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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 (IIRCInternational Integrated Reporting Council.International Integrated Reporting Council.) 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 environment 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 perspective of the employed capital.

Employed capital

These are 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 8,086 persons (2017: 8,032).
  • Over 6 thousand employees participated in WPC Winning Performance Culture – It is a survey to measure employee engagement.Winning Performance Culture – It is a survey to measure employee engagement. survey in 2018 (2017: nearly 6 thousand employees participated in the OHI survey).
  • Average length of service was 12.2 years (2017: 12.2 years).

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 BankBank when capitalised means ING Bank Śląski S.A.Bank when capitalised means ING Bank Śląski S.A..

Key characteristics:

  • Worth of accumulated deposits – PLN 117.7 billion (2017: PLN 104.5 billion).
  • Worth of equity – PLN 13.3 billion (2017: PLN 11.8 billion).
  • Net profit attributable to BankBank when capitalised means ING Bank Śląski S.A.Bank when capitalised means ING Bank Śląski S.A. shareholders – PLN 1,525.9 million (2017: PLN 1,403.1 million).
  • Return on equity (ROE Net profit/ average equity for 5 consecutive quarters.Net profit/ average equity for 5 consecutive quarters.) – 12.5% (2017: 12.6%).

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:

  • In 2018, the Innovation Bootcamp 5.0 was held – 51 ideas enrolled came from Poland (out of 349 sent by all ING Group entities).
  • 9 teams, 23 participants, 8 experts from the BankBank when capitalised means ING Bank Śląski S.A.Bank when capitalised means ING Bank Śląski S.A. and 2 experts from outside the BankBank when capitalised means ING Bank Śląski S.A.Bank when capitalised means ING Bank Śląski S.A. (PACEAn organised process boosting innovations across ING Group. It fosters a fast market launch of new products and services, developed by small and independent scrums.An organised process boosting innovations across ING Group. It fosters a fast market launch of new products and services, developed by small and independent scrums. Coach + Service Designer) took part in two editions of the Accelerator programme in 2018.
  • In a year, every employee devotes 41 hours for training, on average (2017: 34 hours).

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:

  • 88% of agreements with business partners contain a natural environment clause (2017: 92%).
  • All corporate projects (as part of the Fast TrackA simplified lending track in the mid and big companies segment.A simplified lending track in the mid and big companies segment. and Normal Track) were assessed for complianceEnsuring observance of laws, norms and standards, and recommendations.Ensuring observance of laws, norms and standards, and recommendations. with the ESREnvironmental and Social Risk.Environmental and Social Risk. policy (2017: 100%).
  • Since 2016, 100% of energy purchased by our BankBank when capitalised means ING Bank Śląski S.A.Bank when capitalised means ING Bank Śląski S.A. has come from renewable resources.

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

Key characteristics:

  • Number of clients – 4.86 million (2017: 4.59 million).
  • Two corporate foundations: ING for Children Foundation and ING Polish Art Foundation.
  • Number of hours devoted by employees to voluntary activity – 5.2 thousand (2017: 4.9 thousand).
  • Number of qualified suppliers – 534 (2017: 452).

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).

 Change currency: PLNEURUSD
Cash income
million 2018 2017 2016 2015 2014 Change 2018 / 2017
Cash income 4 538.0 4 165.5 3 813.3 3 356.8 3 102.0 8.9%
Net interest income 3 759.3 3 389.4 2 953.4 2 467.1 2 330.2 10.9%
Net commission income 1 304.9 1 196.0 1 064.8 1 017.2 1 062.9 9.1%
Other income 168.2 183.7 306.3 293.8 151.7 -8.4%
Amortisation and depreciation -193.5 -182.4 -210.6 -189.2 -175.1 6.1%
Risk costs -500.9 -421.2 -300.6 -232.1 -267.7 18.9%
Cash income
million 2018 2017 2016 2015 2014 Change 2018 / 2017
Cash income 1 063.5 981.3 871.5 802.1 740.5 8.4%
Net interest income 881.0 798.5 675.0 589.5 556.2 10.3%
Net commission income 305.8 281.8 243.3 243.1 253.7 8.5%
Other income 39.4 43.3 70.0 70.2 36.2 -8.9%
Amortisation and depreciation -45.3 -43.0 -48.1 -45.2 -41.8 5.5%
Risk costs -117.4 -99.2 -68.7 -55.5 -63.9 18.3%
Cash income
million 2018 2017 2016 2015 2014 Change 2018 / 2017
Cash income 1 252.6 1 112.6 961.0 885.0 974.6 12.6%
Net interest income 1 037.7 905.3 744.3 650.5 732.1 14.6%
Net commission income 360.2 319.5 268.3 268.2 333.9 12.8%
Other income 46.4 49.1 77.2 77.5 47.7 -5.4%
Amortisation and depreciation -53.4 -48.7 -53.1 -49.9 -55.0 9.6%
Risk costs -138.3 -112.5 -75.8 -61.2 -84.1 22.9%

Cash income distribution among stakeholders

Value creation model

human financial environmental social intellectual Capital Employee development Deposit security supported by a strong capital position Involvement in pro-ecological projects The growing base of satisfied customers High ROE and dividend Customer experience Supporting sustainable development Risk and security management Engaged employees and a strong employer Stability and predictability How our Bank works
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