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.

zamknij
PL ENG A wersja-kontrastowa informacja
Brak notatek
Basket is empty
Send to print
Delete

Chief directions of the Sustainability Strategy for 2017-2019:

  • We involve people in financial education, which should help them better cope in life and in business.
  • We support enterprising people in fulfilling their plans.
  • We remove barriers hindering access to banking services.
  • We ensure secure services digitalisation.
  • We support our business clients and partners in sustainable running of their business.

Szczegółowe informacje w tym zakresie przedstawiamy w poniższych tabelach.

Measures (specific objectives for 2019)
– versus 2016
To be acted on by 2017 yearend
Brand attribute “ING helps take better financial decisions” at TOP 2 level As at 2017 yearend, brand attribute at TOP  2 level in the CAPI survey and at TOP 1 at the CAWI survey.
Customer satisfaction maintenance: TOP 1 in NPS global, NPS Service Quality at Branch at 60% In 2017, we reached a very good result of 59%.

In January 2018, we will modify the survey to better adjust it to our priorities and way of working, and so that we can better listen to the voice of clients.

Maintenance of corporate and strategic clients’ satisfaction, higher NPS In 2016, we started to regularly analyse the NPS indicators for selected services and processes, adding successively client-Bank points of contact: account opening, online banking usage, contact with the telephone support Business Centre.

The percentage of companies assessing co-operation with the Bank at least at the level of 8 (8, 9 and 10) in the scale from 1-10 was 75% versus 76% in 2016. However, it was higher than the market by 12%.

NPS in the mid and big companies sub-segment remained flat at 36, versus 37 in 2016.

Zero tolerance for mis-selling. No such practices at the Bank; measure: maintaining a very negligible number of complaints from retail and corporate clients on mis-selling. We maintained a negligible number of mis-selling-related complaints. In 2017, these complaints represented 0.05% of all complaints from retail and corporate clients (0.04% in 2016).
Increase in the number of educational actions’ beneficiaries Partnerships with organisations specialising in financial education of children and youths.

In 2017, we started to cooperate with the Center for Citizenship Education within the Entrepreneurial Youth programme. The programme was attended by 610 participants from 130 schools. We supported the programme also in terms of its content by adding a training module on sustainability.

As part of the joint programme of the financial services sector Bankers for Financial Education of Teenagers, BAKCYL,
organised by the Warsaw Institute of Banking,
ING volunteers held 294 lessons for on average 21 participants; it means that lessons were held for 6,111 participants. Our Bank was honoured as a partnership bank for participation in the BAKCYL programme during the first Financial Education Congress on 28 March 2017. The most active volunteers that held over 20 lessons were also recognised.

In cooperation with another partner– Spring Association – we delivered two programmes:

  • Noble Box – 1,370 trained volunteers, 103 training courses; in the programme volunteers worked with families on developing family budget planning skills.
  • Academy of the Future – we were a patron of 10 schools across Poland – to support children development and help them overcome school difficulties.

In the voluntary activity competition, organised together with the ING for Children Foundation – Good Idea, in 2017 ING volunteers organised in total 68 projects, out of which 38 were financial education projects.

Our Bank partnered in international conferences that addressed topics on financial education, modern banking, the economy of value or sustainability – European Economic Congress, Open Eyes Economy, Start-up Days, Impact Fintech. In May 2017, ING Poland organised an international programming marathon that gathered 400 coders under the slogan “how does the open ecosystem of financial services look like”.

Measures (specific objectives for 2019)
– versus 2016
To be acted on by 2017 yearend
5% increase in the market share
in the entrepreneurs segment
In 2017, market share (measured with the number of clients of mid and big companies holding current accounts) grew by as much as 7%.
Maintaining the acquisition rate for corporate clients In 2017, we kept the high growth rate for client acquisition. We acquired 11.9 thousand mid and big companies, or 13% more than in 2016.
Brand attribute “ING – bank for the resourceful and enterprising” at TOP 2 level As at 2017 yearend, brand attribute at TOP  1 level both in the CAPI and CAWI surveys.
Higher number of interactions with clients based on online assistance – direct or remote We empower clients to use state-of-the-art solutions of online and mobile banking – also when visiting our Bank.

In 2017, we offered the innovative customer service model at the branch – “assistance”. As part of this model, clients can buy product on their own and learn new features of Moje ING. Our specialists navigate clients in Moje ING, promote modern payment methods and teach clients how to use ATMs and CDMs. In 2017, nearly 40% of sales at the branch was achieved via “assistance”.

Corporate banking – 50% of remote sales and 90% of remote service As regards the target of 50% of remote sales, 32.2% of new clients were acquired in a remote channel in 2017 (versus all new clients acquired in 2016). We granted 4.5% of loans in a remote channel in the prescoring process (Easy Lending).

