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Gremi Marzenie – CSR that starts with the family. The fifth edition of the program concludes

Supporting employees' families is increasingly becoming a permanent element of the strategies of responsible organizations. On February 20, 2026, the Gremi Foundation announced the winners of the fifth edition of the Gremi Marzenie program – an initiative aimed at the children of employees working in the Gremi Personal franchise network. The project is one of the key elements of the organization's CSR strategy and a tool strengthening its approach to wellbeing, organizational culture, and long-term operational stability.

The program was born during the COVID-19 pandemic as a response to the real challenges faced by employees and their families. Since then, it has been consistently developing – this year's edition is already the fifth installment of the initiative.

CSR in practice – a program based on potential and measurable achievements

Gremi Marzenie is a program whose structure combines the presentation of passion with a reliable assessment of the young participants' accomplishments. The competition process involves preparing a video in which children present their goals and motivations, as well as documenting their achievements to date in areas such as sports, science, or artistic activities. Candidates present, among other things, certificates, diplomas, competition results, teacher recommendations, or portfolios of their work.

Thus, the program focuses on supporting real potential – young people who consistently develop their competencies and have a clearly defined direction for further development. The jury evaluates not only the idea of the dream itself but, above all, the commitment, regularity, and effort put into its realization so far. This designed formula makes Gremi Marzenie a tool for strengthening talents and attitudes based on hard work, determination, and responsibility. The program supports children who are already building the foundations for their future educational, professional, or sports paths.

Since its inception – during the COVID-19 pandemic – the initiative has been developing as a permanent element of Gremi Personal's corporate social responsibility strategy, combining support for employees' families with long-term investment in the development of the younger generation.

"We believe that the quality of cooperation starts with relationships and a sense of security. Supporting our employees' families is not a PR move, but a conscious investment in the stability, engagement, and future of the entire organization. Gremi Marzenie shows that business can genuinely respond to people's needs" — emphasizes Halina Kirichenko, President of the Gremi Foundation.

The fifth edition of the program once again highlighted the international character of the community centered around Gremi Personal. The competition recognizes children of various nationalities, which reflects the company's employment structure and its responsible approach to integration.

Four winners were selected in this year's edition. Their stories – differing in terms of experience and cultural context – share a common denominator: passion, determination, and readiness to fight for their dreams.

Winners of the 5th edition of Gremi Marzenie. Four stories, one common denominator: dreams

Oleksandra – a passion for learning and a dream of family time

Eight-year-old Oleksandra, whose particular passion is computer science, stands out with her maturity and strength of character. She comes from eastern Ukraine – as a result of the war, her family lost their home, and her father is currently at the front. The girl admitted that she does not remember having a vacation together with her family. Her dream is a trip that would allow for wonderful time spent with her family. "It is always worth trying. If you don't try, you won't know. I never give up" — she said during the finale.

Julieta – a new language, new opportunities

Julieta moved to Poland from Colombia with her family seven months ago. The decision to leave was dictated by the desire to provide the family with a safe and stable environment for living and development. In a short time, the girl learned Polish well enough to present a poem in Polish during the finale. Her favorite subject is math, and her biggest passions are music and dance. "I really like speaking Polish. I want to learn even better. Poland is cool, and the people are very nice" — she emphasized. As part of her prize, she received, among other things, professional headphones to support the development of her musical interests, as well as the audience award.

Staś – a professional step towards a career born of passion

Staś is a student at a hairdressing technical school in Warsaw and is consistently developing his professional competencies. He dreamed of a professional barbering course, the cost of which exceeded his family's financial capabilities. The scholarship he received will allow him to gain additional qualifications and bring him closer to realizing his career plans. "I want to be a really good barber. It's my true passion. For me, this award is the first serious step in making my dream come true" — he said during the announcement of the results.

Vladyslav – sports as a space for ambition and consistency

Vladyslav is a football enthusiast who trains regularly and systematically develops his skills. For him, sports is not only an activity but also a school of perseverance and character building. "When I play football, I feel like I can do anything. I want to train more and keep getting better" - he noted.

Responsibility rooted in the everyday life of the organization

Gremi Marzenie naturally combines the social dimension with the company's organizational reality. The support provided to employees' families does not function here as a separate initiative, but as part of a broader approach to human capital management – based on relationships, long-term thinking, and mutual trust. The experience from five editions of the program shows that genuine care for employees and their loved ones translates into a greater sense of stability, responsibility, and identification with the organization. In this dimension, Gremi Marzenie remains not only a social project but also an expression of a consistently implemented strategy in which values and business develop in parallel.

