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Implementation of robotic process automation technology in the Polish Financial Supervision Authority

Received Golden Case recognition at the CAF Users Event 2025 in Warsaw

CAF Best Practice
Date of publication: September 2025

Executive summary

The case concerns the implementation of Robotic Process Automation (RPA) technology, aimed at increasing efficiency, reducing manual workload, and improving the accuracy of repetitive tasks. In this case, the goal was to automate routine administrative processes. The key challenges identified were long processing times and inefficiencies caused by the manual handling of repetitive tasks.

About the organisation

The KNF Board and UKNF operate under the Act on financial market supervision. The Chair of the KNF Board manages both entities. The KNF Board oversees banking, capital market, insurance, pension, payment institutions, electronic money institutions, credit unions sectors, and non-bank lenders. The UKNF supports the KNF Board and Chair. The KNF Board also promotes market development and competitiveness, offers financial education initiatives, participates in drafting relevant legislation, and facilitates dispute resolution between supervised entities and their clients. Furthermore, it performs other statutory tasks, such as ensuring the proper functioning, stability, security, transparency of, and confidence in, the financial market, while protecting the interests of financial market participants.

Quality improvement aspects

What were the objectives?

The RPA implementation aimed to boost operational efficiency by automating repetitive, high-volume tasks, thereby reducing processing times and operational costs. The key objective was to minimise human error and improve accuracy, leading to enhanced compliance. Freeing employees from routine work was intended to increase job satisfaction, while simultaneously improving service delivery speed and efficiency.

Have these objectives been quantified?

Reduced processing times: a measurable decrease in the time it takes to complete these tasks from 5 minutes to 1 minute per process instance.

High Full-Time Equivalent (FTE) release rate: the decision to narrow the scope of automation to electronic correspondence handling was driven by the potential to achieve a high FTE release rate. This means they aimed to free up a significant number of full-time employees from these routine tasks, allowing them to be redeployed elsewhere.

Handle higher workloads: having a reserve for an additional volume of process instances

Stakeholders and communication

The people involved in the project can be introduced by answering the following questions:

Who was responsible for the project? Mikołaj Burkacki

Who supported the project? UKNF Director General

How to CAF initiative are communicated internally and externally before, during the implementation and maintenance? Conducted interviews across the organisation to assess automation needs. Focused communication on support departments.

How were employees involved in the project? I was asked to assemble a team, so I proposed this task to several individuals, who agreed to participate. Without unnecessary formalities, the organisation was informed that these individuals would be assigned to work on this task. Additionally, resources were secured in other departments as well, including IT, legal, information security, cybersecurity, public procurement, and most importantly, the organisational unit that was the first to utilise this technology.

How were the needs and opinions of citizens/clients taken into account before, during and after the change process? The need for automation stemmed from business requirements gathered during workshops with the organisational unit. At every stage of implementation, the selected business unit was actively involved, ensuring the final product was tailored to its needs. When a need for change arises, the business unit reports it for evaluation to assess its feasibility.

Was the project carried out in partnership with another organisation? If yes, give a brief description. No

Was support from outside the organisation used? Yes

Were consultants employed? No

Implementation process/approach

What Was Done?

The implementation of RPA technology, including the deployment of an automation bot.

When?

The project was carried out between June and November 2023, with the RPA bot officially launched on 22 November 2023.

How?

The implementation followed a structured approach, including:

  • Self-assessment and planning (BSC, MBO)
  • Process analysis and optimisation (CAF, LEAN, KAIZEN, BPM)
  • RPA implementation and testing (WATERFALL, AGILE)
  • Deployment and monitoring (CAF, CI, MBO)

The strategic objectives (UKNF Strategy for 2021–2025) encompassed the development of a ‘digital office’ and the implementation of automation and robotic process automation to enhance operational efficiency, streamline administrative processes, and improve service delivery.

By whom?

The project was coordinated by a dedicated implementation team, supported by key stakeholders across the organisation, including:

  • Business unit representatives, responsible for process expertise and operational
  • Cybersecurity unit, ensuring compliance with security
  • IT department, overseeing technical integration and
  • Procurement unit, managing vendor relations and
  • Legal department, addressing contractual and regulatory

This cross-functional collaboration ensured a comprehensive and secure implementation of RPA technology, effectively meeting organisational needs.

A presentation of the methods and tools used to implement of this good practice: why they were chosen?

