|Risk of a crisis situation related to COVID-19 and risk of losing business continuity.
- Appointment of a PGNiG Group Crisis Management Team to prevent and fight COVID-19; one of the Team’s objectives was to maintain business continuity of the Company and the Group in the context of ensuring Poland’s energy security and supporting efficient communication, employee safety and customer service during the pandemic.
- Employees worked in split teams. Where presence on site was not absolutely necessary for the sake of business continuity, employees were requested to work remotely. Employees who had to work from the office were provided with the safest possible working environment, social distancing measures were applied between employees, personal protective equipment was available everywhere on site, and air purifiers were used.
- Internal communication was enhanced through the use of online tools and face-to-face training was replaced with online courses.
|Competence gaps in key areas, including:
- loss of key employees,
- difficulties in acquiring new employee from the market
- limited number of candidates with narrow specialisations,
- old age retirement..
- Continuous improvement of competencies through various forms of training (mainly online training in 2021).
- Implementation of a key roles identification system and description of key competencies at PGNiG with a view to identifying them and providing informed development opportunities.
- Monitoring the HR situation of the heads of organisational units to ensure continuity of competence and knowledge.
- Planning employee recruitment, using incentives to encourage employees to announce planned retirement in advance.
- Provisions of Collective Bargaining Agreements governing the retirement programme, knowledge-sharing incentives etc.
|Limitations related to human capital, including:
- inability to hire employees with appropriate competencies,
- limited availability of employees with specialist competencies on the market,
- rapid development of the industry and the labour market, resulting in increased demand for employees with similar knowledge.
- Offering of attractive non-pay (fringe) benefits, implementation of modern remuneration and bonus systems.
- Development of success plans – talent search, successor identification, and preparation of development and retention programmes for this group of employees.
- Application of the Retention Policy to persons of key importance to PGNiG.
- List of key roles, a competency model prepared to track and develop universal, management and technical competencies.
- Provision of replacements for key roles.
- Identification of challenges, referral programme.
- This risk is mitigated through:
- the Company’s recognition on the local market,
- a broad range of non-pay (fringe) benefits,
- the Company’s participation in job fairs,
- recruiting candidates using alternative channels, including: Career Office, OLX website, pracuj.pl,
- the internally implemented employee recruitment procedure defining the rules and stages of recruitment process.
- Monitoring pay rates offered on the market.
- Offering staff incentives, also to improve their skills, and guidance developed on employee upskilling.
- Policy on updating job descriptions and job evaluation.
|Risk of conflicts with trade unions.
- Regular meetings with social partners. Providing periodic information on the condition and plans of a given company.
- Accurate preparation of documents submitted for approval to trade unions, thus enabling efficient content review.
|Risk of different interpretations of labour, tax and social security regulations (e.g. court rulings, audit follow-up decisions, recommendations, opinions/interpretations).
- Requesting competent authorities and institutions to issue opinions and interpretations.
- Internal legal opinion obtained from the legal and compliance units.
- Periodic training for employees and management staff on new labour law regulations, tax law and social security regulations.
- Regular communication of changes via means of communication available to the Company (newsletter, email).