HR is no longer marketing. CHROs are taking over the corporate cost agenda in the era of expensive capital

The human capital management model based on emotional employer branding is entering a phase of structural phase-out. Under the conditions of persistent inflationary pressure, the high cost of money, and growing economic uncertainty, management boards expect HR directors to provide not image-driven narratives, but hard financial competencies: control of labor costs, skillful modeling of employment scenarios, analysis, and management of the company's operating leverage. According to analyses by the Gremi Personal Analytical Center, the personnel function is ceasing to be the domain of communication and organizational culture, becoming instead one of the key pillars of the company's financial architecture – increasingly closer to the CFO than to marketing. At the same time, experts warn against the macroeconomic trap of excessive increases in base rates, which in the years 2026–2027 could accelerate automation and the reduction of operational positions in the EU.

From employer branding to economic calculation

The last 10-15 years, following the financial crisis, and especially during the era of cheap money between 2015 and 2021, favored building a competitive advantage through emotions and employee experience. Organizations competed for talent by investing in, among other things: offices as lifestyle spaces, organizational culture as a product, extensive benefit systems, and an attractive and emotional EVP (Employee Value Proposition).

In an environment of low interest rates and easy access to financing, capital was relatively cheap, and the pressure for strict control of fixed costs was limited. As a result, the personnel management area could function as an employer brand ambassador, focused on building engagement and image. Today, this model is losing its effectiveness.

As indicated by the analyses of the Gremi Personal Analytical Center, the rise in inflation and the cost of living has changed the structure of employee motivation. The real value of remuneration and its stability have become crucial, rather than symbolic elements of organizational culture.

"In the era of cheap money, companies could effectively 'sell the atmosphere'. Under conditions of expensive capital, employees focus on financial security and the real cash flow of the household. This is a permanent shift, not a temporary trend" - emphasize experts from the Gremi Personal Analytical Center.

The new role of the HR director: financial partner to the board The change in the macro environment is redefining the responsibilities of HR leaders. They increasingly participate in budget processes, investment reviews, and project profitability analyses. The scope of their competencies today includes:

• advanced compensation analytics,
• planning labor costs in a multi-year horizon,
• modeling employment scenarios under variable revenue levels,
• integrating HR data with financial controlling,
• analyzing the impact of the employment structure on EBITDA and cash flows.

According to the analyses of the Gremi Personal Analytical Center, organizations that treat personnel management as part of the financial system exhibit greater resilience to economic fluctuations and react faster to changes in demand.

"Today, HR must understand the mechanics of fixed costs, operating margin, and operating leverage to the same extent as a financial director. Employment management has become part of the company's balance sheet strategy" - points out Liliya Tereshchenko, Strategic Advisor at Gremi Personal.

The trap of rising base rates

A natural response to inflationary pressure is raising basic salaries. However, from the perspective of business economics, this is a decision to increase the share of fixed costs in the expenditure structure.

The consequences are long-term:

• Permanent increase in fixed costs – a higher base salary applies regardless of the revenue level.
• Loss of flexibility during a crisis – limited ability to adjust expenditures without reducing headcount.
• Increase in operating leverage – greater sensitivity of the financial result to sales fluctuations.

In an environment of geopolitical uncertainty and weakened growth dynamics in some EU economies, such a cost structure can significantly increase operational risk.
"Raising base rates too quickly improves the situation in the short term, but in the medium term, it reduces the company's ability to absorb market shocks. This is the classic trap of high operating leverage" — adds Tereshchenko.

Scenario for the EU 2025–2027: wage pressure and accelerated robotization

According to the analyses of the Gremi Personal Analytical Center, the most likely scenario for some European Union economies in the coming years will be sequential and structural in nature. In the years 2025–2026, pressure for further increases in basic salaries will continue, as a result of earlier inflation, rising living costs, and still perceptible staff shortages in selected sectors. During this period, organizations will strive to stabilize employment through increases in base pay in order to maintain operational continuity and limit turnover.

However, in the next stage – in the years 2026–2027 – rising labor costs may begin to more clearly influence the investment decisions of enterprises. According to the Analytical Center, there will then be an acceleration of investments in automation, robotization, and solutions based on artificial intelligence. This will be a response to the increased share of fixed costs in the operational expenditure structure and the necessity to protect margins amid slowing revenue dynamics.

In the perspective beyond 2027, a partial "bursting" of employment in low-skill segments is possible, especially where processes are repetitive and susceptible to automation. This may primarily affect industrial production, logistics and transport, manufacturing, as well as warehouse operations and distribution centers. In these areas, the relationship between the cost of labor and the cost of technology is changing in favor of capital-intensive solutions.

