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At the beginning of 2022, the Human Capital Management (HCM) Business Strategy Implementation Plan for 2022 - 2025 was adopted. It identifies both the joint initiatives to be implemented by the Corporate Centre in cooperation with the companies, as well as those key to the individual segments.

The following programs and projects are among the initiatives common to PGE Group that are being implemented in 2022:

  • implementing a Competence Assessment to be based on the Competence Model and shared rules. In 2022, preparations were underway to introduce the assessment in PGE Energia Ciepła, PGE Systemy, PGE Obrót and PGE Synergia, so that in 2023 the first edition of the competence assessment will be carried out in these companies. This solution will be implemented in the following years in further companies,
  • equipping managers, project managers and all staff with the appropriate change management knowledge and tools,
  • increasing the effectiveness of competence management of key personnel across PGE Group, which will consist of the identification of positions understood as ones of particular importance and value to PGE and in ensuring their systemic management and implementing a succession mechanism,
  • reviewing the rules of corporate human capital management and making necessary adjustments resulting from both structural changes which have taken place at PGE Group in recent years and adjusting the provisions to the current business needs. In 2022, the Corporate Centre updated five of the eight corporate HRM principles in PGE Group.
  • Implementing the role of HR Business Partner (HRBP), in companies where this function is not yet in place. These are individuals dedicated to working with managers to support them in the management of their employees, in the process of competency assessment or salary review. The HR Business Partner develops and delivers reports, analyses, documents, HR tools, and participates in team and project meetings.

A forum has been created for HRBPs to share knowledge, good practices and experiences. Meetings are organised periodically to ensure equal access to knowledge and information exchange. In addition, work has begun on the preparation of a list of good HRBP practices, which will constitute a set of tools and solutions used in individual companies.

  • consolidating selected areas of support. In 2022, the human capital management area was consolidated in the Warsaw companies of PGE Group. The corporate centre took over the handling of HR processes for the companies: PGE Baltica and PGE Systemy SA. Consolidation of the HCM areas allows for the implementation of common HR standards and tools.

Diversity policy

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PGE Group bases the building of its market advantage and being the leader of sustainable transition on an efficient and effective organisation, taking into account diversity. The implementation of activities, especially those aimed at employees and their functioning in the company, is driven by the company’s values of partnership, development and responsibility. Hence the concern for the highest standards that go beyond compliance with generally applicable legal norms, such as the right to rest, minimum wages, respect for legislation on the non-employment of children and the ban on the employment of minors.

One such measure was the adoption of PGE Group Diversity Policy in 2022.

  • race, nationality, ethnicity, gender, age, health (including disability),
  • religion or spirituality, culture, political beliefs, education, place of residence, place of origin, family status, socio-economic status, abilities, views, personality, knowledge, gender identity,
  • seniority, position, organisational assignment, membership of social, professional or trade union organisations, form of employment, experience.

The aim of the diversity policy is to create a working environment that is open to different points of view, multiculturalism and diversity of ways of thinking, based on cooperation, mutual support, showing respect and ensuring fair and equal treatment, particularly in areas:

  • recruitment, selection and employment,
  • access to professional development,
  • creating a workplace free of bullying, discrimination and other inappropriate behaviour that is contrary to the Code of Ethics, but does not exhaust the elements of bullying or discrimination,
  • internships and apprenticeships,
  • remuneration and job evaluation,
  • vertical and horizontal promotions,
  • employee evaluation,
  • problem and conflict resolution.

PGE Group employs a diverse range of people and works for a wide range of customers. It builds an inclusive culture that respects and maximises the contribution of all employees.

Diversity enables the exchange of knowledge, views and perspectives, the development of talents and complementary development areas, leading to effective synergies, including the development of solutions that are born out of diversity.

The diversity policy also sets out ways to monitor the actions taken to implement it. One of the indicators is the ratio of men’s remuneration to women’s remuneration by position held. At PGE Group, this ratio is as follows:

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PGE Group Data for 2022
Ratio of women’s and men’s basic salaries broken down by:
Directors 4.7%
Managers 2.6%
Other employees 7.7%
Total 6.9%

In the case of PGE SA, the pay gap is lower than at Group level and women directors even earn more on average than men in the same positions:

PGE SA Data for 2022
Ratio of women’s and men’s basic salaries broken down by:
Directors -4.9%
Managers 5.2%
Other employees 6.9%
Total 0.7%

Identifying pay gaps allows initiatives to be taken to minimise them. PGE Group does not take into account an employee’s gender when making pay decisions, but only their skills and qualifications for the tasks at hand.

Detailed terms and conditions of employment and remuneration are determined in accordance with the regulations in force at individual employers of PGE Group and the generally applicable labour law and in accordance with the legal system (including the freedom to choose an occupation and place of work provided for in the Constitution of the Republic of Poland or the regulations on the employment of young people).

These principles indicate the highest standards of human capital management across the Group. They relate, among other things, to the issue of unification of remuneration principles in relation to the business needs of individual business segments and areas, as well as monitoring the competitiveness of total remuneration in relation to the external market and internal benchmarks, with care for its link to individual, team and Group-wide performance. Remuneration tables are created assuming a reference value and a range of minimum and maximum salaries with respect for the law, including in particular the minimum wage.

Countering harassment, discrimination and other inappropriate behaviour

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PGE Group seeks to ensure that the work environment is free from all forms of discrimination and harassment. To this end, a uniform standard in the approach to anti-bullying and anti-discrimination measures has been developed and adopted.

