GETIN UP GETIN NOBLE BANK’S STRATEGY FOR 2013 – 2015
5 MARCH 2013 AGENDA
Getin Noble Bank’s strategy assumptions and objectives
Bank’s starting position
Bank’s strategy AMBITION ONE BILLION IN CONSOLIDATED NET PROFIT
~50% INCREASE ~50% DECREASE ~DOUBLED ROE IN INTEREST INCOME IN IMPAIRMENT CHARGES
~50%
~2x
1.8 b PLN ~50% >15% 1.2 1200 b m PLN PLN 970 m 7.8% PLN 550 m PLN
2012 2015 2011 2012 2015 2012 2015
OBJECTIVE: REACH THE EXPECTED PROFIT AT A MODERATE INCREASE IN ASSETS (+ ~10%)
FASTER GROWTH? WE ARE INTERESTED IN ACQUISITION OPPORTUNITIES.
Figures reflect strategic goals, their accomplishment is the Management Board’s ambition, rather than a business forecast.
3 TOMEK 35 YEARS OLD
INCOME 4,000 PLN BEFORE TAX
Tomek bought an Opel on credit in Getin Bank.
He is happy because he obtained an instant loan and could immediately enjoy his new car.
4 TOMEK DID NOT HAVE ANY PROBLEMS IN FINDING HIS WAY TO GETIN BANK’S ATTRACTIVE OFFER.
BUT WHAT IF HE WANTED TO OPEN A NEW BANK ACCOUNT?
HERE, HE WOULD PROBABLY CONSIDER SOME OTHER BANK...
5 WHY?
6 WHY?
BECAUSE HE IS SURE THAT HE WILL GET BETTER SERVICE THERE. AND HE DESERVES IT!
AS LONG AS POLAND WAS WORKING ITS WAY UP, THE LOWEST PRICE WAS THE MAIN PURCHASE CRITERIA. NOW THAT SOCIETY IS GROWING RICH – THE DEMANDS ARE ALSO INCREASING.
FORBES 09/2012
7 QUALITY
8 QUALITY
CUSTOMER SERVICE QUALITY IN POLAND IS DEFINITELY GROWING.
BIEDRONKA, LIDL, RAILWAY STATIONS, AIRPORTS, MOTORWAYS
9 CHALLENGE?
10 I HAVE A LOAN FROM I AM WITH GETIN BANK GETIN BANK
BANK OFFERING PRODUCTS MY BANK
11 CUSTOMER SERVICE RECORD GROWTH EFFICIENCY REGULAR CLIENTS
8 RECORD YEARS IN A ROW NOW IT IS TIME TO REACH OUT FOR ...BY WINNING IN A COMPETITION WITH VERY GOOD FINANCIAL THE CUP AGAIN... THAT IS NEW TO THE BANK PERFORMANCE
12 THE MAIN GOALS FOR THE 2013–2015 STRATEGY
13 THE MAIN OBJECTIVES FOR THE 2013–2015 STRATEGY
CHANGING THE BANK’S DNA CHANGING THE BANK’S DNA
Boosting customer service quality
Adequate and transparent products
Innovative solutions in client relations
14 THE MAIN OBJECTIVES FOR THE 2013–2015 STRATEGY
CHANGING THE BANK’S DNA EFFICIENCY OVER GROWTH
EFFICIENCY OVER GROWTH Making use of the bank’s position – one million active checking accounts
Changed loan mix
Technological jump and reinforced brand
15 THE MAIN OBJECTIVES FOR THE 2013–2015 STRATEGY
BANK GENERATING STA- CHANGING THE BANK’S DNA BLE, RECURRING AND PREDICTABLE RESULTS
EFFICIENCY OVER GROWTH Less pressure on the cost of funds
BANK GENERATING STABLE, Further decrease in the cost of risk RECURRING AND PREDICTABLE RESULTS Maintaining the risk appetite of new loan production
16 17 TRANSFORMATION OF THE ORGANISATION
18 TRANSFORMATION OF THE ORGANISATION
MY BANK NEW TARGETS TO ACHIEVE