The paradox of this process is clear: in the short term, employees successfully negotiate higher base rates; however, in the medium term, guided by economic calculation, enterprises increase outlays on technologies replacing human labor. "Every permanent increase in the cost of labor shortens the payback period for investments in robotization. Capital reacts rationally – it optimizes the cost structure in the medium term, minimizing sensitivity to wage pressure" - indicate experts from the Gremi Personal Analytical Center.

A new architecture of employment management

The new human capital management model does not mean abandoning care for organizational culture or employee engagement. It does mean, however, grounding them unequivocally in the financial realities of the enterprise. The priority becomes designing the remuneration structure in such a way that, on one hand, it ensures market competitiveness, and on the other, it maintains adequate cost flexibility.

In practice, the importance of variable components linked to results, bonus systems dependent on productivity and profitability, and ongoing monitoring of labor costs in relation to revenues is growing. Scenario planning, which takes into account both growth variants and periods of weakened demand, also plays an increasingly important role.

As highlighted by the analyses of the Gremi Personal Analytical Center, organizations that manage to combine attractive remuneration with control of fixed costs and a flexible operating model build greater resilience to cyclical economic fluctuations. Under conditions of expensive capital, this balance becomes a key element of long-term business stability.

The hard economics of the labor market

The transformation of the HR function is not a temporary adjustment, but a consequence of a change in the financial conditions in the economy. The era of cheap money rewarded narrative and experience. The era of expensive capital rewards cost discipline, data analysis, and strategic employment management.

"with finance and controlling will build a lasting competitive advantage. The rest may be forced into drastic structural corrections" - summarizes the Gremi Personal Analytical Center.

The labor market is entering a stage where emotional narrative gives way to hard economics. And this means that the future of personnel management will increasingly be shaped by financial data, risk analysis, and the long-term capital strategy of enterprises.

The labor market health index falls below the equilibrium threshold. The NEI in Q4 2025 signals a cooling of employment conditions in Poland

The main indicator of labor market health in Poland – the National Employment Index (NEI) – dropped to 49 points in the fourth quarter of 2025, falling below the neutral 50-point mark for the first time in a long period. The indicator decreased both quarter-on-quarter (by 1 point) and year-on-year (by 3 points). At the same time, the economy continues to develop stably – according to macroeconomic data, domestic demand in 2025 grew by 4%, total consumption by 3.9%, and investments in fixed assets increased by 4.2%.

These conclusions emerge from the latest report by the Gremi Personal Analytical Center titled "NEI – National Employment Index. The main indicator of the state of the labor market in Poland. Q4 2025". The NEI index is a synthetic indicator analyzing the condition of the labor market through a set of key macroeconomic data and employment market indicators. It covers four main areas: labor availability, labor costs, business sentiment, and economic volatility.

The NEI index drops to 49 points. The labor market enters a cooling phase

In the fourth quarter of 2025, the integrated NEI index reached 49 points, which means a drop below the neutral threshold of 50 points, which in the indicator's methodology separates favorable labor market trends from signals of a downturn. Compared to the third quarter of 2025, the index fell by 1 point, while in year-on-year terms, the decline was 3 points.

The authors of the report emphasize that the observed trend reflects deteriorating sentiment among entrepreneurs and a gradual weakening of employment dynamics. Although the change is not abrupt, it is a significant signal that the labor market is beginning to react to broader economic turbulence and growing uncertainty in the business environment.

"The drop of the NEI below the 50-point mark indicates the labor market's transition from a growth phase to a slight cooling phase. However, we are not talking about a sudden collapse in employment, but rather about growing caution among enterprises in making staffing and investment decisions" - comment analysts from the Gremi Personal Analytical Center.

The economy is growing, but the market reacts with a delay

One of the most interesting conclusions from the report is the clear divergence between the dynamics of the economy and the condition of the labor market. Macroeconomic data for 2025 point to relatively stable economic development, while employment indicators are beginning to signal greater caution among enterprises.

According to the data cited in the analysis, domestic demand in Poland grew by 4% in 2025, compared to 4.5% a year earlier, while total consumption increased by 3.9%, which means a slightly slower pace than in 2024, when it was 4.4%. At the same time, investments proved to be a particularly strong stimulus for the economy – gross fixed capital formation increased by 4.2%, whereas a year earlier a drop of 0.9% was recorded.

From the analysts' point of view, this means that positive macroeconomic data do not always directly translate to the labor market. An increase in investments can boost the pace of economic development in the short term, but it does not necessarily immediately generate new jobs.

