In 2011 PKN ORLEN was one of three laureates of the third edition of the “Trustworthy Employer” competition. The award committee assessed social programmes, personnel policy and employee rights protection system implemented by the biggest Polish companies. As at the end of 2011 ORLEN Group employed 22,380 persons, of which:
Consistently conducted employment policy concentrated on two key aspects. The first one concerned restructuring processes implemented mainly in ORLEN Lietuva Capital Group, Unipetrol Capital Group and Rafineria Trzebinia Capital Group. They resulted in reduction of employment by over 400 persons, i.e. in total by about 2% as compared to total employment in 2010. The second aspect concerned development activities, regarding in particular ORLEN Ochrona and ORLEN Oil Capital Group. On the basis of new contracts from Unipetrol Capital Group and ANWIL 173 persons were employed in ORLEN Ochrona. ORLEN Oil took over Małopolskie Centrum Dystrybucji (distribution centre), which increased the number of employees in the Group by 77 persons.
Development of new areas and services rendered as well as consolidation based on full method of companies from Unipetrol Group, Rafineria Nafty Jedlicze, Rafineria Trzebinia, ORLEN Oil, ORLEN Medica and PPPT (Płock Industrial & Technological Park) resulted in increase of employment as compared to the previous year by 1.5%.
At the end of 2011, the largest group of all employees of PKN ORLEN and ORLEN Lietuva Capital Group were university graduates, whereas in Unipetrol Capital Group – people with secondary education.
In terms of age groups, in PKN ORLEN the largest group were employees aged 31 to 40, whereas in ORLEN Lietuva Capital Group and Unipetrol Capital Group – employees aged 41 to 50.
Among employees men predominated, accounting for about 69% of personnel of ORLEN Lietuva Capital Group, about 74% of personnel of Unipetrol Capital Group and about 81% - PKN ORLEN.
Employment structure by education
|PKN ORLEN||Unipetrol||ORLEN Lietuva|
Employment structure by age
|PKN ORLEN||Unipetrol||ORLEN Lietuva|
Employment structure by gender
|PKN ORLEN||Unipetrol||ORLEN Lietuva|
The main objective of recruitment policy in 2011, as in the previous years, was to recruit highly qualified specialists, whose knowledge and expertise – combined with experience of existing staff – will allow to ensure continuity and the highest level of business processes conducted by the Company. Group companies focused on reaching people who can adapt the acquired knowledge to the surrounding reality, who speak foreign languages and are target-oriented. 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 2011, the Adaptation Programme for newly hired employees was continued. Moreover, the adaptation programme designed for managerial staff was individualised, thanks to which introduction to new responsibilities and new working environment has become even more effective. Adaptation programmes include participation in the introductory meeting and a special e-learning training, introducing employees to issues regarding the Company (e.g. its history, organisational and HR issues).
An important pillar of the HR policy of PKN ORLEN, apart from effective recruitment, is maintenance of high level of motivation and involvement on the part of existing staff members. Achievement of this goal is fostered by transparency and standardisation of the HR policy, including remuneration and bonus policy. Like in the previous years, one of priorities of the Company in the scope of HR in 2011 was futher harmonisation of norms and standards in the scope of personnel management.
In order to enhance HR cooperation within the Company, agreements on support function in HR area between PKN ORLEN and Group companies were prepared and implemented.
Main advantages of implementation of the agreement on support function in HR area include:
One of the first projects carried out under the agreements on support function in HR area is the payroll review in the entire Company conducted with application of the Hay Group methodology. The main aim of the project is to establish a unified and consistent model for categories of positions in PKN ORLEN, assignment of all current positions to this model, comparison of applied systems and rules for granting remuneration, bonuses and additional benefits to general and best practices in the market and creation of an effective tool to support motivational policy.
The project was initiated in 2011 and will be continued in subsequent years.
PKN ORLEN supported Group companies in implementation of key HR projects, such as: development of the CLA, remuneration regulations, work regulations and other documents regarding collective labour law or implementation of optimisation programmes and protective programmes.
As part of the project for centralisation of the HR and remuneration processes the Company initiated construction of the Transaction Centre at ORLEN Księgowość. The project assumes taking over servicing of 23 Polish companies from ORLEN Group in the scope of the following processes: HR, remuneration, social, bonus, reporting and keeping personal files. Implementation of the Transaction Centre will allow to standardise and optimise organisation of processes, to improve the quality employee service and to concentrate the work of HR areas of the companies on strategic activities. The construction of the Transaction Centre is planned to be completed by mid 2013.
All companies serviced by the Transaction Centre will ultimately use one HR and remuneration system SAP HR, which will ensure quick access and consistency of reported data at the Capital Group level.
In 2011, as in the previous years, PKN ORLEN conducted three types of student trainings:
In 2011, the student training programme was participated by 336 students (27 in individual training, and 309 in group training). 239 students were from the local market, and 16 participants – from non-local universities.
