Management Boards report on the activity of the PZU Group and PZU SA (2023)
Annual Report 2023
Management Board's report on the activity of the
pzu.pl
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insurance
banking
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health |
policy |
investments
innovations
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Best practices in PZU and PZU |
Best practices in subsidiaries |
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Życie |
[GRI XXX-X]
GRI Standards
[IIRC]
International Integrated Reporting
Council - IIRC
[ESRS x-xx]
ESRS Standards
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19 |
31 |
14 |
8 |
materiality matrix
Client
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About |
Business model |
External |
Strategy and perspective |
Risks and opportunities |
Performance |
Corporate governance (G) |
Environment (E) |
Society (S) |
Other information |
|
environment |
and dividend |
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Table of Contents
To go to the required page, click on the corresponding item in the index.
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Letter from the CEO to Shareholders |
8 |
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Letter from the Chairman of the Supervisory Board |
10 |
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1. About the |
23 |
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1.1. Group characteristics |
24 |
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1.1.1. Products and services |
24 |
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1.1.2. Brand |
26 |
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1.1.3. Mission, vision, values |
27 |
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1.1.4. Milestones of |
29 |
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1.1.5. |
30 |
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1.2. Selected awards and distinctions |
32 |
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2. Business model |
34 |
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2.1. Capital and value creation |
35 |
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2.2. Value chain |
43 |
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2.3. Suppliers (upstream) |
45 |
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2.4. Operating activities |
48 |
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2.4.1. Insurance |
48 |
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2.4.2. Health care |
53 |
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2.4.3. Investments |
54 |
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2.4.4. Banking |
56 |
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2.4.5. Other areas |
58 |
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2.5. Sales and distribution |
60 |
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2.5.1. Insurance products |
60 |
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2.5.2. Health products |
64 |
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2.5.3. Investment products |
65 |
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2.5.4. Banking products |
66 |
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2.6. Clients (downstream) |
68 |
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2.7. Dialog with stakeholders |
69 |
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3. External environment |
78 |
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3.1. The most important economic trends in |
79 |
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3.1.1. Situation in the world economy |
79 |
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3.1.2. Trends in the Polish economy |
79 |
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3.1.3. External environment in the Baltic States and |
81 |
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3.2. Polish and Baltic States insurance sector compared to |
83 |
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3.2.1. Description of the insurance markets on which |
84 |
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3.3. Polish health care sector compared to |
89 |
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3.3.1. The health care market in |
90 |
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3.4. Polish banking sector compared to |
91 |
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3.4.1. Situation on the banking market in |
93 |
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3.5. Financial markets in |
94 |
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3.5.1. Global and local equity and bond markets |
94 |
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3.5.2. Polish investment and pension fund market |
96 |
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3.5.3. Main factors affecting PZU share prices |
97 |
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3.5.4. |
100 |
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3.6. Regulations pertaining to the insurance market and the financial markets in |
101 |
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3.7. Factors that may affect |
104 |
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3.7.1. Macroeconomic and geopolitical factors |
104 |
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3.7.2. Legal and regulatory factors |
105 |
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3.7.3. Market factors specific to the sectors in which the |
107 |
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4. Strategy and perspective |
110 |
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4.1. Strategic ambitions by 2024 |
111 |
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4.2. Implementation of the strategy in 2023 |
115 |
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4.3. ESG ambitions for 2030-2050 |
126 |
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4.4. Strategic Perspective |
128 |
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5. Risks and opportunities |
130 |
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5.1. |
131 |
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Annual Report 2023 |
Management Board's report on the activity of the |
4 |
INSURANCE | HEALTH | INVESTMENTS | BANKING |
|
for the accounting year ended |
|
About |
Business model |
External |
Strategy and perspective |
Risks and opportunities |
Performance |
Corporate governance (G) |
Environment (E) |
Society (S) |
Other information |
|
environment |
and dividend |
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5.2. Risk management |