Through the implementation of the anti-bullying procedure, the responsibilities of all employee groups from board members to managers, employees and representatives of the social side have been defined. The key objective of implementing the procedure is to prevent the occurrence of any form of discrimination by raising awareness of the problem and the consequences of unwanted actions by:

  • responsibility of management to counter undesirable developments,
  • fostering the right principles of cooperation, mutual assistance and respect for others.

PGE Group employers periodically conduct mandatory prevention training. The anti-bullying and discrimination procedure also directs a clear message to all employees about expected attitudes and behaviour towards undesirable phenomena:

  • building an organisational culture geared towards a safe working environment,
  • supporting staff in situations of adverse reaction,
  • building a better working atmosphere based on cooperation and commitment,
  • reinforcing values in line with the Group’s Code.

The procedure describes the scheme of conduct in the event of an adverse event in the form of mobbing and or discrimination in PGE Group.

Reporting and the manner of cooperation in counteracting bullying and discrimination in PGE Group are defined by the Guidelines for Cooperation of Employers in PGE Group in relation to Inappropriate Behaviour, in force since 2021. This is an internal document with organisational solutions.

Occupational health and safety management system

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The safety and health of people working for PGE Group are a priority for the entire organisation.

A formal confirmation of this is the Health and Safety Policy, which was adopted by the PGE SA Management Board in 2020. It sets out the framework for operations and setting the organisation’s objectives pertaining to occupational health and safety management and considers the occupational health and safety area as a key value for the organisation’s development.

It also spells out long-term strategic initiatives pertaining to the occupational health and safety area and the basic rules for their implementation. The OHS Policy was developed in cooperation with representatives of all business segments and was consulted with the entire PGE Group.

Notes and comments on its draft from the representatives of various subsidiaries and from trade union representatives had a positive impact on its final content.

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The occupational health and safety policy’s scope includes PGE Group companies. On this basis, the declarations of the management boards are updated to take account of the specific nature of work in individual companies. PGE Group’s Occupational Health and Safety Policy reflects the requirements specified in the latest standard for Occupational Health and Safety management systems: ISO 45001 and the guidelines included in the Labour Code.


The health and safety situation in PGE Group is regularly discussed at meetings of the PGE SA Management Board. Proactive and reactive OHS objectives have been implemented for the top management of PGE Group subsidiaries.

As part of the update of the mega-process map, process 3.8.8 Health and Safety Management was implemented in PGE Group in 2022. The objective of the process is to ensure and maintain a high standard of working conditions and to protect the health and life of employees, contractors and visitors.

OHS management and detailed solutions at PGE Group are currently embedded on a local level within the activities of individual companies. Best Practices are replicated.

In order to ensure sharing of experience and mutual learning from incidents, an IT tool has been implemented to collect information on health and safety incidents across PGE Group, including occupational accidents and high-potential incidents.

The knowledge gained in this way is capitalised in the form of additional actions in the area of occupational health and safety, which are taken throughout the Group by means of a Framework Plan for Occupational Health and Safety Improvement or in the form of alerts to the organisation in order to take pre-emptive measures in other locations.

In 2022, the Health and Safety Improvement Framework Plan for PGE Group companies included tasks in areas such as:

  • Visible leadership in the field – regular visits by representatives of top management to the places where work is carried out by employees assigned in the structure. The purpose of the visit is to gain eyewitness knowledge of working conditions and to reinforce positive behaviour;
  • Strengthen health and safety leadership in the organisation by introducing health and safety issues as a regular item at top management meetings (e.g. at board meetings or divisional top management meetings). Topics include discussion of health and safety incidents, working conditions and other health and safety issues for employees and contractors working at the site or company;
  • Carrying out inspections and audits of instructions on the work performed by employees;
  • Assessing the safety of work with powered hand tools by carrying out additional inspections of work where powered hand tools (electric, internal combustion engine or pneumatically driven) are used with regard to, among other things: supervision of their efficiency (periodic inspections), availability of instructions, completeness (guards, handles, etc.), use of required personal protective equipment, etc;
  • Safety of rotating components by carrying out additional inspections of equipment posing a risk of being caught by rotating components for the effectiveness of the safeguards and guards in place.

Individual employers prepare local health and safety improvement plans based on the Framework Plan. The 21 companies to which the tasks in the Health and Safety Improvement Framework Plan were assigned completed their local health and safety plans for 2022 at 95%.

PGE Group companies comply with legal requirements in the area of health and safety. Compliance with these requirements is verified by the organisational units in charge of audit, occupational health and safety services, compliance, etc.

7 PGE Group companies (PGE GiEK, PGE Energia Ciepła, PGE Toruń, ZEW Kogeneracja SA, EC Zielona Góra, Przedsiębiorstwo Wulkanizacji Taśm i Produkcji Wyrobów Gumowych BESTGUM POLSKA and RAMB) in which 18,965 employees worked as at December 31, 2022, representing approx. 50% of all employees (FTEs), have a certified OHS management system based on the PN-ISO 45001 standard.

Occupational health and safety issues are a regular item in top management meetings (e.g. management board meetings, branch management meetings). Topics include the discussion of health and safety incidents, working conditions and other health and safety issues for employees and contractors working at the site or company. Expectations for ensuring the health and safety of their employees are disclosed in the Code of Conduct for Business Partners of Group companies.

Business partners are expected to provide safe workplaces, comply with all relevant standards and health and safety regulations. In particular – compliance with the law in terms of providing workplace instruction, taking into account information on health and safety conditions and requirements, providing appropriate protective measures and implementing appropriate health and safety training.

