The PGNiG Group is one of the largest employers in Poland. It employs individuals with extensive experience and high qualifications, but is also the first employer for many young people. This human capital is the key resource enabling the Group to provide its customers with the highest quality service. The Group’s employees are provided with opportunities for continual professional development to ensure that PGNiG’s operations remain competitive and innovative. This approach to human resources management ensures a steady growth in productivity.
In 2015, the PGNiG Group’s headcount was 25,419. This represents a change of 3,577 in employment levels from the Group’s 2014 headcount of 28,996.
number of persons
| 2015 | 2014 | 2013 | 2012 | 2011 | |
|---|---|---|---|---|---|
| PGNiG Head Office | 675 | 689 | 606 | 617 | 838 |
| Exploration and Production |
8 903 | 10 221 | 10 754 | 10 990 | 12 054 |
| Trade and Storage | 2 787 | 3 240 | 3 464 | 3 780 | 3 841 |
| Distribution | 10 678 | 12 173 | 13 050 | 13 255 | 13 865 |
| Generation | 1 071 | 1 068 | 1 066 | 1 069 | - |
| Other Activities | 1 305 | 1 605 | 1 990 | 2 327 | 2 185 |
| Total | 25 419 | 28 996 | 30 930 | 32 038 | 32 783 |
Investment in human resources furthers PGNiG’s plans, but also supports the personal ambitions of employees. The training management system in place plays a vital role in developing human resources. Our employees are given opportunities to improve their professional qualifications through a range of training programmes, postgraduate studies, trade conferences, seminars and symposia, and also through occupational training.
Depending on their respective responsibilities and individual needs, employees can participate in a variety of training courses in all aspects of modern business, including risk management, legal environment analysis and customer service. Training courses which focus on soft skills, such as communication, teamwork, team management and task management, are also an important part of the process.
In addition, courses are conducted to enable acquisition and development of practical skills in human resources management.
In 2015, another edition of the Managers Academy was held. Initially (2013), it was designed to train the PGNiG management staff in the seven competencies of a good leader. The second edition was meant to support them in pursuing the objectives set out in the ‘PGNiG Group’s Long- Term Value Creation Strategy in 2014–2022’ through:
• identification of the top management’s potential, attitudes and competencies in human resources management in respect of implementation of the Group’s strategic projects;
• identification of important areas and development directions in human resources management;
• changes in the organisational culture: improving communication and cooperation through feedback provided to managers, e.g. on their management style.
As part of last year’s edition, 37 people participated in Development Center sessions, which were followed by courses in situational leadership. The extensive training programme furthers the development and enhancement of employees professional qualifications, with subsequent benefits to the Group from higher productivity levels. Human resources development translates into higher value of the PGNiG Group, which is viewed positively by investors and customers. It also makes us a more desirable employer to potential newcomers.
The PGNiG Group takes utmost care to fulfil its obligations towards employees and their families. These obligations, related chiefly to social welfare, healthcare and group life insurance, include:
• Organisation and co-financing of holidays for employees and their children.
• Financial assistance and material support for families experiencing economic hardships and health problems.
• Repayable housing assistance.
• Organisation and co-financing of a wide variety of recreation activities (sports, leisure and cultural activities).
• Subsidies of private healthcare services for employees and their family members.
• Group life insurance for employees and their families.
In 2011, we launched the PGNiG Performance Assessment System, which was developed as part of a broader initiative, the ‘Implementation of the New Group Management Model’, under the ‘PGNiG Group’s Value Based Management (VBM) Programme for 2009–2015’. In 2014, the Performance Assessment System was modified to bring it more into line with the dynamic situation in the current marketplace. Revisions were made both to the principles of assessment and the software supporting the assessment process, to more effectively support managers in achieving their strategic objectives. Key features of the system implemented at PGNiG are clarity and transparency of its criteria, simplicity and universality, and the cyclical nature of the assessment process.
In 2015, a pilot skill assessment project using the 360° method was launched for top management. It was carried out as one of the priorities of the PGNiG Group Strategy for 2014- 2022 assuming improvements to our HR policy.
Occupational safety
An employer who conscientiously invests in occupational health and safety knows that by doing so it not only prevents accidents, work-related diseases and major industrial incidents, but also enhances the Company image with positive impact on its success.
An employer has a duty to protect the life and health of its employees using the latest in science and technology, in areas such as ergonomics, sociology, psychology, occupational health and general good practice.
The issue of occupational health and safety is a humanitarian as well as an economic one. In the course of their work, employees are exposed to risks arising not only from the work itself, but also from the environment in which they operate. Consequently, better working conditions create the feeling among employees that their work is less arduous, making the working day a more productive one.