GOOD CUSTOMER SERVICE EMPLOYEES ZERO TOLERANCE FOR UNETHICAL BEHAVIOUR THEY WILL NOT SELL ME SOMETHING THAT I DON’T REALLY NEED RESOURCEFULNESS
CLIENTS
AND TECHNOLOGY AND PROCEDURES
INNOVATIVE BUT PRACTICAL STATE-OF-THE-ART SOLUTIONS
ADEQUATE PRODUCTS NEW POST-SALE SERVICE
COMPREHENSIBLE STRONG CRM COMPETENCES
19 TRANSFORMATION OF THE ORGANISATION
22 19 1000k 85% 90% 90% 76% 800k 340k 5 600k 10 3 460k n/a
2011 2012 2013 2014 2015 2011 2012 2013 2014 2015 2011 2012 2013 2014 2015
FRIENDLY BANK IN AVERAGE RESULT OF ACTIVE BANK ACCOUNTS NEWSWEEK’S RANKING MYSTERY SHOPPER RESEARCH
20 WE ARE INTERESTED IN ACQUISITION OPPORTUNITIES
21 WE ARE INTERESTED IN ACQUISITION OPPORTUNITIES
PURCHASE SALE
NOBLE SECURITIES 2009 (former Dom Maklerski Polonia NET S.A.) GMAC BANK POLAND POSSIBILITY OF FURTHER ACQUISITIONS
WE HAVE HIGH 2010 ALLIANZ BANK POLAND COMPETENCES
LINK4 LIFE TUNŻ OPEN FINANCE CAPITAL INCREASE FOR 2011 BIG SCALE TRANSACTIONS TU EUROPA
OPEN LIFE TUŻ (previously Link4 Life TUnŻ)
DNB NORD IDEA BANK 2012 (organised part of the enterprise) (former GMAC Bank Poland)
DEXIA KOMMUNALKREDIT BANK POLAND
22 AGENDA
Getin Noble Bank’s strategy assumptions and objectives
Bank’s starting position
Bank’s strategy THE BANK WAS GROWING TWOFOLD FASTER THAN THE MARKET...
24 THE BANK WAS GROWING TWOFOLD FASTER THAN THE MARKET...
~21% AVERAGE ANNUAL GROWTH OF TOTAL ASSETS
~18% AVERAGE ANNUAL GROWTH OF EQUITY
#1 IN THE AUTO LOANS MARKET
#1 IN PRIVATE BANKING
#1 IN FINANCIAL CONSULTANCY
#2 BANK WITH MAJORITY POLISH CAPITAL
~37% / <40% COST/INCOME RATIO
~21% AVERAGE ANNUAL GROWTH OF THE BANK’S CLIENTS NUMBER
14 AMONG THE BIGGEST POLISH BRANDS
~XX% DATA FOR 2009-2012 (2009 BASED IN CONSOLIDATED PRO FORMA)
25
Source: ranking of Rzeczpospolita, 2012. ...WHICH ALLOWED THE BANK TO JOIN TOP POLISH BANKS IN 7 YEARS ONLY
26 ...WHICH ALLOWED THE BANK TO JOIN TOP POLISH BANKS IN 7 YEARS ONLY
Interest income Loans and advances to clients 1 PKO BP 6 487 1 PKO BP 141 331 2 Bank Pekao 4 138 2 Bank Pekao 97 308 3 BRE Bank 2 173 3 BRE Bank 67 889 4 Getin Noble Bank 2 141 4 ING Bank 49 785 5 ING Bank 1 890 5 Getin Noble Bank 43 687 Total assets 6 BZ WBK 1 890 6 Bank Millenium 40 983 1 PKO BP 190 438 7 BAnk Millenium 1 524 7 BZ WBK 38 992 2 Bank Pekao 148 311 8 Kredyt Bank 1 171 8 Kredyt Bank 30 677 3 BRE Bank 95 045 9 Credit Agricole 1 075 9 Nordea Bank 27 478 10 Bank Handlowy 1 047 10 Bank BPH 26 482 4 ING Bank 70 260 5 BZ WBK 59 336 6 Getin Noble Bank 57 101 Fee and commission income Amounts due to customers 7 BGK 53 564 1 PKO BP 1 854 1 PKO BP 146 987 2 Bank Pekao 1 391 2 Bank Pekao 106 753 8 Bank Millenium 51 507 3 BRE Bank 773 3 BRE Bank 54 157 9 Kredyt Bank 43 495 4 ING Bank 645 4 ING Bank 52 190 10 Bank Handlowy 41 856 5 Getin Noble Bank 588 5 Getin Noble Bank 48 964 6 ING Bank 566 6 BZ WBK 46 210 7 Bank BPH 358 7 Bank Millenium 39 644 8 Bank Handlowy 358 8 BGK 33 765 9 Bank Millenium 330 9 Kredyt Bank 29 626 10 Alior Bank 301 10 Bank BGŻ 24 124
