- PKO Bank Polski enters a new strategic horizon by using its competitive advantages: the scale of operations, digital and technological advancement, as well as security and stability.
- The new strategy is focused on people - employees and customers, as well as innovation and technology.
- The Bank's strategy, based on seven strategic pillars, also assumes a much stronger involvement of PKO Bank Polski in the implementation of ESG goals.
- PKO Bank Polski sets goals focused on customers, employees, society and shareholders. For the first time, apart from financial goals, it also publishes business goals.
- By 2025, PKO Bank Polski intends to achieve a ROE above 12% and a C/I ratio below 45%.
- Our Bank also wants to be among the top three institutions with the highest NPS among Polish banks for each customer group.
PKO Bank Polski enters a new strategic horizon with its slogan of the strategy - „Ready for the challenges, focused on the future”. By using its competitive advantages: the scale of operations, digitality and technological competence as well as security and stability, it wants to develop in a dynamic and demanding market environment. In the new strategy, the Bank is focused on a change in the approach to customers and improving their experience, e.g. through hyper-personalization or adapting the banking method to the customer's preferences. The Bank also plans to increase the number of young customers, but at the same not to forget about seniors, for whom the network of own branches will remain the key and traditional channel of relations with the bank. Thanks to the synergy of the Capital Group, the Bank wants to create the best offer on the market for business customers. PKO Bank Polski sets goals aimed at customers, employees, society and shareholders. By 2025, the Bank intends to achieve a ROE above 12% and a C/I ratio below 45%. The new strategy of PKO Bank Polski, based on seven strategic pillars, also assumes a much stronger emphasis on the implementation of ESG goals.
- The new strategy of PKO Bank Polski can be compared to a clearly developed map. Its skilful and consistent use will enable a quick and well-thought-out achievement of the assumed goals. The axis of the strategy are the needs and expectations of people: employees and customers. We will look at the implemented solutions based on innovation, technology and sustainable development through this prism. Our future is therefore the further development of a customer-centric culture as well as the offer and model of customer service. The ESG area also remains crucial. We will support the transformation of the Polish economy, both in terms of energy and social mobility. We also intend to counteract the IT and economic exclusion of citizens. We want to become the leader of the ESG transformation in the Polish banking sector. I would also like to assure you that we are perfectly prepared to face the uncertain conditions in which we currently operate. What's more, solid business foundations, as well as responsible choices made also in previous years, allow us to invest in building a unique offer for our Customers and competencies that will guarantee long-term success on the market. I believe that the motto of our strategy "Ready for challenges, focused on the future" - perfectly reflects its essence and motivates our employees to further develop of PKO Bank Polski - emphasized Paweł Gruza, Vice-President of the Management Board of PKO Bank Polski, managing of the Management Board’s work.
Key financial goals and pillars of PKO Bank Polski strategy
Thanks to its competitive advantages, PKO Bank Polski may implement a unique strategy on the Polish market, with a view not only to short-term profitability, but also to investing in future growth. It will enable PKO Bank Polski to achieve ROE above 12% and C/I below 45% in 2025 and to maintain the cost of risk in the range of 0.7-0.9%.
Strategic programs grouped into seven main pillars will help in the effective implementation of the strategy. Most of them will be implemented in the formula of agile, self-organizing technology and business teams, using the bank's previous experience in the field of Agile Transformation. Acting in this formula will speed up the implementation of solutions and quickly respond to any changes in conditions in a changing and uncertain external environment.
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PILLAR 1 | Customer at the centre - a simple, friendly and accessible Bank - means an organization focused on customers and increasing NPS - by the end of 2025, PKO Bank Polski intends to become one of the top three institutions with the highest NPS among Polish banks for each customer group. The bank wants to achieve this by simplifying the offer, hyper-personalization and better adapting the banking method to customer preferences, so that in 2025 all services will be available in remote channels, and a visit to a branch will be the customer's choice. |
PILLAR 2 | Lifestyle banking: Bank of the Future focused on modern acquisition - PKO Bank Polski will develop an ecosystem of non-banking services and expand the VAS offer available in the application. The created ecosystem will also be available to people who do not have an account with PKO Bank Polski. This is to translate into strengthening the bank's image as an innovation bank, focused on the future and ultimately on the growth of the young customer base. |
PILLAR 3 | The best value proposition for business customers thanks to the size of the PKO Bank Polski Group - the Bank focuses on creating value for corporate customers by increasing the use of synergies in the PKO Bank Polski Group and creating the best product multi-platform on the Polish market. The Bank wants to be the first choice partner for companies that are looking for support in the field of energy transformation, international expansion and for exporters. It also intends to build a new value proposition for companies and enterprises, thanks to a simple digital offer and a lightweight service model. Within the horizon of the new strategy, the Bank wants to use its expertise in the Ukrainian market to support the reconstruction of Ukraine in cooperation with international institutions and private entities. |
PILLAR 4 | Leader of the ESG transition in the Polish banking sector - the new strategy is also a much stronger emphasis of the Bank on the implementation of ESG goals - both in aspects related to sustainable financing and reduction of own emissions, the social aspect and internal organizational governance. PKO Bank Polski intends to implement unique solutions in the field of financing the energy transformation to support the competitiveness of Polish companies in the face of high energy prices, business and regulatory requirements. The Bank will continue to engage in pro-social activities and support diversity and equal treatment of employees, regardless of their age, gender and origin. |
PILLAR 5 | Agile technologies and future-ready operations - the strategy assumes IT development focused around 4 key areas: 1) Data management to use the full scale potential of data owned by PKO BP and build the most advanced analytics on the market, 2) cyber security 3) increasing the scale of Agile methodologies, 4) DevSecOps and selective cloud migration. In the area of operations, the Bank intends to continue automating repetitive processes, and the key optimization levers will be: operations integrated into direct service provision, hyper-automation and centralization of operational activities in the capital group. |
PILLAR 6 | Culture of innovation and agility - PKO Bank of Talents - The Bank puts strong emphasis on the employee aspect, which is the key to implementation of an ambitious strategy. By 2025, PKO Bank Polski intends to increase the eNPS of employees by 20 points by creating an environment of continuous development, transformation of organizational culture and further development of agile working methods. |
PILLAR 7 | Using the bank's strong position for inorganic growth – PKO Bank Polski's strong capital position makes it possible for the Bank to see inorganic growth within the horizon of the new strategy. The Bank will look at the opportunities offered by the market in the context of potential acquisition targets in the banking sector and among companies from outside the sector with high potential for synergy with the banking business. |