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Recommend to a friendAs at the end of 2009, ORLEN group employed 22,535 people, of which 4,482 worked for PKN ORLEN, 4,343 for Unipetrol Group, 115 for ORLEN Deutschland and 3,025 for ORLEN Lietuva Group.
64 employees from PKN ORLEN Logistics segment decided to leave under the Voluntary Retirement Programme. The total of 252 employees participated in the Voluntary Retirement and Early Retirement Programme.
In 2009, the majority of PKN ORLEN personnel were secondary school and university graduates (84.40% of all employees), whereas most employees working for Unipetrol Group had secondary vocational education diplomas (40.41% of the workforce), and in ORLEN Lietuva the largest employee group were primary school and university graduates (65% of the total number of employees).
In terms of age groups, in PKN ORLEN, the most numerous were employees aged 31 to 40 (30.61%), the same as in ORLEN Lietuva, where the share of that age group was 33.62%, whereas in Unipetrol Group, the largest group of employees were 41 to 50 years old (33.72%).
Women represented 20.46% of PKN ORLEN’s workforce in 2009, men being the remaining 79.54%. In Unipetrol Group, a vast majority of employees were men (74.45%), women representing 25.55% of the personnel. ORLEN Lietuva, too, had most male employees in 2009 (68.73%), the rest (31.27%) being women.
Following the signing of a Corporate Collective Labour Agreement (CCLA), a number of measures were taken in 2009 to streamline the implementation of its provisions.
Changes concerned in particular the were following:
The following additional measures were simultaneously taken to support the implementation of the CCLA: communicating with the entire personnel of PKN ORLEN and trainings dedicated to managerial personnel with respect to employee evaluation and bonus systems.
In 2009, the main objectives of the Company’s recruitment policy were to:
In 2009, the core recruitment processes in PKN ORLEN were related to recruiting:
PKN ORLEN organises student training all year round and in all areas of its business. Training is organised either in corporate headquarters or in local units, in one of the following forms:
In 2009, the Training Programme was joined by appr. 270 students of the following local schools and universities:
Moreover, we accepted 7 undergraduate students of the Płock Branch of Warsaw University of Technology to have their long-term diploma training at our facilities. The costs of the latter training were covered from the funds of the Human Capital Operational Programme (European Social Fund) obtained by the University. In October 2009, PKN ORLEN signed a cooperation agreement with the Płock Branch of the Warsaw University Technology for another three years.
PKN ORLEN has organised on-the-job training since 2002, in cooperation with Labour Offices across Poland, in particular the Labour Offices in Płock, namely the local Municipal Labour Office and Poviat Labour Office. In 2009, on-the-job training was joined by 35 graduates of whone attended secondary schools and universities.
The purpose of PKN ORLEN’s employee training policy in 2009 was to support business areas in achieving their objectives by providing them with the necessary know-how and practical skills. We trained a total of 7,067 employees. The number includes employees who participated in more than one training.
One of the most important projects completed in 2009 was the “Manager’s role in team management,” a project which ended in the first quarter of 2009 and whose purpose was to create new corporate culture based on the provisions of the Corporate Collective Labour Agreement, taking into account, in particular, the role of the manager in the human capital management process as well as in motivating, evaluating and rewarding employees. The training was dedicated to all team managers in PKN ORLEN, in order to acquaint them with the innovative provisions of the CCLA.
In 2009, we completed the second edition of “PKN ORLEN Project management Academy.” The purpose of the project based on PMI standards was to give participants practical and theoretical skills in project management and to build a coherent project management culture in the organisation by developing a common methodology to be used in all projects implemented by our employees.
We completed another project in 2009: “HR System Development Programme – Stationary Training (LSO).” The basic goal of the project was to automate the process of training and participant registration, training budget control, and training and trainer evaluation.
In 2009, PKN ORLEN took the 1st place in the “Friendliness, Business, Industry” category of the 5th edition of the KOMPAS Polish employer ranking. The BEST Student Association awarded us the 3rd place in their “Employer for Engineer” ranking. PKN ORLEN won the title of the “Industry Leader: Fuel, Oil” in the “Universum Student Survey 2009”.
On 1 April 2009, PKN ORLEN changed the rules of its employee bonus system. Now, the annual bonus system covers only middle and senior managerial personnel. Sales personnel and junior managerial staff are included in a quarterly-annual bonus system, whereas specialists and engineers – in a quarterly bonus system.
As at the end of 2009, the annual bonus system covered 356 employees.
In ORLEN Group, the annual bonus system covers Members of the Management Boards and other core personnel of the respective Companies. The main purpose of the MBO-based annual bonus system is to support the strategy of increasing ORLEN Group’s goodwill.
PKN ORLEN provided the following social benefits: co-financing of employee holidays, sanatorium treatment, holidays for children, recreation and sports activities, rehabilitation treatment and cultural and educational activities, non-repayable financial or in-kind aid, repayable housing loans and Christmas presents for children. We provided a total of over 36 thousand various benefits.
In 2009, we standardised PKN ORLEN’s remuneration policy by implementing the Corporate Collective Labour Agreement. The new CCLA enables coherent remuneration policies to be applied to respective job positions. The process of equalising basic salary levels for respective job levels will take five years.
The new bonus system introduced in the CCLA is more motivating for employees. The respective systems: quarterly, quarterly-annual and annual, based on the existing MBO system, make it possible to reward employees for the good performance of their tasks.
1) In this context, ORLEN Group refers to the Company and its consolidated subsidiaries, excluding the affiliated entities.
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