27 source: Rzeczpospolita, banks performance after Q2 2012 UNIQUE COMPETITIVE ADVANTAGE MIX
28 UNIQUE COMPETITIVE EDGE MIX
REACHING OUT TO CLIENTS COST-EFFICIENCY
STRONG SALE COMPETENCES STRICT COST DISCIPLINE
ATTRACTIVE PRODUCTS AND COMPETITIVE PRICES LOW C/I RATIO
EFFECTIVE MARKETING C/I 37% – NEARLY 1/4 LOWER THAN THE SECTOR’S AVERAGE 2.2 MILLION CLIENTS – NEARLY 50% GROWTH IN THE LAST TWO YEARS THE BANK HAS NEVER CROSSED 40% C/I
INSTANT RESPONSE TO CHANGES SEVERAL DISTRIBUTION CHANNELS
INSTANT RESPONSE IN CASE OF THE NEED OF BUSINESS MULTI-BRAND STRATEGY: GETIN, NOBLE, OPEN FINANCE... REORGANISATION REACHING OUT TO VARIOUS TARGET GROUPS PROVED IN 2009 AND 2011 OWN BRANCHES, FRANCHISE, LOAN CENTRES, STRONG CHANGE OF THE SALES STRUCTURE WITHIN ONLY INTERNET ONE YEAR WHILE MAINTAINING THE SALE VOLUME HIGHLY EFFICIENT TELESALES
RESOURCEFULNESS
INNOVATIVENESS
29 DYNAMIC GROWTH RAISES CHALLENGES
30 DYNAMIC GROWTH RAISES CHALLENGES
NO EMPHASIS ON THE CLIENT RELATIONS
IMAGE AND QUALITY NEED IMPROVEMENT
DEPLETION OF PRODUCT NICHES
CREDIT RISK HIGHER THAN THE MARKET’S AVERAGE
DEFINITE CHANGES IN THE OPERATION MODEL REQUIRED
31 AGENDA
Getin Noble Bank’s strategy assumptions and objectives
Bank’s starting position
Bank’s strategy REPLACING FAST GROWTH WITH HIGH EFFICIENCY
33 REPLACING FAST GROWTH WITH HIGH EFFICIENCY
TECHNOLOGICAL AND ADEQUATE NEW CUSTOMER BANK’S EMPLOYEES OPERATIONAL JUMP PRODUCTS SERVICE AS BUSINESS PARTNERS
20
SECURE BALANCE PORTFOLIO ENHANCED IMAGE COMPLEX SHEET STRUCTURE QUALITY AND TRUST CUSTOMER SERVICE
34 TECHNOLOGICAL AND OPERATIONAL JUMP
PROCESSES & TECHNOLOGY
35 TECHNOLOGICAL AND OPERATIONAL JUMP
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
STATE-OF-THE-ART SOLUTIONS IN ONE PLACE
PRODUCTS
CONTACT
WE WANT TO JOIN SERVICES
TOP3 CUSTOMER SERVICE IN TECHNOLOGY
AIM
NOT ONLY SALE, BUT ALSO EFFICIENT CRM AND POST-SALE SERVICE
REINFORCING THE BANK’S OPERATIONS
WOW EFFECT ONCE A YEAR
CONSISTENTLY DEVELOPED SOLUTIONS AND FUNCTIONALITIES
36 TECHNOLOGICAL JUMP – WE HAVE ALREADY STARTED...
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
5000 4345 5439 2342
000316 08/16 1608 ca rd ho ld er n am e 1 2 3 4 5 C
6 7 8 9 0 ok
State-of-the-artNowoczesny tiling MobileAplikacja application mobilna PersonalPersonal Finance State-of-the-artNowoczesna Mobile banking kafelkinterfaceowy interfejs mobilna “Spare yourself” FinanceManager Manager kartdisplaya z displa cardyem
Przelewy Przelewy Facebook money Przelewy Contactless NFC E-mail money transfers SMS money transfers mailem Fatransferscebook SMSem tetransactionslefonem NFC
