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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Together with the Management Board and senior leaders, we have developed a detailed value creation model. It was built on the basis of the International Integrated Reporting Council’s (IIRC) methodology.

The value creation model is our reply to the questions about: what value we create for our clients, shareholders, employees and social environment and how it is measured and maximised. All this is to help us constantly improve the strategic management of our organisation. After all, we are a part of the ecosystem around us, where all its elements strongly influence one another.

When developing the value creation model, we analysed the organisation’s potential, our operating expenses and the results and effects we achieve from the financial and non-financial capital perspective. Like any banking institution, we invest our resources, which translates into notable benefits, such as: capital accumulation and improvement.

Cash income distribution

We inspire development of our landscape directly and indirectly. We do it by distributing funds, the so-called cash income (understood as income less amortization/depreciation and risk costs).

kantor  Change currency: PLNEURUSD
Cash income (PLN million)
2017 2016 2015 2014 2013 Change

2017 / 2016

Cash income 4,152.4 3,813.3 3,356.8 3,102.0 2,897.3 8.9%
Net interest income 3,452.8 2,953.4 2,467.1 2,330.2 2,042.6 16.9%
Net commission income 1,182.8 1,064.8 1,017.2 1,062.9 1,021.9 11.1%
Other income 120.3 306.3 293.8 151.7 264.0 -60.7%
Amortisation and depreciation -182.3 -210.6 -189.2 -175.1 -164.0 -13.4%
Risk costs -421.2 -300.6 -232.1 -267.7 -267.2 40.1%
Cash income (EUR million)
2017 2016 2015 2014 2013 Change

2017 / 2016

Cash income 978.3 871.5 802.1 740.5 688.0 12.3%
Net interest income 813.4 675.0 589.5 556.2 485.1 20.5%
Net commission income 278.7 243.3 243.1 253.7 242.7 14.5%
Other income 28.3 70.0 70.2 36.2 62.7 -59.5%
Amortisation and depreciation -42.9 -48.1 -45.2 -41.8 -38.9 -10.8%
Risk costs -99.2 -68.7 -55.5 -63.9 -63.5 44.4%
Cash income (USD million)
2017 2016 2015 2014 2013 Change 2017 / 2016
Cash income 1,109.1 961.0 885.0 974.6 915.3 15.4%
Net interest income 922.2 744.3 650.5 732.1 645.3 23.9%
Net commission income 315.9 268.3 268.2 333.9 322.8 17.7%
Other income 32.1 77.2 77.5 47.7 83.4 -58.4%
Amortisation and depreciation -48.7 -53.1 -49.9 -55.0 -51.8 -8.3%
Risk costs -112.5 -75.8 -61.2 -84.1 -84.4 48.5%

Cash income distribution among stakeholders

How we create value

We adopt a multi-faceted approach to our role in creating the value for the community. We go beyond the usability of banking products and services. People are our most important asset. We engage our resources in developing competence and building work environment that fosters innovativeness. The results of our actions translate into unique customer experience, safety and development perspectives. In the case of our shareholders, we focus on delivering stable and predictable financial results. We also ensure that our contribution to the economic and social environment is long-lasting and positive.

Capital
uzytkownik human
pokaz-waluty financial
environmental
analiza-edukacja intellectual
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Human capital – our employees, their knowledge, competence and engagement. It also encompasses our clients that cooperate with us in developing our products and services.

Key characteristics:

  • The Group headcount was 8,032 persons (2016: 8,025).
  • Nearly 6 thousand employees participated in the OHI survey in 2017.
  • Average length of service was 12.2 years; 15.4 years for managers (2016: 11.4 and 15.4 years, respectively).
  • Number of projects developed together with our clients:
    • In the accelerator formula – 8,
    • PACE Everyday – 7,
    • PACE Upskilling – 7.

Financial capital – we understand it as the funds entrusted to us by clients, the capital contributed by shareholders and bondholders as well as the financial results of our Bank.

Key characteristics:

  • Worth of accumulated deposits – PLN 104.5 billion (2016: PLN 95.8 billion).
  • Worth of equity – PLN 11.8 billion (2016: PLN 10.5 billion).
  • Net profit attributable to Bank shareholders – PLN 1,403.1 million (2016: PLN 1,253.0 million).
  • Return on equity (ROE) – 12.6% (2016: 11.7%).

Environment capital – it is natural environment which we impact mainly indirectly by the ventures funded by us. We try to minimise our direct environmental footprint.

Key characteristics:

  • 92% of agreements with business partners contain a natural environment clause (2016: 92%).
  • All corporate projects (as part of the Fast Track and Normal Track) were assessed for compliance with the ESR policy (2016: 100%).
  • Since 2016, 100% of energy purchased by our bank has come from renewable resources.

Social capital – it betokens relationships with stakeholders from our circle: clients, employees, suppliers, local communities as well as social and charity organisations.

Key characteristics:

  • Number of customers – 4.6 million (2016: 4.3 million).
  • Two corporate foundations: ING for Children Foundation and ING Polish Art Foundation.
  • Number of hours devoted by employees to voluntary activity – 4.9 thousand (2016: 4.2 thousand).
  • Number of qualified suppliers – 452 (2016: 316).

Intellectual capital – it encompasses our skills and knowledge which we employ to create cutting-edge products and services which respond to current and future needs of clients.

Key characteristics:

  • During 2016 and 2017, an Innovation Bootcamp was held – 119 ideas enrolled came from Poland (out of 787 sent by all ING Group entities). In TOP 100, 20 ideas from Poland were found (in TOP 22 – 3).
  • 8 teams, 26 participants and 10 experts (PACE Coach + Service Designer) took part in the second round of the Accelerator programme at the Bank.
  • We work in line with the Agile methodology – 1.1 thousand persons divided into over 110 scrums structured within 15 tribes.
  • In a year, every employee devotes 34 hours for training, on average (2016: 32 hours).
wiadomosc-nieprzeczytana

How our Bank works?

4.53 million retail clients and 55 thousand corporate clients

357 branches and 66 ING Express points of sale

99.8% of online service platform availability

device-telefon

Customer experience

99.9% of transfers placed by the electronic banking

Over 1.4 thousand messages and documents rewritten using plain language rules

Stability and predictability

Return on equity – 12.6%

All corporate projects (as part of the Fast Track and Normal Track) were assessed for compliance with the ESR policy

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Way of work

Women account for 52% of employees being managers

1.1 thousand persons divided into over 110 scrums structured within 15 tribes

There are, on average, 18 development actions per employee

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Customer safety

99.8% of online service platform availability

100% employees trained in personal data security

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Market and entrepreneurship development support

10.7% market share in corporate loans

We mounted 2.5 thousand POS terminals where 944 thousand transactions were effected

Our role is to enable safe and efficient money saving. The deposits entrusted by one group of clients enable us to lend to other clients. Thanks to banking credit facilities, society and economy are able to develop. It is funding from ING Bank Śląski S.A. with which clients may buy apartments, start business or invest in their companies to expand.

Efficient payment system organisation is among our top responsibilities. Since clients gradually resign from cash, an efficient electronic payment system gains in significance at the same time.

At ING, we offer our clients the transaction banking service and we also process card payments, transfers and direct debits, etc.

We help our clients see to their financial future – we assist them in taking important decisions, facilitate their understanding of the financial situation and process their transactions fast and accurately.

Our employees use their knowledge to prepare the best solutions possible for clients.

