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

Strong employer

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.

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We know how employees evaluate us

Committed employees form the basis for our development, so we regularly ask them what impacts their work most and what they need to make it even more satisfying. We invite them to participate in cyclical and anonymous WPC (Winning Performance Culture Scan), OHI (Organizational Health Index) and Pulse Check 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.

Pulse Check supplements OHI and WPC surveys. Thanks to the Pulse Check, we keep our “finger on the pulse” and we are constantly monitoring ING – our engagement, organisation’s health and leadership and other areas.

The WPC and OHI surveys are carried out alternately, once a year. And Pulse Check is a quarterly survey. 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.

The last edition of the WPC survey took place in October 2018. It was attended by 80% of ING employees in Poland. The permanent commitment rate was 82%. The survey findings show that employees know their responsibilities (92% of positive responses) and are able to successfully face challenges together with their teams (93% of positive responses) – and last but not least, they enjoy being accompanied by colleagues from their teams (90%). The areas we worked on after the survey were energy and commitment and an inclusive leadership style based on working together, listening to the voice of employees and encouraging them to contribute to the organization. After the survey, we have implemented many interesting initiatives, such as conferences and workshops on healthy lifestyle, workshops on appreciation and a number of local initiatives.

The last edition of the OHI survey, which took place in September 2019, was attended by 65% of employees. The health level was 84%. The highest grade was given by the employees to the development (90%) and innovation (92%) areas. As part of our post survey activities, we want to focus not only on areas that need to be improved, but above all on our strengths. Therefore, our priorities will include innovation, strategy and motivation.

Employment terms and conditions

  • [202-1]
    Ratios of standard entry level wage by gender compared to local minimum wage

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
2019 2018 2017
Female 178% 190% 200%
Male 178% 190% 200%

 

During the recruitment process as well as when taking promotion-related decisions, the candidates’ salaries are consulted with individual HR business partners. The practice is intended to counteract the unjustified remuneration differences. At the same time, there is a simplified management structure with the expert career path aimed at expanding the employee development options. It enable systematic promotion of employees and remuneration increase.

Remuneration of the bottom-level employees vis-à-vis the market**
2019 2018 2017
Bank/Market 119% 125% 143%

* Base remuneration against the banking sector.

 

The document defining the remuneration principles is the Remuneration Policy at the ING Bank Śląski S.A.Capital Group. This policy sets out key assumptions for shaping the remuneration policy used to attract and retain employees by ensuring a competitive market level of remuneration and defines the components of remuneration. The bonus rules are set out in the ING Bank Śląski S.A. employee evaluation regulations, which describe the principles of assigning tasks, employee evaluation and bonus summoning rules. The bonus is due to employees for achieving the objectives on the principles set out in the Regulations.

A package of disability-related benefits

The Bank's Management Board made the decision to introduce, from January 2019, monthly permanent supplements financed from the in-house social benefits fund for employees with a moderate or severe disability certificate and raising children with a disability certificate. The first payouts will be effected in January 2019.

By supporting people who take care of their loved ones with a moderate or significant degree of disability, we offer an option of taking an additional 2 days off from work. Taking care of our employees with a certified slight degree of disability, we offer an additional 3 days off.

We are building a working environment where all employees have level playing field. Since 1 January 2019, we have provided a benefits package for employees with disabilities that supports them and their families.

  • Cash benefits

Monthly, fixed allowances, financed from the company’s social benefit fund for:

  • Workers with a moderate or significant degree of disability
  • Employees raising children with disabilities
  • Days-off
    • For Employees with a certified mild degree of disability, an additional 3 days off per year,
    • For Employees looking after their spouse/partner, parents, in-laws, grandparents with a moderate or significant degree of disability, an additional 2 days off per year.

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