Powszechna Kasa Oszczędności Bank Polski S.A.: Strategia Banku na lata 2016-2020 (2016-11-03)

Report No. 55/2016 – PKO Bank Polski S.A. Strategy 2016-2020 „We Support the Growth of Poland and the Poles”

Legal basis – Article 17(1) of MAR

The report:
The Management Board of PKO Bank Polski S.A. (“Bank”) reports on the main goals and foundations of the strategy of development of the Bank for the years 2016-2020 (“Strategy”), adopted by the Management Board and approved by the Supervisory Board of the Bank.
By the end of 2020, the Bank intends to:
• achieve a Return on Equity (ROE) of above 10%,
• reduce the Cost/Income (C/I) ratio to below 45%,
• maintain the risk cost in the range of 75-85 bps,
• effectively and rationally manage its capital adequacy so that the TCR and CET1 are above the regulatory and supervisory minima, allowing it to pay out dividend.
Being the undisputed leader of the banking market in Poland and maintaining its leading positions in all the key market segments, the Bank addresses the challenges until 2020 in its strategic goals:
• supporting the development of the Polish entrepreneurship, especially in the segment of Small and Medium-sized Enterprises,
• customer satisfaction,
• increase in the number of customers using digital solutions,
• simple and efficient processes – “faster and without paper”,
• best employer,
• innovation and new sources of income,
• leader of cooperation in the area of cyber security.

Thanks to the strategy based on the levers of sustainable growth, in 2020 PKO Bank Polski will be:
1. … aligned with your and your business’s needs
Close to the customer – Simple and transparent offer and intuitive processes; high quality advice; flexible pricing; intuitive and fast sale and service processes; customer interaction channels matching their needs.

2. … available whenever and wherever you need
Distribution excellence – Modern and at the same time nearby and local character of the physical distribution network; top class experience in the digital channels; channel integration and supporting the processes with top-of-the range tools.

3. … growing steadily thanks to effective internal processes
Operational effectiveness – Speed and effectiveness of decision-making on the basis of high quality data and analytical tools; automation and dematerialization of processes – comfortable and without unnecessary prints (“Paperless bank for the customers and employees”). Maximising the effective use of capital.



4. … open and dynamic, friendly and attractive as an employer
Modern organization – Modern corporate culture and engaging leadership as a catalyst for changes; a pleasant end inclusive workplace supporting diversity; friendliness and mutual trust coupled with responsibility; modern solutions eradicating bureaucracy.

5. … innovative for customers and the Polish economy
Innovation and technology – Active involvement in the creation of new market-wide standards; innovative tools for the customers and the organization; reinforcement of the role of a public trust institution and counteracting cyber threats.

6. … the leader in the area of financial products and added services
Business model expansion – New non-interest income streams; new markets and business areas driven by customer needs; enhancing the availability of the offerings of the companies belonging to the PKO Bank Polski Group.

The Bank will continue to combine care for the growth of shareholder value with social commitment and aim for sustainable growth. In day-to-day operations, it will integrate its business objectives with actions benefiting all the stakeholder groups, while at the same time getting involved in social initiatives. The Bank’s values and transparent communication will be the key to developing a dialogue with the customers, employees, shareholders and local communities.



Disclaimer:
Please, be advised that the goals and foundations of the Bank’s strategy are not to be interpreted as a forecast or estimate of its performance, including financial results, and they only relate to the intended directions of the Bank’s operations in the years 2016-2020.