were awarded the Top Employers title,
  • ING Bank Śląski S.A. ranked first in the “Most Desired Employers in the Opinion of Professionals and Managers” study by Antal in the Banking category,
  • we ranked fourth in the Employer of the Year 2016, organised by AIESEC,
  • we were the only bank to be put in the top ten of the “Employers for Engineers” ranking of the Warsaw University of Technology.

We move with the times

A modern bank requires modern space. We want the workplace to facilitate cooperation and shore up creativity and efficiency. We follow the “customised office” principle where space is divided into the zones used for work, concentration, meetings, conceptual tasks and rest. Such space organisation is conducive to thought exchange and to informal chats and formal conversations.

Our offices

Agile space

Agile, first referring to software development, was later adapted as a universal message and today is grasped more as a work methodology. The characteristic of the Agile space is that it is customised to the needs of scrums.

Teams have at their disposal design tables, meeting rooms and chillout zones. They are arranged in a new way, so that people can team up easily without changing the room layouts. The space is equipped with dry-erase walls and magnetic boards.

For teams working in different locations (Warsaw-Katowice), this can be supplemented with videoconferences that enable ongoing contact.

What is distinctive of the Agile space is the so-called Obeya Room, where teams can visually present at one place the progress in their works. It facilitates efficient information management and immediate decision-taking
Magdalena Miler
Change Portfolio Leader

In 2017, 9 floors were adapted in the building at ul. Sokolska 34 in Katowice and 2 floors in the Tower building at ul. Puławska 2 in Warsaw.

Innovation Office

Co-creating new products and services with clients is one of common trends in banking nowadays. It calls for a change in thinking, acting and working. Innovation Lab is a space whose special design is to facilitate reciprocal inspiration, encourage discussion and, more importantly, creation of breakthrough innovations.

The LAB is designed as open space with ring-fenced diverse work areas for smaller teams. We arranged the space so as to, depending on the intensity of works, enable free options of area division and separation from other users. Teams may use design tables, open meeting zones and closed rooms designed for working out loud. The primary function is supplemented with the training area, equipped with the multimedia equipment, and a dedicated kitchen zone. Walls are adapted for hanging colourful post-its, schedules and kanbans thereon, being the main tools at that type of work.

Good practice
czy-wiesz-ze
Walls are adapted for hanging colourful post-its, schedules and kanbans thereon, being the main tools at that type of work. które są głównymi narzędziami w pracy tego typu.

The LAB space was awarded in the “Interior of the Year” category, in the competition organised by the Association of Polish Architects.

The “hybrid working” model favours both mobility and direct contact. Employees spend a part of their day in different places which are sometimes far away from the company site. The model is assisted by modern ICT technology. As a result, standard desks occupy less space in the new office layout. In the so-released space, we can arrange extra meeting rooms, for example.

We resign from separate offices for managers at the Head Office buildings and regional branches. Open space work facilitates contact with managers and speeds up knowledge transfer and decision-taking processes. It helps to overcome hierarchy barriers, the situation which fosters trust and improvement across the company in the long run.

The Activity Based Working (ABW) concept is based on observation of employee activities. Office space is divided into zones dedicated to various tasks, for example, contacts with other employees (open space), work requiring concentration (separated individual workplaces – quiet spots), meeting places (small meeting rooms) and chillout zones (rest and relax).

The Po prostu Café is another step in the hybrid working model. A place of work, internal and external meetings. A place for Bank clients. It is also a place where one can meet friends, as the café is open at weekends too. At the same time, it is a new place on the map of cafés in Katowice, established in cooperation with Synergia. We wanted to use the potential of the atrium space at ul. Sokolska 34 and expand the ground floor functions (auditorium, training-and-conference centre, Innovation Lab, restaurant) so that the event purposes are also served.

The “hybrid working” model favours both mobility and direct contact. Employees spend a part of their day in different places which are sometimes far away from the company site. The model is assisted by modern ICT technology. As a result, standard desks occupy less space in the new office layout. In the so-released space, we can arrange extra meeting rooms, for example.

We resign from separate offices for managers at the Head Office buildings and regional branches. Open space work facilitates contact with managers and speeds up knowledge transfer and decision-taking processes. It helps to overcome hierarchy barriers, the situation which fosters trust and improvement across the company in the long run.

The Activity Based Working (ABW) concept is based on observation of employee activities. Office space is divided into zones dedicated to various tasks, for example, contacts with other employees (open space), work requiring concentration (separated individual workplaces – quiet spots), meeting places (small meeting rooms) and chillout zones (rest and relax).

The Po prostu Café is another step in the hybrid working model. A place of work, internal and external meetings. A place for Bank clients. It is also a place where one can meet friends, as the café is open at weekends too. At the same time, it is a new place on the map of cafés in Katowice, established in cooperation with Synergia. We wanted to use the potential of the atrium space at ul. Sokolska 34 and expand the ground floor functions (auditorium, training-and-conference centre, Innovation Lab, restaurant) so that the event purposes are also served.

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