In 2022, PGE Energia Ciepła organised the fourth edition of a workshop for contractors. It was attended by more than 500 company representatives, who were introduced to PGE Group’s internal procedures and the purchasing portals through which PGE Energia Ciepła’s tendering procedures are conducted.

As part of the meeting, the Health and Safety requirements for contractors in the companies of the District Heating segment were discussed. The most common health and safety irregularities committed by contractors’ employees, identified during inspections carried out by the company’s employees, were presented, and it was indicated how the work in question should be carried out correctly.

Occupational risk assessment

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Occupational risk assessment for workplaces is the foundation of health and safety management at PGE Group companies. This process is adapted to the risks and specifics of the work of individual companies.

It is described in internal normative acts. A documented occupational risk assessment is provided for all workplaces. Depending on the needs, various methods of occupational risk assessment are used, such as

  • Risk score,
  • PN 18002,
  • chemical risk assessment,
  • OWAS,
  • KIM1,
  • KIM2,
  • Lehman’s method.

To ensure the most accurate results, the process of hazard identification and risk assessment involves the occupational health and safety personnel, supervisors of the employees working on the assessed position and often also the employees themselves, social labour inspectors, other experts relevant to the risk or the members of the occupational health and safety committee, etc.

The power equipment used in the companies and branches has operating instructions that contain, inter alia, information on identifying hazards to human health and life associated with the operation of the power equipment or group of equipment, and rules of conduct to eliminate the identified hazards.

Where required, job-specific manuals and other instructions describing the safe performance of work specify the activities to be performed prior to commencement of work, the rules and methods of safe performance of work, activities to be performed after completion of the work, and the rules to be followed in emergency situations which pose a risk to the life or health of employees.

In the thermal power plants and the Rybnik power plant, risk assessments are additionally carried out for tasks as part of the work orders and permits system; in 2022, more than 27,000 such analyses were carried out.

At PGE Group companies, employees use various channels to inform themselves about health and safety issues, including: through superiors, the health and safety service, social labour inspectors, publicly available physical boxes for paper notifications, email boxes, health and safety committees, IT application, etc. In addition, representatives of the top management of PGE Group companies are expected to make regular visits to the work sites of the employees assigned in the structure. To this end, a manual for conducting such managerial field visits has been developed.

The District Heating segment conducts an annual health and safety survey with 56 questions on health and safety culture. In addition, it operates an IT tool for reporting health and safety observations, both confirming compliance with requirements and indicating the need for corrective action. In 2022, 15,065 individual health and safety observations were reported under this system.

In addition, within PGE Group, employees can report, among other things, health and safety issues to the Compliance Department in PGE SA via a special email address. The message goes directly to the President of the Management Board of PGE SA, the Director of the Compliance Department in PGE SA, the Director of the Audit Department in PGE SA and the Director of the Safety Department in PGE SA. PGE Group companies respect whistleblowers’ right to anonymity. Personal and other information provided to this email address remains confidential until the whistleblower consents to the disclosure of all or part of this information. In 2022, 175 near misses were reported. These are analysed and, if necessary, preventive action is taken.

A campaign encouraging employees to report near misses was initiated and carried out at PGE GiEK in 2022. It was also actively involved in the National Labour Inspectorate’s campaign: „Construction. STOP accidents”.

In accordance with the Labour Code, all employees have the right to refrain from performing work that endangers their life or health. This is connected with the occurrence of an external threat, when the work conditions do not comply with the regulations of occupational safety and health and constitute a direct threat to the health or life of an employee or when the work performed endangers other people. Employees are entitled to remuneration for the period when they refrain from work due to such a hazard. At companies where there is work requiring special mental and physical fitness, lists of such work are kept. Employees performing such work have the right, after prior notification to their supervisor, to refrain from performing such work if their mental and physical condition does not ensure the safe performance of the work and poses a risk to others. In such a situation, they are directed to perform other types of work.

Every occupational accident is investigated by an accident investigation team consisting of an occupational health and safety officer and a social labour inspector or employee representative. If necessary, the team consults other specialists to the extent necessary to assess the type and consequences of the accident. Other OHS incidents, failures are also investigated at PGE Group companies. Conclusions are drawn from these investigations to improve the OHS management system. Incident experiences are shared at PGE Group level. The causes of incidents are investigated according to various methods, including: cause tree analysis, TOL, 5 x why, etc. In addition, major incidents are analysed in detail by a team from the Corporate Centre to identify potential knowledge to be used for the whole Group.

Consultation and participation of employees

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Consultations with employees on health and safety issues are carried out at individual companies mainly through the established Health and Safety Committees. Efforts are made to have an equal number of employee and employer representatives and an occupational doctor. Committee meetings are held at least quarterly during working hours.

Over 120 meetings were held in PGE Group companies in 2022. The task of the Occupational Health and Safety Committee is to consult on occupational health and safety issues, in particular: reviewing working conditions, periodic assessment of the state of occupational health and safety, issuing opinions on measures taken by the company to prevent accidents at work and occupational diseases, formulating conclusions on the improvement of working conditions and cooperating with the company in performing its obligations in the area of occupational health and safety.

In connection with the performance of these tasks, the Committee may use the expertise or opinions of specialists from outside the workplace in cases agreed with the company and at the company’s expense.

Occupational health and safety communication

  • safety rules in relation to the pandemic state,
  • planning safe work on energy equipment,
  • identifying hazards, assessing risks and planning and taking action to minimise occupational risks,
  • health and safety observations,
  • safety of electricity networks for members of the public,
  • achieving the zero accidents target,
  • periodic training in occupational health and safety – is it an obligation or a privilege?
  • the essence of compliance with fire regulations,
  • health and safety culture – how does it impact on the zero accidents target?
  • safe autumn on the road.

