Consistently conducted optimisation of employment concentrated on two key aspects. The first one concerning restructuring processes implemented mainly in ORLEN Lietuva Capital Group and UNIPETROL Capital Group allowed to decrease the employment by approximately 6%. The second part of activities focused on optimisation of employment related to development programmes carried out by PKN ORLEN, in particular regarding the area of petrochemistry. In connection with construction of the PX unit in Płock and the PTA unit in Włoclawek, 111 people were employed directly at these units in 2010.
Due to systematically implemented efficiency improvement programmes, employment in PKN ORLEN in 2010, despite new recruitments, remained on the level similar to the one recorded in the previous year. In the entire ORLEN Group average employment dropped by over 3% as compared to 2009.
In 2010, the majority of PKN ORLEN and ORLEN Lietuva personnel were university graduates, whereas most employees working for Unipetrol Group had secondary vocational education diplomas.
Employment structure by education
| Education | PKN ORLEN | Unipetrol | ORLEN Lietuva |
|---|---|---|---|
| University graduates | 50,60% | 15,51% | 31,97% |
| Secondary | 41,00% | 35,14% | 21,59% |
| Secondary vocational | 7,11% | 43,26% | 21,88% |
| Primary | 1,29% | 6,10% | 24,55% |
Employment structure by age
| Age | PKN ORLEN | Unipetrol | ORLEN Lietuva |
|---|---|---|---|
| <30 | 14,69% | 6,78% | 9,90% |
| 31-40 | 29,83% | 26,01% | 31,86% |
| 41-50 | 22,65% | 33,96% | 34,24% |
| 51-60 | 28,59% | 28,31% | 22,81% |
| >60 | 4,23% | 4,94% | 1,19% |
Employment structure by gender
| Gender | PKN ORLEN | Unipetrol | ORLEN Lietuva |
|---|---|---|---|
| Women | 19,61% | 25,84% | 31,53% |
| Men | 80,39% | 74,16% | 68,47% |
The main objective of the 2010 recruitment policy was to recruit high-class specialists, whose knowledge and competencies – combined with experience of current employees – will allow to ensure continuity and the highest level of business processes implemented by the Company. Implementation of the recruitment strategy was in compliance with currently applicable procedures and the principles of corporate governance and corporate social responsibility. To ensure harmonious and consistent implementation of the strategy, ORLEN Capital Group companies received support consisting in, among others, knowledge sharing, exchange of experiences and good practices in the scope of recruitment projects.
In 2010 the Company developed new “Rules for adaptation of Employees in Polski Koncern Naftowy ORLEN Spółka Akcyjna”. Their aim was to efficiently introduce new employees to their new duties, to provide support in adaptation to the new working environment and to strengthen loyalty towards the Company. The process also includes familiarisation with the principles of corporate governance and integration with the team of co-workers
One of the main objectives of the Company in the scope of HR is the creation of uniform rules and standards for personnel management. In 2010 the Company developed a document, whose aim – as its title indicates – is to improve and standardise HR solutions in all companies within ORLEN Group. “Guidelines for development of systemic HR solutions in ORLEN Group Companies” indicate directions of organizing and developing HR processes and the manner of their implementation in the Capital Group companies in accordance with PKN ORLEN standards.
The main aim of the remuneration system in the Company is to have a uniform, transparent, fair and motivating tool to increase productivity and efficiency of every company in ORLEN Capital Group
A coherent and well-concerned remuneration system allows for fulfilment of basic objectives, such as: rewarding for individual and group results, ensuring stabilisation, providing long-term motivations or the ability to employ qualified and experienced specialists.
Bonus systems in ORLEN Group are aimed at motivating employees to fulfil objectives set by the Management Board of the Company and promoting outstanding achievements and desirable behaviour based on values of key importance for the Company.
A distinctive feature of the bonus system in ORLEN Group is the relation of bonus to fulfilment of set targets. The performance-oriented remuneration system supports the model of strong identification of employees with success of the Company on the strategic level and the organizational unit on operational level. Employees gain confidence that results of their work translate directly into their remuneration.