As regards 90% of remote service, we managed to reach remote service levels for: cash 83%, new deposit 99%, loans – funds disbursement instruction 54%, loans – loans disbursement/provision instruction 92%, vendor finance 98%, guarantees 33%, letters of credit 93%

Measures (specific objectives for 2019)
– versus 2016
To be acted on by 2017 yearend
Implementation of recommendations obtained from institutions representing the interests of clients with access problems: the blind (WCAG 2.0), the deaf (Polish Association of the Deaf), the physically disabled (Integration Foundation), persons aged 65+ (Polish Bank Association) In 2017, we implemented a number of recommendations received from institutions representing disadvantaged people. In the branch and non-branch devices we implemented i.e.:

  • headphone outlet sockets at ATMs (audio) – 143 outside branches,
  • machine keyboard with markers (convexly marked keys) – 722 in the network of branches, 359 – outside branches; 1,081 machines with the logo in total,
  • Braille alphabet stickers for machine elements (e.g. a card reader, a printer of confirmations) – 124 at branches, 197 outside branches; 321 with the ING logo in total.

In 2017, we completed the construction of the new branches and redevelopment of 19 branches in the new visual standard and implemented elements that facilitate visiting Bank’s branches for people with different types of disabilities.

We implemented the following facilities for persons on wheelchairs:

  • for the stairs to the branch at the walkaway level, if it is architectonically feasible, we mount ramps and threshold ramps so that disabled persons can access our branch on their own,
  • communication passages with the railings along the ramps and in rest rooms for the disabled,
  • if the floors in a building are uneven and if there are thresholds, as long as technically feasible, we mount ramps,
  • we are levelling the surface in the bank branches vicinity.

Examples of facilities for people with the sight, hearing or speech dysfunction:

  • proper marking/labelling,
  • anti-slip mats,
  • sound/beep installations to call in a branch employee,
  • colour-based solutions, clear explanation/ information to improve the sense of direction and proper lightning.
Training for retail advisors in plain language in communication – target of 90% In 2017, we implemented the new customer service model that is based on the natural conversation, getting to know the client and their expectations and assistance.

We also delivered the “Face to face” project. It was designed to develop solutions that will ensure:

  • even better client-advisor communication,
  • offer customer experience that is in line the brand promise,
  • full usage of the new service model potential when contacting the client.

 

Measures (specific objectives for 2019)
– versus 2016
To be acted on by 2017 yearend
Loss level to sales volume lower every year In 2017, losses went down 80% versus 2016. This can be attributed to a small number of attacks on online banking users versus 2016 and development of fraud detection rules.
Level of losses by fault of the Bank lower every year and potential loss level decrease – not more than in 2016. In 2017, keeping a high level of tests discipline, verification of correct functioning of the application, implemented modifications and procedures, we did not incur losses by fault of the Bank.
Voice of customer – number of
security-related contacts – no more than in 2016
The number of voices in 2017 was 3,750. Interactions mainly concerned security of personal and business accounts, payment cards, online banking and the internet itself and electronic devices (smartphones, computers). These voices are from various sources. Still, clients most often use the message options in Moje ING, social media and NPS questionnaires.
Increase in internet services sale to 50% In 2017, the percentage of online loan sales (pcs) for entrepreneurs reached 54% and for individual client 67%. Individual clients opened themselves (online) 20% of accounts. The mobile application is very popular among our clients. Clients very often use the products which are not part of our traditional banking offer in Moje ING, e.g. 500+ application, FX exchange or trusted profile.
The share of ING corporate clients using system configurations recommended by the Bank – not less than in 2016 We take educational- and informational measures for using platforms or software not supported by manufacturers. We also take actions to limit access to systems on non-supported devices, e.g. Windows Phone.

 

Measures (specific objectives for 2019)
– versus 2016
To be acted on by 2017 yearend
Limiting the volume of the coal power sector lending portfolio In 2017, we managed to limit the volume of the coal power sector lending portfolio.
All investments subject to the assessment of the social and environmental impact risk comply
with the ESR Policy
Delivery of 100%
Investment projects in ultra-high risk countries comply with the Manual – Procedure for sanction risk assessment and contractual provisions in credit products In keeping with the Manual – Procedure for sanction risk assessment and contractual provisions in credit products, the Bank did not invest / did not carry out investment projects in ultra-high risk countries. In keeping with the Financial Economic Crime Policy, the Bank neither enters into relationships with clients from ultra-high risk countries nor makes transactions linked with these countries. The foregoing applies both to standard payments and trade finance transactions as well as credit products – the above Manual is applicable in that regard.

Based on the risk analysis, the Bank deems the following countries as ultra-high risk countries: Cuba, Iran, North Korea, Sudan and Syria.

100% of suppliers obtain the required status in the supplier qualification process at ING Group In 2017, in line with in the Procurement Policy, the supplier qualification process continued. The supplier qualification process mitigates the risk of cooperation with suppliers engaged in undesirable criminal, financial or economic practices, including bribery- and corruption-related practices or that are financially, socially or environmentally unsound.

The number of qualified suppliers went up locally and globally. As at 2017 yearend, 452 suppliers in the procurement area were assigned the qualified status. In 2017, 151 suppliers were screened, out of which 136 (90%) were qualified positively.

Suppliers are qualified on the basis of the adopted criteria that are compliant with the values and ethical principles adopted in the Bank’s mission and strategy.

I am a client

I am a staff member

I represent the market and media

ustawienia
zamknij

Change currency to:

Change :

zamknij

Search results: