Responsible employer

A A A

{GRI LA1}

 
Workforce of the LOTOS Group
Company Dec 31 2011 Dec 31 2012 Dec 31 2013
Grupa LOTOS 1329 1349 1345
LOTOS Asfalt 301 254 202
LOTOS Terminale (1) and its subsidiaries 236 236 245
LOTOS Gaz w likwidacji (in liquidation) 1 1 1
LOTOS Infrastruktura (2)  74 75 75
LOTOS Kolej 717 812 833
LOTOS Lab 152 153 156
LOTOS Ochrona 160 161 162
LOTOS Oil 340 338 317
LOTOS Paliwa 263 270 272
LOTOS Park Technologiczny 1 1 1
LOTOS Petrobaltic and all its subsidiaries 549 546 557
LOTOS Serwis 697 697 684
LOTOS Straż 88 89 89
LOTOS-Air BP (3) 11 26 44

(1) Before 2013: LOTOS Czechowice.
(2) Before 2013: LOTOS Jasło.
(3) Before2013: LOTOS Tank.

The LOTOS Group’s workforce by type of employment contract in 2013 – men (4)
Company Fixed-term contracts  Open-ended contracts
Full-time employees Part-time employees Full-time employees Part-time employees
Grupa LOTOS 133 3 778 15
LOTOS Asfalt 15 0 146 0
LOTOS Kolej 204 9 539 0
LOTOS Oil 27 0 197 1
LOTOS Petrobaltic with its subsidiaries: LOTOS Geonafta, LOTOS Norge and Energobaltic 80 1 371 1
LOTOS Air BP 30 0 10 0

(4) Thanks to the implementation of the SAP HCM IT system in the LOTOS Group, we are gradually expanding the scope of reporting of HR data. We are planning to be able to report full HR data for all companies starting from 2015.

The LOTOS Group’s workforce by type of employment contract in 2013 – women
Company Fixed-term contracts Open-ended contracts
Full-time employees Part-time employees Full-time employees Part-time employees
Grupa LOTOS 71 0 344 1
LOTOS Asfalt 6 0 35 0
LOTOS Kolej 36 0 45 0
LOTOS Oil 11 0 81 0
LOTOS Petrobaltic with its subsidiaries: LOTOS Geonafta, LOTOS Norge and Energobaltic   22 0 67 3
LOTOS-Air BP 1 0 3 0

Our 2013 HR policy objectives, as set out in the business strategy and CSR strategy, were achieved.

We managed to ensure the availability of a sufficient number of highly qualified resources required to successfully implement our business strategy.

The e-recruitment system enhanced the objectiveness and efficiency of recruitment processes across the LOTOS Group thanks to fast publication of announcements in several media at the same time, efficient searches in the candidate database thanks to the use of a digital application form and browsers, collection and exchange of information on candidates with the highest security standards in place, and monitoring of statistics on the effectiveness of announcements. This recruitment process allowed us to employ persons with the required qualifications. Next year, we intend to publish the ‘Guidelines for recruitment specialists’, to be distributed to persons responsible for coordinating the selection of employees at the LOTOS Group companies, as well as the heads of organizational units planning to hire new employees. Moreover, as part of our effort to share knowledge and best practices in the area of employee selection and assessment of candidates’ qualifications in order to build effectively working teams, we will organise internal training.

Our key development activities in 2013 were related to the Succession Programme, designed to ensure the continuity of management in key positions at the LOTOS Group, identify and improve leadership potential at LOTOS Kolej (the Managers Academy Development Programme) and coaching of key personnel at LOTOS Terminale. Besides being given training and development opportunities as part of the LOTOS Academy, employees gain and expand their expertise and job-related qualifications in line with the training schedules for individual years in place at each company, prepared taking into account the development targets set on the basis of periodic employee evaluations.

Costs of specialist training and postgraduate education of employees are fully financed by Grupa LOTOS. We also cover 50% of costs of employees’ studies at higher education institutions, taken up to complement their education, and 50% of costs of foreign language courses, if the command of a given language is recommended in a given position.

We fully utilise the potential of our employees. We have created a knowledge sharing culture, drawing on the experience and expertise of employees aged over 50, involving them in the professional advancement of other staff. They can pass on their valuable knowledge during Induction Training, and are engaged as tutors of new employees and as coaches in internal training programmes.

In 2013, we expanded the induction training programme to cover CSR issues and the principles of ethical conduct set out in the Code of Ethics. We implemented the Employee Induction Programme at further companies: LOTOS Lab, LOTOS Straż and LOTOS Asfalt, and we also plan to introduce it at LOTOS Paliwa, LOTOS-Air BP and LOTOS Ochrona, based on e-learning techniques.

{GRI LA12}

The strong results of the most recent Periodic Employee Evaluation, which covered most employees of the LOTOS Group, confirm the effectiveness of our tools used for recruitment, induction, training, development and motivation of staff. Periodic evaluation is performed with respect to all employees working under employment contracts whose length of service in a given organizational unit at the time of the evaluation is at least six months. The person performing the evaluation must likewise have at least six months’ experience in a given position.

At the LOTOS Group companies in which the Periodic Employee Evaluation System was implemented, an average of 91.8%, or around 4,500, employees of both sexes were subject to evaluation in 2013 (94.6% at Grupa LOTOS).

