Introduction

Human capital is considered the key element determining the value of PGNiG and the entire PGNiG Group, making possible the delivery of the Group’s strategy. Thus, the HR strategy is based on the assumption that employees are the Company’s main resource, their knowledge, skills, performance and involvement enabling the organisation’s development and supporting its competitive position on the both domestic and foreign markets.

Proper application of employee skills and competencies allows the organisation to offer products that meet customer expectations and to ensure Poland’s energy security. Employee commitment to ensuring the growth of the PGNiG Group guarantees delivery of strategic plans and achievement of ambitious goals that contribute to building stable market leadership. A strong and recognisable brand is capable of attracting specialists and qualified professionals ready to work as a team to leverage their potential and contribute to its growth. The PGNiG Group makes every effort to ensure that its employee relations are based on mutual trust and transparent standards of conduct. These efforts are aimed at building mutual and fair employer-employee relationships, which help to eliminate potential disputes and contribute to building an efficient organisation. This is reflected in the Group’s CSR Strategy, which contributes to building a culture of employee engagement in the organisation’s operations and growth. The human resources management style adopted by the PGNiG Group has the important aspect of giving employees the ability to co-create the workplace, influence the organisational culture and take their own initiative.

The organisational culture is based on information flow and knowledge sharing between employees, which helps to build a modern organisation. Employees are informed of key events and initiatives implemented within the PGNiG Group. The most widely used employee communication channel is the Głos Grupy magazine for employees, which is a source of information on projects and undertakings implemented across the Group. The magazine has a teambuilding aspect, sharing stories about interests and hobbies pursued by employees. Everyday communication takes place through company intranets, which publish news and internal communications on a regular basis.

A positive atmosphere at work makes employees feel appreciated, respected and capable of fully realising their professional potential. It should be stressed that this would not be possible if mutual obligations arising from the adopted rules governing the employer-employee relationship were not met. The key factors facilitating strong relations within the organisation are remuneration and incentivisation.