Different communication tools are used in the different PGE Group companies, e.g.: incident information brochures, health and safety reports, animated films, instructional videos, webinars, in meetings with employees where health and safety issues are discussed, etc.

Occupational health and safety training

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Prior to starting work, all employees receive initial health and safety training consisting of general and job-specific instruction. Depending on their position, employees undergo periodic OSH training.

The period ranges from 1 year for positions which are exposed to particular risks to 6 years for administrative and office positions. Detailed training programs are adapted to groups of positions.

Employees performing work on power equipment undergo mandatory examinations which end in obtaining a certificate confirming their competence to perform specific work. PGE Group companies have 35 qualification commissions verifying the qualifications of persons involved in the operation of equipment, installations and networks appointed by the President of the Energy Regulatory Office.

Contractors working on the premises of PGE Group companies are provided with information on, inter alia, threats to health and life occurring in the workplace, rules of conduct in the event of accidents and other situations threatening the health and life of employees, protective and preventive measures taken to eliminate or reduce risks.

Where justified, an introductory OSH training for contractors is also carried out. The 2023 Health and Safety Improvement Plan provides for quality checks on the implementation of these duties.

Performance of operational work

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Operational work on power equipment in the areas of operation, maintenance, overhaul, assembly and control and measurement shall be carried out in accordance with the operating instructions for power equipment or groups of power equipment, which contain, among other things, the characteristics of the equipment, a description of start-up, operation during operation and shutdown, or deadlines for inspections, tests and measurements.

Additionally, work on power equipment is carried out in accordance with a manual for the organisation of safe work. This document describes in detail how to organise this work, specifies the requirements for functional persons, the conditions for supervising the work or the rules for the circulation of written orders, etc. Individual PGE Group companies are responsible for the provision of these documents.

Operational work that creates the possibility of particular danger to human health or life is performed on the basis of a written order. The written order is also often used in situations where this formula is advisable for safety reasons, in particular when directing contractors’ employees to work.

Concern for employees' health

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PGE Group attaches great importance to developing initiatives related to improving the well-being and health of its employees. PGE Group employees are provided with private medical care, which also includes occupational medicine. As part of the private medical care, they can undergo preliminary, check-ups and periodic examinations.

PGE respects its employees’ right to privacy; therefore information on health condition is not used when making HR and employment decisions.

A key project encompassing prevention of physical and mental health at PGE SA is the 'Action Regeneration' project, which aims to look after the wellbeing of employees. Employees can benefit from free examinations, webinars with psychologists, nutritionists or doctors.

PGE Group's Knowledge and Development Centre

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  • developing business support competencies on behalf of and for PGE Group companies,
  • ensuring the effective functioning of the training and recruitment area based on best practice,
  • ensuring the competences necessary to implement PGE Group’s strategy,
  • creating an industrial process safety policy and providing ongoing advice on knowledge, development, safety culture and technical culture.

The assumption underlying the establishment of the Centre was the need to draw on knowledge from a variety of areas and best practices, both from the market and PGE Group.

The Centre focuses on the internal customer and supports the creation of an efficient and effective organisation. It is based on the synergy of skills, knowledge and resources of the areas of recruitment, development, HR projects, as well as internal trainers who, through their knowledge of the organisation and in-depth research of needs, are able to ensure the effectiveness of development activities.

In 2022, PGE Group Knowledge and Development Centre prepared, among other things, a series of training courses for employees as part of the 'Development Network’ program, dedicated to all employees who want to improve their soft skills.

The Centre also organised a series of Lunch&Learn educational and training meetings dedicated to various topics related to the company and its environment. In 2022, nine sessions were held, including one dedicated to sustainability and ESG issues. The Centre’s staff also organised language classes, training on the energy market or first aid premedicine.

The centre is also the primary provider of training in PGE Group, and additional health and safety training is provided based on the competencies built in the Group.

Employee development

2022 was the year to emerge from the pandemic period and return to normal functioning in the area of development activities. The individual employers within PGE Group have largely returned to organising face-to-face training and meetings.

  • building a team aware of the importance of its own customer-oriented attitude – applying a pro-customer philosophy to everyday work,
  • acquire the basic skills to communicate effectively and professionally with customers, including in difficult and demanding situations.

In addition, Customer Service Offices employees were able to benefit from additional support in the form of one-to-one coaching. In July 2022, the 'Academy of Expert Trainers’ project was launched. Its main objective was to identify and train a group of people with the expertise and aptitude to act as coaches, experts within the organisation. For employees, this is an opportunity to take advantage of an additional development path within the organisation and broaden their professional competences.

PGE Obrót employees also benefited from internal workshops: „Communication and teamwork”, the aim of which was to integrate participants and develop principles for effective communication and cooperation in the teams they form. The trainings were based on specially prepared, original programs, team games and interactive exercises.

  • UDT (Technical Supervisory Authority – operation of cranes, platforms, trolleys, etc.),
  • IBiGS (operation of excavator, backhoe loader, power saw, pavement cutter and soil stabilisation and welding equipment),
  • WORD (category C and CE driving licence, traffic management),
  • Live Work (Live work – on LV and MV lines. Particularly noteworthy is the new technology for working from an insulated jack and from a distance),
  • training on EAZ protection automation,
  • training in the field of LV and MV cables (installation of cable line accessories, cable location and diagnostics operation of location vehicles).

