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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Brunon Bartkiewicz
President of the Management Board

President’s review

Ladies and Gentlemen,

I would like to present to you the annual report of the ING Bank Śląski S.A. Group for 2017. I do believe that our financial results and commercial performance will make you see that the Group and the Bank are heading in the right direction. We are putting great focus on customer needs, service quality, innovative products and services. With such an approach, we continue to cement our competitive position.
Brunon Bartkiewicz
President of the Management Board

We support the enterprising

We support our clients in developing their own business. We empower our clients to make the best financial decisions possible. We develop tools and solutions that facilitate running own business.
Brunon Bartkiewicz
President of the Management Board

We co-create eco-awareness

We support and promote natural environment protection solutions. We also strive after minimizing the environmental footprint of our activity.
Brunon Bartkiewicz
President of the Management Board

We implement innovative solutions for clients

We try to be present in important moments in lives of our clients. We create customer-dedicated solutions – products and services available not only at Bank branches but also via mobile channels.
Brunon Bartkiewicz
President of the Management Board

We consolidate our market position

We are the fifth largest bank in Poland in terms of the value of assets and the fourth in terms of the value of commercial balance. Our market share in loans went up by 0.6 p.p. to 7.7% and in deposits by 0.4 p.p. to 9.0%.
Brunon Bartkiewicz
President of the Management Board

We are profitable and effective in our operations

2017 was a very good year for us also in terms of profitability. Net profit went up by 12% to the record high level of PLN 1.4 billion, and ROE improved to 12.6%. It was possible due to the fact that we are growing along with our clients.
Brunon Bartkiewicz
President of the Management Board

We apply state-of-the-art working methods.

We are evolving as an employer. We promote innovative and creative work environment. We operate according to the Agile methodology. We develop internal accelerators. We encourage our employees to report their ideas and translate them into cutting-edge solutions for our clients.
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Our key stakeholders

You can navigate through dedicated paths prepared to meet the needs of our key stakeholders – Clients, Employees or Market and Media Representatives. You can use the “next page – previous page” option to move from the least to the most interesting content. You can also use the classical navigation menu.

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I am a staff member
I represent the market and media

Our achievements

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Annual change of net profit
12.0%
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Net profit
PLN 1,403.1 M
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ROE
12.6%
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C/I ratio
44.8%
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Total Capital Ratio
16.7%
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Number of clients
4.59 million
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Remuneration of the bottom-level employees vis-à-vis the market
143%
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Sustainable employee engagement ratio
85%
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Number of volunteers in bank
1 400
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The decrease of electricity consumption per employee
-4.4%

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
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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).
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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

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Customer experience

99.9% of transfers placed by the electronic banking

Over 1.4 thousand messages and documents rewritten using plain language rules

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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

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