37 TECHNOLOGICAL JUMP – WE HAVE ALREADY STARTED...
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
1608 08
WWidgetsidgety Metalowa karta PersonalPersonal Net Ostatnia debetowa NetWorth Worth Wola kalendarz, kursy walut, Metal debit card Last will diary, F/X rates, kalkulator walutowy Bilans F/X calculator Balance
€ $
Transakcyjne Przelewy Foreignrachunki currency ekspresoPayByNetwe ekspresowe transactionswalutowe Mobile banking PayByLink Express transfers PayByNet / PayByLink accounts express payments
38 ADEQUATE PRODUCTS
PRODUCT
39 ADEQUATE PRODUCTS
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
PLAIN AND COMPREHENSIBLE LANGUAGE HIGHEST STANDARDS IN THE CONSTRUCTION OF THE PRODUCT RANGE
PRODUCTS TAILORED REDEFINED PRODUCT DEVELOPMENT PROCESS TO THE CLIENTS’ NEEDS
NEW DOCUMENTATION STANDARDS CHECKING ACCOUNT AS THE CORE PRODUCT OFFERED BY THE BANK
INNOVATIONS - YES, BUT ONLY WHEN THEY ARE SAFE FOR THE BANK’S NEW DISTRIBUTION STANDARDS REPUTATION AND SUITABLE FOR THE CLIENT
CLIENT-ORIENTED CONSTRUCTION – PRODUCT TRANSPARENCY AND PRODUCT DOCUMENTATION TRANSPARENCY
40 NEW SALES SERVICE
SALES NETWORK
41 QUALITY CHANGE IN THE SALES NETWORK
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
CUSTOMER SERVICE QUALITY AS THE CENTRAL ELEMENT NEW SELECTED STAFF OF THE MOTIVATION SYSTEM
PERIODIC EVALUATION OF THE KNOWLEDGE OF THE OFFERED PRODUCTS, ADEQUATE INCENTIVE SCHEMES CUSTOMER SERVICE QUALITY, RELIABILITY OF THE INFORMATION PROVIDED
CONSISTENT STAFF EVALUATION MYSTERY SHOPPER AND NPS AS REGULAR PROGRAMMES
TAILORED TRAININGS TRAININGS – VERIFICATION OF KNOWLEDGE – CERTIFICATION
HIGH QUALITY CUSTOMER SERVICE NEW BRANCHES, 1HY 2013=30, BY 2015 - THE ENTIRE NETWORK
42 THE NEW BRANCH
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
CHANGE OF OPERATION MODEL IN 30 BRANCHES BY THE END OF H1 2013 = 30.
THE ENTIRE NETWORK – BY THE END OF 2015.
43 BANK’S EMPLOYEES AS BUSINESS PARTNERS
EMPLOYEES
44 BANK’S EMPLOYEES AS BUSINESS PARTNERS
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
NEW RECRUITMENT, ASSESSMENT AND DEVELOPMENT RULES
NO PLACE FOR STAFF MEMBERS FOR WHOM THE CUSTOMER SERVICE IS NOT THE PRIORITY
SALES NETWORK: ATTRACTIVE INCENTIVE SCHEMES, BUT BASED ON NEW CRITERIA
REINFORCING ELEMENTS THAT PROMOTE THE HIGH QUALITY OF OFFERED PRODUCTS AND SERVICES
45 COMPLEX SERVICES
CLIENT
46 OD FABRYK PRODUKTÓW DO PEŁNEJ OBSŁUGI
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
STRATEGIC GOAL
MORTGAGE LOANS MORTGAGE AUTO LOAN IN ALL SEGMENTS LOAN
BUILDING A BASE OF ACTIVE AUTO ACCOUNTS DEPOSITS LOANS ROR THAT ALLOWS FOR EXPANDING RELATIONS WITH THE EXISTING CLIENTS
CASH LOANS THAT SUPPORT X-SELL AND DEPOSIT CASH INSTALMENT
SALE MICRO
ENTERPRISES AS A STABLE FUNDS SOURCE
47 OD FABRYK PRODUKTÓW DO PEŁNEJ OBSŁUGI
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
~2x ~2x
1000 20
450 9
2012 2015 2012 2015
SHARE OF FUNDS DEPOSITED ACTIVE ACCOUNTS (THOUS.*) ON CURRENT ACCOUNTS IN TOTAL DEPOSIT BALANCE (%)
48
* out of 3 milion our Clients NEW SEGMENTS OF CORPORATE BANKING
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
2015 SMALLER CORPORATIONS ~2x
2014 SMEs 10
2013 PUBLIC SECTOR
4.8 3.6 2012 DEVELOPERS
2011 2012 2015 2011 LEASING GROSS BALANCE OF LOANS TO COMPANIES (PLN BILLION) 2010 MICRO ENTERPRISES
CURRENTLY STRONG POSITION OF THE BANK
AREAS OF DEVELOPMENT
49 AMBITIOUS EXPANSION TO CORPORATE BANKING
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
REINFORCING RELATIONS WITH THE EXISTING CLIENTS
EXPANSION TO BIG CORPORATIONS SEGMENT