At PGE Baltica, an important element of employee development is the implementation of good knowledge-sharing practices. The implementation of tasks takes place in a system: „learn, perform, teach others”. Employees familiarise their teams with the topics after participating in external training.

Meetings include elements of discussion. ToolBox Talks is another initiative consisting of weekly meetings between board members and employees. Important topics on building trust within the team, dealing with stress at work, as well as business psychology are discussed at these meetings.

The process of acquiring and sharing knowledge also takes place through cooperation on specific projects. On the construction of offshore wind farms, PGE Baltica is cooperating with a foreign partner – Ørsted. The knowledge acquired in this project will be used in subsequent offshore wind farm construction projects.

Employees in the District Heating segment develop their potential by participating in internal and external training. They also do this by participating in the various projects they carry out as part of the segment’s broad activities. Solving current problems during long-term projects is seen by employees as the fastest form of professional development. This type of involvement stimulates creativity, opens up new opportunities to use acquired skills and create new areas of knowledge within the organisation.

Employees of PGE Group can benefit from various forms of competence development made available electronically, e.g. on a dedicated LMS (Learning Management System) platform, e-Learning training courses (comprehensive topics), language learning courses, webinars, online workshops, training recordings in the form of audio files that can be listened to at any time.

Employees also make use of industry newsletters made available electronically, such as a review of the national press, foreign press from the energy market and related markets.

Development of managers

A manager’s influence on the effectiveness of his or her team at work, but also on the development, commitment and maintenance of motivation levels, is very high. Therefore, at PGE Group, a great deal of effort is put into their development of the necessary skills and the shaping of attitudes. This is crucial given the dynamically changing labour market, volatile environment and needs. Flagship initiatives include two programs:

Which is a program for new managers and employees who are about to take on a managerial role, as well as managers in whom it is desirable to strengthen and develop managerial competences and attitudes based on building partnership, responsible relationships.

The main objective of the program is to strengthen and develop managerial competences, such as building awareness of the manager’s role in shaping employee commitment; fostering respectful relationships and strengthening cooperation (partnership); building attitudes of responsibility for the subordinate team and for its results (accountability); strengthening motivation, courage to make changes and continuous improvement (development) In 2022, the first two editions took place, with more than 114 participants. The next edition is currently underway and will conclude in April 2023.

Webinar series – dedicated to all managers who want to improve their skills in managing teams and building relationships with employees.

At PGE Obrót, new managers are developing their competences as part of the „Young Manager” package. These are workshops aimed at all employees starting out in managerial positions. Participants in the series build their competencies in planning and goal-setting, authority-building and leadership, as well as communication with the team.

„Manager’s Academy” is a development program addressed to managers in the company PGE Synergia. The aim of the program is to develop managerial competencies and to build a management culture that meets the current and future challenges of the market. The program consists of six modules, which are arranged in such a way as to provide each participant with a compendium of knowledge, skills and tools for working with teams.

A pilot training program for middle and senior managers has been launched at PGE Dystrybucja: „Effective management in distributed structures effectiveness – authority – cooperation”.

Non-escalating conflicts

Conflicts in an organisation are a common phenomenon, but if unresolved they are a serious problem and affect the functioning and image of the whole organisation. In the case of disputes, a quick response is crucial. Increasing conflict translates into stress and disrupts effective interpersonal communication, thereby reducing the quality of work.

PGE Group wants to strengthen the idea of social dialogue and resolve difficult situations that have occurred or will occur. Thanks to expertly trained internal mediators, a system of mediation within the organisation has been created.

Mediation proceedings within an organisation are intended for anyone who wishes to resolve a difficult situation amicably, ending the conflict in order to work in an atmosphere of respect and with respect for the other person. Mediation should be undertaken in any case in which both parties agree to participate – with the exception of cases that are dealt with in accordance with procedures for dealing with bullying, discrimination and inappropriate behaviour, and cases with criminal offences that should be reported to law enforcement.

At PGE Group, mediation is sought to be the primary formal means of resolving conflicts in employee-director, employee-employee and employee-employer relationships.

Dialogue with employees - employee survey and leadership profile

At PGE Group, dialogue with employees is an important element of building employee engagement. Solutions that build the company’s organisational culture and improve the well-being of employees are introduced on the basis of their opinions and diagnosed needs.

The tools of such dialogue include the „Employee Opinion Survey” and the survey of leadership competences of managers: „Leader Profile.” Through its cyclical activities, PGE obtains opinions from a large number of employees.

Due to the very positive reception of the Employee Opinion Survey organised in the companies PGE SA, PGE Systemy, PGE Energia Ciepła, PGE Baltica and the perceived benefits, more companies have declared their intention to join this initiative in 2023.

2022 was a year of improvement for the organisation based on the results of the Employee Opinion Survey 2021. This was also used as an opportunity to better understand the results of the previous survey and an in-depth - qualitative - study was conducted.

Through the statements of a random sample of employees, the broader context behind the results was identified and areas for improvement were more precisely pinpointed.

In PGE SA, for example, communication tools were developed and communication rules were defined to meet the needs of employees in individual units, changes were made to office equipment or renovations were carried out in designated areas.

Numerous training courses and workshops were held, including those aimed at clarifying or improving individual organisational processes. The development offering was also extended.

We are setting ambitious goals for the implementation of our strategy, one of the pillars of which is the creation of an efficient and effective organization. This is not possible without the involvement of PGE Group employees. A manifestation of this commitment is their numerous participation in the Employee Opinion Survey and sharing their opinions on the functioning of key areas of the organization.