Elements of various methodologies and tools were strategically employed to ensure a structured, efficient, and adaptable implementation process. Rather than applying each approach in its entirety, specific components were selected based on their relevance and effectiveness in addressing organisational challenges:

  • CAF (Common Assessment Framework) – Its key principles played a crucial role in ensuring a successful automation implementation.
  • BSC (Balanced Scorecard) – Ensured that automation efforts were aligned with key performance indicators and long-term strategic goals.
  • KAIZEN & LEAN – Focused on continuous improvement and waste reduction, optimising processes before automation to maximise efficiency gains.
  • BPM – Providing a framework for analysing, designing, implementing, and managing the automated workflows.
  • AGILE – Allowed for an iterative approach, enabling rapid testing, feedback integration, and flexibility in implementation.
  • WATERFALL – Used for well-defined stages where a sequential approach ensured thorough planning, development, and deployment.
  • CI (Continuous Improvement) – Ensured ongoing monitoring and refinement of automated processes to enhance performance over time.

The combination of these methodologies enabled a balanced approach, integrating strategic vision, process optimisation, flexibility, and continuous improvement to drive a successful and scalable implementation.

What were the internal and external costs of the project?
  • Internal – not included in the financial analysis
  • External – PLN 130 000
Main wins (success factors) and challenges of the implementation process (and how were they resolved).

Success Factors:

  • High-Quality Deliverable – The solution was delivered with exceptional quality, with no errors caused by the robot’s code or the software itself.
  • Rapid Deployment – The implementation was completed at a significantly accelerated pace, reducing delivery time by one-third compared to the average procurement process for public contracts up to PLN 130 000 at the
  • Strong Business Adoption – The business unit for which the solution was developed not only actively used the automation but also requested its further expansion, demonstrating high engagement and trust in the technology.
  • Strategic Process Selection – Choosing the right process for automation as a proof of concept ensured measurable success and scalability
  • Continuous Monitoring and Optimisation – Ongoing oversight and refinement of the RPA solution allowed for sustained improvements and maximum operational benefits.

Challenges:

  • Redefining Confidentiality Clauses – As this was the first case involving an RPA solution, legal teams had to be engaged to re-assess confidentiality provisions. By explaining the robot’s functionality and objectives, stakeholders were able to re-evaluate the issue and establish appropriate safeguards to protect organisational interests.
  • Overcoming Resistance to Change – Initial scepticism from the business unit was addressed through active engagement, technology demonstrations, and continuous involvement throughout the implementation process, ensuring smooth adoption and user confidence.

Success Measurement. Main results with regards to the focus area

Improvements made and how to measure them: measured results, indicators used (qualitative/quantitative) to measure the results

Quantitative indicators

  • Reduced processing times: a measurable decrease in the time it takes to complete these tasks from 5 minutes to 1 minute per process instance.
  • High Full-Time Equivalent (FTE) release rate: At the start of automation in the electronic correspondence handling process, the estimated FTE was 0.5. Currently, this level is increasing, exceeding 6 FTE due to a higher volume of cases.

Qualitative indicators

  • Handle higher workloads: having a reserve for an additional volume of process instances and, consequently, reducing the operational risk in terms of delays
  • Increased job satisfaction: reduction of repetitive tasks was a breath of fresh air, leading to higher job satisfaction and opportunities to develop new
How are (or will be) the long-term effects of the improvement implemented measured? = Current data analytics

Summary

The implementation of Robotic Process Automation (RPA) in public administration ushered in transformative benefits for both the organisation and its stakeholders. RPA reduced processing times for routine tasks like data entry, allowing departments to handle higher workloads more efficiently. Operational costs decreased due to automation, freeing up staff for more strategic tasks and reducing errors. Moreover, automation ensured pinpoint accuracy, minimising human error and bolstering compliance, which, in turn, fostered greater public trust and transparency. For employees, the reduction in repetitive tasks was a breath of fresh air, leading to higher job satisfaction and opportunities to develop new skills. On the public front, services were delivered faster and more efficiently. Thanks to the scalability of the RPA system, automating additional processes across departments was a piece of cake, ensuring that the organisation could keep up with rising demands. The RPA implementation proved to be a game-changer, delivering more accurate, cost-effective, and reliable services while setting the stage for long-term operational excellence.

The essence of the innovation and the transferability of the solutions introduced

Why is the project innovative or a good example for other institutions?