CORPORATE BANKING CHECKING ACCOUNT AS THE LEADING PRODUCT
CO-OPERATION WITH GETIN LEASING
MAKING USE OF THE LEADER’S POSITION IN THE AUTO LOANS SEGMENT
LOW CREDIT RISK
DEVELOPING NETWORK OF CASH DESK SERVICES IN THE BANK
EXPANSION TO NEW SEGMENTS LESS EXPENSIVE ACCESS TO STABLE SOURCES OF LONG-TERM FUNDING
STATE-OF-THE-ART SOLUTIONS FOR TRANSACTION BANKING
GETIN BANK AS THE “GO-TO” BANK
50 NOBLE BANK
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
RELATION RELATION BASED DEVELOPED ON TRANSACTION ON SINGLE ACCOUNT TRANSACTIONS
KEEPING A SEPARATE PRESTIGIOUS BUSINESS LINE, NETWORK AND BRAND
COMPLEX CONSULTANCY SERVICES: ASSET/WEALTH MANAGEMENT, OWN BROKERAGE HOUSE AND INVESTMENT FUND COMPANY (TFI)
CLIENT ASSISTED BY A TEAM OF ADVISORS
NEW SERVICES: SECURING PROPERTY AND PROPERTY TRANSFER, LAST WILL, HOME OFFICE
CORPORATE PRIVATE BANKING
ADDED SERVICES: CONCIERGE, LIFE, CAREER, CHARITY
51 ENHANCEMENT OF IMAGE AND BUILDING TRUST
IMAGE
52 ENHANCED IMAGE
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
ENHANCED GETIN BRAND – END OF HOMELINESS, TIME FOR ASPIRATIONS
AIM: GET TO THE BASKET OF BRANDS CONSIDERED BY CLIENTS OPENING A BANK ACCOUNT
14TH IN THE RANKING OF QUALITY BRANDS IN POLAND – POLISH BRAND OFFERS EUROPEAN QUALITY
CLIENTS MUST FEEL THAT GETIN IS THE BRAND THAT THEY WOULD LIKE TO USE ON A DAILY BASIS: NEW BRANCH, NEW ACCESS CHANNELS, NEW PRODUCTS.
HIGHLIGHTING FAIR ASPECTS OF THE BANK’S PRODUCTS
DON’T SIGN AN AGREEMENT CALL US – WE’LL IF IT’S NOT CLEAR FOR YOU CLEAR ALL DOUBTS
53 20
PORTFOLIO QUALITY
RISK
54 CREDIT RISK UNDER CONTROL
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
MORTGAGE LOANS
LOWER IMPAIRMENT CHARGES:
INCREASING THE SHARE OF NEW LOAN PORTFOLIO IN THE BALANCE TOTAL
STRICT COMPLIANCE WITH ASSUMED CRITERIA FOR “RISK APPETITE” QUALITY OF PORTFOLIO OF LOANS SOLD SINCE Q2 2010 IN LINE WITH THE ASSUMED “RISK APPETITE” INTEGRATION OF ACCEPTANCE CENTERS
CASH LOANS
BUILDING RISK COMPETENCES IN NEW BUSINESS AREAS
LOANS SOLD SINCE 2010 ARE SEVERAL TIMES BETTER THAN THOSE SOLD BEFORE 2010*
55
* based on comparison of the NPL share in all loans released in relevant periods SAFE BALANCE SHEET STRUCTURE
BALANCE SHEET
56 BALANCE SHEET: EFFICIENCY OVER GROWTH
PROCESSES & TECHNOLOGY PRODUCT SALES NETWORK EMPLOYEES CLIENT IMAGE RISK BALANCE SHEET
STABLE, PREDICTABLE AND SAFE AS REGARDS LIQUIDITY GROWTH AS THE BANK’S PRIORITY
ASSETS LIABILITIES
FOCUS ON SALE OF SHORT-TERM AND FAST EXTENSION OF LIABILITIES MATURITY DEPRECIATING PRODUCTS
HIGH DYNAMICS OF ASSETS IN THE INCREASING THE TOTAL OF REINVESTED FUNDS CORPORATE SEGMENT
SALES STRUCTURE MANAGEMENT FOCUS ON THE CHECKING ACCOUNTS THAT (E.G. MORTGAGE LOANS MAY NOT EXCEED 40% GUARANTEE STABLE AND COST-EFFECTIVE OF THE NEW SALE TOTAL) FUNDS
LOAN/DEPOSIT RATIO TO BE KEPT BELOW 100%
OTHER BALANCE SHEET IMPROVEMENT LEVERS
LESS DYNAMIC INCREASE OF ASSETS UNTIL 2015 LOWERS THE PRESSURE FOR FUNDS ACQUISITION ALTERNATIVE SOURCES OF LIQUIDITY (E.G. SECURITISATION, ISSUING BONDS, BANK SECURITIES)
STABILISING THE BALANCE SHEET SITUATION WHILE REDUCING THE FUNDING COSTS
57 WHAT ARE THE BENEFITS?
58 WHAT ARE THE BENEFITS?
USE OF THE CLIENTS BASE
REDUCTION OF COSTS OF FUNDING
RECURRENT INCOME
LOWER IMPAIRMENT CHARGES
HIGHER EFFICIENCY
STABLE BUSINESS
59 NEW DNA OF GETIN NOBLE BANK
60 THANK YOU! DISCLAIMER