PKN ORLEN, taking care for future personnel, is committed to development of not only its own employees but also graduates from universities and secondary vocational schools. To meet their expectations, the Company provides an opportunity to gain the first professional experience by participating in the On-the-Job Training programme. Trainings have been organised since 2002 in collaboration with Employment Offices across Poland. Participation in the programme allows to confront theoretical knowledge with practical work, verify skills and learn from the best experts in the industry. In 2011 the trainings concentrated on the production area; after their completion selected trainees became employees of the Company.
In 2011 PKN ORLEN for the first time participated in the Polish nationwide competition “Grasz o staż” (“Win training”) and funded two-month summer trainings at the Company for 5 winners. One of the participants was employed by the Company after completing the training.
In 2011, activities within the scope of professional development of employees concentrated mainly on strengthening their competence in order to safeguard business objectives and shape the desired organisational culture.
Like in the past years, employees had access to a rich training and development offer. In 2011, over 9,000 employees improved their competence (some of them participated in more than one training). To meet expectations of our employees, we expanded the e-learning trainings offer.
Among development trainings, trainings for managers were of major importance, which were implemented as part of the system of programmes developed for respective managerial levels, in accordance with business needs and identified development needs. The largest group of employees participated in trainings in the scope of soft skills, such as communication, cooperation and negotiation skills. Employees also took part in obligatory courses and specialist certified trainings.
Implemented training and development programmes were conducted with the use of various development tools, such as coaching, business games, simulations, workshops.
One of key development initiatives in 2011 was preparation of the programme labelled ORLEN EkstraKlasa. Designed for employees with high potential, its aim is to identify those individuals who stand out not only because of high level of competence, but also good business orientation, self-development willingness, outstanding motivation to work and to gain additional business experience.
The Company also continued training and development programmes, such as Champions League and Energetic Leadership for development of managerial competence from line management to strategic management level. Moreover, the Company launched other programmes focusing on development of competencies of respective groups of employees, e.g.: development programme for production process operators and development programme for specialists. The first one was designed to develop skills necessary at this work position, i.e. cooperation, communication, involvement as well as ability to work rationally and effectively under stress. The second programme, carried out under the slogan “With passion towards success”, serves to develop three areas of competencies important for performing business functions: cooperation based on efficient communication, analysis of information in business context and fulfilment of tasks in difficult situations.
All programmes have a common methodological basis and concentrate around competencies specified in the PKN ORLEN Competence Model. One of major projects, implemented in 2011, was development of career pathway matrix as part of internal recruitment, presenting possible movements between positions. The matrix also describes requirements regarding, e.g. education profile, qualifications and experience required at respective positions.
In 2011 the Company also developed IT tools supporting employee training and development processes.
In 2011, PKN ORLEN initiated an educational project “Day of Knowledge with ORLEN”, implemented in collaboration with the Warsaw University of Technology and the Secondary Schools Complex in Płock. The project, addressed to pupils and students of these schools, provides for organisation of the cycle of meetings, where PKN ORLEN experts discuss the topics associated with production of refinery and petrochemical products as well as complexity and specific character of the Company. These activities, addressed to local community, were qualified to the “Responsible business in Poland 2011. Good practices” report.
Thanks to activities undertaken for young people entering the labour market PKN ORLEN took the seventh position in the ranking of ideal employee according to professionals in the category: engineering, a part of the prestigious Universum Professional Survey. Polish edition of the survey was carried out on the group of nearly 15.5 thousand people with at least one year of experience in various industries. Questions asked in the survey concerned preferences regarding professional life and the image of companies active on the Polish labour market. The survey provided the basis for the ranking “Ideal Employer according to professionals”, indicating the level of attractiveness of companies for potential employees. The ranking was divided into the following categories: business, engineering, IT, sciences and humanities.
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 to minimise potential disputes.
Observance of the principles of social dialogue is crucial by implementation of restructuring processes and undertaking 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 in the scope of restructuring issues”, which is adjusted to capabilities of the Company and market solutions practiced in this scope.
Open social dialogue and its basic institutional forms are also important in the context of complex HR processes carried out in ORLEN Group companies, allowing to build constructive and fixed solutions in cooperation with representatives of employees.
As a responsible employer PKN ORLEN provides social support to its employees in the form of various benefits. This is mainly co-financing of: employee holidays, sanatorium treatment, child care (new form of co-financing), holidays for children and youths, recreation and sports activities (e.g. Multisport and Pure programmes, sports tournaments and contests), rehabilitation treatment and cultural and educational activities, non-repayable financial or in-kind aid, repayable housing loans and Christmas presents or vouchers for children. In total about 38,000 various benefits were provided.
This scope of social benefits also applies to employees of companies within the framework of common social activities.
Similar scope of social benefits, among others in the scope of financial support for employees, holidays and recreation and sports activities, operates in all ORLEN Group companies.
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