About report

For the second time now, the ING Bank Śląski S.A. Group has compiled the annual report in line with the best global practices of integrated reporting. To help readers use the interactive tools, we prepared a user guide with key features. We encourage you to watch a short animated video before reading the report.

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More information about the operational risk can be found in Chapter “Bank and client safety”, item “Non-financial risk”.

Operational risk can exert a negative impact on the following:

  • social aspects,
  • employee-related aspects,
  • natural environment,
  • respect for human rights,
  • counteracting corruption.

More information about the operational risk can be found in Chapter “Bank and client safety”, item “Non-financial risk”.

compliance risk can exert a negative impact on the following:

  • social aspects,
  • employee-related aspects,
  • natural environment,
  • counteracting corruption.

Reputation risk is the risk associated with the negative perception of the Bank by clients, business partners, investors, shareholders, supervisors, regulators and the public.

We manage the reputational risk as part of operational risk and compliance risk. This means that the we provide for reputational damage when managing both the operational risk andcompliance risk.

Limiting reputational damage is among the objectives of operational risk management. In the operational risk management process, we take into account the reputational risk factors and consequences considering:

  • the scale and nature of sanctions imposed on the Bank by competent authorities in the assessed year,
  • media publications and initiatives of consumer associations that contribute to the deterioration of public perception and loss of Bank’s reputation,
  • the number of and changes in customer complaints and grievances,
  • publicly known adverse events that occurred in other banks and financial environment affecting the banking sector,
  • relations with entities/sectors that are not well seen by the public or people/countries from warning lists, and
  • where available, other market indicators such as rating reviews or changes in share prices.

We accounted for the reputational risk in the following internal documents discussing operational risk and compliance risk management:

  • ING Bank Śląski S.A. Operational Risk Management Policy, approved by the ING Bank Śląski S.A. Management Board and Supervisory Board,
  • ING Bank Śląski S.A. compliance Policy, approved by the ING Bank Śląski S.A. Management Board and Supervisory Board.

Reputational risk can exert a negative impact on the following:

  • social aspects,
  • employee-related aspects,
  • counteracting corruption.

More information about the IT systems security risk can be found in Chapter “Bank and client safety”, item “Transaction security and IT system stability”.

IT systems security risk can exert a material adverse impact on the following:

  • employee-related aspects,
  • social aspects.

More information about the personal data security risk can be found in Chapter “Bank and client safety”, item “Personal data security”.

The risk of personal data security can exert a material adverse impact on the following:

  • social aspects,
  • employee-related aspects.

We define the risk of changing client expectations or preferences as the expenditures made and the resources employed to usher in a new product or a service to which clients will not respond (zero demand). It is also a risk that we will not change or modify the products, services or manner of service as expected by clients, whereby the sales target will not be met.

We are aware that client expectations and preferences change and that those changes are more and more dynamic. Clients expect that their experience in using banking products and services will resemble what they encounter in other spheres of life e.g. when using the social media. To anticipate client expectations:

  • we tailor the communication form and the service model to their expectations,
  • we measure client satisfaction, and
  • we listen to and analyse the voice of our clients.

More information about the ways in which we communicate with clients is available in Chapter “Customer experience” under “Dialogue”.

Further, in 2017, we resolved to launch at selected Bank units (mainly those in charge of products and services development) a new way of working, borrowed from the IT sector – Agile. Ability to respond faster to changing client- and market needs is among that change primary goals. Further, we incentivise our employees to use the PACE methodology when designing new solutions for clients. It assumes ongoing consulting and testing through client interaction.

More information about novel ways of working at the Bank can be found in Chapter “Way of working”, item “Innovation culture and competent employees”, on page 138.

Our continuous works on the content and quality of our customer proposition need to be bolstered up by our strong brand. As it is central to us, we are the second most recognisable banking brand in Poland. This is confirmed by the “Brand Tracking” spontaneous awareness survey, conducted by Millward Brown (CAPI technique, data for January 2018).