  • 357 branches and 66 ING Express points of sale
  • We provide sign language services at all branches
  • 1,081 ATMs, including 876 processing NFC-enabled withdrawals
  • 99.9% of transfers placed by the electronic banking
  • 99.8% of online service platform availability
  • 46.9% of retail clients actively used electronic banking in Q4 2017
  • 29.5% of corporate clients use mobile banking
  • The average speed of answer by the Contact Centre advisor was 20 seconds
  • 80% of problems solved in the first call resolution mode by the Contact Centre
  • Contact Centre published 52 thousand responses on Facebook
  • We resolved 56% of complaints within 24h
  • 384 branches and 65ING Express points of sale
  • We provide sign language services at all branches
  • 1,145 ATMs, including 773 processing NFC-enabled withdrawals
  • 99.6% of transfers placed by the electronic banking
  • 99.9% of online service platform availability
  • 44.8% of retail clients actively used electronic banking in Q4 2017
  • 24.9% of corporate clients use mobile banking
  • The average speed of answer by the Contact Centre advisor was 24 seconds
  • 82% of problems solved in the first call resolution mode by the Contact Centre
  • Contact Centre published 24 thousand responses on Facebook
  • We resolved 64% of complaints within 24h
  • Technology advancement.
  • Digitalisation of banking services.
  • New interaction channels.
  • New clients’ needs.
  • Personalised client approach.
  • Poor finance awareness on the part of the society.
  • Growing non-banking sector competition (telecoms, social networks, shadow banks).
  • Over 1.4 thousand messages and documents rewritten using plain language rules since the beginning of the project in November 2015
  • NPS for Retail – 31
  • NPS for Mid and Big Companies – 36
  • 214 thousand followers of ING Bank Śląski S.A. on Facebook
  • 80 thousand users visiting the ING Community website every month
  • Number of projects developed together with our clients:
    • in the accelerator formula – 8,
    • PACE Everyday – 7,
    • PACE Upskilling – 7.
  • Over 800 messages and documents rewritten using plain language rules since the beginning of the project in November 2015
  • NPS for Retail – 33
  • NPS for Mid and Big Companies – 37
  • 192 thousand followers of ING Bank Śląski S.A. on Facebook
  • 55 thousand users visiting the ING Community website every month
  • Number of projects developed together with our clients:
    • in the accelerator formula – 8,
    • PACE Everyday – 7,
    • PACE Upskilling – 7.
  • Technology advancement
  • Digitalisation of banking services
  • New interaction channels
  • New clients’ needs
  • Personalised client approach
  • Poor finance awareness on the part of the society
  • Growing non-banking sector competition (telecoms, social networks, shadow banks)
  • 6 thousand clients used the Money Coach module and received hints about their finance
  • 1 thousand retail clients had a regular investment instruction
  • We had over 18.3 thousand active brokerage accounts
  • We had over 125 thousand retail users of online Currency exchange module who effected over 433 thousand transactions
  • We had 8.0 thousand corporate users of online Currency exchange module who effected 226.5 thousand transactions
  • Retail clients pinned over 54 thousand multicurrency cards to FX accounts
  • We organised 4 educational webinars for retail clients with the total number of as many as 3.6 million views
  • 20 regional and sector meetings for corporate clients
  • In 2017, we conducted 313 lessons as part of BAKCYL initiative
  • 3 thousand clients used the Money Coach module and received hints about their finance
  • 66.3 thousand retail clients had a regular investment instruction
  • We had over 12.5 thousand active brokerage accounts
  • We had over 125 thousand retail users of online Currency exchange module who effected over 433 thousand transactions
  • We had 8.0 thousand corporate users of online Currency exchange module who effected 226.5 thousand transactions
  • Retail clients pinned over 54 thousand multicurrency cards to FX accounts.
  • We organised 4 educational webinars for retail clients with the total number of as many as 3.6 million views.
  • 70 regional and sector meetings for corporate clients
