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Business strategy

  • [103-1]
    Explanation of the material topic and its Boundary
  • [103-2]
    The management approach and its components
  • [103-3]
    Evaluation of the management approach
  • [203-2]
    Infrastructure investments and services supported

In 2014, ING Group implemented the Think Forward strategy. We want to be perceived as a bank of the future for the enterprising. The one that delivers practical solutions to its clients, the solutions they need and will be willing to use.

Our clients as well as the audience of our commercials probably associate us with the catchphrase: “It’s the people that count”. And that’s right, as we want people to be able to pursue their goals with our support. Often, we help them even become aware of and name their goals.

In practice, it means that – thinking of our clients and their satisfaction – we simplify our actions and how we communicate. We enhance our availability by putting the emphasis on the latitude of contact forms and times when the client may reach us. We are an organisation of committed people who derive satisfaction from improving themselves.
And also from supporting our clients in their development. We want them to make informed choices.

ing-infografika-strategia-ENG ing-infografika-strategia-ENG

Our promises

We talk and write to our clients in a clear fashion: without any banking lingo or legal intricacies. We simplify agreements and avoid asterisks. We create accessible online solutions.

We give our clients access to services from any device and at any day or night time. We rebuild our branches and adapt cash machines to client needs.

We educate clients, advise them and share knowledge with them. Our advisors assist clients in taking decisions. We develop innovative platforms and tools to streamline finance management.

Together with the clients we search for new solutions and improvements. We automate our internal systems. We engage all employees in searching for room for improvement.

We talk and write to our clients in a clear fashion: without any banking lingo or legal intricacies. We simplify agreements and avoid asterisks. We create accessible online solutions.

We give our clients access to services from any device and at any day or night time. We rebuild our branches and adapt cash machines to client needs.

We educate clients, advise them and share knowledge with them. Our advisors assist clients in taking decisions. We develop innovative platforms and tools to streamline finance management.

Together with the clients we search for new solutions and improvements. We automate our internal systems. We engage all employees in searching for room for improvement.

Strategic priorities

Clients are at the centre of our actions. We care to have numerous loyal clients. They will choose us as their primary bank only if they have good relationship with us and if we help them solve their problems. We know that we can ensure them a lasting and good relationship if, at the same time, we look after our financial strength and stable infrastructure.

Creation of new solutions is the basic task of our organisation. That is why, we are looking for a new way of working, for the method that will be optimal for the organisation of ambitious and committed people who care about their own development and development of the others. The method that will get clients even more involved in the process of creating and modifying products.

We watch changes carefully and strive to use them in many areas. We turn them into products and services which are developed together with clients. We implement state-of-the-art technologies, but we remember that clients must find the technology both useful and safe.

ING Bank Śląski S.A. is not only about savings money and loans. We provide clients with a comprehensive view of their finance and offer them the solutions that go beyond the traditional banking.

Clients are at the centre of our actions. We care to have numerous loyal clients. They will choose us as their primary bank only if they have good relationship with us and if we help them solve their problems. We know that we can ensure them a lasting and good relationship if, at the same time, we look after our financial strength and stable infrastructure.

Creation of new solutions is the basic task of our organisation. That is why, we are looking for a new way of working, for the method that will be optimal for the organisation of ambitious and committed people who care about their own development and development of the others. The method that will get clients even more involved in the process of creating and modifying products.

We watch changes carefully and strive to use them in many areas. We turn them into products and services which are developed together with clients. We implement state-of-the-art technologies, but we remember that clients must find the technology both useful and safe.

ING Bank Śląski S.A. is not only about savings money and loans. We provide clients with a comprehensive view of their finance and offer them the solutions that go beyond the traditional banking.

Execution of strategic priorities for 2018

As part of the business strategy implementation, we identified several key areas of focus for 2018. The table below presents the results of priorities’ implementation:

Our 2018 priorities
Priority Deliverables
Increase in the number of clients supported by digital solutions and high client satisfaction
  • Increase in the number of clients by 269.9 thousand y/y to 4.86 million
  • #2 in NPS Net Promoter Score – a client loyalty survey. Client database is split into three categories: promoters, neutral clients and detractors. NPS ratio is the difference between the share of promoters and detractors in the entire client database.Net Promoter Score – a client loyalty survey. Client database is split into three categories: promoters, neutral clients and detractors. NPS ratio is the difference between the share of promoters and detractors in the entire client database. in the retail segmentSimply: natural persons and natural persons running business.Simply: natural persons and natural persons running business.
Motivated employees, engaged in implementation of the Bank strategy
  • Remuneration of the bottom-level employees vis-à-vis the market – 125%
  • We implemented the talent/succession management programme
Leader in artificial intelligence use and data management
  •  We launched a virtual assistant for retail segmentSimply: natural persons and natural persons running business.Simply: natural persons and natural persons running business. clients available at Moje ING
  • We launched the imoje payment gateway
  • We ran the “Lion’s Den ING Modelling Challenge” hackathon in the field of risk and data analysis
  • We share with our corporate clients knowledge regarding the use of robots supporting operating activity
Optimal and stable balance sheet
  • The share of funds in current accounts was at 37.6% (+0.2 p.p. y/y)
  • The value of loans gross was PLN 104.4 billion as at the yearend (+18.0% y/y).
  • LTD ratio went up by +3.9 p.p. to 87.6%
Operating effectiveness improvement
  • LTD ratio settled at 44.5%.
  • Return on equity (ROE Net profit/ average equity for 5 consecutive quarters.Net profit/ average equity for 5 consecutive quarters.) settled at 12.5% (-0.1 p.p. y/y)
  • The Management Board recommended the payout of 30% of standalone profit as a dividend

Strategic priorities and main risks in 2019

Our strategic priorities for 2019
  • Higher number of clients.
  • Regulatory complianceEnsuring observance of laws, norms and standards, and recommendations.Ensuring observance of laws, norms and standards, and recommendations..
  • Operational excellence.
  • Employee motivation.
  • Data management.
Risks to business strategy implementation in 2019
  • Global instability and/or economic slowdown.
  • Political events leading to regulatory instability.
  • Regulatory costs of the banking sector.
  • Wage pressure.
  • Upturn in the mutual funds market.

Sustainability strategy

Any action through which we will be able to leave the world for future generations at least as it is today lies at the centre of the sustainability. Ideally, we will make it even better, using technology development.

Starting from the projects funded by us and ending with our office lighting – we are aware that each aspect of our activity impacts society and environment. We respect human rights and care for the environment, trying to avoid negative footprint or manage it adequately. We engage in relationships with our clients to support their continuous development. We promote any and all forms of diversity – not only because such an approach is right, but also because diverse sources and different ways of thinking trigger new and valuable ideas. We invest in local communities and participate in voluntary activities.

Sustainability is inherent in our business strategy. To ensure that these activities are consistent and that they set the directions we follow, we have updated our previous sustainability strategy. Our response can be formulated through being: the BankBank when capitalised means ING Bank Śląski S.A.Bank when capitalised means ING Bank Śląski S.A. for the enterprising, the BankBank when capitalised means ING Bank Śląski S.A.Bank when capitalised means ING Bank Śląski S.A. of equal opportunities, the BankBank when capitalised means ING Bank Śląski S.A.Bank when capitalised means ING Bank Śląski S.A. of green investment projects and the BankBank when capitalised means ING Bank Śląski S.A.Bank when capitalised means ING Bank Śląski S.A. which is eco-aware.

Implementation of ING Bank Śląski S.A. sustainability strategy

Implementation of ING Bank Śląski S.A. sustainability strategy
Goal Success measures as at the year-end 2018 Execution
Bank for the enterprising 
We are enterprising.

We introduce beyond bankingsolutions in the Retail, SME/ Mid-Corp and Wholesale Banking.

Retail:

MojeID implementation,

implementation of online invoicing including the accounting module. 

  • As a bank in 2018, we were ready to implement MyID. Delays in implementation result from the service provider and are independent of the bank’s operations.
  • For entrepreneurs, we have implemented online invoicing together with an accounting module.
SME / Mid-Corp:

Beyond Banking revenue up by 35%

  • The indicator has been incorrectly included in the strategy. The target level to be achieved in 2021 is 10% in core business revenues. At the end of 2018, the increase in beyond banking income was at the level of 1.34%.
Wholesale Banking:

Robotics; Purchase-to-pay platform.

  • In 2018, we focused on the development of the Robotics service. We share corporate knowledge with our clients regarding the use of robots to improve operational activities. The proof of concept (POC) process was carried out in the strategic clients segment. The second POC ended in January 2019.
We support companies in the development of their businesses. We are building a platform to deliver new solutions that meet the enterprises’ needs. x-buy ratio up by 10%;
  • The x-buy ratio at the end of 2018 is lower than at the end of 2017. This is related to the change in the sales process of the ROR and OKO accounts. We have also focused on providing clients with products from external websites that are not included in the calculation of the x-buy index. In 2019, we will work on changing the definition of PRIMARY to include products from external websites.
We support the spirit of enterprise of employees, we encourage continuous growth (we are a learning organisation). We look for and develop new competences. We support the spirit of enterprise of employees, we encourage continuous growth (we are a learning organisation). We look for and develop new competences.
  • In Innovation Bootcamp 5.0, 349 ideas were submitted, including 51 ideas from Poland. The final took place in June 2018 – in Alwernia near Kraków.
We develop tools and services supporting the enterprising. From the business set-up decision, through business running and growth to its closure/ handover to the successor. Minimum 10% of our clients actively use our solutions.
  • The products implemented in 2018 offered to the Entrepreneurs segment are: ING Księgowość – 42 thousand. customers; 9,000 payment terminals; 300 goals imoje; 900 microfractoring contracts; 250 microleasing contracts. In total, over 10% of Qualified segment customers use new solutions.
We develop collaboration with fintechs and start-ups. We want to support start-ups where for we recognise potential for realistic business actions. 3 rounds of in-house Start-ups Demo Days.
  • In 2018, two editions of DemoDay meetings took place. In addition, 2 thematic events took place in the bank, to which we invited start-ups (the main themes of the events are Open Banking and AI).
We provide financial education to people eager to learn, both children and adults. We increase the number of beneficiaries of financial education-related actions and programmes. Up by 10%
  • In 2018 the number of projects related to financial education grew under the Good Idea programme. Out of 73 projects 45 were devoted to education (62%) compared to 2017, when out of 71 project, 42 were educational (59%).
  •  The number of students participating in the Entrepreneurial Youth Programme slightly declined from 610 in 2017 to 600 in 2018. A new event was an Entrepreneurial Youth Gala that was held at the corporate offices of ING Bank Śląski. It hosted 12 teams presenting their projects.
  • The number of our volunteers, who participated in the Bakcyl Programme increased from 62 to 69 (11%). In 2018 they gave 210 lessons.
The Bank of equal opportunities
We develop and implement a plan of actions supporting clients with disabilities. Implementation by the year-end 2018.
  • We are striving to make our branches accessible to everyone, including those with disabilities or those who visit us with prams We design the interior to suit their needs and we eliminate barriers In 2018 we liquidated architectonic barriers in 22 retail branches. Additionally, 29 of our branches were provided with ramps and calling bells. At the end of 2018, 88% of our branches had no architectonic barriers and 91% were without barriers or the barriers were eliminated (mobile ramps).
  • In addition, in all our branches clients have access to a sign language interpreter using the Migam application that is available on telephones or tables of our professionals.
We continuously improve the working conditions so that they are suitable and allow for hiring disadvantaged people. A completed ergonomic audit; identified work places for disadvantaged people.
  • We have completed the ergonomic audit. Identification of places for people with disabilities is under way. From 1 January 2019, we introduced a package of disability-related benefits in our bank.
We actively support diversity culture by getting involved in cooperation with organisations that involve disadvantaged people. Identifying organisations with which the bank will enter into a co-operation agreement. Conducting at least one exercise involving disadvantaged people together with the selected organisation.
  • We have started cooperation with two Foundations that help people with disabilities to build self-esteem, support the process of self-empowerment and show how to effectively look for a satisfying job.
  • We have prepared a Savoir-vivre guide for people with disabilities with one foundation.
  • We have established cooperation with the other foundation to support us in the recruitment processes of people with disabilities (we are in the process of signing the contract).
We continue to further simplify and promote “Po prostu” communication. We develop standards and tools that enhance the scope of simple communication. Simplification of 2,000 external and internal messages
  • So far we have succeeded in simplifying 2,015 internal and external messages.
The Bank of green investments
We have been implementing the assumptions of the Green Statement. We restrict cooperation in the area of lending with companies that generate the majority of their revenues from the production and/or sales of hard coal. We are planning to end that type lending business by 2025. At the same time, we support projects in the scope of renewable energy sources and electromobility. At least 3 projects focus on care about the natural environment.
