GRI
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103-1
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103-2
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103-3
GC
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#2
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#6
ESG
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G-M4
At Allegro, only competences count
An employee’s age, gender, political views, beliefs, origin or religion do not matter to us. We see no obstacles in the differences, but an opportunity to build a competitive advantage and create an inspiring workplace. We treat everyone equally and we require the same from every person employed in our company.
We create an inclusive work environment, free from prejudices, one that fosters the development of people with different views and experiences. In 2016, we introduced the Anti-Discrimination and Anti-mobbing Policy as well as the Whistleblowing Procedure. In line with this policy, all employees, especially managers, should treat their colleagues with dignity and uphold the principles of ethics. All employees become familiar with those principles as part of the onboarding process and also undergo regular training.
In 2020, we introduced a diversity policy that defines good practices and processes conducive to the creation of a diverse and creative workplace. The company also holds anti-harassment and anti-discrimination training sessions, the purpose of which is to support the recognition and prevention of undesirable behaviour and the creation of positive relations between employees.
Employees can also take advantage of workshops on working in diverse teams: nonviolent communication in business. In 2019/2020, we held42 inclusion and diversity training courses, with 391 participants. Our original lecture on hidden prejudices and their impact on diversity was given at GeeCon, the largest IT conference.
We support initiatives that promote diversity and openness. In 2018–2020, we took part in about 30 events on this subject, including: Poznań Mentoring Walk, Women in Tech, Hackathon Accessibility, Mission - changing the industry! (Misja – zmiana branży!) or the Allegro mentoring program. Some of these events were organised by Allegro.
GRI
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Internal indicator
| Anti-discrimination and anti-mobbing policy: % of participants in anti-discrimination and anti-mobbing trainings |
2020 | 2019 |
|---|---|---|
| Annual training | 88.8% | 92.8% |
| Onboarding (all new employees) | 100% | 100% |
GRI
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406-1
ESG
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G-M4
| anti-harassment and anti-discrimination training sessions | 2020 | 2019 |
|---|---|---|
| Reported cases of discrimination and harassment | 5 | 2 |
All reports regarding suspected discrimination and mobbing have been thoroughly verified. Some cases were referred to the Ethics Committee. No allegations were confirmed in any of the reported cases. Several improvements were recommended and introduced during the verification of applications.
Diversity and openness
Over 3.5 thousand experienced, passionate and constantly developing members of the Allegro team means a huge responsibility. As an employer, we are aware of the necessity of constant action in order to make Allegro a great place to work and develop.
"Non zero sum game" is a workshop for Allegro employees that I have the pleasure to conduct with Joanna Dębska. During the classes, we combine perspectives and show how decision-making mechanisms work in our everyday life. Participants can find out, among others,
how unconscious biases affect the processes of recruitment, promotion, raises or simply work. The thesis of the lecture says that by building an environment open to different styles of thinking and acting, we build a better workplace for everyone.
Allegro makes every effort to be an equal opportunity employer; a place where every employee is respected and supported in achieving their highest potential. We create a work environment where everyone can speak up to remove barriers to success, collaborate with others, and bring their best ideas to life.
In order to emphasize the importance of these issues, in 2020 the Board of Directors adopted a Diversity Policy.
Here are the most important measures to ensure diversity:
- Adopting the “Stay Safe / Stay Fair” Code of Conduct
- Adopting a policy of counteracting discrimination and harassment
- Adopting a whistleblowing policy
- Conducting diversity promotion training
- Striving for equal treatment of all employees, regardless of gender, gender identity, age, race, form of employment, political views, psychosexual orientation, disability, health condition, nationality, ethnic origin, religion, creed, non-denominational status, beliefs, trade union membership, marital status or lifestyle, also when assessing an employee and making decisions regarding employment and promotion
- Supporting women choosing a career in the technology industry
- Supporting diversity in the selection of members of the Board of Directors
- Supporting diversity and inclusion initiatives
- Increasing the possibility of changing the position within the company
- Monitoring and reporting on activities.