The Periodic Employee Evaluation System coverage rate was in the assumed range of 75%–100%. In 2013, employee evaluation was performed at Grupa LOTOS and the following companies: LOTOS Paliwa, LOTOS Asfalt, LOTOS Oil, LOTOS Kolej, LOTOS Ochrona, LOTOS Straż, LOTOS Lab, LOTOS Serwis and LOTOS Petrobaltic. As of 2014, all the LOTOS Group companies will be covered by a new Periodic Employee Evaluation System supported by the SAP/HCM IT solution, with the evaluation process performed electronically via the new HR website.

We have enhanced our organizational culture based on the adopted values.

In 2013, our efforts in this area were focused on developing a new system for periodic evaluation of employees that would promote conduct in accordance with the values embraced by the Company. We developed a Competence Model uniform for the entire LOTOS Group, and a related Positions Map. The model defines the competences required to perform each function within the LOTOS Group, which are also used as criteria in the evaluation of both employees and candidates taking part in the recruitment process. The first evaluation of ca. 5,000 employees according to the new uniform rules will be performed in 2014 and will be preceded by workshops for evaluators, as well as briefing meetings with all employees concerned. Once the Periodic Employee Evaluation System is implemented across the entire LOTOS Group, it will be delivering objective and comparable evaluation results, making it possible to set professional goals and development targets for employees and monitor their achievement.

In 2013, we conducted a Survey of Engagement and Satisfaction of Grupa LOTOS Employees. The result was 72% for engagement and 77% for satisfaction, placing us at the top end of the Best Employers 2013 ranking compiled by Aon Hewitt.

In 2014, the survey will cover all the LOTOS Group companies and will employ a method Grupa LOTOS has adopted to ensure anonymity of data and comparability of results both across the organization and with the results of other companies operating in Poland.

Satisfied and committed employees are the key element of any organization’s effort to deliver stable business performance. In the engagement and satisfaction survey, our employees gave the highest score to working conditions, appreciating the fact that their workplace is appropriately prepared to support the tasks performed. Moreover, they appreciate the possibility of keeping a balance between work and private life, and view their professional duties as interesting and conducive to personal development. They also appreciate the support of their superiors and a healthy working atmosphere in their teams.

{GRI LA15}

Parental leaves at Grupa LOTOS
Year Number of employees who took parental leave Number of employees who returned to work after parental leave Number of employees whose employment was terminated within twelve months after return to work
Women Men Women Men Women Men
2011 14 - 13 - 2 -
2012 19 2 14 2 - -
2013 22 0 17 0 0 0

{GRI LA14}

The LOTOS Group has a remuneration system ensuring that the pay reflects the position held and the scope of duties. As additional remuneration, employees receive an annual bonus based on the financial performance of the LOTOS Group. Employees who achieve their individually set targets in a given period may also receive a quarterly incentive bonus. The most committed and outstanding employees receive financial bonuses awarded by the Chief Executive Officer. We try to offer attractive base salaries, but we also need to take into account the conditions on the Polish labour market and internal factors involved in our operations. In 2013, the ratio of average salary of men to that of women at Grupa LOTOS was 130%.

Ratio of the base and actual salary of women to men by position held
[as at December 31st 2013]
Employment category Ratio of base salary of men to base salary of women [%] Ratio of average/actual salary of men to average salary of women [%]
Grupa LOTOS
Senior management 75 96
Lower management 108 124
Back-office staff 110 148
Production staff 71 166
TOTAL 110 130
LOTOS Asfalt
Senior management 63 82
Lower management 102 119
Back-office staff 97 139
Production staff 57 121
TOTAL 71 121
LOTOS Kolej
Senior management 117 123
Lower management 98 125
Back-office staff 105 128
Production staff 100 162
TOTAL 100 137
LOTOS Oil
Lower management 100 98
Back-office staff 136 121
Production staff 91 150
TOTAL 98 128
LOTOS-Air BP
Senior management 96 89
Lower management 68 84
Back-office staff 148 113
TOTAL 114 71
LOTOS Petrobaltic
Senior management 89 139
Lower management 111 147
Back-office staff 131 147
TOTAL 131 157
LOTOS Geonafta
Senior management 91 144
Lower management 58 81
Back-office staff 123 112
Production staff 51 108
TOTAL 51 99
LOTOS Norge
Management Board 100 0
Senior management 90 0
Lower management 194 0
Back-office staff 0 0
Production staff 0 0
TOTAL 0 0
Energobaltic
Production staff 74 108
TOTAL 92 133

{GRI LA3, LA4}

The LOTOS Group offers an attractive work environment and career development opportunities, plus a good benefits package, to all employees regardless of their gender and age. Our employees, whether working on a fixed-term or open-ended basis, full time or part time, are offered the same package of fringe benefits guaranteed by the Collective Bargaining Agreement for Grupa LOTOS employees and by the Rules of Participation in the Company Social Benefits Fund. The Collective Bargaining Agreement covers 95.3% of all Grupa LOTOS employees. The remaining employees are part of the Company’s top management, whose terms and conditions of employment and remuneration are agreed individually with the Board, in consideration of the applicable labour laws. All companies of the LOTOS Group have their own Collective Bargaining Agreements or remuneration policies identical with the relevant provisions of the Collective Bargaining Agreement of Grupa LOTOS, and the percentage of employees covered by these documents ranges between 99.5% and 99.9%.