This presentation has been prepared for informational purposes only for the clients and shareholders of Getin Noble Bank S.A. and market analysts, and may not, in any event, be considered or interpreted as an offer or a recommendation to enter into any transaction. Although the information contained in this presentation is based on generally available and reliable sources, the Getin Noble Bank SA cannot guarantee that this information is full and complete. Getin Noble Bank SA takes no responsibility for the consequences of any decisions based on any information contained in this presentation. The infor- mation contained in this presentation has not been subject to independent verification and may at any time be subject to change or modification. The publication by Getin Noble Bank SA of the data contained in this presentation is not a breach of the regulations applicable to companies listed in the regulated market. The information provided in this presentation has already been disclosed in current or periodic reports published by Getin Noble Bank SA or constitutes an addition to those reports, and its publication does not require the bank to fulfil the obligation to provide information as imposed on the bank as a public company. No information contained in this presentation may, by any means, by considered or interpreted as a forecast or any express or implied representation or warranty whatsoever made by the company or any person acting on behalf of the company. Furthermore, neither the company nor any person acting on its behalf shall be held liable, in any way whatsoever, for any loss or damage that may be caused as a result of or in connection with the use of this presentation or any information contained in it, or for any damage that might otherwise arise in connection with any information contained in this presentation. The company is not required to publicly disclose any possible modification or change to any information, data or statement contained in this presentation if the company changes its strategy or intentions or if any unforeseen events or circumstances occur that affect the company’s strategy or intentions. This presentation contains information on the banking sector in Poland, including the information on the company’s share in the market. Except for the data that are attributed only to third party sources, the market information mentioned hereinabove is based on information from the third parties specified in this presentation and contain estimates, adjustments and opinions based on the company’s business experience and knowledge of the sector in which it operates. Since the market information, men- tioned hereinabove, has been partially developed based on estimates, adjustments and opinions, and has not been verified by independent third parties, except for information attributed to third parties, the information is subjective to a certain extent. There are reasons to believe that the aforementioned estimates, adjustments and opinions are based on a reliable basis and that the market information developed by the company duly reflects the situation in the banking sector and in the markets where the company operates, yet it is still uncertain as to whether such estimates, adjustments and opinions are the most appropriate to draw conclusions concerning market information, or whether the market information prepared by other sources differ substantially from the market information contained herein. Please note that the only reliable source of information on the situation of Getin Noble Bank, its forecasts, events regarding the company, its financial performance and indicators is the current and periodic reports published by Getin Noble Bank in performing its information obligations.