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PZU is focused on developing employee autonomy, strengthening different work styles, as well as shaping conditions conducive to effective cooperation (including inter-area) and caring for employee well-being. Activities aimed at shaping the desired changes in the area of organizational culture refer to the company’s enduring values – which, despite changes, remain relevant, and the transformation expands the ways in which they are realized.
Corporate Values in the New Model of Work
- Combining remote and office work provides balance in life.
- Optimizing work styles, promoting practices that positively impact long-term performance and employee well-being.
- Full responsibility for the organization and quality of its work.
- Applying habits that promote efficiency, including the ability to flexibly select the workplace to suit the type of tasks being performed.
- Responsibility for one’s own development.
- Lack of control over whether and how the employees work remotely.
- Appreciating autonomy and focusing on the goals and results of one’s own work.
- Building a friendly and engaging work environment together by ensuring that shared spaces are comfortable and resources are optimized.
- The constant search for effective methods of cooperation, the use of modern tools for group work.
- Inter-area cooperation and knowledge sharing.
- Being open to change, seeking new solutions and experimenting.
Best practices of PZU and PZU Życie
Effective meetings
An important part of shaping a friendly work environment at PZU is an initiative dedicated to optimizing the number and improving the quality of internal meetings. The results of the PZU Group Engagement Survey showed that excess meetings are one of the main factors contributing to employee fatigue levels. Based on a survey of PZU Group managers together with external experts, a set of key principles for effective meetings was developed ready for practical application by employees. Their implementation reduces the number of meetings and their duration, allowing employees to regain space for other responsibilities or development activities. The implementation of the “Top 10 Effective Meetings” was carried out using a company-wide educational campaign on the intranet and social media, which included short instructional videos and a series of articles, as well as webinars in which people from different areas of the company shared their experience in applying the selected principles.
Best practices of PZU and PZU Życie
Hybrid Work Best Practice Cards
PZU develops employees’ autonomy and promotes teamwork by emphasizing their influence in shaping the ways of working and achieving the set results. The cafeteria of Best Practices of Hybrid Work in the form of cards encourages leaders and employees to review their daily work routines, and provides tips to ensure individual and team effectiveness but also comfort in the new working environment and hybrid reality. The whole is an open catalog of over 150 recommendations related to hybrid working, teamwork, use of tools and building employee well-being. The cards are used in team workshops, where the leader and the team work out a contract for healthy teamwork and cooperation. The form of an open and flexible catalog encourages employees to experiment and test new ways of working, to find new sources of efficiency, and ways of strengthening relationships. In 2023, a supplement to the catalog was developed, i.e., new charters were created referring to currently important issues such as supporting a diverse work environment and inter-area cooperation. The decision to choose the theme of the supplement was based on the results of the engagement survey and the strategic directions taken.
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The role of managers in shaping organizational culture
In shaping organizational culture, PZU pays special attention to the role of managers, especially in the context of their responsibility for the company’s transformation in connection with the New Work Model implemented. The role of every manager is to initiate and actively implement change, reinforce good hybrid work practices and build commitment in their teams, foster cooperation and exchange of experiences, including between teams, listen to the needs of employees, and ensure that no one feels excluded and ignored. To facilitate this role, PZU ensures that every manager has access to up-to-date knowledge, market trends and management practices. A platform for sharing knowledge, gaining information and acquiring practical skills is the PZU Leader’s Path. This is a practical guide, a tool to support managers in the process of implementing the New Work Model and digital transformation of the organization. As part of the Path, managers have access to a package of knowledge, practical tips and to-do tasks on optimizing work styles, best work practices and hybrid collaboration, broken down into a sequence of six steps.
Best practices of PZU and PZU Życie
Effective meetings
To support the building of a desirable organizational culture, activities for leaders are organized around the ROLE OF LEADERS, defined in terms of their responsibility for the company’s transformation.