Wojciech Dąbrowski CEO of PGE SA.
  • in terms of salaries:
    • changes to the bonus system
    • salary changes
  • in terms of communication:
    • organisation of regular meetings with the Management Board
  • in terms of training:
    • allocation of a training budget for departments
    • launch of a development program for managers – „Manage with Energy”
    • launching dedicated training programs
  • in terms of wellbeing at work:
    • improving relationships and communication by organising team-building trips.

In 2022, the survey of leadership competences of managers: "Leadership Profile" was conducted for the second time in selected companies.

Areas assessed by subordinate managers include: communication, building relationships, motivating and building engagement, developing employees and achieving results.

The information obtained was used to further develop team management skills among the company’s management staff. Managers received individual feedback reports on their level of managerial competence.

As part of the openness and discussion with employees, there are also regular meetings between the employer and representatives of trade unions and the works council to exchange information on current activities and provide a space to discuss the employer’s situation and employees’ needs.

Internal communication

2022 in internal communication in PGE Group will see the development of tools to facilitate efficient and effective information to employees in different positions.

Last year, a total of more than 920 materials were published on PGE Group’s Intranet. 49 editions of the newsletter were delivered to employee inboxes. 10 online editions of the employee magazine „Under the Umbrella” were also published. An important development in 2022 was the introduction of a mobile app, which makes it possible to read articles from 'Pod Parasol’ on any phone with internet access.

This allows PGE Group’s corporate magazine to effectively reach an even wider range of employees, especially those who do not work in office positions. The year 2022 will also see the return, after the hiatus caused by the COVID-19 pandemic, to face-to-face meetings between management and employees on the occasion of, among other things, Energy Day.

In PGE Group, it is important to conduct an open and transparent dialogue with employees, which will translate into the strengthening of their identity and identification with the organisation and the promotion of the Company's values in line with the PGE Group's Code of Ethics.

This objective is pursued through online surveys and special e-mail boxes to which employees can send questions related to HR matters or the company’s strategy and ongoing projects.

Obtaining feedback from employees is an important element of internal communication throughout the organisation. The area of internal communication is also included in the annual Employee Opinion Survey, which is conducted by an independent research company under the supervision of the Human Capital Management Unit at PGE SA.

They can also share ideas and exchange observations on internal blogs focused on ecology, green energy and conscious consumer choices.

A meeting of the communication and marketing area is held at least once a year, attended by internal communication representatives from all PGE Group companies, in order to agree on the main lines of action and the most important objectives to be pursued, as well as to summarise the initiatives to date and their effectiveness.

Cooperation with trade unions

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At PGE Group Employers – as at December 31, 2022 – there are a total of 127 different trade union organisations. There are two trade unions operating in the Corporate Centre – Inter-Union Organisation No. 2987 of the NSZZ „Solidarność” and the Inter-Union Organisation of the Trade Union of Employees of Polska Grupa Energetyczna.

As at December 31, 2022, more than 25,000 employees were affiliated with trade union organisations operating at PGE Group employers. Trade unionisation at PGE Group is 65.8%.

Cooperation with trade unions since 1 January 2016 is regulated by the procedure: „Corporate Rules of Social Relations at PGE Group.” The Corporate Centre, companies and employers are obliged to build social relations, not only in accordance with generally applicable laws and applicable acts of internal collective labour law, but also in accordance with this procedure. The document defines the principles and model for conducting social dialogue between the Corporate Centre, companies, employers and social partners. Its main objective is to ensure social peace and implement the Group’s strategy by defining, coordinating and supervising the area of social dialogue at all levels of the organisational structure.

Thanks to the introduction of uniform rules in the area of social dialogue, the reporting process has been systematised, among other things, so that the Corporate Centre has up-to-date data to enable an ongoing diagnosis of the social situation and the mitigation of potential risks.

The basic level of cooperation between the social partners, according to the Trade Union Act, is the branch or company-employer. This is where the processes that are closest to the employees, such as health and safety at work, social issues, shaping their working conditions and wages, are implemented.

Another level of interaction is the supra-company forum of individual segments (PGE Group companies), where topics common to all employers are discussed. Social dialogue at this level takes place between the management boards of the companies and the trade union platforms, which bring together trade unions operating in individual workplaces in the segment that have converging industry interests.

The rules of cooperation in this case are usually regulated in a dedicated agreement or cooperation agreement between the social side, company managements and employers.

In matters of strategic importance for the entire PGE Group, social dialogue is conducted at the level of the Corporate Centre between the Management Board of PGE SA and representatives of the social side at PGE Group.

Relations with the trade unions are dominated by the principle of company dialogue, with talks moving to a higher level when attempts to reach an agreement at employer or company level do not work.

PGE SA and some employers in PGE Group are also participants in the sectoral social dialogue, which is conducted, among others, on the forum of tripartite teams (the Tripartite Team for the Lignite Industry and the Tripartite Team for the Energy Industry).

Key aspects of social dialogue in the PGE Group in 2022

In 2022, the main topics shaping the cooperation of the parties to the social dialogue at each level were issues of particular social sensitivity: including the difficult economic situation and its impact on the lives of workers, and the ongoing transformation of the electricity sector.

Changes in PGE Group’s business sector, dictated, among other things, by the European Union’s and the Polish government’s climate and energy policy, which also influenced PGE Group’s strategy, were widely discussed with trade unions in 2022.