Every employee can take advantage of additional medical care provided by private healthcare institutions and dental care within the prepaid medical care package paid for by the employer. All parental leaves for mothers and fathers and additional maternity leaves are granted in accordance with legal regulations. The organization offers other social support in the form of loans, allowances, and partial financing of holidays for employees and their children. Additionally, employees who retire due to disability or old age receive retirement severance pay on terms more favourable than those provided for in the Polish Labour Law. Old age and disability pensioners also have access to additional medical care provided by private healthcare establishments and dental care at their former employer’s cost.

Under the Benefit Programme, the LOTOS Group also offers membership cards for sports clubs and gyms to its employees, giving them access to sports facilities and activities at discounted prices.

{GRI EC3}

We also provide our employees with the opportunity to join pension plans. Currently, 13 LOTOS Group companies take advantage of unit-linked group life insurance cover, developed especially for LOTOS Group employees, which is fully funded by the employer. Participation in the scheme is voluntary and available to all insurable employees under 70 years of age, employed under employment contracts. Saving with a Pillar 3 retirement savings scheme is an essential aspect of responsible planning for one’s financial future, and we make every effort to secure our employees’ future.

As at the end of 2013, 79.7% of the LOTOS Group employees and 89.2% of Grupa LOTOS employees were covered by the group insurance.

Premiums paid under unit-linked insurance policies (Pillar 3 of the Polish pension system) in PLN ’000
  2011 2012 2013
Grupa LOTOS 3,465 3,519 3,587
Grupa Kapitałowa LOTOS 10,339 11,182 11,261

{LA11}

The LOTOS Group provides adequate conditions for effective development and practical application of the knowledge and skills required of all employees throughout their employment. Goals and objectives defined in the LOTOS Group’s short- and long-term development plans are reflected in personal development plans, agreed with the employees on an annual basis during their periodic evaluation. All employees, irrespective of their age and time of planned retirement, are offered opportunities to take part in training designed to help them acquire and enhance their knowledge and professional qualifications, and develop general skill sets. The base monthly salary of employees who decide to retire within two years prior to their acquisition of pension rights can be raised by 8.5% under a relevant amendment to employment contracts. Moreover, retiring employees are entitled to a one-off cash severance payment, in an amount depending on their length of service. This payment may range from an amount equal to an employee’s monthly pay when their length of service is up to 15 years, to 500% of the base pay amount if the employee has worked for 35 years.

For the past 30 years, former employees of the LOTOS Group have been associated in the Senior Employees and Pensioners Club. The Board of Grupa LOTOS earmarks considerable funds to support the Club. The Club’s board organises trips around Poland and to other regions of Europe, giving the pensioners an opportunity to visit new places and at the same time promote a healthy lifestyle. Every year around Christmas, the Board of Grupa LOTOS organizes annual meetings with about 600 of its pensioners, in recognition of their contribution to the Company’s growth.

In 2013, in order to exert a positive impact on employment practices, incentives and value-based work ethics at LOTOS service stations, we undertook initiatives to support the processes of recruitment, provision of incentives and fostering a work culture based on the adopted values. We developed profiles for an ‘ideal’ sales assistant and station manager, which − combined with the adopted standards for job interviews and training for area managers − facilitates the process of recruitment and selection of our service station staff. The LOTOS Paliwa website provides clear information on how to apply for work at our service stations. As part of the incentive scheme for service station staff, in 2013 we held 15 competitions to improve their sales performance.

We have analysed our methods for fostering sound work ethics and developed a programme entitled One Day at a Service Station. The programme is based on the idea that each employee of LOTOS Paliwa works at a service station for one day, participating in customer service, encouraging customers to buy products, replenishing stocks, and assisting in the operation of fuel dispensers, thus stressing the importance of work performed by service station attendants. Approximately 200 employees took part in the programme in 2013 to show the service station staff that their work is very important and that LOTOS is an organization they can identify with and be proud of.

Incentive competitions and schemes are to be continued at LOTOS service stations in 2014, and around the end of 2014 and beginning of 2015 an e-learning training programme will be implemented to improve professional skills and motivation of employees of the LOTOS service station chain.

The process of building business awareness of the LOTOS Group’s management is ongoing,

taking into consideration the importance of social, environmental and corporate governance factors. The effectiveness of this process is confirmed by the results of our periodic employee evaluations.

In 2013, more than 90% of all evaluated employees obtained good and very good scores with regard to the criterion involving the importance of social and corporate governance factors, with 96% of the management achieving very good grades.

Our training policy is distinguished by long-term, consistently implemented development plans, supported by renowned authorities, members of the LOTOS Academy Scientific Council, including Prof. Jerzy Hausner, Prof. Witold Orłowski, Prof. Janusz Rachoń, Dr. Mirosław Gronicki, Prof. Wojciech Rybowski, Dr. Jan Szomburg, and Prof. Edmund Wittbrodt.

In 2014, we will celebrate the tenth anniversary of LOTOS Academy, a comprehensive employee training and development project, whose goal is to create a partnership-based team and build a modern, efficient and competitive organization.

This initiative is highly valued in the world of science and business. In 2013, we implemented a number of training and development projects under the LOTOS Academy banner.