  • In 2018 we completed a large project called My Air. It included a campaign “Do we Poles have anything in common? You can’t see it. Because it is the air”. As part of the campaign we encouraged Poles to a proactive attitude for the sake of the clean air. The campaign accompanied the introduction of energy efficient products and solutions into the financing offer under which we waive commissions for its provision. As part of the offer of loans and borrowings for retail clients and businesses, we offered promotional financing for products and solutions that contributed to the reduction of conventional energy and the increase of clean energy consumption. We initiated the construction of the Smog Free Tower to draw attention to a necessity of undertaking actions for the clean air’s sake. The #mojepowietrze action encouraged Poles to take an active attitude for the clean air’s sake. Web surfers shared their ideas about combating the smog.
  • In 2018 we continued our activities as part of electromobility development. We initiated cooperation with 4 partners supplying electrified cars and charging stations and electric scooters.
  • Under the partnership with Innogy, apart from signing the letter of intent, we successfully conducted a pilot project of leasing electrified cars pursuant to the rules of car sharing, and in July 2018 we launched 10 new charging stations in the Janki Shopping Centre.
  • In November 2018 we signed a letter of intent on joint activities with ENGIE Technika Instalacyjna. Electromobility development and solutions in the area of energy efficiency mark the scope of the cooperation initiated between ENGIE and our Bank.
  • In December 2018 we started a pilot carsharing project and launched first charging stations for electrified cars in Katowice. 23 charging stations and 20 electrified cars are the basis for an electromobility system being launched by the Bank Tauron.
  • Last year we also successfully tested rental of electric scooters. As part of the cooperation with Jeden Ślad, a company operating a network of urban scooters, in June 2018 we provided 50 scooters in Katowice, and in August 60 ING electric scooters in Warsaw.
All our investments are subject to risk assessment in terms of a socio-environmental impact in line with the ESR Policy. 100%
  • In 2018 all our investments were subject to risk assessment in terms of a socio-environmental impact in line with the ESR Policy.
We promote the assumptions of the circular economy. We see a chance and potential for business in that area. We are active in inspiring and knowledge sharing. The Bank’s involvement as a partner in at least 2 external conferences
  • Pursuant to a goal of the Sustainability Strategy in 2018 we promoted the assumptions of the circular economy.
  • Together with Deloitte and other partners we published a report on “Circular Flow – Open Opportunities” about the circular economy that was first disclosed at EEC Green. The purpose of the report is to look at a situation in Poland and identify opportunities that the circular economy creates. The report was present to conference participants during EEC Green. We were the main partner of EEC Green and Open Eyes Economy. Panel sessions on the circular economy were held during both events.
We are in active dialogue with non-governmental organisations (NGOs). At least 4 meetings
  • There were 4 meetings with various non-governmental organisations held in 2018.
The ecologically aware Bank
We carry out activities that are aimed at reducing the carbon footprint. The carbon footprint down by 84% by 2020 compared to the 2014 level.
  • At 79% against the 2014 base year. It is a long-term programme, however, we are on a good route to reach the target.
We have been lowering water consumption, increasing recycling of waste Water consumption down by 20% by 2020 compared to the 2014 level, 100% recycled waste by 2020.
  • Lowering water consumption is currently at 13% compared to the 2014 base year. As of 2016, 100% of all waste produced by the employees (paper, waste electrical and electronic equipment, toner cartridges, or furniture) has been subject to recycling. All communal waste is collected by communes, and is not subject to recycling by the Bank.
We promote pro-environmental initiatives in our own business (e.g. a fleet of electrified and hybrid cars).
  • Replacement of another 6 internal combustion engine cars on duty with electrified cars.
  • Erection of 3 charging stations for electrified cars next to our branches.
  • Training of some 50 in eco-driving
  • In 2018 we purchases and brought to use 7 new electrified cars that replaced internal combustion engine cars. Thus, our fleet now has 11 electrified and 6 hybrid cars. We have been erecting car charging stations, too.
  • At the year-end 2018 we had 8 own charging points in Katowice, Łódź, Kraków, Warsaw, Gdańsk, and Wrocław.
  • In 2018 we trained 18 persons in eco- driving.
We build eco-awareness of our employees and educate them in that area. Organising 2 competition for employees as part of eco-brand promotion.
  • We organized 3 contests for employees regarding ecology and the environment. They concerned ways to give the product life again, avoid plastic and reduce air pollution. In each of them employees could get adequate rewards: our bags from billboards, bottle and can crusher and anti-smog masks.
We are working on the approach to sustainable procurement. 90% of all vendors accept and will apply the Vendors Code of Conduct
  • Pursuant to the Purchase Policy, in 2018 the activities were continued as part of the supplier selection process. The process of qualifying suppliers reduces the risk of cooperation with suppliers engaged in undesirable financial and economic criminal activities, including those that bear the characteristics of bribery and corruption or about uncertain financial, social or environmental situation. There has been an increase in the number of suppliers qualified at the local and global level. At the end of 2018, 534 suppliers in the purchasing area received the status of qualified supplier. In 2018 alone, 215 suppliers were verified, of which 194 (90%) passed the qualification positively. Verification of suppliers is based on established criteria in line with the ethical values and principles included in the bank’s mission and strategy.
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