However, the most important thing is to assess the gravity of risks to health and life occurring at the workplace and to determine if sufficient measures are in place to prevent them. For this purpose, we have the tool of workplace risk assessment. On the basis of the assessment, both protective and preventive measures are taken ranging from collective and personal protection, modernisation of plant and equipment, renovation and modernisation of premises, to specialist training, staff health checkups, implementation of occupational health and safety management systems, to development of instructions and procedures, all for the purpose of elimination or mitigation of risks.
In economic terms, OHS solutions implemented following a risk assessment have a positive effect on diverse elements, such as productivity, output, insurance premiums and workplace accident costs.
Furthermore, OHS activities are not only subject to basic internal regulations, but also to specific laws such as the Geological and Mining Law, the Construction Law and also the Act on Mine Rescue Operations, as well as legislation on fire safety, environmental protection and more besides. Knowledge of these can ensure the best possible working conditions and their continuous improvement.
All these laws and regulations are reflected in the OHS policy work carried out at the PGNiG Group by both the Management Board and individual employees.
In addition, to meet the highest international standards in winning new contracts and business partners and improving Company ties with foreign entities, the Company has in place the HSE (Health, Safety and Environment) Operator System. The system safeguards the health of workers, ensures safe working conditions, and helps protect the environment. Although there is no legal obligation to implement a HSE System, PGNiG has done so voluntarily beyond its obligations and duties. In 2015, by virtue of Resolution 15/2015 of the PGNiG Management Board, work was started to develop and deploy a Company-wide integrated Quality, Health, Safety and Environment (QHSE) Management System, with a view to maintaining the highest level of safety of the employees, local communities and environment by carrying out the operations in a safe manner and with all risks minimised. The system is scheduled for implementation in 2016.
In 2015, PGNiG offered work placement and internship opportunities to winners of the ‘Win a Work Placement’ competition, the ‘We build the value of Polish economy. Work for us!’ internship programme organised by the Ministry of State Treasury, as well as selected students of the Cracow University of Economics.
For four years now, the Group has also run ‘GeoTalent’, a trainee programme for students of technical universities interested in working in the oil&gas industry. It involves a number of initiatives, including paid work placements in the upstream segment during summer holidays.
At the same time, in the second half of 2015, preparations began for a new project designed to attract talent from outside the organisation. It will be addressed to the best students and graduates of selected universities of technology and economics, who will be offered paid several-monthlong internships with the Company. The projects seeks to reinforce the human potential of the Company’s businesses other than exploration and production.
While being an attractive way to gain professional experience and new skills and to learn more about working in the industry, work placements and internships offered by PGNiG are also a chance to gain employment with the PGNiG Group. Companies of the PGNiG Group also provide apprenticeships to students and graduates from across Poland.
PGNiG is the organiser of the GeoTalent Educational Programme, created for students interested in the oil&gas industry. It is addressed to students of four faculties of the AGH University of Science and Technology in Kraków:
• The Faculty of Geology, Geophysics and Environmental Protection.
• The Faculty of Drilling, Oil and Gas.
• The Faculty of Mining, Surveying and Environmental Engineering.
• The Faculty of Mining and Geoengineering.
as well as students of:
• The Faculty of Geographical and Geological Sciences of the Adam Mickewicz University in Poznań.
• The Faculty of Geology of the Warsaw University.
A visit of GeoTalent participants at a drilling site and the Gas and Oil Production Facility in Lubiatów.
GeoTalent involves summer internships during which students, under the supervision of mentors, gain professional experience and have a chance to learn about the ins and outs of working in the industry. In 2015, as part of the GeoTalent Summer Internship Programme, 48 students completed paid internships with the Geology and Production Branch, as well as with the Zielona Góra, Sanok and Odolanów Branches of PGNiG SA.
GeoTalent also comprises an annual industry knowledge competition. In 2015, it spanned seven disciplines (geology, geophysics, drilling, reservoir engineering, geodesy and cartography in mining, geological cartography + GIS, environmental protection) and saw 50 students competing in practical tasks and a knowledge test.
What the Programme strongly emphasises is the sharing of expert knowledge with students. Through the involvement of mentors, all of them PGNiG employees, in 2015 fourteen hard skill workshops and four soft skill workshops were organised, seeing nearly 600 participants. Given an opportunity to interact directly with industry experts, students had a chance to confront knowledge gained in the course of their studies with reality on the example of projects pursued by PGNiG SA. GeoTalent participants can also take part in educational trips.
The Programme is supported by GeoTalent ambassadors, selected students of partner universities who promote GeoTalent and the image of PGNiG as a good employer among students, and can pursue their own initiatives under the Programme such as the GeoTournament, a team oil&gas knowledge competition, the first edition of which held in 2015 attracted 79 three-person teams.
PGNiG gives preference to internal recruitment, which allows us to make full use of our employees’ potential, and also motivate them to work more productively and develop their skills. External recruitment is carried out only when specialist expertise is needed that is not available in-house.
Recruitment is split into the following stages:
