2025 annual review

JANUARY 

To enable the timely identification of colleagues experiencing signs of burnout and ensure the appropriate application of the Group’s Burnout Algorithm guidelines, wellbeing mentors participated in dedicated training sessions. These trainings formed part of a broader training program designed for all roles defined in the algorithm guidelines. HR business partners and managers had previously completed role-specific training tailored to their responsibilities. In 2024, the proportion of teams identified as being at risk of burnout was 4.28%, compared to 3.16% in 2025. During 2025, the burnout algorithm was applied five times. 

We also initiated preparations for the implementation of the EU Pay Transparency Directive, which will require employers, from 2026 onwards, to provide detailed information on the gender pay gap. A comprehensive preparation plan was developed, and an initial gender pay gap assessment was conducted to evaluate the current situation. By the end of the year, approximately 30% of the preparation plan for the 2025–2027 period had been implemented. 

FEBRUARY 

For the third consecutive year, wellbeing mentors delivered training sessions to customer service teams. The focus of this year’s training was psychological resilience. More than 400 colleagues participated, gaining an understanding of what resilience is, the components it consists of, and how it can be strengthened. 

MARCH 

Throughout the month, mindfulness sessions were conducted in English to enable international colleagues to experience this stress management method. Lithuanian-speaking employees continued their regular practice on a weekly basis. 

We also evaluated the use of anonymous CVs applied in pilot recruitment processes during 2024-2025. Hiring managers who tested this approach noted that assessing CVs without personal information helped them focus more quickly on candidates’ professional qualifications and accelerated the initial screening process, particularly when dealing with larger applicant pools. To enable broader application of this approach, we initiated the search for an automated technical solution for CV anonymization. 

In job advertisements for senior leadership positions, we included a message highlighting the importance of diversity within the Group and outlining specific actions taken to ensure equal opportunities. This message was evaluated through a survey of leaders hired through these job postings. While the information did not influence their decision to apply, it was perceived as an important signal of a mature and forward-looking organizational culture in which diverse experiences and perspectives are recognized as a source of business strength. 

APRIL 

April marked Autism Awareness Month. Throughout the month, a virtual exhibition displayed on office screens presented the experiences of autistic individuals and the challenges they face in daily life, told through personal narratives and expert insights. 

We also underwent an audit conducted by the association “Draugiški autizmui”, which assessed how well the Vilnius office environment meets the needs of neurodiverse colleagues. The office received a positive evaluation, along with recommendations for further improvement. 

MAY 

A survey was conducted among colleagues who consistently practice mindfulness. The results showed that the most significant benefits experienced were stress reduction (95% of respondents), improved emotional stability and recovery after challenging situations (92%), and enhanced concentration (86%). Based on these findings, as well as previous effectiveness studies, mindfulness practices were incorporated into the resilience offering and introduced to teams as an effective tool. 

We continued to focus on the inclusion of people with disabilities by sharing guidance on how to speak about disability in a sensitive and respectful way, why language matters, and how everyday communication habits contribute to creating a more inclusive environment. This topic remained in focus throughout June and July, covering different types of disabilities, communication and behavioral etiquette, and practical guidance from the campaign “Daugiau supratimo – mažiau sutrikimo” on interacting with people with different disabilities. 

To express our support, as in previous years, we raised the rainbow flag next to our main office. It remained displayed for three weeks – from the International Day Against Homophobia, Biphobia and Transphobia to the “Baltic Pride” march “For Equality”. This serves as a message to all employees and visitors that we support our LGBT+ colleagues and that everyone is welcome here, free from discrimination. 

JUNE 

Wellbeing mentors introduced a package of resilience-strengthening activities to teams. These reflection-based sessions help teams better understand interpersonal dynamics, define and align on team operating principles, foster a sense of belonging, and strengthen trust. They encourage open dialogue, agreement on ways of working, and the development of a healthier, resilience-supporting work culture. 