"Comparing macroeconomic data with labor market indicators reveals a certain paradox: the economy is developing relatively stably, but companies are not increasing employment at the same pace as before. This indicates growing caution in business and a greater focus on efficiency and productivity" - says Oleg Rudenko, an analyst at the Gremi Personal Analytical Center.

Labor availability: the end of the highly dynamic recruitment period

One of the key elements influencing the level of the NEI index is the labor availability sub-index, which analyzes, among other things, employment dynamics, recruitment activity of enterprises, and the general availability of job offers on the market.

In the fourth quarter of 2025, the observed data indicate that the labor market is gradually emerging from a period of highly intensive recruitment expansion characteristic of previous years. Companies are still looking for employees, but recruitment processes are conducted more selectively, and decisions to increase employment are made more cautiously.

This phenomenon is a natural consequence of the economy stabilizing after a period of dynamic changes and the adaptation of corporate strategies to new economic conditions. In many sectors, optimizing labor costs and increasing team productivity are also gaining importance.

Labor costs and wage pressure remain an important factor for companies

The second important component of the index is labor costs, the analysis of which includes wage dynamics and the cost pressure experienced by enterprises.

From the perspective of companies, labor costs remain one of the key factors influencing employment decisions. In recent years, strong wage pressure was the result of a shortage of workers and high demand for labor in many sectors of the economy. In 2025, enterprises are increasingly trying to balance the need to maintain competitive wages with the necessity of preserving financial stability.

According to analysts at the Gremi Personal Analytical Center, cost pressure remains one of the main challenges for business, especially in industries with a high share of labor costs in their operational structure. - Labor costs are still one of the most important elements influencing companies' hiring decisions. In many companies today, we observe a greater focus on organizational efficiency and optimizing employment structures.

Business sentiment: more caution in employment plans

Another component of the NEI index is the business sentiment sub-index, which reflects companies' expectations regarding the future economic situation and employment plans.

In the fourth quarter of 2025, the data point to growing caution among entrepreneurs. Although companies are not signaling massive employment cuts, they increasingly point to economic uncertainty and the volatility of the business environment as factors influencing HR strategies.

Enterprises more often decide to maintain their current employment levels rather than dynamically increase them. This stance stems from both economic uncertainty and the need to stabilize operating costs.

The uneven pace of the economy is increasingly affecting the labor market

Although the overall picture of the Polish economy in 2025 remains relatively stable, a detailed analysis of the data reveals clear differences in the pace of development of individual sectors. The investment revival and growing domestic demand support some industries, which continue to maintain a high level of activity and demand for workers. At the same time, other sectors continue to operate in a more demanding economic environment, feeling the effects of global economic volatility and tensions in international markets.

This uneven economic dynamic is increasingly reflected in the situation on the labor market. In some industries, enterprises are still intensively looking for employees and expanding their teams, while in others, companies approach hiring decisions much more cautiously, focusing rather on stabilizing employment and optimizing operating costs.

According to analysts at the Gremi Personal Analytical Center, the drop in the NEI index does not mean a sudden deterioration of the situation on the labor market, but rather a transition to a stabilization phase after a period of highly dynamic employment growth. The labor market in Poland remains relatively resilient to economic fluctuations, but enterprises are increasingly adapting their strategies to a more demanding economic environment.

"The Polish employment market is entering a stage of more balanced development. After years of very high demand for workers, today we are observing a stabilization process in which companies attach greater importance to productivity, competencies, and long-term employment efficiency" - conclude the experts from the Gremi Personal Analytical Center.

About the NEI index

The National Employment Index (NEI) is a proprietary indicator developed by the Gremi Personal Analytical Center, the goal of which is to comprehensively assess the condition of the labor market in Poland. The index is a synthetic measure of the employment situation in the economy and is based on an analysis of a broad set of statistical data and economic indicators.

The NEI is calculated on a scale from 0 to 100 points as a weighted average of a series of indicators describing the functioning of the labor market and the economic environment. Values above 50 points signal favorable trends in the labor market, while levels below this threshold indicate a deterioration in employment conditions.

The index consists of four main analytical components: labor availability, labor costs, business sentiment, and economic volatility.

In total, statistical data from the labor market, macroeconomic indicators, and expert analyses are used to calculate it. Thanks to this, the index allows for a synthetic assessment of both the current condition of the labor market and the direction of its changes in subsequent quarters.

The report is published cyclically by the Gremi Personal Analytical Center and is one of the most comprehensive studies on employment trends in Poland.