Navigation Map Download our best practices
Interactive navigation is a tool that goes beyond the standard navigation of the integrated content (available in the report drop-down bar). New approach allowed to navigate in the two additional business dimensions of the PZU Group, i.e .:
- strategy (insurance, health, investments, finances);
- sustainable development (sales, employees, social responsibility, natural environment and ethics).
The above-mentioned areas were additionally supplemented with related GRI indicators, within each selected issue.
- strategy (insurance, health, investments, finances);
- sustainable development (sales, employees, social responsibility, natural environment and ethics).
The above-mentioned areas were additionally supplemented with related GRI indicators, within each selected issue.
In the CHAPTER
GRI
- 102-7 Scale of the reporting organization
- 103-2 Approach to management and its elements
- 103-3 Evaluation of the approach to management
- 201-1 Direct economic value generated and distributed
- 102-13 Membership in associations and organizations
- 102-40 List of stakeholder groups engaged by the reporting organization
- 102-42 Basis for identification and selection of stakeholders engaged by the organization
- 102-43 Approach do engaging stakeholders, including the frequency of engagement by stakeholder type and group
- 102-44 Key issues and concerns raised by stakeholders and the organization’s response, also by reporting them
In the CHAPTER
GRI
- 102-8 Data pertaining to employees and other persons working for the organization
- 103-2 Approach to management and its elements
- 103-3 Evaluation of the approach to management
- 404-1 Average number of hours of training per year per employee
- 404-2 Managerial skill development and continuing education programs supporting continuity of employment of employees and facilitating the retirement process
- 404-3 Percentage of employees subject to regular assessments of work quality and professional development reviews, by gender and employment category
- G4-FS16 Initiatives to enhance financial literacy by type of beneficiary
In the CHAPTER
In the CHAPTER
GRI
- 103-3 Evaluation of the approach to management
- 307-1 Cash value of penalties and total number of non-financial sanctions for non-compliance with the law and/or regulations on environmental protection
- 301-1 Raw materials/materials used by weight and volume
- 302-1 Energy consumption by the organization, taking into account the types of raw materials
- 302-4 Reduction of consumption of energy
In the CHAPTER
GRI
- 102-9 Description of the supply chain
- 102-11 Explanation of whether and how the precautionary principle is addressed by the organization
- 102-15 Description of key impacts, opportunities and risks
- 102-16 Organization’s values, code of ethics, principles and norms of behavior
- 102-17 Internal and external mechanisms making it possible to obtain advice regarding the behaviors in ethical and legal issues and issues associated with the organization’s integrity
- 103-2 Approach to management and its elements
- 103-3 Evaluation of the approach to management
- 102-5 Organization’s form of ownership and legal form
- 102-18 Organization’s supervisory structure along with the commissions that report to the highest supervisory body
- 205-1 Actions assessed in terms of threats associated with corruption
- 205-2 Communication and training on anti-corruption policies and procedures in the organization
- 206-1 Legal steps taken against the organization for cases of violating the principles of free competition and monopolistic practices
- 405-1 Composition of supervisory bodies and employees broken down into employee groups by gender, age and other diversity factors
- 406-1 Total number of discrimination cases and corrective measures taken in this regard
- 419-1 Non-compliance with the law and socio- economic regulations
In the CHAPTER
GRI
- 103-2 Approach to management and its elements
- G4-FS13 Access points to sparsely populated areas that are less economically developed
- G4-FS14 Initiatives undertaken to improve access to financial services for disfavored persons
- G4-FS15 Policies for the fair design and sale of financial products and services
- 417-1 Internal requirements concerning the labeling of products and services and information regarding them
- 417-2 Incidents of non-compliance with regulations and voluntary codes concerning the labeling of products and services and information regarding them
- 417-3 Incidents of non-compliance with regulations and voluntary codes concerning marketing communications
Read more:
- Client at the center of attention
- Innovations
- Responsible sales
- Insurance
- Banking and strategic partnerships
- Working conditions
- Employee development
- Knowledge sharing
- Enhancing safety
- Health
- Improvement of living conditions in local communities
- Our impact on the natural environment
- Practical challenges in managing direct impact
- Products and adaptation to climate change
Business model
Employee
CSR
Environment
- Ethical foundations of business operations
- Preventing corruption and conflict of interests
- Diversity and respecting human rights
- Whistleblowing system
- Transaction security
- Risk management, taking into account non-financial risk
- Risk appetite
- PZU Group’s risk profile
- Reinsurance operations
- Polish and Baltic States insurance sector compared to Europe
- Regulations pertaining to the insurance market and the financial markets in Poland
- Non-life insurance (PZU, LINK4 and TUW PZUW)
- Life insurance (PZU Życie)
- International operations
- Contribution made by the market segments to the consolidated result
Risk and ethics
Market
Business
Financial results
Read more:
- Client at the center of attention
- Employee development
- Health
- Cultural patronage
- Practical challenges in managing direct impact
- Ethical foundations of business operations
- Diversity and respecting human rights
- Whistleblowing system
- Transaction security
- Risk appetite
- PZU Group’s risk profile
- Risk vulnerability
- Capital management
Business model
Employee
CSR
Environment
Risk and ethics
Read more:
- New approach to sales
- Working conditions
- Employee development
- Diversity and respecting human rights
Business model
Employee
Risk and ethics
Read more:
- Client at the center of attention
- Medical services (Health)
- Working conditions
- Enhancing safety
- Health
Business model
Employee
CSR
- Our impact on the natural environment
- Practical challenges in managing direct impact
- Diversity and respecting human rights
- Medical services (Health)
Environment
Risk and ethics
Business
Dialogue with the environment
Open communication - “we convey precise and necessary information to all the parties with whom we collaborate. We do our utmost to ensure that the reports and documents we transmit to control or supervision authorities or we publish are complete and understandable.”