  • The LOTOS Group Succession Programme, which guarantees the implementation of our business strategy by ensuring continuity of management processes in key positions, clearly defining promotion paths and reducing the risk of choosing the wrong candidate for promotion.
  • The ‘LOTOS Kolej Managers Academy’ Development Programme, the main goal of which is to ensure the implementation of the company’s strategy by retaining and accelerating the development of key employees. Its implementation will enable LOTOS Kolej to identify and make better use of the potential of its employees, increase their productivity and provide an incentive to develop the competences essential from the employer’s point of view, to better prepare them for assuming key positions with the company, and to meet their promotion needs.
  • Coaching at LOTOS Terminale as a tool for developing competences relevant to functions performed by the company’s senior management. The main objective of the development activities was to enhance the management skills of specific employees with better knowledge about themselves, their strengths and weaknesses, and their role within the organization, and to develop personalised solutions and new strategies for action in cooperation with the coach.
  • ‘Situational Team Leadership’ training programme. The main objective of this two-day, licence-based workshop was to increase the productivity of work teams through development of the leadership skills of management staff.
  • Internal training projects – Knowledge sharing in the LOTOS Academy:
    • Induction training at which senior colleagues share information regarding the organization itself, its Code of Ethics, CSR, processes and procedures, and the technologies for processing of crude oil and other refinery products,
    • Basic training for production workers within the production knowledge certification process, wherein our internal coaches share their knowledge of the techniques and technologies necessary for working as an equipment operator,
    • Internal knowledge-sharing workshops – group training focusing on various aspects of our operations, drawing on the knowledge and experience of employees aged 50 or more.
  • Training schedule – development of employees’ individual competences through participation in training sessions, courses and workshops that cover issues arising from analysis of the results of periodic employee evaluations, development targets for employees working at individual organizational units and our business development needs.

Challenges in strategy implementation until 2015

In addition to the continuation of our current staff training and development programmes, our plans include:

  • Implementation of the 2nd edition of the Master Programme to train another group of back-up production staff. Our plan is to carry out a Development Center survey to determine the potential of our staff in key competences for the job of a supervisor and to implement a soft training programme based on 7 modules;
  • Preparation of a new development programme for employees whose length of service with the LOTOS Group ranges from 3 to 5 years. Its objective is to prevent a decline in commitment and reduce staff turnover in this group of employees. The programme will rely on various development stimulation tools, such as training and team-building projects, simulation games, job rotation, and e-learning;
  • Implementation of a dedicated programme for the LOTOS Group internal coaches, aimed to build a group of employees with unique expertise, useful to other employees, who are ready to share their knowledge and have the necessary knowledge-sharing skills.

Development prospects until 2020

We will continuously take actions to ensure the provision of qualified employees necessary for the effective implementation of our business strategy and for the enhancement of our organizational culture based on the adopted values.

Our main activities planned for the coming years include:

  • Optimization of the employment level across the LOTOS Group in connection with the implementation of the 2013-2015 Efficiency and Growth Programme, supporting the restructuring processes, and employee allocation under the continuation of the job rotation project.
  • Building such an image of the LOTOS Group as an employer which ensures access to the best job candidates and guarantees the attraction and retention of the best employees in the organization, with view to the changing job market situation. Active participation in the activities of the Coalition for Friendly Recruitment, observing the Code of Best Practice, promoting recruitment standards of Grupa LOTOS in the external environment as well as adopting uniform recruitment standards and enhancing them within the LOTOS Group, implementing ‘The LOTOS Recruiter’s Manual’ and ‘The Recruitment Guidebook for LOTOS Managers’, developing e-recruitment, using social networking sites for the purposes of communication with our environment.
  • Improvement of the commitment culture by regular employee opinion polling in order to identify their attitudes and conduct, monitor their satisfaction and commitment to develop a work environment conducive to meeting business targets. Promoting HR activities within the LOTOS Group, streamlining communication regarding the rules of promotion, remuneration, and motivation of the employees and their development prospects. Building the business awareness of the employees and the management staff of the LOTOS Group, taking into account the importance of the social, environmental and corporate governance factors for the organization’s activity.
  • Streamlining the Periodic Employee Evaluation System – the tool used by the management and HR staff, based on the evaluation of the key management and functional competences as well as the progress in reaching the employees’ work and development objectives.
  • Development of the LOTOS Academy – undertaken training and development activities will serve the improvement of the employees’ priority competences, identification of talents within the areas of the organization needing enhancement and further development, and the popularisation of the expert knowledge. The subjects of the closed training sessions undertaken under the Training schedule of the LOTOS Academy for all employees of the LOTOS Group will be adapted to the developmental needs of the particular segments of the organization. The e-learning form will be promoted in response to the growing percentage of the organization’s employees aged 25-34, who prefer using modern IT tools. Dissemination of the knowledge-sharing culture in the organization will become an important element of our training policy.
  • Perfecting our employee motivational system with regard to remuneration and fringe benefits. Upholding the leading position in the Pomeranian job market, monitoring the remuneration market and participation in remuneration surveys conducted by specialized companies in the area of personnel consultancy, including the survey assessing the refinery’s efficiency conducted by Solomon Associates.
  • Developing the SAP HCM system – streamlining the functionality of this HR supporting system across the LOTOS Group and of the HR portal – the self-service tool for employees and managers.

The overriding objective of our activities planned for the coming years will be to enhance the strategic role of HR in the organization, to strengthen the cooperation with line managers, to stress the HR role in management and to point out possibilities of gaining a competitive advantage in the Human Resources Management area.

Useful information

{GRI LA2}

Newly hired employees in 2013
Grupa LOTOS LOTOS Asfalt LOTOS Kolej LOTOS Oil LOTOS-Air BP LOTOS Paliwa LOTOS Petrobaltic with its subsidiaries LOTOS Geonafta, LOTOS Norge, and Energobaltic
73 11 41 11 20 28 109
  Employees hired and dismissed in 2013 and staff turnover rate
  Grupa LOTOS LOTOS Asfalt LOTOS Kolej LOTOS Oil LOTOS-Air BP LOTOS Paliwa
  number turnover rate
[%]
number turnover rate
[%]
number turnover rate
[%]
number turnover rate
[%]
number turnover rate
[%]
number

turnover rate

[%]

Gender
Women 48 3.57 19 9.41 13 1.56 11 3.47 3 6.82 23 8.46
Men 101 7.51 56 27.72 50 6 35 11.04 18 40.91 25 9.19
Age
Below 30 31 2.3 9 4.46 14 1.68 5 1.58 8 18.18 11 4.04
30 to 50 80 5.95 52 27.54 35 4.2 25 7.88 13 29.55 33 12.13
Over 50 38 2.83 14 6.93 14 1.68 16 5.05 0 0 4 1.47
Total 149 11.08 75 37.13 63 7.56 46 14.51 21 47.73 48 17.65
Employees hired and dismissed in 2013 and staff turnover rate at the LOTOS Petrobaltic Group

 

  LOTOS Petrobaltic LOTOS Geonafta LOTOS Norge Energobaltic 
  number turnover rate [%] number v [%] number turnover rate [%] number turnover rate [%]
Gender
Women 1   0   0   1  
Men 50   2   1   0  
Age
Below 30 11   1   0   1  
30 to 50 8   1   1   0  
Over 50 32   0   0   0  
Total 51       1   1  

Due to the specific nature of LOTOS Petrobaltic’s business activity (work performed in a continuous system on drilling rigs), external back-up staff must be hired every year as temporary replacement of rig operators. It often happens that one person is hired more than once under the same or different terms of employment. As a result, the company reports high staff turnover rates.

{GRI LA13}

Workforce, by gender and age
[as at December 31st 2013]
Employee age Employment category Number of
employees
Percentage of total workforce Percentage of total workforce in the age category Number /women/ Percentage of total women Percentage of total women in the age category

Number /women/

Percentage of total men Percentage of total men in the age category
Grupa LOTOS
Below 30 Back-office staff 57 4.24 38.26 37 8.89 100 20 2.16 17.86
Below 30 Production staff 92 6.84 61.74 0 0 0 92 9.9 82.14
Below 30 TOTAL 149 11.08 100 37 8.89 100 112 12.06 100
30 to 50 Board 2 0.15 0.25 0 0 0 2 0.22 0.36
30 to 50 Senior management 27 2.01 3.31 4 0.96 1.51 23 2.48 4.18
30 to 50 Lower management 74 5.50 9.08 31 7.45 11.7 43 4.63 7.82
30 to 50 Back-office staff 399 29.66 48.96 230 55.30 86.79 169 18.19 30.73
30 to 50 Production staff 313 23.37 38.40 0 0 0 313 33.68 56.91
30 to 50 TOTAL 815 60.59 100 265 63.71 100 550 59.20 100
Over 50 Board 3 0.22 0.79 0 0 0 3 0.32 1.12
Over 50 Senior management 15 1.12 3.94 3 0.72 2.63 12 1.29 4.49
Over 50 Lower management 47 3.49 12.34 11 2.64 9.65 36 3.88 13.48
Over 50 Back-office staff 174 12.94 45.67 99 23.80 86.84 75 8.07 28.09
Over 50 Production staff 142 10.56 37.27 1 0.24 0.88 141 15.18 52.81
Over 50 TOTAL 381 28.33 100 114 27.40 100 267 28.74 100
- TOTAL 1,345 100 - 416 100 - 929 100 -

 

Employee age Employment category Number of employees Percentage of total workforce Percentage of total workforce in the age category Number of women Percentage of total women Percentage of total women in the age category Number of men Percentage of total men Percentage of total men in the age category
LOTOS Asfalt
Below 30 Back-office staff 6 2.97 42.86 3 7.32 100 3 1.86 27.27
Below 30 Production staff 8 3.96 57.14 0 0 0 8 4.97 72.73
Below 30 TOTAL 14 100 100 3 7.32 100 11 6.83 100
30 to 50 Management Board 0 0 0 0 0 0 0 0 0
30 to 50 Senior management 11 5.45 6.75 1 2.44 2.86 10 6.21 7.81
30 to 50 Lower management 12 5.94 7.36 2 4.88 5.71 10 6.21 7.81
30 to 50 Back-office staff 62 30.69 38.04 31 75.60 88.57 31 19.25 24.22
30 to 50 Production staff 78 38.61 47.85 1 2.44 2.86 77 47.84 60.16
30 to 50 TOTAL 163 80.69 100 35 85.36 100 128 79.51 100
Over 50 Management Board 1 0.50 4.00 0 0 0 1 0.62 4.55
Over 50 Senior management 2 0.99 8.00 0 0 0 2 1.24 9.09
Over 50 Lower management 2 0.99 8.00 0 0 0 2 1.24 9.09
Over 50 Back-office staff 5 2.48 20.00 3 7.32 100 2 1.24 9.09
Over 50 Production staff 15 7.42 60.00 0 0 0 15 9.32 68.18
Over 50 TOTAL 25 12.38 100 3 7.32 100 22 13.66 100
- TOTAL 202 100 - 41 100 - 161 100 -

