Care for the employees

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Information on recruitment

The document „Bank Gospodarstwa Krajowego recruitment rules” standardises the staff slesction process and promotes equal opportunities for candidates and managment of diversity in workplace. All Bank’s employees involved in staff selection should apply the prinicples of equal treatment. In the selection process they should not discirminate candidates due to gender, age, disability, race, religion, nationatlity, political convictions, union affiliation, ethic orgin or sexual orientation. Pre-adaptation and adaptation processes, as well as those applicable to employees throughout their employment cycle, are based on the pillars of our organisational culture – values, which include: openness, teamwork and responsibility.

In the process of recruitment and activities building the image of an attarctive employer, we deploy and use modern technologies, such as: recruitment chatbot, a browser game, or an online test veryfying the predispositions of candidates. To implement these tools, we use the assistance of Polish companies, including start-uos, thus supporting domestic buisnesses.

new employee hires
employee turnover

We make every effort to ensure that our future employee feels a member of the BGK community already at the stage of reciving the job offer. That is why at least one week before joning the Bank’s staff, future employees are provided with access to the onboarding platform Start with BGK. In the form of gamification, theyare provided with all necessary information on the Bank, including on its mission, vision and startegy, history of BGK, code of ethics, benefits offered etc. In addition, the HR Buissnes Partner informs a future employee in advance about the schedule of onboarding activities (IT hardware configuration, introductioncourses presenting the organisation). When starting work, an employee is greeted by theyir manager and receives a welcome pack, i.e. a welcome gift to make the firstdays in the new place more pleasant. Next,a new employee participates in adpatation training courses, thanks to which they learn more about the organisation and individual processes and products. The appointed supervisor ssists the employee in assuming duties and getting to know the team.

We regularly monitor the satisfaction and opinions of participants of the adaptation programme- upon joining the organistanion, and subsequently after a quarter and a year after hiring.

Training placements and interships - placements squared

In the summer of 2021, the Bank implemented a paid internship programme for studnets. Its purpose was t oaquire talents who can stay at the organisation for a longer time, build BGK’s recognistion as an attractive and modern employer and support the ongoing work of the instytution, which is particulary important during the holiday period.

Key elements and features of the programme were as follows:

  • attractive form of promotion addressed to the young generation (includingthe use of social media among studnets);
  • careful candidate selection;
  • attractive terms (paid placements lasting between one and three months);
  • substantive scope of trianing oftraining placements;
  • additional training and development activities – participants took part in a professional training programme;
  • monitoring satisfaction (satisfactionsurvey of trainees and representatives of business).


canidates employed
5 621
participants in training courses for supervisors
average score of all training courses (the scale being 1 to 5);
of programme participants declared that they would like to work at BGK;
of programmeparticipants declared that tehy would recommend it to their friends

Education and development

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As a Polish development bank, BGK makes every effort to facilitate comprehensive improvement of the competencies and knowledge of its employees. We set up long-term training and development programmes supporting both the Bank’s business needs, implementation of the organisation’s strategy, an individual needs of employees

We encourage employees to take responisbility for their development and, with the support of managers, create and implement their individual advancement plans. This way they manage their career path in line with thier plans,as a result of which they can knowingly and thoughtfully use the Bank’s training and development offer.


In 2021, staff development policy in the Bank was carried out in the form of developmnet projects, closed (external nad internal) training courses, open training courses, language classes and post-graduate studies.

Our priority in 2021 was to continue supporting our staff during the pandemic and to cascade and support the Bank’s new strategy. We continued our efforts as a part of the project Remote Work Week, which consisted of the provision of psychological support, webinars, workshops, materials to support employees in the new situation, maong other things.

Additionally , in the first quarter of 2021 we conducted a Value Match organisational culture survey at the Bank. As part of the study, we defined our current and target organisational culture. We invited the Management Board, top managemnet and non-management personnel to participate in they survey. Based on the results of they survey, we designed a number of activities to bring us closer to the target culture, including a new leadership programme and projects in the area of effective management model, such as support for the matrix work structure and disciplinary work.

We organised remote psychological and therapeutic consultations with HR managers, who have experience in working as psychologists , coaches or therapists. In 2021, we also offered a Power Bank service to supportemployees during the pandemic. The service included training on holding remote meetings and elements of broader support in the form of dedicated faciliated meetings in samll groups of three to six people. Also very popular was the EAP 24 service – a professional source of information and support for employees and their families.

In 2021, we made the following training courses available to employees on the e-learining platform ( „Data protection in marketing”, „Negotiations”, „The art of presentation”, which addressed current specialist and general development needs.