  • In 2017, we conducted 106 lessons as part of BAKCYL initiative
  • Technology advancement
  • Digitalisation of banking services
  • New interaction channels
  • New clients’ needs
  • Personalised client approach
  • Poor finance awareness on the part of the society
  • Growing non-banking sector competition (telecoms, social networks, shadow banks)
  • Cost to Income ratio – 44.6%
  • Return on equity – 12.6%
  • Loan to Deposit ratio – 83.8
  • Market share in loans – 7.7%
  • Market share in deposits – 9.0%
  • Total Capital ratio (TCR) – 16.7%
  • Cost to Income ratio – 48.5%
  • Return on equity – 11.7%
  • Loan to Deposit ratio – 81.5%
  • Market share in loans – 7.0%
  • Market share in deposits – 8.6%
  • Total Capital ratio (TCR) – 14.7%
  • Uncertain market situation
  • Low interest rates
  • Increasing number of financial sector regulations
  • Financial markets volatility
  • Environment protection-related market opportunities and needs (low carbon economy, circular economy, sector policies)
  • Risk costs margin – 0.50%
  • Share of impaired loans – 2.8%
  • Loan loss provisioning ratio – 57.1%
  • 92% of agreements with business partners contain a natural environment clause
  • All corporate projects (as part of the Fast Track and Normal Track) were assessed for compliance with the ESR policy
  • Risk costs margin – 0.40%
  • Share of impaired loans – 2.6%
  • Loan loss provisioning ratio – 60.4%
  • 92% of agreements with business partners contain a natural environment clause
  • All corporate projects (as part of the Fast Track and Normal Track) were assessed for compliance with the ESR policy
  • Uncertain market situation
  • Low interest rates
  • Increasing number of financial sector regulations
  • Financial markets volatility
  • Environment protection-related market opportunities and needs (low carbon economy, circular economy, sector policies)
  • Sustainable employee engagement ratio – 85% in 2016
  • Nearly 6 thousand employees participated in the OHI survey in 2017
  • Remuneration of the bottom-level employees vis-à-vis the market – 143%
  • Women account for 52% of employees being managers
  • Average length of service was 12.2 years; 15.4 years for managers
  • Sustainable employee engagement ratio – 85% in 2016.
  • Remuneration of the bottom-level employees vis-à-vis the market – 104%
  • Women account for 52% of employees being managers
  • Average length of service was 11.4 years; 15.4 years for managers
  • We need to respond fast to changes and growing competition.
  • During 2016 and 2017, an Innovation Bootcamp was held – 119 ideas enrolled came from Poland (out of 787 sent by all ING Group entities). In TOP 100, there were 20 ideas from Poland (in TOP 22 – 3)
  • 550 employees trained in PACE methodology (2016: 225) during 52 PACE training courses
  • We organised 2 Startup Demodays where we invited 15 start-ups
  • We work in line with the Agile methodology – 1.1 thousand persons divided into over 110 scrums structured within 15 tribes
  • 8 teams, 26 participants and 10 experts (PACE Coach + Service Designer) took part in the second round of the Accelerator programme at the Bank
  • During 2016 and 2017, an Innovation Bootcamp was held – 119 ideas enrolled came from Poland (out of 787 sent by all ING Group entities). In TOP 100, there were 20 ideas from Poland (in TOP 22 – 3).
  • 225 employees trained in PACE methodology during 52 PACE training courses.
  • We work in line with the Agile methodology – 1.1 thousand persons divided into over 110 scrums structured within 15 tribes.
  • 8 teams, 26 participants and 10 experts (PACE Coach + Service Designer) took part in the second round of the Accelerator programme at the Bank.
  • We need to respond fast to changes and growing competition
  • In a year, every employee devotes 34 hours for training, on average
  • There are, on average, 18 development actions per employee
  • 99.9% of employees took part in at least one (on-site or e-learning) training course
  • 55% of line managers and 62% of specialists were trained in Moje ING assistance, 50% of line managers and 63% of specialists were trained in transaction assistance.
  • In a year, every employee devotes 32 hours for training, on average
  • There are, on average, 15 development actions per employee