ESG
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S-M1
The employment structure
| Employees | 2020 | 2019 | ||
|---|---|---|---|---|
| Women | 41.8% | 1,137 | 41.6% | 890 |
| Men | 58.2% | 1,584 | 58.4% | 1,249 |
| Women in senior management roles | 28.2% | 122 | 28.9% | 98 |
| Men in senior management roles | 71.8% | 310 | 71.1 | 241 |
| Women in executive management roles (C-Level) | 25% | 2 | 0% | 0 |
| Men in executive management roles (C-Level) | 75% | 6 | 100% | 5 |
In 2020, at Allegro, women accounted for 41.8% of employees.
For many years, we have been a partner of the Women in Tech Summit event, during which our employees share their experiences about their professional career with other women. (Link to the broadcast).
Additionally, we conduct proprietary meetings under the Allegro Tech banner: Mission - changing the industry! where we present the stories of people who decided to change the industry they work in and present tips on making this transition. Our training offer also includes an item on working in diverse teams.
Digital Girls (Cyfrowe dziewczyny) is a special August 2020 edition of Allegro Tech Live #13. The guests of the event were Karolina Wasielewska, the author of the book "Cyfrodziewczyny, pionierki polskiej informatyki " (“Digital Girls: pioneers of Polish IT), and Bianka Siwińska - Managing Director of the Perspektywy Educational Foundation (Fundacja Edukacyjna Perspektywy). ( Link to the broadcast).
We received a distinction in the review “Strong Leaders in IT” for our mentoring and cross-team tourism program.
GRI
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405-1
TCFD/SFDR
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Indicator
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Indicator
ESG
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S-M1
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S-M2
Diversity indicators
| Allegro.eu | 2020 | 2019 |
| Women | 41.8% | 41.6% |
| Men | 58.2% | 58.4% |
| New joiners – women | 42.2% | 43.7% |
| New joiners – men | 57.8% | 56.3% |
| % of employees with disabilities | 0.7% | 0.9% |
| Women | 0.5% | 0.5% |
| Men | 0.3% | 0.4% |
| under the age of 30 | 38.4% | 37.4% |
| at the age of 31–40 | 49.7% | 51.6% |
| at the age of 41–50 | 11.1% | 10.4% |
| at the age of 51–60 | 0.6% | 0.4% |
| over the age of 60 | 0.1% | 0.1% |
| under the age of 30 – women | 40.7% | 38.9% |
| at the age of 31–40 – women | 49.8% | 51.8% |
| at the age of 41–50 – women | 9.4% | 9.1% |
| at the age of 51–60 – women | 0.2% | 0.2% |
| over the age of 60 – women | 0.0% | 0.0% |
| under the age of 30 – men | 36.8% | 36.3% |
| at the age of 31–40 – men | 49.7% | 51.6% |
| at the age of 41–50 – men | 12.4% | 11.3% |
| at the age of 51–60 – men | 1.0% | 0.5% |
| Over the age of 60 – men | 0.2% | 0.2% |
| % of foreign workers | 1.1% | 0.8% |
| Women | 0.3% | 0.2% |
| Men | 0.8% | 0.6% |
The data presented above concerns only employees with employment contracts.
| Managers | 2020 | 2019 |
|---|---|---|
| Women | 28.0% | 29.0% |
| Men | 72.0% | 71.0% |
| under the age of 30 | 8.7% | 10.1% |
| at the age of 31–40 | 61.0% | 62.6% |
| at the age of 41–50 | 28.3% | 26.1% |
| at the age of 51–60 | 2.0% | 1.1% |
| over the age of 60 | 0.0% | 0.0% |
| under the age of 30 – women | 8.8% | 10.9% |
| at the age of 31–40 – women | 56.8% | 52.5% |
| at the age of 41–50 – women | 34.4% | 36.6% |
| at the age of 51–60 – women | 0.0% | 0.0% |
| over the age of 60 – women | 0.0% | 0.0% |
| under the age of 30 – men | 8.7% | 9.7% |
| at the age of 31–40 – men | 62.6% | 66.8% |
| at the age of 41–50 – men | 25.9% | 21.9% |
| at the age of 51–60 – men | 2.8% | 1.6% |
| over the age of 60 – men | 0.0% | 0.0% |
The data presented above concerns only employees with employment contracts.