The risk of changing expectations or preferences of clients can exert a material adverse impact on the following:

  • social aspects,
  • employee-related aspects.

More information about the operational risk can be found in Chapter “Bank and client safety”, item “Non-financial risk”.

Operational risk can exert a negative impact on the following:

  • social aspects,
  • employee-related aspects,
  • natural environment,
  • respect for human rights,
  • counteracting corruption.

More information about the operational risk can be found in Chapter “Bank and client safety”, item “Non-financial risk”.

compliance risk can exert a negative impact on the following:

  • social aspects,
  • employee-related aspects,
  • natural environment,
  • counteracting corruption.

Reputation risk is the risk associated with the negative perception of the Bank by clients, business partners, investors, shareholders, supervisors, regulators and the public.

We manage the reputational risk as part of operational risk and compliance risk. This means that the we provide for reputational damage when managing both the operational risk andcompliance risk.

Limiting reputational damage is among the objectives of operational risk management. In the operational risk management process, we take into account the reputational risk factors and consequences considering:

  • the scale and nature of sanctions imposed on the Bank by competent authorities in the assessed year,
  • media publications and initiatives of consumer associations that contribute to the deterioration of public perception and loss of Bank’s reputation,
  • the number of and changes in customer complaints and grievances,
  • publicly known adverse events that occurred in other banks and financial environment affecting the banking sector,
  • relations with entities/sectors that are not well seen by the public or people/countries from warning lists, and
  • where available, other market indicators such as rating reviews or changes in share prices.

We accounted for the reputational risk in the following internal documents discussing operational risk and compliance risk management:

  • ING Bank Śląski S.A. Operational Risk Management Policy, approved by the ING Bank Śląski S.A. Management Board and Supervisory Board,
  • ING Bank Śląski S.A. compliance Policy, approved by the ING Bank Śląski S.A. Management Board and Supervisory Board.

Reputational risk can exert a negative impact on the following:

  • social aspects,
  • employee-related aspects,
  • counteracting corruption.

More information about the IT systems security risk can be found in Chapter “Bank and client safety”, item “Transaction security and IT system stability”.

IT systems security risk can exert a material adverse impact on the following:

  • employee-related aspects,
  • social aspects.

More information about the personal data security risk can be found in Chapter “Bank and client safety”, item “Personal data security”.

The risk of personal data security can exert a material adverse impact on the following:

  • social aspects,
  • employee-related aspects.

We define the risk of changing client expectations or preferences as the expenditures made and the resources employed to usher in a new product or a service to which clients will not respond (zero demand). It is also a risk that we will not change or modify the products, services or manner of service as expected by clients, whereby the sales target will not be met.

We are aware that client expectations and preferences change and that those changes are more and more dynamic. Clients expect that their experience in using banking products and services will resemble what they encounter in other spheres of life e.g. when using the social media. To anticipate client expectations:

  • we tailor the communication form and the service model to their expectations,
  • we measure client satisfaction, and
  • we listen to and analyse the voice of our clients.

More information about the ways in which we communicate with clients is available in Chapter “Customer experience” under “Dialogue”.

Further, in 2017, we resolved to launch at selected Bank units (mainly those in charge of products and services development) a new way of working, borrowed from the IT sector – Agile. Ability to respond faster to changing client- and market needs is among that change primary goals. Further, we incentivise our employees to use the PACE methodology when designing new solutions for clients. It assumes ongoing consulting and testing through client interaction.

More information about novel ways of working at the Bank can be found in Chapter “Way of working”, item “Innovation culture and competent employees”, on page 138.

Our continuous works on the content and quality of our customer proposition need to be bolstered up by our strong brand. As it is central to us, we are the second most recognisable banking brand in Poland. This is confirmed by the “Brand Tracking” spontaneous awareness survey, conducted by Millward Brown (CAPI technique, data for January 2018).

The risk of changing expectations or preferences of clients can exert a material adverse impact on the following:

  • social aspects,
  • employee-related aspects.

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