About report

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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Integrated Annual Report
of ING Bank Śląski S.A. 2019

An innovative workplace and competent employees

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  • [103-1]
    Explanation of the material topic and its Boundary
  • [103-2]
    The management approach and its components
  • [103-3]
    Evaluation of the management approach

PACE – proprietary methodology of the ING Group

PACE is ING Group’s proprietary methodology that enables us to develop new products or services for and with the customers. This allows us to provide solutions to their real problems.

The established PACE projects support the day-to-day implementation of the PACE methodology. One of the examples is ING Accelerator.

In practice, the Accelerator is about small, self-organising teams established for a definite period of time. They are composed of employees from various Bank divisions, delegated to work solely on a given project.

The overriding principle is that teams are always close to the client. To verify their assumptions and identify at the testing stage what is working and what calls for improvement. As a result, they can easily extract key functionalities of a given product from the user’s point of view. Then they verify the assumptions about whether and how much the client is willing to pay for a specific solution. Rapid prototyping involving the use of MVP (Minimum Viable Product – the first version of the product that captures the heart of its operation), gathering feedback and learning from own mistakes allows for a significant minimisation of costs. During the accelerator, a group of external experts and PACE coaches support our teams on a permanent basis. Each of the teams works on a different solution, but the goal is similar – to create a product that will suit client needs and solve their problems.

Agile

The development of technology contributes to the today’s world changing at a remarkable pace. All technology companies change the way of dialogue with clients and models of creating new products or services. The same pertains to the banking industry – until recently considered very traditional and conservative; today, it is seen as very modern and technology-based. We want to transform ourselves to respond to clients’ needs faster, engage them as frequently as possible in the solution development process and verify every step of the way whether or not our solutions hold well in reality.

That is why we have introduced the Agile way of working, mainly known from technology companies, on a large scale. The persons that formerly used to work in separate units were joined into interdisciplinary teams. Now, colleagues from business, IT, operations and other units sit together side by side in one team (depending on the needs). All this is to enable the team to carry out its tasks end-to-end. Our goal is to create self-organized teams that will achieve the best possible results.

Agile work approach

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Squads usually work in two-week cycles called Sprints. Each Sprint starts with the planning of the work to be done in a given cycle. In addition, the teams meet daily at the Daily Scrum to plan the work for the next day, identify possible threats to the achievement of the Sprint goal and adapt the work plan to the current situation. The Sprint ends with Retrospection, a team meeting where Squad members analyse their work during this cycle and work out improvements they will implement in the next Sprint.

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Employee development

  • [103-1]
    Explanation of the material topic and its Boundary
  • [103-2]
    The management approach and its components
  • [103-3]
    Evaluation of the management approach

We help to discover and channel our employees’ potential. We care about upgrading employees’ competence and we empower them to make informed choices of a career path.

We want each employee to get everything they need to perform their job tasks. We ensure various packages of development and training activities – both internally and using the third-party training courses, workshops and conferences. Moreover, projects based on knowledge sharing and teaming up with another person are also implemented, including: coaching, mentoring and one-on-one consultations.

We also support self-enhancement of professional qualifications by employees, through certification, post-graduate studies or the Polish Bank Association standards. We promote activities, inspire one another towards development and recommend specific tools. In communication, we use the internal community devoted to learning and development. We promote digital development activities, while encouraging employees to use external training platforms available online.

Year-end evaluation

Year-end evaluation is the basic tool supporting employee development. It is a special type of a meeting of the employee and the superior. During such meetings, we create development plans for the coming year, set new priorities and assess employee task performance. We also talk about aspirations and stretch ambitions. Two-way feedback holds the key here – the employee and superior need to be at the receiving end.

The internal regulations also reflected a new approach to employee evaluation, applicable throughout the ING Group. This approach intuitively combines the assessment of work results with the increased role of the so-called soft or non-financial categories. It also affects our strong organizational culture.

