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 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 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 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 10 301 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.