 

Employee age Employment category Number of employees Percentage of total workforce Percentage of total workforce in the age category Number of women Percentage of total women Percentage of total women in the age category Number of men Percentage of total men Percentage of total men in the age category
LOTOS Kolej
Below 30 Lower management 1 0.12 1.05 0 0 0 1 0.13 1.39
Below 30 Back-office staff 14 1.68 14.74 9 11.11 39.13 5 0.66 6.94
Below 30 Production staff 80 9.60 84.21 14 17.29 60.87 66 8.78 91.76
Below 30 TOTAL 95 11.40 100 23 28.40 100 72 9.57 100
30 to 50 Management Board 0 0 0 0 0 0 0 0 0
30 to 50 Senior management 2 0.24 0.41 1 1.23 2.13 1 0.13 0.22
30 to 50 Lower management 17 2.04 3.45 5 6.17 10.64 12 1.60 2.69
30 to 50 Back-office staff 45 5.40 9.13 19 23.46 40.43 26 3.46 5.83
30 to 50 Production staff 429 51.51 87.02 22 27.16 46.81 407 54.12 91.26
30 to 50 TOTAL 493 59.19 100 47 58.02 100 446 59.31 100
Over 50 Management Board 1 0.12 0.41 0 0 0 1 0.13 0.43
Over 50 Senior management 4 0.48 1.63 1 1.23 9.09 3 0.40 1.28
Over 50 Lower management 9 1.08 3.67 1 1.23 9.09 8 1.06 3.42
Over 50 Back-office staff 26 3.12 10.61 5 6.18 45.45 21 2.79 8.97
Over 50 Production staff 205 24.61 83.67 4 4.94 36.36 201 26.74 85.90
Over 50 TOTAL 245 29.41 100 11 13.58 100 234 31.12 100
- TOTAL 813 100 - 81 100 - 752 100 -

 

Employee age Employment category Number of employees Percentage of total workforce Percentage of total workforce in the age category Number of women Percentage of total women Percentage of total women in the age category Number of men Percentage of total men Percentage of total men in the age category
LOTOS Oil
Below 30 Back-office staff 20 6.30 62.50 12 13.04 100 8 3.56 40.00
Below 30 Production staff 12 3.79 37.50 0 0 0 12 5.33 60.00
Below 30 TOTAL 32 10.09 100 12 13.04 100 20 8.89 100
30 to 50 Management Board 1 0.32 0.47 0 0 0 1 0.44 0.69
30 to 50 Senior management 5 1.58 2.36 0 0 0 5 2.22 3.45
30 to 50 Lower management 20 6.31 9.43 5 5.43 7.46 15 6.67 10.34
30 to 50 Back-office staff 106 33.44 50.00 46 50 68.66 60 26.67 41.38
30 to 50 Production staff 80 25.23 37.74 16 17.4 23.88 64 28.44 44.14
30 to 50 TOTAL 212 66.88 100 67 72.83 100 145 64.44 100
Over 50 Management Board 0 0 0 0 0 0 0 0 0
Over 50 Senior management 2 0.63 2.74 0 0 0 2 0.89 3.33
Over 50 Lower management 6 1.89 8.22 1 1.08 7.69 5 2.22 8.33
Over 50 Back-office staff 16 5.05 21.92 8 8.70 61.54 8 3.56 13.33
Over 50 Production staff 49 15.46 67.12 4 4.35 30.77 45 20 75.00
Over 50 TOTAL 73 23.03 100 13 14.13 100 60 26.67 100
- TOTAL 317 100 - 92 100 - 225 100 -

 

Employee age Employment category Number of employees Percentage of total workforce Percentage of total workforce in the age category Number of women Percentage of total women Percentage of total women in the age category Number of men Percentage of total men Percentage of total men in the age category
LOTOS - Air BP
Below 30 Back-office staff 1 2.27 9.09 1 25.00 100 0 0 0
Below 30 Production staff 10 22.73 90.91 0 0 0 10 25.00 100
Below 30 TOTAL 11 25.00 100 1 25.00 100 10 25.00 100
30 to 50 Management Board 1 2.27 3.23 0 0 0 1 2.5 3.57
30 to 50 Senior management 3 6,82 9.68 1 25.00 33.33 2 5.00 7.14
30 to 50 Lower management 3 6.82 9.68 1 25.00 33.33 2 5.00 7.14
30 to 50 Back-office staff 2 4.55 6.45 1 25.00 33.33 1 2.50 3.57
30 to 50 Production staff 22 50.00 70.97 0 0 0 22 55.00 78.57
30 to 50 TOTAL 31 70.46 100 3 75.00 100 28 70.00 100
Over 50 Management Board 0 0 0 0 0 - 0 0 0
Over 50 Senior management 0 0 0 0 0 - 0 0 0
Over 50 Lower management 1 2.27 50.00 0 0 - 1 2.50 50.00
Over 50 Back-office staff 0 0 0 0 0 - 0 0 0
Over 50 Production staff 1 2.27 50.00 0 0 - 1 2.50 50.00
Over 50 TOTAL 2 4.54 100 0 0 100 2 5.00 100
- TOTAL 44 100 - 0 100 - 40 100 -

{GRI EC5, EC7}

The LOTOS Group employs its senior management according to the profile and requirements of the position. Only candidates best meeting the employment criteria are recruited. Senior management positions include those of director, chief accountant, plant manager and office manager. Senior management positions are often filled by persons selected in an internal recruitment process.
In the case of Grupa LOTOS, 95.2% of senior management staff employed in the Company’s main business location were recruited from the local employment market, understood as the Province of Gdańsk. Pomerania is also the local recruitment market for LOTOS Kolej, for which 100% of its senior staff are from the area.
The companies’ key locations are locations where the number of employees represents a significant percentage of the total headcount.
For LOTOS Asfalt and LOTOS Oil, it is the counties where their business is located and neighbouring towns up to 100km away from their business locations which are considered to be their local employment markets. In 2013, both companies run their business in three locations: Southern Poland (Jasło, Czechowice) and Northern Poland (Gdańsk). At LOTOS Asfalt, 100% of staff are recruited from the local communities of the Jasło and Czechowice regions and 82% from Gdańsk. At LOTOS Oil, the indicator is 100% in all locations. Given the nature of LOTOS Paliwa’s operations, its management staff are recruited on an as-needed basis across Poland. At LOTOS Petrobaltic, 40% of the company’s senior management is sourced from Gdańsk, where the company is located. LOTOS Geonafta recruits its staff from Gargždai, where it is based, whereas LOTOS Norge, which did not start its operations in 2013, did not report any information. Energobaltic, which is based in Władysławowo, did not analyze where its staff is sourced from last year.

Ratio of minimum base pay at Grupa LOTOS to minimum national base pay
/1/ /2/ /3/ /4/ /5/ /6/ /7/ /8/
  Minimum base pay at
Grupa LOTOS
/all employees/
Minimum base pay at
Grupa LOTOS
/women/
Minimum base pay at
Grupa LOTOS
/men/
Minimum national pay Ratio /2/ to /5/ Ratio /3/ to /5/ Ratio /4/ to /5/
Dec 31 2013 PLN 2,715 PLN 2,715 PLN 3,000 PLN 1,600 170% 170% 188%
Dec 31 2012 PLN 2,500 PLN 2,500 PLN 3,000 PLN 1,500 167% 167% 200%
Dec 31 2011 PLN 2,400 PLN 2,400 PLN 3,000 PLN 1,386 173% 173% 216%
Ratio of minimum base pay at LOTOS Kolej to minimum national base pay
/1/ /2/ /3/ /4/ /5/ /6/ /7/ /8/
  Minimum base pay at
LOTOS Kolej
/all employees/
Minimum base pay at
LOTOS Kolej
/women/
Minimum base pay at
LOTOS Kolej
/men/
Minimum national pay Ratio /2/ to /5/ Ratio /3/ to /5/ Ratio /4/ to /5/
Dec 31 2013 PLN 2,700 PLN 2,700 PLN 2,700 PLN 1,600 169% 169% 169%
Dec 31 2012 PLN 2,657 PLN 2,700 PLN 2,657 PLN 1,500 177% 180% 177%
Dec 31 2011 PLN 2,530 PLN 2,700 PLN 2,530 PLN 1,386 183% 195% 183%
Ratio of minimum base pay at LOTOS Asfalt to minimum national base pay
/1/ /2/ /3/ /4/ /5/ /6/ /7/ /8/
  Minimum base pay at
LOTOS Asfalt
/all employees/
Minimum base pay at
LOTOS Asfalt
/women/
Minimum base pay at
LOTOS Asfalt
/men/
Minimum national pay Ratio /2/ to /5/ Ratio /3/ to /5/ Ratio /4/ to /5/

Dec 31 2013

Gdańsk

PLN 3,160 PLN 3,400 PLN 3,160 PLN 1,600 198% 213% 198%
Dec 31 2013
Czechowice-Dziedzice
PLN 2,960 PLN 3,923 PLN 2,960 PLN 1,600 185% 245% 185%
Dec 31 2013
Jasło
PLN 2,400 PLN 4,060 PLN 2,400 PLN 1,600 150% 245% 150%
Dec 31 2012
Gdańsk
PLN 2,800 PLN 2,800 PLN 3,000 PLN 1,500 187% 187% 200%
Dec 31 2012
Czechowice-Dziedzice
PLN 2,500 PLN 3,763 PLN 2,500 PLN 1,500 167% 251% 167%
Dec 31 2012
Jasło
PLN 1,976 PLN 1,976 PLN 2,000 PLN 1,500 132% 132% 133%
Dec 31 2011
Gdańsk
PLN 3,190 PLN 3,500 PLN 3,190 PLN 1,386 230% 253% 230%

Dec 31 2011

Czechowice-Dziedzice

PLN 2,750 PLN 3,583 PLN 2,750 PLN 1,386 198% 259% 198%
Dec 31 2011
Jasło
PLN 1,500 * PLN 1,568 PLN 1,500 PLN 1,386 108% 113% 108%
Ratio of minimum base pay at LOTOS Oil to minimum national base pay
/1/ /2/ /3/ /4/ /5/ /6/ /7/ /8/
  Minimum base pay at
LOTOS Oil
/all employees/
Minimum base pay at
LOTOS Oil
/women/
Minimum base pay at
LOTOS Oil
/men/
Minimum national pay Ratio /2/ to /5/ Ratio /3/ to /5/ Ratio /4/ to /5/
Dec 31 2013
Gdańsk
PLN 2,700 PLN 2,700 PLN 3,030 PLN 1,600 169% 169% 189%
Dec 31 2013
Czechowice-Dziedzice
PLN 2,652 PLN 2,906 PLN 2,652 PLN 1,600 166% 182% 166%
Dec 31 2013
Jasło
- - - - - - -
Dec 31 2012
Gdańsk
PLN 2,760 PLN 3,402 PLN 2,760 PLN 1,500 184% 227% 184%
Dec 31 2012
Czechowice-Dziedzice
PLN 2,491 PLN 2,745 PLN 2,491 PLN 1,500 166% 183% 166%
Dec 31 2012
Jasło
PLN,2 413 PLN 3,247 PLN 2,413 PLN 1,500 161% 216% 161%
Dec 31 2011
Gdańsk
PLN 2,732 PLN 3,240 PLN 2,372 PLN 1,386 197% 234% 197%
Dec 31 2011
Czechowice-Dziedzice
PLN 2,372 PLN 2,614 PLN 2,372 PLN 1,386 171% 189% 171%
Dec 31 2011
Jasło
PLN 2,298 PLN 3,092 PLN 2,298 PLN 1,386 166% 223% 166%
Ratio of minimum base pay at LOTOS Paliwa to national minimum base pay
/1/ /2/ /3/ /4/ /5/ /6/ /7/ /8/
  Minimum base pay at
LOTOS Paliwa
/all employees/
Minimum base pay at
LOTOS Paliwa
/women/
Minimum base pay at
LOTOS Paliwa
/men/
Minimum national pay Relacja /2/ to /5/ Ratio /3/ to /5/ Ratio /4/ to /5/
Dec 31 2013  PLN 2,760 PLN 2,760 PLN 2,760 PLN 1,600 172,50% 172,50% 172,50%
Dec 31 2012  PLN 2,760 PLN 2,760 PLN 2,898 PLN 1,500 184% 184% 189%
Dec 31 2011  PLN 2,665 PLN 2,665 PLN 2,760 PLN 1,386 192% 192% 199%
Ratio of minimum base pay at LOTOS Petrobaltic to national minimum base pay
/1/ /2/ /3/ /4/ /5/ /6/ /7/ /8/
  LOTOS Petrobaltic
/all employees/
Minimum base pay at
LOTOS Petrobaltic
/women/
Minimum base pay at
LOTOS Petrobaltic
/men/
Minimum national pay Ratio /2/ to /5/ Ratio /3/ to /5/ Ratio /4/ to /5/
Dec 31 2013 PLN 3,064 PLN 3,064 PLN 4,000 PLN 1,600 1,92 1,92 2,5
Dec 31 2012 PLN 3,000 PLN 3,000 PLN 3,500 PLN 1,500 200% 200% 233%
Dec 31 2011 PLN 2,500 PLN 2,500 PLN 2,500 PLN 1,386 180% 180% 180%
Ratio of minimum base pay at LOTOS Geonafta to national minimum base pay in Lithuania
/1/ /2/ /3/ /4/ /5/ /6/ /7/ /8/
  Minimum base pay at
LOTOS Geonafta
/all employees/
Minimum base pay at
LOTOS Geonafta
/women/
Minimum base pay at
LOTOS Geonafta
/men/
Minimum national pay Ratio /2/ to /5/ Ratio /3/ to /5/ Ratio /4/ to /5/
Dec 31 2013 1,000 LTL 1,950 LTL 1,000 LTL 1,000 LTL 100% 195% 100%
Dec 31 2012 910 LTL 910 LTL 2,486 LTL 850 LTL 107% 107% 292%
Dec 31 2011 910 LTL 910 LTL 2,810 LTL 800 LTL 114% 114% 351%
Ratio of minimum base pay at Energobaltic to national minimum base pay
/1/ /2/ /3/ /4/ /5/ /6/ /7/ /8/
  Minimum base pay at
Energobaltic
/all employees/
Minimum base pay at
Energobaltic
/women/
Minimum base pay at
Energobaltic
/men/
Minimum national pay Ratio /2/ to /5/ Ratio /3/ to /5/ Ratio /4/ to /5/
Dec 31 2013 PLN 3,585 PLN 3,880 PLN 3,585 PLN 1,600 243% 224% 242%
Dec 31 2012 PLN 3,465 PLN 3,780 PLN 3,465 PLN 1,500 231% 252% 231%
Dec 31 2011 PLN 3,300 PLN 3,600 PLN 3,300 PLN 1,386 238% 259% 238%

The indicator does not apply to LOTOS Norge. According to Norwegian law, there is no minimum pay. Additionally, the company employs only highly qualified personnel in independent positions.