In July 2021, the Ministry of State Assets initiated talks with the social side (represented in the Tripartite Team for the Lignite Industry and the Tripartite Team for the Energy Industry) on the transition of the energy sector, including the spin-off of coal assets into the National Energy Security Agency (hereinafter: ’NABE’). The negotiations, which lasted 1.5 years, resulted in an agreement. On December 22, 2022, the so-called pre-NABE agreement and the social agreement for the transition of conventional power sector workplaces to NABE were signed. The fundamental objective guiding the signatories of these documents was to safeguard the interests of employees during the restructuring period and to guarantee stable and secure working and pay conditions.

In 2022, trade unions made demands for salary increases to employers in all segments of PGE Group on an on-going basis. They were motivated by the economic situation in the country, in particular the high inflation rate. At some employers, the social side initiated collective disputes against this background.

Notwithstanding the above, in the second quarter of Q3 and Q4 2022, the trade unions requested the payment of one-off benefits, so-called inflationary compensation.

As a result of intensive negotiations, taking into account the financial situation of individual employers, agreements have been reached with trade unions at almost all PGE Group workplaces on salary increases and the payment of additional cash benefits.

In 2022, PGE SA continued the series of meetings initiated in 2020 with trade unions and the Workers’ Council on the outbreak and measures to prevent the spread of coronavirus. Over time, the topics of the meetings have evolved and now issues related to the day-to-day operation of the workplace are discussed. In the past year, more than 20 meetings were held in this format. In the current cooperation with the social side, the organisation of stationary meetings has been resumed, but the use of online communication tools has not been abandoned. This allows for flexibility and adaptation of the discussion formula to the current needs of the parties (meetings are often attended by people from outside Warsaw or those working remotely).

The situation is similar for PGE Group employers. Despite the stabilisation of the pandemic situation, COVID-19 issues remained a topic raised during discussions with the social side. The social partners use a variety of direct communication channels: face-to-face meetings and online communicators that suit the nature of the issue and the preferences of the meeting participants.

Recruitment and adaptation in the RES area

In accordance with its business strategy, PGE Group’s energy transition involves new investments, new technologies in electricity generation, but also a higher demand for new competences and professional qualifications of employees. The offshore wind energy sector in Poland is a completely new energy sector, the development of which requires a huge commitment, a specific strategic perspective and, most importantly, new knowledge and skills.

PGE Baltica is the company in PGE Group responsible for the development of offshore wind investments. It performs the function of a competence centre and faces a big challenge connected with the implementation of offshore investments, which are the basis for the energy transformation in Poland, therefore the company pays special attention to the process of recruitment, adaptation and development of employees. The recruitment process is carried out in a transparent manner with the highest recruitment standards.

  • building and developing competences in the RES Investment Department, which is responsible for the development of new photovoltaic projects and, in the future, after the relaxation of the distance law, also wind projects.
  • extending the in-house service to further wind farms and PV. Having its own service has made the company independent of the services of external companies. In addition, the service model adopted is cheaper than using external companies.

When it comes to recruiting staff for the company’s own wind farm and PV maintenance, the company focuses primarily on candidates from outside the industry who have a technical background and/or maintenance experience and live in the vicinity of the facilities. Any new hire from outside the wind industry is first directed to accredited GWO Basic Safety Training onshore as soon as they are hired.

The new employee is then directed to training courses that provide them with the necessary qualifications and licences – SEP (Association of Polish Power Engineers) and UDT (Office of Technical Inspection) – required to work safely on the job.

Energy sector transition process - Project NABE

PGE GiEK SA, implementing the project to establish the National Energy Security Agency, which is an important element of the transformation of the energy sector, in 2022 carried out intensive activities aimed at building a new model of human capital management both in the planned future headquarters of the new entity, as well as future branches.

To this end, HR processes were identified, standardised and made more specific as part of the development of a new process architecture, followed by the drafting of the most relevant procedures and instructions for the HR area. An initial optimal level of human resources was identified by defining the necessary level of staffing and planned personnel costs, and a model for comprehensive reporting in the area of human resources and HR analytics was designed.

Energy sector transition process - District Heating segment

The human capital management policy of the Heat segment focuses on driving the company’s transformation towards low-carbon heat production through the acquisition, development, retraining and retention of employee competences.

The aim of the measures taken is to broadly support employees and managers in shaping an internal environment that is conducive to dialogue, working in partnership, implementing change and ensuring the long-term development of the organisation.

  • provide a motivating working environment conducive to achieving professional and personal goals,
  • strategic management of staff qualifications and competences,
  • optimise staffing, preparing programs to prepare the organisation to handle new technologies,
  • productivity growth, preparing from the HR side the automation and digitalisation process.

Directions of vocational education

One of the flywheels of the Polish energy transition is offshore wind energy. Preparations are underway for more than a dozen megaprojects – the construction of offshore wind farms in the Polish part of the Baltic Sea. These are projects that are expected to operate for several decades and, at the same time, are a completely new experience for Polish energy companies, which have experience in onshore wind power or electricity distribution, and competence in offshore wind power still needs to be developed. The postgraduate course 'Offshore wind energy: management, preparation and implementation of investments’ is the answer to the need for personnel specialised in this area. This is a new course developed jointly by PGE Polska Grupa Energetyczna and Warsaw’s Lazarski University, which was launched in October 2022. This is the first course in Poland that prepares experts to manage investment processes in offshore wind energy.