The implementation of Robotic Process Automation (RPA) is an innovative step as it enhances efficiency, reduces human error, and allows employees to focus on higher-value tasks. By automating repetitive processes, institutions can achieve significant cost savings and improve service quality. This transformation serves as a strong example for other organisations looking to modernise operations without major system overhauls.

Additionally, RPA ensures scalability and adaptability, making it a future-proof solution for evolving business needs.

Is the project transferable to others? If so, which elements? Have the other organisations already adapted the whole project or elements of it?

Yes, it’s transferable. The whole thing. The whole thing or parts of it have already been adopted by four organisations: Chancellery of Prime Minister, Ministry of National Education, IT Centre for National Education, Mazovia Voivodeship Office.

Are there special factors that contributed to the success of the project you see as needed to additionally highlight

The most important ones are:

  • Properly defining project goals and deliverables,
  • Strong support from the project sponsor,
  • Clear division of responsibilities within the team,
  • The project leader’s ability to build motivation and address challenges,
  • A well-structured project plan and timeline,
  • Maintaining relationships with project stakeholders throughout the entire implementation period.
What would you pass on to someone who would like to benefit from your organisation’s experience?

I would advise approaching the implementation with a well-structured, step-by-step strategy rather than attempting overly ambitious goals from the outset. A gradual, incremental approach allows for better risk management, continuous learning, and necessary adjustments along the way. By focusing on small but steady achievements, an organisation can build a solid foundation for long-term success while ensuring that each stage of the process is optimised and aligned with strategic objectives.

In what situations can the experience of the project be used

The experience gained from this project can be particularly valuable in two key scenarios: before the implementation of RPA within an organisation and when facing challenges during its deployment. Prior to implementation, the lessons learnt can help in strategic planning, defining clear objectives, and ensuring stakeholder alignment to create a solid foundation for automation. During the implementation phase, insights from the project can serve as a guide for overcoming common obstacles, such as process optimisation, change management, and technical integration. By leveraging this experience, organisations can mitigate risks, streamline adoption, and maximise the benefits of RPA.

Lessons learnt

CAF or BSC provides guidance for the UKNF on the areas where organisational change should be implemented. In our case, we obtained this information based on the Balanced Scorecard (BSC), which provided a general direction for strategic initiatives. However, this insight was broad and required further refinement after being formally adopted by the organisation. This approach contrasts with the Common Assessment Framework (CAF), which offers a data-driven and measurable assessment of the organisation’s specific needs and specific areas requiring improvement. However, leveraging CAF effectively necessitates a commitment of resources for conducting a thorough self-assessment, which must be acknowledged and accepted by the organisation. Rather than searching for a foundation and deliberating on the best approach, it is often more effective to leverage well-established models. In this regard, CAF proved to be highly beneficial, as it allowed us to focus on proven and well- documented principles, ensuring a structured and reliable framework for our actions.

At the outset of the project, the UKNF adopted the common organisational approach of high optimism and ambitious resource allocation. However, experience shows that unforeseen challenges frequently arise along the way, leading to schedule erosion and necessitating adjustments. While the final product was delivered on time, this was achieved only through a significant intensification of efforts during critical phases, requiring more working hours than initially planned. This highlights the importance of maintaining flexibility and contingency planning throughout the project lifecycle. It is essential to take a realistic approach from the very beginning and allow for buffer time in project timelines rather than setting overly ambitious deadlines. Planning with a margin for unforeseen challenges ensures greater flexibility and reduces the risk of delays, ultimately leading to a smoother and more effective implementation.

A lack of expertise in a given technology can be particularly challenging when drafting a public procurement tender. Without the budget to engage external consultants, the UKNF had to develop the procurement description and contract internally. This resulted in numerous inquiries from potential contractors, requiring multiple contract modifications. Each change necessitated approval from various departments, significantly complicating the process. It is crucial to acquire the necessary knowledge at the very beginning. I was able to establish contact with representatives from the Republic of Ireland, which provided valuable insights. However, due to differences in the technologies used, not all of their solutions were directly applicable to our context. Today, the UKNF have transitioned from seeking support to providing it—offering guidance to other public administration units, ensuring they have a reliable partner from the very start of their journey.

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complete study

About the author(s)

Mikołaj Burkacki
Urząd Komisji Nadzoru Finansowego (UKNF) - Polish Financial Supervison Authority
Poland

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Poland
Written by: Mikołaj Burkacki
of Urząd Komisji Nadzoru Finansowego (UKNF) - Polish Financial Supervison Authority

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