140 |
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5.3. Risk sensitivity |
143 |
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5.4. ESG risks |
146 |
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5.4.1. Key ESG risks |
146 |
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5.4.2. ESG risk management - policies |
147 |
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5.5. ESG opportunities |
149 |
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6. Performance and dividend |
152 |
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6.1. Key factors affecting the financial |
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results achieved |
153 |
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6.2. |
156 |
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6.3. |
159 |
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6.4. Contribution made by the market segments to the consolidated result |
161 |
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6.5. PZU's standalone results |
169 |
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6.6. Dividend |
172 |
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6.6.1. Capital and Dividend Policy |
172 |
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6.6.2. Disbursement of dividends |
172 |
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6.6.3. KNF's stance on the dividend policy in 2024 |
173 |
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6.7. Financial rating |
175 |
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6.8. Analysts' predictions |
178 |
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7. Corporate governace (G) |
180 |
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Statement on the application of corporate governance rules |
181 |
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7.1. Financial conglomerate |
182 |
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7.1.1. Approach to managment |
182 |
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7.1.2. Corporate governance over subsidiaries |
182 |
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7.2. PZU's collection of corporate governace rules |
184 |
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7.3. Application of corporate governance rules |
185 |
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7.3.1. Application of corporate governance rules contained in Best Practices of WSE-Listed Companies |
185 |
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7.3.2. Application of Corporate Governance Rules for Regulated Institutions |
190 |
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7.3.3. Best Practices of the |
196 |
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7.4. Information policy and communications with investors |
198 |
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7.4.1. Shareholders and the issuer's securities |
198 |
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7.4.2. Investor Relations |
201 |
|
Annual Report2023 for the accounting year ended |
|
|
Management Board's report on the activity of the |
|
7.5. Management Board and Supervisory Board |
205 |
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7.5.1. Management Board |
205 |
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7.5.2. Supervisory Board |
218 |
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7.5.3. Diversity policy |
232 |
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7.6. Internal systems and functions |
235 |
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7.6.1. Risk management system |
235 |
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7.6.2. Internal control system |
236 |
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7.6.3. Financial statements control system |
238 |
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7.6.4. Audit firm auditing the financial statements |
238 |
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7.7. Shareholder Meeting and relations with shareholders |
240 |
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7.7.1. Shareholder Meeting |
240 |
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7.7.2. Rules for changing the Articles of Association |
242 |
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7.7.3. Dividend |
243 |
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7.8. Conflict of interest and transactions with related parties |
244 |
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7.8.1. Management of a conflict of interest |
244 |
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7.8.2. Transfer Pricing Documentation |
245 |
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7.9. Remunerations |
246 |
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7.9.1. Policy of compensation of supervisory and |
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management bodies |
246 |
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Corporate culture and key business conduct policies |
250 |
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7.10. Corporate Culture |
251 |
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7.10.1. Values and Ethics in Business |
251 |
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7.10.2. Preventing Mobbing and Discrimination |
252 |
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7.10.4. Prevention and Detection of Corruptionand Bribery |
254 |
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7.10.5. Payment Practices |
257 |
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7.10.6. Tax policy |
257 |
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7.10.7. Investment Policy - TFI and PTE PZU |
259 |
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7.11. Minimum safeguards |
261 |
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7.12. Security System |
265 |
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7.12.1. Information security |
265 |
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7.12.2. Preventing crime |
269 |
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7.12.3. Preventing Money Laundering and Terrorism Financing |
270 |
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7.12.4. Business Continuity Management |
272 |
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7.12.5. Application of International Sanctions |
272 |
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5 |
INSURANCE |
| HEALTH | INVESTMENTS | BANKING |
|
About |
Business model |
External |
Strategy and perspective |
Risks and opportunities |
Performance |
Corporate governance (G) |
Environment (E) |
Society (S) |
Other information |
|
environment |
and dividend |
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8. Environment (E) |
274 |
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8.1. Business of the |
275 |
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8.1.1. Global Challenges to |
275 |
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8.1.2. Analysis of climate change and risk identification |
277 |
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8.1.3. ESG Strategy - approach to management in climate |
280 |
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8.1.4. Product offering - prevention and adaptation |
280 |
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8.2. Taxonomy - disclosure under Article 8 of Regulation (EU) 2020/8525 |
289 |
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8.2.1. Insurance and reinsurance activities |
289 |
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8.2.2. Investment activity |
294 |
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8.3. |
313 |
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8.3.1. Direct environmental impact |
313 |
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8.3.2. Consumption of raw materials |
314 |
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8.3.3. Energy consumption |
318 |
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8.3.4. Carbon footprint |
322 |
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9. Society (S) |
327 |
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9.1. Employees |
328 |
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9.1.1. Employees - approach to management |
328 |
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9.1.2. Employment structure |
329 |
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9.1.3. Work environment |
336 |
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9.1.4. Organizational culture |
338 |
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9.1.5. Respect for human rights and diversity in relations with employees |
341 |
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9.1.6. Engagement surveys, dialog and trade unions |
345 |
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9.1.7. Remuneration and benefits |
347 |
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9.1.8. Training and development |
349 |
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9.1.9. Knowledge and experience sharing |
353 |
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354 |
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9.2. Clients |
357 |
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9.2.1. Respect for human rights in relations with clients |
358 |
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9.2.2. Responsible sales |
358 |
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9.2.3. Claims handling |
362 |
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9.2.4. Customer dialog and improvement process |
368 |
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9.2.5. Client satisfaction surveys |
370 |
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9.2.6. Customer - preventing exclusion |
374 |
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9.3. Communities |
377 |
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9.3.1. Communities - approach to management |
377 |
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9.3.2. Local communities |
379 |
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9.3.3. Prevention |
383 |
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9.3.4. Cultural patronage |
385 |
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9.3.5. Charity |
386 |
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10. Other information |
388 |
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10.1. Reporting process |
389 |
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10.2. Materiality assessment |
391 |
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10.3. GRI content index |
392 |
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10.4. ESRS content index |
396 |
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10.5. Taking into consideration the guidelines pertaining to disclosure of climate information |
399 |
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10.6. Verification Statement - Greenhouse Gas Emissions |
400 |
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10.7. SFDR disclosure |
401 |
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11. Other statements |
407 |
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12. Appendices |
410 |
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12.1. |
411 |
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12.2. Glossary of terms |
426 |
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12.3. Alternative Performance Measures |
429 |
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Annual Report 2023 |
Management Board's report on the activity of the |
6 |
INSURANCE | HEALTH | INVESTMENTS | BANKING |
|
for the accounting year ended |
|
About |
Business model |
Integrated table of contents
|
External |
Strategy and perspective |
Risks and opportunities |
Performance |
Corporate governance (G) |
Environment (E) |
Society (S) |
Other information |
|
environment |
and dividend |
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BUSINESS MODEL |
/34 |
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Others |
CAPITALS: |
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/388 |
Financial |
/35 |
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IndexGRI |
Intellectual |
/37 |
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/390 |
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Human |
/40 |
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Materiality Assessment |
|||
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Social and relational |
/40 |
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|
/389 |
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Infrastructural |
/41 |
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Taksonomy |
|||
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Natural |
/41 |
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/287 |
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Annual Report2023 for the accounting year ended |
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Management Board's report on the activity of the |
strategy and perspective /110
inwestments
/54
risks and opportunities
/130
insurance
/48
health
/53
7
performance
/152
banking
/56
policy
/147