- MEANING AND CREDIBILITY. I know the assumptions and principles of the New Work Model. I explain the meaning and benefits of working in the new model.
- COMMITMENT AND AUTONOMY. I give employees the right amount of autonomy. I build their responsibility and commitment by focusing on monitoring results instead of controlling people.
- COOPERATION AND FLEXIBILITY. I promote cooperation and sharing of experience, including between teams. I act flexibly, giving myself and others space to test new solutions and learn.
- GOOD GOVERNANCE AND BEST PRACTICES. I know and act in accordance with Best Practices for Hybrid Work. I encourage others to develop ways to improve efficiency and comfort at work. I take care of my own well-being and that of people in the team.
- INNOVATION. I know and use Group Work Tools at work. I am an ambassador of digital transformation and promoter of innovative solutions. I manage information and knowledge in the organization.
- SUPPORT AND INCLUSIVENESS. I support employees in the transformation process, explain the direction of change. I stay in touch with people, listen to their needs, show empathy and understanding. I take care ensure that no one feels excluded or ignored.
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Well-being
In June 2023, the first edition of the „Summer School of Well-being” program was held, which was dedicated to introducing techniques and methods of emotion regulation, mental regeneration in daily life and task management. This was an open workshop for PZU employees who are interested in developing their knowledge and skills in the field of well-being.
During the World Mental Health Day in October, all employees were invited to participate in three webinars and discussions on building mental resilience and developing skills to create a work-life balance. Two of the webinars were aimed at employees who are parents, during which experts imparted knowledge on how to support children in coping with difficulties in daily functioning and how to create healthy relationships with children.
The culmination of educational and promotional activities in 2023 was a series of hybrid events in the regions organized under the slogan #JesieńPełnaDobrejEnergii (#AutumnFullofGoodEnergy), which responded to the needs of employees reported in the engagement survey. Employees from offices in Wrocław, Rzeszów and Opole, among others, were invited to participate in the events. During the workshop, physical therapists, nutritionists and psychologists gave advice on how to care for yourself, what to do to gain energy and to make healthy eating and physical activity a lifestyle.
The #DobryStan (#Well-being) strategy inspires the entire organization to take into account the idea of wellbeing and develop practical solutions that improve the quality of working conditions and promote health and good relationships. The ideas of the #dobrystan (#wellbeing) strategy were incorporated, for example, in the implementation project of the New Work Model.
ESG strategy indicator: 70% of employees covered by the #dobrostan (#well-being) program.
Level of implementation 2023: 55.70% of employees use the #DobryStan (#Well-being) offer
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Education
The goal is to provide employees with proven and practical knowledge and develop necessary skills in the following areas:
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Support
The goal is to offer systemic, permanent solutions when an employee or his or her loved ones find themselves in a more difficult life and work situation. |
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Wellbeing – subsidiaries
Other group companies and foreign companies also prioritize concern for employee well-being. At Lietuvos Draudimas, the „Jaučiuosi gerai” (I Feel Good) program, launched in 2021, was continued in 2023 with the goal of providing employees with knowledge about emotional and physical well-being, as well as encouraging employees to take personal initiative to create their own well-being program. In 2023, an online lecture series was launched on cooperation between different generations, volunteering, giving feedback, resolving conflict situations and strengthening relationships at the same time, working in an open space office, and the importance of mental health. A walking tour was organized in the spring, with 200 employees participating. The personal development page on the intranet also integrates well-being information (podcasts, recommended literature and apps).
In 2023, BALTA introduced changes to its employee well-being program – including dividing the program into four seasons, each devoted to a separate dimension of well-being. The spring season was dedicated to physical well-being, summer to social well-being, fall to the emotional dimension, and the end of the year to the digital dimension. Employees spent more than 3,600 hours on welfare-related activities.
LINK4 has a well-being program called „Harmony of Life”, which allows the company’s employees to benefit from various physical and mental health initiatives and a range of sports activities.