| Experts and specialists | 2020 | 2019 |
|---|---|---|
| Women | 37.5% | 35.5% |
| Men | 62.5% | 65.5% |
| under the age of 30 | 37.5% | 35.8% |
| at the age of 31–40 | 53.2% | 54.8% |
| at the age of 41–50 | 9.1% | 9.2% |
| at the age of 51–60 | 0.2% | 0.2% |
| over the age of 60 | 0.0% | 0.0% |
| under the age of 30 – women | 33.6% | 32.7% |
| at the age of 31–40 – women | 58.2% | 59.2% |
| at the age of 41–50 – women | 8.2% | 8.1% |
| at the age of 51–60 – women | 0.0% | 0.0% |
| over the age of 60 – women | 0.0% | 0.0% |
| under the age of 30 – men | 39.8% | 37.5% |
| at the age of 31–40 – men | 50.2% | 52.5% |
| at the age of 41–50 – men | 9.6% | 9.8% |
| at the age of 51–60 – men | 0.3% | 0.2% |
| over the age of 60 – men | 0.0% | 0.0% |
Przedstawione powyżej dane dot. pracowników obejmują wyłącznie pracowników na umowach o pracę.
| Board members | ||
|---|---|---|
| Board members – women | 2 | not applicable |
| Board members – men | 6 | not applicable |
| Board members under the age of 30 | 0 | not applicable |
| Board members at the age of 31–40 | 0 | not applicable |
| Board members at the age of 41–50 | 4 | not applicable |
| Board members at the age of 51–60 | 4 | not applicable |
| Board members over the age of 60 | 0 | not applicable |
| Percentage of employees who returned to work after parental leave | 2020 | 2019 |
|---|---|---|
| Employees who went on parental leave | 92 | 74 |
| Employees who returned to work after parental leave | 68 | 71 |
| Employees who returned to work after parental leave in the previous year and remained in employment for 12 months after the return | 66 | 59 |
| Employees who went on parental leave – women | 78 | 59 |
| Employees who returned to work after parental leave – women | 54 | 54 |
| Employees who returned to work after parental leave in the previous year and remained in employment for 12 months after the return – women | 52 | 49 |
| Employees who went on parental leave – men | 14 | 15 |
| Employees who returned to work after parental leave – men | 14 | 17 |
| Employees who returned to work after parental leave in the previous year and remained in employment for 12 months after the return – men (%) | 14 | 10 |
In 2020, 93% of employees who returned to work after parental leave in the previous year remained in employment for 12 months after their return (96% for women and 82% for men).
TCFD/SFDR
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Indicator
We comply with the principles of the UN Global Compact initiative and the guidelines of the Organisation for Economic Cooperation and Developmentt for Multinational Enterprises. In 2020, no activities violating these regulations were found.
GRI
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405-2
Remuneration
| Allegro.eu | 2020 | 2019 |
| Women’s remuneration against average remuneration | 95.2% | 95.7% |
| Men’s remuneration against average remuneration | 102.7% | 101.5% |
| Women’s remuneration against men (men=100%) | 91.9% | 92.9% |
The data presented above concerns only employees with employment contracts.
| Managers | 2020 | 2019 |
|---|---|---|
| Women managers’ remuneration against average managers’ remuneration | 93.3% | 92.0% |
| Men managers’ remuneration against average managers’ remuneration | 102.1% | 101.3% |
| Women managers’ remuneration against men managers’ remuneration (men = 100%) | 90.8% | 88.9% |
The data presented above concerns only employees with employment contracts.
| Experts and specialists | 2020 | 2019 |
|---|---|---|
| Women experts & professionals remuneration against average experts & professionals remuneration | 93.1% | 94.3% |
| Men experts & professionals remuneration against average experts & professionals remuneration | 102.9% | 101.7% |
| Women experts & professionals remuneration against men experts & professionals remuneration (men=100%) | 90.1% | 92.5% |
The data presented above concerns only employees with employment contracts.
A key factor influencing the gender pay gap is the under-representation of women in technology and management positions. We have developed a detailed intervention plan focusing on:
- more gender-balanced recruitment of external candidates to technology functions, as well as for management positions (both via internal and external recruitment processes)
- ensuring that an objective, fact-based and evidence-based process for evaluating performance and promotions is followed, and resulting changes in remuneration
- joining external organisations promoting diversity and integration, as well as supporting social dialogue as a significant technology employer in Poland
- continuous education and building the commitment of Allegro employees to diversity, raising awareness and ensuring strong support throughout the organisation.
All these activities are aimed at systematically solving the identified problems and striving to bridge the remuneration gap.