The material role played by stakeholders and their measurable impact on shaping the PZU Group’s operations mean that every company in it regularly updates its partner map, and drafts key forms of dialogue with the various groups. They are selected on the basis of the importance of relations and the extent of the links to the PZU Group.
The stakeholder map has been presented below with the stakeholders having been chosen on the basis of the extent of their involvement in the Group’s operations and their materiality from the viewpoint of the business model. This map does not cover the activities of the Bank Pekao Group or Alior Bank where different approaches to external relations are in place.
| Stakeholder group | Approach taken to the involvement of a given stakeholder group | Frequency of involving a given group | Key issues and problems touched upon by stakeholders |
| Employees | Annual/quarterly discussions; internal meetings; internal portal/intranet; newsletter; boxes to explicate things that are not clear; employee council and trade unions;internal publications;information campaigns expanding knowledge about the organization;engagement survey;broadcast meetings with Management Board members;video materials shown in the Company’s head office. | high | Listening to opinions of employees; providing growth opportunities to employees; creating a satisfactory workplace; building understanding for strategy implementation and achieved results; activating employee to participate in new initiatives. |
| Clients | Website; client needs survey; satisfaction and opinion surveys; Client Council; financial and insurance education programs; Client Ombudsman. | high | Collecting client expectations and opinions; incorporating client opinions when designing business solutions; creating products and services that match client needs; create transparent terms and conditions in offers and contracts. |
| Suppliers | Meetings with new and current suppliers; CSR poll. | high | Supporting the execution of the Group’s strategy and access to innovation; shaping business standards in our surroundings and promoting best procurement practices. |
| Investors and shareholders | Regular meetings during conferences, discussion panels (group meetings in the company and individual ones); quarterly financial reports, tables with data and results presentations; constant cooperation between the Investor Relations department and stakeholders (institutional investors and retail investors), analysts and capital market organizations); meetings and conference calls with the Management Board; the Company’s website; internet information channels. | high | Ensuring information transparency; creation of value; Distribution of profits to shareholders. |
| Business partners: agents and brokers | Annual, monthly and ongoing meetings with agents; satisfaction and opinion surveys; internal communication portal for agents; sales training and support programs; Elite Agent Club and Elite Advisory Group. | high | Presentation of strategic plans; addressing ongoing cooperation issues to ensure mutual benefits. |
| Media | Press releases: press conferences, expert interviews, industrial interviews, social services. | average | Transparency in operation; building insurance awareness; enhancing the level of knowledge concerning financial products. |
| Local communities | Ongoing direct communication; supporting local initiatives through the program www.pomoctomoc.pl | average | Execution of sponsorship and prevention projects; supporting the development of communities;being a responsible citizen;encouraging employees to take part in social campaigns |
| Central administration | Cooperation in debates and conferences; answering inquiries and incorporation of recommendations; legislative cooperation with the Polish Insurance Association. | average | Ensuring compliance with requirements and regulations; support for the creation of new market principles, including best practices. |
| Non-governmental organizationand public institutions | Building partnerships and conducting social diagnosis; joint planning, implementation and evaluation of projects;involvement in initiatives and projects to promote CSR and corporate foundation standards;organization of joint conferences, seminars and seminars – activities benefiting the third sector and the academic community;sharing know-how (training). | average | Implementation of educational and social programs promoting health, safety, social aid, culture and protection of cultural heritage |
BEST PRACTICE
Participation in associations and trade organizations The PZU Group is engaged in the activity of numerous organizations and associations. Membership in these organizations is of a strategic nature to PZU. The company pays membership dues to support the activities laid down in the articles of association and takes part in additional projects run by the following:
- Polish Association of Listed Companies
- Compliance Association Poland
- Polish Insurance Association
- Road Safety Partnership
- Responsible Business Forum
- The Geneva Association