These universal principles have been reflected in new standards for awarding bonuses to executive management in ORLEN Capital Group, developed and adopted in 2010. Main assumptions of this system are, among others, making the bonus system more consistent across the entire Group and increasing responsibility of the highest management for results of the Company.
As in the previous years, in 2010 PKN ORLEN organised student training covering three types of projects:
In 2010, 388 people participated in the Student Training Programme, of which 46 took part in individual student trainings and 342 in group trainings (321 students from the local market and 21 students from other universities).
PKN ORLEN as a company operating in accordance with the principles of corporate social responsibility, takes care not only of its employees but also of young people – university and secondary vocational schools graduates. In order to givie them opportunities to gain first professional experiences PKN ORLEN has organised since 2002 on-the-job training for graduates interested in starting cooperation with PKN ORLEN, in cooperation with Labour Offices across Poland.
On-the-Job Training programme allows us to accurately evaluate the skills and professional potential of young people. Those possessing the best skills and qualifications often become a part of the PKN ORLEN team. During the time spent in PKN ORLEN all trainees have a unique opportunity to gain professional experience, verify their skills and learn from the best experts in the industry.
In 2010, 52 people took part in on-the-job training. The programme involved on-the-job training in the PKN ORLEN headquarters in Płock and in facilities throughout Poland. The participants of the programme familiarized themselves with work in all areas of the Company’s activities, from production to administration.
In 2010 PKN ORLEN signed the Letter of Intent regarding cooperation between the Warsaw University of Technology Business School and PKN ORLEN.
The employee development policy in 2010 was prepared on the basis of the results of the competence survey and concentrated on the development of managerial skills. Employees responsible for business areas received necessary specialist knowledge.
The main projects implemented in 2010 included development programmes: Energetic Leadership and Champions League. Both will be implemented also in the next years, supporting development of succession processes and talent management.
The Energetic Leadership project is aimed at the development of managerial competencies from the level of line management to strategic management. In the programme special emphasis was put on the importance of enthusiasm at work and inspiring others to continuous improvement. The Champions League project is targeted at the group of production processes supervisors who manage the work of teams as part of their daily duties. The aim of the programme is to expand the set of tools necessary for adequate employee management: work organization, motivation and communication.
An important element in the scope of the training policy was also expansion of IT systems supporting monitoring of projects and development of e-learning courses.
During specialist and development trainings in 2010 the Company trained in total over 8,000 employees.
Principles of social dialogue applied in PKN ORLEN are based on internal agreements and regulations resulting from general legal provisions in force.
These principles are crucial in the case of complex social processes and allow us to minimise potential disputes.
Observance of the principles of social dialogue is crucial by implementation of restructuring processes and undertaking of activities concerning companies set up as a result of transformations inside PKN ORLEN. Frameworks of social dialogue in this scope are specified by the provisions of “The agreement regarding rules of cooperation between the Employer and the Trade Unions concerning restructuring issues”, which (after verification in 2010) was adjusted to capabilities of the Company and market solutions practiced in this scope.
As a responsible employer PKN ORLEN provides social support to its employees in the form of various benefits, including in particular: co-financing of employee holidays, sanatorium treatment, holidays for children and youths, recreation and sports activities, rehabilitation treatment and cultural and educational activities, non-repayable aid (financial or in-kind), repayable housing loans and Christmas presents for children. In total about 37,000 various benefits were provided.
Due to the tragedy caused by flooding which occurred in Poland in June 2010 the Company initiated the financial aid action from the Company Social Benefits Fund. The action lasted until 15 December. One-off aid was provided for the current and former employees of the Company. People who suffered because of the flood could apply for aid in the form of non-repayable aid and repayable loan for renovation of a house or a flat, granted on preferential terms.
* In this context ORLEN Group refers to the Company and its subsidiaries covered by consolidation.
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