In 2021, we implemented a „Talent Bank” development programme addressed to key employees who have the potential to become ambassadors of change and support the Bank’s cultural and process transformation. We also focused on increasing employee engagement and preparing poteintail succesors in the organisationss. Within the programme, we conducted: 32 onsite trainings (two-day minimum), 16 Business Master Classes, 14 mentoring processes, and 24 coaching processes. The programme also included CSR elements, work in project teams and workshops panels with the Management Board. We appreciated persons with the highest C+ rating for 2020, we held two events in the fall of 2021 – one in September – a meeting with memebers of the Management Board on which the business model was disscussed, and a meeting with a motivational speaker.

In 2021, managers participated in development activities based on leadership skills. These included: Leadership Academy by Maxwell and Leadership of the Future. Leadership of the Future is comprehensive development programme that supports the implementation of the Bank’s startegy for 2021-2025 by developing leadership competencies that are necessary for its application. In the programme, participants attend workshops, tarining  sessions, individual and team coaching, and e-learning courses. In 2021, we launched two development tracks as part of the programme – for senior and middle management staff.

Employees in expert positions participated in numerous specialist and general training courses, MS Office training and development programmes, such as „Lawyer in World 4.0”.

In 2021, we also launched two internships programmes: Internship Bank and Development Beyond Borders.

Statistics of training and development activities:

  • Total number or employees trained: 1557;
  • 216 employees completed the onboarding process;
  • Total number of training: 36 283;
  • Average number of training hours (women): 17,3;
  • Average number of training hours (men): 18,1;
  • 617 open training sessions with 1024 participants;
  • 192 closed training sessions;
  • 25 employees undertaking postgraduate studies;
  • 32 subsidies to foreign langugae learning courses;
  •  147 team- building events were held, both onsite and online
  • We posted 51 e-learning courses on the platform, which had over 20,000 views.

The Bank applies an annual employee evaluation system. It serves as a motivational tool (it is dirctly related to the bonus system), it supports the achievement of strategic objectives and facilitates and open dialogue based on the Bank’s values and the related behaviours:

  • I take care of my development and I improve competencies;
  • I identify myslef with the Bank, seeking the best solutions;
  • I take responsibility for tasks entrusted to me and decisions that I make, and I make every effort to ensure the highest quality of my work;
  • I strive to ensure effective communication, I accept and provide feedback;.
  • I share knowledge and experience, I support others in the performance of tasks;
  • I build positive relations and I treat others with respect regardless of their position;
  • I strive to achive goals, present ideas and initiate changes;
  • I take action when witnessing behaviour that is inconsistent with adopted standards, principles and values;
  • I have positive attitude.

The values and related behaviour also support effective cooperation between the employee and the superior. Additionaly, we held 116 meetings in 2021 to discuss values, such as openness, teamwork and responisbility, and to apply them in our conduct and standards.

Ocena pracownika opiera się na dwóch równoważnych kryteriach. Są to osiąganie celów i postawa. W ten sposób BGK komunikuje pracownikom, że ważna jest dla niego nie tylko realizacja założeń biznesowych, ale także sposób, w jaki się ona odbywa. Ocena postaw odwołuje się bezpośrednio do wspomnianych wcześniej wartości banku.

Health and safety

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The Bank provides a safe and healthy working enviroment. Each employee is responsible for common safety and is required to promptlynotify the superior of any accident and warn all persons staying in the potentailly affected area against the danger.

In 2021, we completed the process of preparing new occupational risk assessments for BGK’s employees. The new risk assesment is built from six risk categories, which consists of 30 occupational risk assessment sheets. To determine occupational risk and identify threats at BGK, the „Risk Score method” was used. The occupational risk assesment is updated every five years (or more frequently in the case of organisational changes and the creation of new positions).

Employees report occupational hazards and incidents to their superiors or directly to the OHS experts. For that purpose and to prevent the spread of SARS CoV-2, a special mailbox was set up:

Regular OHS inspections are carried out at the Bank in all work premises to eliminate threats to the safety and health of employees.

We ensure that employees gain specific knolwedge and practical skills in occupational health and safety during initial OHS training and that they update this knowledge regularly during periodic OHS training.

In 2021, we continued the process of training employees selected for the administration of first aid. The aim of the training was to acquire theoretical and practical knowledge in providing first aid to injured persons at the workplace and in everyday life. The drills performed by employee included simulation of injuries and exercises with the use of VR goggles. We effectively contucted the training in 15 regional offices of the Bank. Due to the imposed restrictions resluting from the announcement of the state of the coronavirus epidemic, we had to suspend the initiative until the situation returns to normal.

New offices located in Warsaw, as well as in all regioanl establishments promote efficiency and positive atmosphere. The used materials are safe for human health, and ergonomic workstations and common spaces promote the integration of employees.

We care about the health and life not only of employees, but also of the Bank’s customers. Thanks to an efficient first aid system, in BGK’s buildings we provide access to first aid kits and AED Lifeline defibrillators.

BGK pursues a policy of felxible working hours. Depending on their individual needs, employees may choose to start work between 7:00 am and 9:00 am and finish accordingly between 3:00 pm and 5:00 pm.