We organised a public seminar on neurodiversity, led by Barbora Suisse, founder of the “Draugiški autizmui” association. The seminar addressed different forms of neurodiversity, common stereotypes, and how a conscious approach can help create a more inclusive environment for neurodiverse colleagues. Participants also had the opportunity to visit a live exhibition on autism. 

We participated in the “DUOday” program, during which colleagues from Vilnius, Kaunas, and Panevėžys formed “duos” with twelve participants, introducing them to their roles and day-to-day responsibilities and involving them in various tasks. 

Together with Group ambassadors, we took part in the “Baltic Pride” march “For Equality” in Vilnius. This was our way of expressing support for LGBT+ colleagues and symbolically standing against homophobia, biphobia, and transphobia, while promoting respect, acceptance, understanding, and support. 

During the second half of the year while sourcing women candidates we emphasized the importance of diversity and the additional measures taken to ensure equal opportunities within the Group in our initial outreach messages. Engagement levels of the candidates were high, with approximately 60% responding to outreach messages and around 20% expressing interest in the proposed roles. 

JULY 

We launched a communication campaign on resilience in the context of geopolitical challenges and potential war threats. To strengthen employees’ preparedness, reinforce a sense of control, and foster collective readiness, we published articles on emotional support channels, established a colleagues’ civic defense (riflemen) group, introduced the contents and practical use of emergency preparedness kits, and organized a lecture on the energy sector’s preparedness for extreme situations, including actions that each of us should be aware of. 

AUGUST 

To better understand colleagues’ experiences, we conducted an employee inclusion survey. The results indicated a high level of inclusion, with instances of exclusion being very rare. At the same time, the findings highlighted areas where further improvements could be made, and these insights were used to define priorities for the coming years. The inclusion experience survey will be conducted annually. 

We also updated the Group’s abuse and harassment prevention policy. In the revised version, HR business partners were assigned a new role – providing guidance, listening to employees, and informing them about available reporting channels. To ensure consistency, all reporting of inappropriate behavior was consolidated into a single channel – the Trust Line (centralized reporting channel). Reports are reviewed by a dedicated committee formed on a case-by-case basis by decision of the Head of People Wellbeing, Diversity and Inclusion. 

SEPTEMBER 

We organized a series of lectures on financial wellbeing, covering practical aspects of money management, including how to allocate financial resources so that they work for you and how to make decisions that support financial stability. These lectures serve as an introduction to future initiatives that will continue to encourage employees to take an active role in managing their financial health. 

OCTOBER 

Wellbeing mentors introduced a new service – support circles. These are small, structured peer support groups where colleagues come together to discuss pre-agreed topics. The sessions are ongoing, follow a clear structure, and are facilitated by trained wellbeing mentors. Support circles provide a safe space to share experiences and strengthen internal resources and a sense of support through connection with others. 

For the fourth consecutive year, we were recognized as leaders in equal opportunities accountability. The Lithuanian Diversity Charter conducted its annual assessment of the 20 largest companies in Lithuania, with UAB “Ignitis” ranking first. 

NOVEMBER 

We completed the “I Recommended” challenge for managers, aimed at encouraging competition among Group companies to generate the highest number of recommendations of qualified women for senior leadership positions. This initiative contributed to improving gender balance among candidates in these selection processes and broadened the candidate pool, while also encouraging a broader trend of recommending women for leadership roles. 

DECEMBER 

Throughout the year, we measured team resilience and provided targeted support to teams falling into lower resilience categories. This included manager consultations, facilitation sessions, activities promoting collaboration and feedback, as well as sessions designed to help teams better cope with stress and challenges through a sense of connection. Each team was offered tailored interventions based on its specific needs. In 2024, the share of resilient teams stood at 87%, compared to 82% in 2025. Therefore, in 2026, we will continue and refine the applied measures where they are most needed. 

To improve physical accessibility in customer service centers, in 2025 we installed parking spaces for people with disabilities, adjusted ramps, adapted service workstations, upgraded queue management terminals by introducing priority access, and implemented tactile pathways and other solutions facilitating mobility and navigation.