  • 99.95% of employees took part in at least one (on-site or e-learning) training course
  • 55% of line managers and 62% of specialists were trained in Moje ING assistance, 50% of line managers and 63% of specialists were trained in transaction assistance.
  • We need to respond fast to changes and growing competition
  • The percentage of employees trained in security aspects:
    • 93% in information security
    • 97% in Compliance
    • 98% in fraud prevention
    • 91% in operational risk
  • 8% of online service platform availability
  • In 2017, we made 5 calls and sent 8 text messages communicating suspicions of unauthorised transaction on average each day
  • The percentage of employees trained in security aspects:
    • 98% in information security
    • 98% in Compliance
    • 94% in fraud prevention
    • 90% in operational risk
  • 99.9% of online service platform availability
  • In 2015-2016, we made 5 calls and sent 8 text messages communicating suspicions of unauthorised transaction on average each day
  • Technology advancement.
  • Digitalisation of banking services.
  • Network security more important.
  • No substantiated complaints about breach of customer privacy
  • 100% employees trained in personal data security
  • No substantiated complaints about breach of customer privacy
  • 95% employees trained in personal data security
  • Technology advancement
  • Digitalisation of banking services
  • Network security more important
  • We awarded PLN 6.7 billion worth of mortgage loans reaching 15.3% of the market share
  • We awarded 249 thousand cash loans (63.2% of them via electronic channel) totalling PLN 4.3 billion
  • We awarded 19.7% of cash loans in the retail segment under pre-approved offer
  • During the pilot of Easy Lending we granted 600 loans to mid and big companies
  • 7% market share in corporate loans
  • Share of online credit applications in the corporate segment was 93.1%
  • 0% market share in factoring
  • 5% market share as regards the amount of lease agreements made and assets provided
  • The average duration of the Fast Track process to the decision with limits was 1.69 working days
  • We awarded PLN 5.7 billion worth of mortgage loans reaching 13.9% of the market share
  • We awarded 249 thousand cash loans (41.4% of them via electronic channel) totalling PLN 3.9 billion
  • We awarded 10.1% of cash loans in the retail segment under pre-approved offer
  • During the pilot of Easy Lending we granted 600 loans to mid and big companies
  • 10.5% market share in corporate loans
  • Share of online credit applications in the corporate segment was 91.2%
  • 15.4% market share in factoring
  • 5,2% market share as regards the amount of lease agreements made and assets provided
  • The average duration of the Fast Track process to the decision with limits was 1.98 working days
  • No regulatory stability
  • Higher products and services costs
  • Risk of lower profitability
  • 1.7 thousand factoring clients
  • 2.0 million factoring-funded invoices
  • 17.8 thousand leasing clients
  • 140 depositories, 72 light depositories, 23 mini CDMs, 6 micro CDMs and 15 automatic tills
  • We mounted 2.5 thousand POS terminals where 944 thousand transactions were effected
  • 65 thousand users of Aleo transactional platform
  • 1.5 thousand factoring clients
  • 1.5 million factoring-funded invoices
  • 13.6 thousand leasing clients
  • 137 depositories, 41 light depositories, 14 mini CDMs, 2 micro CDMs and 15 automatic tills
  • We mounted 2.5 thousand POS terminals where 944 thousand transactions were effected
  • 57 thousand users of Aleo transactional platform
  • No regulatory stability
  • Higher products and services costs
  • Risk of lower profitability
  • Approximately 80 thousand applications for 500+ benefit filed
  • 127 thousand users of the trusted profile which was used 223 thousand times
  • Over 951 thousand BLIK users
  • Nearly 2.1 million BLIK online transactions
  • Approximately 73thousand applications for 500+ benefit filed
  • 7 thousand users of the trusted profile which was used 2 thousand times
  • Over 595 thousand BLIK users
  • Nearly 276 thousand BLIK online transactions
  • No regulatory stability.
  • Higher products and services costs.
  • Risk of lower profitability.

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