Polish companies are increasingly viewing diversity and inclusion not as a fleeting fashion, but as a crucial business strategy, spurred by legal frameworks and state-owned enterprise initiatives.
Ministerial and State-Owned Company Impetus for Change
The Ministry of State Assets (MAP) initiated a series of expert debates in 2025 with its affiliated companies, as part of a program to support the professional development and equal rights of women in the labor market. Aleksandra Socha, Deputy Head of the Equal Treatment Team at MAP, emphasized the potential of state-owned companies to set standards and share best practices.
Guidelines were issued by the ministry regarding support for women and preparation for the implementation of the Women on Boards directive. Implementation readiness varies across sectors, with companies like Tauron Group demonstrating significant progress—increasing female representation in supervisory and management bodies from 27.8% in 2024 to 38.92% in February 2026.
State of Readiness and Corporate Responses
Some companies remain hesitant, awaiting full legal implementation of the Women on Boards directive, despite potential reputational costs. However, the ministry’s activity and legal solutions are seen as key drivers, reinforcing companies’ chosen direction, particularly in traditionally male-dominated sectors. KGHM’s diversity officer, Monika Wolniewicz, noted that the MAP guidelines provided additional motivation and prompted policy reviews.
Is Business Truly a Model of Inclusivity?
The Ministry of State Assets aimed to engage state-owned companies in creating an inclusive work environment, serving as a model for other enterprises. A review and monitoring process is planned for spring to assess the success of this initiative.
International Initiatives and DEI as Core Identity
International groups have long pursued diversity, equity, and inclusion (DEI) initiatives, with institutions like ING Bank Śląski and BNP Paribas integrating DEI into their core identities. Networks for women have emerged even in male-dominated sectors. DHL, with a workforce representing 179 nationalities, considers diversity integral to its strategy, fostering employee-led groups like RainbowNet for LGBTQ+ individuals.
Catching Up and the Role of State Policy
Several Polish firms are rapidly addressing historical shortcomings, aided by state policy and MAP initiatives. The proliferation of DEI initiatives in the last two years is notable, though some had been implemented more discreetly previously.
Embedding Equality into Company DNA
Lasting equality is most effectively achieved when it is justified by business rationale and becomes part of an organization’s DNA. In a turbulent world, businesses are increasingly rationalizing and advocating for diversity, citing demographic shifts, talent competition, and the pursuit of innovation. PKO BP, for example, linked diversity to macroeconomic trends.
Programs for Women: Mentoring, Networks, and Skill Development
Companies are focusing on education, skills development, removing psychological barriers, building visibility, improving communication skills, providing mentoring and coaching, and creating women’s networks. Examples include Tauronova at Tauron, Women Forward at Orlen, and Bank Kobiet at PKO BP.
System Over Declarations: Anchoring Change Within the Firm
Drawing on the work of psychologist Daniel Kahneman, the article suggests organizations are more reliable than individuals in overcoming biases through established systems, policies, and processes. Effective change management requires embedding changes into recruitment, reward, promotion, and succession planning.
AI and New Challenges for Diversity
The rise of AI presents new challenges to diversity and inclusion, with divisions based on access to and proficiency with technology, and the potential for biases embedded within AI systems themselves. The need for leadership combining analytical skills with human-centered approaches is emphasized.