The new assessment model – Step Up – implemented in 2017 combines values, supports commitment and ensures partnership. Step Up is a philosophy of dialogue with employees and at the same time an approach to motivating. We focus on continuous dialogue and current feedback – not only as part of formal meetings.

This philosophy introduces four main changes:

  • Strengthens current feedback: by supplementing formal conversations with current feedback that has a positive impact on all employees, both at the individual and team level;
  • Incorporates the Orange Code into the motivating system: Orange Code behavior is one of the three dimensions of goal setting and employee evaluation;
  • Focuses on strengthening the practice of putting individual Challenges on each employee, encouraging them to leave the comfort zone;
  • Combines the two existing KPI and Annual Talk systems into one coherent process of Annual Talk – Step Up, in which we set and account for goals.

We want our employees to discover their potential, realize their ambitions and have a sense of full support. This is an approach in which we focus on dialogue and motivating the employee. It assumes the change of the system of annual conversations to more intuitive ones, related to the values ​​and individual results of the employee. The Step Up model assumes setting annual goals in three independent categories: Work Results, Orange Code and Challenges. Goals in the dimension of Work Results are set by the supervisor, while the employee himself proposes goals that are Challenges. All goals set for a given year should be in line with the Bank's strategy. As part of the annual interview, each employee assesses himself (self-assessment) and is assessed by his supervisor (manager’s assessment) in all categories. Both the employee’s self-assessment and the manager’s assessment take place on a descriptive scale: Below expectations, As expected, Above expectations. Based on the descriptive assessment, bonus points for a given category will be automatically calculated. The final evaluation of the employee is established by the supervisor and discusses it with the employee during the conversation.

  • [404-3]
    Percentage of employees receiving regular performance and career development reviews

Percentage of employees who took part in the year-end evaluations:

93%

2019 – (only long-term absentees did not take part in the talks),

96%

2018

97%

2017

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E-learning and multimedia tools

We also want our employees to have an easy access to diverse and customised training materials. Self-study is often the first step to taking relevant career-related decisions. That is why we activated a wide array of e-learning training courses. They provide employees with immediate access to effective laws and regulations, e.g. in the compliance area or best practice recommended in everyday work. We employ modern technologies, especially in the knowledge sharing area, such as: chats, webinars and fora (communities). We encourage employees to use courses on MOOC (massive open online course) platforms, which are ready-made training courses and materials prepared by renowned universities and organizations around the world, covering a very wide spectrum of knowledge. All employees can also use a well-equipped e-book library and access the electronic version of Harvard Business Review Polska magazine. Thanks to diversity of tools, almost each employee took part in at least one development action.

Multimedia sources of information are another form of self-improvement, with the so-called knowledge pills, e.g. presentations and videos. Going one step further – in 2018 we made available to employees a tool in which they can prepare attractive e-learning materials and even more effectively share knowledge.

  • [404-1]
    Average hours of training per year per employee

Training courses in figures in 2019:

  • Number of development actions/ employee – 5,
  • Number of development actions’ hours/ employee – 24.4,
  • 97% of employees took part in at least one development action.

Training courses in figures in 2018:

  • Number of development actions/ employee – 6,
  • Number of development actions’ hours/ employee – 6,
  • 99% of employees took part in at least one development action.

Assignments and placements for employees

An internal assignment is a well-tried professional development solution. It enables the employee to gain professional experience in other organisational units of the Bank located in Poland or abroad. A development assignment usually lasts from one to three months. Such a solution makes it possible to get to know the work in a given job, but even more importantly, to gain new skills and professional experience.

Participation in internal assignments looked as follows:

151

2019

180

2018

170

2017

Unlearning and self-development

Unlearning – a key skill of companies and people open to change. Speaking of unlearning, we think about the ability to switch to an alternative way of thinking, different logic of action, and depart from old habits. Unlearning is much harder than learning. Unlearning is going beyond the mental model and choosing a new way of working. It happens every day in business, at work. Many ways of doing things that we’ve learned at schools and we’ve been building on, based on which we’ve achieved excellent results as employees, are no longer working or work differently.