On October 26, 2022, the Multidisciplinary Research Centre of Cardinal Stefan Wyszynski University, with which PGE Group actively cooperates, among other things, in the field of cyber security and digital data analysis, started its operations. Cooperation with Cardinal Stefan Wyszyński University in Warsaw includes, inter alia, testing of key corporate systems used in PGE Group, including the procurement system, conducting workshops and exercises in the field of cyber security, in particular developing competencies in threat protection, incident detection and response and cyber security management, as well as renting specialised infrastructure for performance testing of industry systems for the needs of the distribution segment. In addition to the IT area, ventures in the field of renewable energy and the circular economy are also being implemented, including the recycling of wind turbine blades. These activities are in line with PGE’s business strategy and are one example of the innovative projects implemented by PGE Group.

The planned development of energy infrastructure on the Baltic Sea and in coastal municipalities may make Pomerania a new energy region for Poland. The construction and development of the offshore wind energy sector on the Polish coast will have a positive impact on the development of the Polish economy, particularly in the regional dimension – the whole of Polish Pomerania. It will also be an opportunity to strengthen Polish scientific thought. That is why PGE Baltica has started to establish a scientific cooperation network. In this way, it wants to involve Polish universities and scientific institutions in the development of the Polish offshore wind energy sector, while at the same time building the Polish potential for local content.

On the one hand, such cooperation brings with it opportunities to improve new technologies for offshore wind energy on the basis of joint scientific and research projects, and on the other hand, it is an excellent opportunity to lay the foundations for the training of future personnel so necessary for the sector that is being created in Poland. PGE Baltica implements postgraduate studies related to offshore together with Gdynia Maritime University and Gdansk University of Technology. In addition, at the Gdansk University of Technology it has joined a specialisation in master’s studies on the design and construction of offshore energy systems. In turn, the first course in investment process management in offshore wind energy in Poland was created at Warsaw’s Lazarski University, developed jointly with PGE Polska Grupa Energetyczna.

Planning to create a comprehensive education program for young people interested in a career in offshore wind energy, it has also invited Pomeranian secondary schools – the General and Technical School Complex in Ustka and the Technical School Complex in Malbork – Technical School No. 2 – to cooperate, in order to show students already at this stage the opportunities that working on offshore wind farms brings. In these schools, PGE Baltica’s support will include, among other things, the purchase of textbooks for three outstanding students, financing the purchase of equipment for a mechanical and measurement laboratory, conducting theoretical and practical specialist classes, and participating in the preparation of technical staff for PGEB’s investment projects.

An important common point on the map of this cooperation will be the planned Centre of Competence for Offshore Wind Energy (CKMEW) in Ustka, which is to be the heart of the ecosystem created by PGE Baltica linking science and the offshore wind industry. It is there that employee training and certification of their qualifications are to take place. New technologies to improve the efficiency of offshore wind farms will be worked on there by project teams. In the design and research sphere, in addition to universities, PGE Baltica is already cooperating with, among others, institutes of the Polish Academy of Sciences in Gdansk. The CKMEW, in close cooperation with scientific institutions, plans to implement the latest technologies, e.g. an innovative concept for the construction of a so-called digital twin in Hi Tech technology for training and preventive diagnostics; it will create a unique set of simulators in the VR (virtual reality) model for training purposes; it will develop a methodology for testing innovative technology in an operational environment; and it will create conditions for conducting implementation problem dissertations and storing knowledge. Commercialisation of the projects undertaken, taking care to preserve intellectual property rights and new technologies, will create sources of real revenue and significantly optimise O&M costs.

Cooperation with secondary schools

PGE Energia Ciepła, in cooperation with secondary schools with a technical profile in the cities where the company’s assets are located, is running the 'Energy Career’ project. Vocational education is the area of education that, alongside higher education, has the greatest impact on the preparation of modern human resources for the energy industry.

Therefore, the aim of the 'Energy Career’ project is to work directly with schools and young people. It is the result of an analysis of the changes taking place in the Polish economy, the labour market and the employment structure at the company’s production facilities. A key factor in these changes is the retirement of highly qualified staff at the same time as increasing demand for industry professionals.

The project will firstly provide students with the opportunity to learn a trade under real working conditions, to get to know the CHP plant and to familiarise themselves with specific positions through apprenticeships and traineeships. Close cooperation with schools will make it possible to tailor training programs to the market needs of the district heating industry.

PGE Energia Ciepła is cooperating with 17 schools as part of the 'Energy Career’ project.

PGE Dystrybucja has been cooperating with 20 vocational schools in the company’s area of operation for several years. Within the framework of signed cooperation agreements, meetings with young people in the field, study meetings and professional excursions were conducted.

For years, PGE Górnictwo i Energetyka Konwencjonalna has been involved in the 'PGE Patronage Classes Program’, which is a project to rebuild vocational education in Poland and aims to educate high-quality human resources that meet the needs of the Polish economy, including the energy sector. PGE GiEK’s patronage classes were established in 2018/2019 and train, among others, future electricians, automation technicians, mechanics and mechatronics technicians. The program covered establishments providing education in professions in line with PGE GiEK’s business profile. Currently, approx. 540 students are being educated in cooperation with PGE GiEK.

PGE GiEK also cooperates with 17 universities. The scientific and technical cooperation allows for the implementation of scientific projects that are important for the company, the exchange of experience, the solution of problems of a theoretical nature and the practical use of the scientific potential of the universities.

Programs for interns

PGE Group is proactive in giving opportunities and places of employment to young talents and in developing potential in a group of students. This is confirmed by PGE Group’s participation in the one-year internship program „Energy for the Future”, carried out under the auspices of the Ministry of Climate and Environment in cooperation with energy companies.

The 'Energy for the Future' internship program allows students of energy-related subjects at Poland's top universities to learn about the practical side of the energy industry, gain knowledge from experienced employees and prepare for a career in the industry.

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