Stakeholders /69
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Climate |
|||
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E and environment/274 |
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S |
• |
Employees |
/328 |
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• |
Clients |
/357 |
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|
• |
Communities |
/377 |
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G |
Statement |
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on corporate |
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|
governance |
/181 |
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INSURANCE | HEALTH | INVESTMENTS | BANKING
|
About |
Business model |
External |
Strategy and perspective |
Risks and opportunities |
Performance |
Corporate governance (G) |
Environment (E) |
Society (S) |
Other information |
|
environment |
and dividend |
||||||||
Anita Elżanowska
Member of the PZU Supervisory Board delegated to temporarily perform the function of the PZU CEO
Letter from the CEO to Shareholders
[GRI 2-22]
Together with the Management Boards of the Companies that make up the
Sales and profitability
Despite operating in a very challenging geopolitical and macroeconomic environment, the
target by 34%. The adjusted retuon equity (aROE) was 22%, up 5.7 p.p. compared to 2022. The
In the structure of revenue growth, noteworthy is the growing role of mutual insurance, which, in the
Investment performance and contribution of banks
An important component of the
The performance on banking operations was another positive factor. The contribution of Pekao and Alior
banks to the
Implementation of IFRS17 standard
An important development for the
a consequence of these events, it was necessary to revise the
Today, the
Sustainable development
The
|
Annual Report 2023 |
Management Board's report on the activity of the |
8 |
INSURANCE | HEALTH | INVESTMENTS | BANKING |
|
for the accounting year ended |
|
About |
Business model |
External |
Strategy and perspective |
Risks and opportunities |
|
environment |
||||
|
Performance |
Corporate governance (G) |
Environment (E) |
Society (S) |
Other information |
|
and dividend |
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In 2023, this was mainly manifested in supplier outreach activities, expanded ESG assessment of corporate clients, increased involvement of the
Safe development
Risks originating from global events and trends still exist and could lead to further economic shocks. In this respect, high capital security remains paramount, in particular maintaining the Solvency II ratio at no less than 200%. Analysis of ESG risks in elements of the value chain is also gradually being expanded, including assessments of clients, suppliers, investments and products. This allows the
The
our utmost to ensure that the
Best regards,
/-/ Anita Elżanowska - Member of the PZU Supervisory Board delegated to temporarily perform the function of the PZU CEO
|
Annual Report 2023 |
Management Board's report on the activity of the |
9 |
INSURANCE | HEALTH | INVESTMENTS | BANKING |
|
for the accounting year ended |
|
About |
Business model |
External |
Strategy and perspective |
Risks and opportunities |
Performance |
Corporate governance (G) |
Environment (E) |
Society (S) |
Other information |
|
environment |
and dividend |
||||||||
Chairman of the PZU Supervisory Board
Letter from the Chairman of the Supervisory Board
Business development
In 2023, gross insurance revenue rose to PLN 26.9 billion, mainly due to an increase in sales of non-life
insurance. The development of key strategic areas has also significantly strengthened the scale and scope of activities in the areas of health and investment services. PZU Zdrowie's revenues rose 25.9% year-on-year to PLN
1.6 billion, and the number of active health contracts in the Group exceeded 3.4 million. The network of PZU Zdrowie's medical facilities was consistently expanded. Last year saw the launch of multispecialty medical centers in Gdynia and Kraków, the commissioning of new imaging diagnostic labs in Gdańsk, Białystok, Poznań, Toruń and Kraków, and the acquisition of the Medical
Center in Gorzów Wielkopolski.
In the investment pillar, the level of external client assets managed by TFI PZU and OFE PZU increased by PLN 13.9 billion to PLN 54.8 billion at the end of 2023. As part of developing the offering, two more funds were launched that are part of the sustainable investment trend. The first one focuses on shares of companies whose activities contribute to the UN Sustainable Development Goals (SDGs), including tackling climate change and its negative effects. The second one focuses primarily on bonds issued to finance projects pursuing environmental or social goals. Both funds are compliant with Article 8 of the SFDR Regulation, meaning that they promote environmental and social aspects through their investment policies.
Digitization
Inflationary pressures continued to be the main challenge in maintaining high operational efficiency. Therefore, the implementation of digital solutions continued in 2023, and in the long term, they will contribute to maintaining client loyalty by making it easier to serve clients, as well as to reduce costs. These
innovative solutions are based on advanced analytics, the use of big data and robotics. In 2023, nearly 1500 ideas and start-ups were analyzed in the Group and in the end 9 pilots were launched. They included solutions to support actuarial processes, claims and benefits handling processes, the corporate sales area, as well as processes to improve the visibility of PZU's sales network in digital channels.
Climate challenges
The financial sector, including the insurance industry, plays an important role in the energy transition, the biggest challenge for the Polish economy in the coming years and decades. The
As the dynamics of climate change increase, so do regulatory requirements in the process and reporting areas. As of 2025, the
a regime under the CSRD Directive; this regime raises the profile for activities such as the climate neutrality strategy, decarbonization strategy, design of pro-climate products and services, and implementation of processes based on a circular economy. In practice, this means aligning product portfolios, offerings and resources with the opportunities presented by the sustainability agenda. In the
|
Annual Report 2023 |
Management Board's report on the activity of the |
10 |
INSURANCE | HEALTH | INVESTMENTS | BANKING |
|
for the accounting year ended |
Attachments
Disclaimer
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