Let us not confuse the unlearning with forgetfulness. We forget unused knowledge, unpractised skills, and unnecessary messages. Forgetting does not require effort, while unlearning is hard work. It applies to automatisms, habits, skills that have worked and served us well and which we must now give up because circumstances have changed.

Take, for example, the organisational structure – we still think of it as schematic, usually hierarchical structure with different management layers. In fact, it is more and more a network, not a ladder. What does it mean for unlearning?

For example, traditional thinking about the structure means that we mainly assign the responsibility for decisions to the bosses. Meanwhile, in a network organisation, every employee must have autonomy and responsibility for decisions.

Therefore, they must develop completely new habits and a new way of thinking about managing.

To promote this way of thinking in the organisation, we have created a community that will help us to get inspiration how to meet the current trends in learning new habits that support the acquisition of knowledge. It is a virtual platform OD-UCZANIE [UNLEARNING] for sharing inspirations, experiences and discussions.

While strengthening the unlearning, we are also committed to self-development. In 2019, we devoted a series of development activities to it – “I’m growing because I want to”, which consisted, inter alia, of conferences organised in various cities, experience zones and inspiring materials made available on-line – articles, films, knowledge pills. Both external experts and our colleagues from various areas of the Bank shared their experiences and development methods.

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:

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Traineeship with the Lion is a unique traineeship addressed to students who are agile in the world of technology and have a variety of passions.

At ING Bank Śląski, we develop trainees throughout the year. We offer Traineeships with the Lion to all students and graduates in all areas of the Bank. Our trainees gain valuable experience working with the best experts on the market, for example in the Agile methodology. Many of them after a traineeship receive an offer of permanent cooperation. In 2019, 530 trainees from all over the country participated in the Internship with the Lion, 84 of whom were employed.

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ChallengING is an annual Programme of development, intensive learning and work on ambitious tasks within the path chosen by the student. We delegate to the participants the execution of independent tasks in a given department or under a specific project. On the design and software development path, students receive tasks related to business analysis of internal customer needs, solution design, Programming and testing. Meanwhile on the Data Science path, the participants carry out tasks by taking on two rotating roles – that of Big Data analyst and data engineer.

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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, 12 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.

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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.

katowice_ing_01-2020_rk_0566

Traineeship with the Lion is a unique traineeship addressed to students who are agile in the world of technology and have a variety of passions.

At ING Bank Śląski, we develop trainees throughout the year. We offer Traineeships with the Lion to all students and graduates in all areas of the Bank. Our trainees gain valuable experience working with the best experts on the market, for example in the Agile methodology. Many of them after a traineeship receive an offer of permanent cooperation. In 2019, 530 trainees from all over the country participated in the Internship with the Lion, 84 of whom were employed.

_T0A6021

ChallengING is an annual Programme of development, intensive learning and work on ambitious tasks within the path chosen by the student. We delegate to the participants the execution of independent tasks in a given department or under a specific project. On the design and software development path, students receive tasks related to business analysis of internal customer needs, solution design, Programming and testing. Meanwhile on the Data Science path, the participants carry out tasks by taking on two rotating roles – that of Big Data analyst and data engineer.

_T0A0424

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, 12 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.

_T0A9860

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.

Recruitment of new employees

All our job advertisements are published on our website. The employee selection process may vary depending on the position.

Typically, we recruit new staff members using the following scheme:

In addition, we have included a candidate’s guide to the recruitment process where we presented advice on how to write successful CV or prepare for the interview.

Employee Referral Programme

We have launched the Employee Referral Programme at our bank because we want to take advantage of our employees’ network and to build ING’s future together.

The bank is primarily about the people. We want our employees to be able to shape our workplace and have an influence on who we work with. We care in particular about the knowledge and experience of people who work here. We launched the programme in mid-2018 and have so far hired 95 people based on our employee’s referrals.

 

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