BANK WE CAN BE PROUD OF - GETIN NOBLE BANK'S STRATEGY FOR 2016-2018
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BANK WE CAN BE PROUD OF GETIN NOBLE BANK'S STRATEGY FOR 2016-2018
Getin Noble Bank 2016-2018
BANK WE CAN BE PROUD OF
GOALS WHERE
AND HOW WE WANT HOW WE
WE WILL
TO WIN ORGANIZE
ASPIRATIONS COMPETE
OURSELVES
BANKING SECTOR IN POLAND 2016-2018
Relatively stable Regulatory
Low interest rates = low
macroeconomic environment as a huge
interest margin
situation challenge
Clients expect an Mass and affluent
Changing role of Increasing significance
integrated model of segments
banking channels of mobile banking
services as the main source of
income
Getin UP strategy
2013-2015 WHAT WORKED WELL?
224b.p. 16%
L /D LOAN MIX
147b.p. 9%
premium for deposits
GNB HAS STRONG DISTINGUISHING TRAITS...
Strong base of deposits
Local owner – quick decisions Entrepreneurial culture
Competence in cash loans
GNB Strong position in the
segment of real estate
developers
Leading offer for Ability to change sale
car financing priorities quickly
Hidden reserves of growth... BUT THERE ARE ALSO SUBSTANTIAL CHALLENGES
Financing Historical focus Low sustainable Substantial share Poor quality
cost on product income of one business old portfolio
line2016-2018 STRATEGY IS A STAGE IN THE BANK'S
LONG-TERM TRANSFORMATION
2018
2016
2013
Strategy
GETIN UP Strategy
BANK WE CAN BE PROUD OF
Strategy CRUISING ALTITUDE
Improving profitability through building relationship bankingVISION
Bank we can be proud of
MISSION
We are creating a bank for Clients
We want Getin Noble to be perceived as a reliable and efficient bank
We also want to be an employer of choice
Based on such values the bank is going to bring stable and sustainable incomeBANK'S NEW VALUES
ENTREPRENEURSHIP RESPECT
Good solutions are not enough. We are busy The foundations of our internal relationships
looking for best ways for and relationships with our clients are mutual
accomplishing ambitious goals. trust, kindness, and respect.
ORDER COOPERATION
Following strictly work planning and organization We are committed to
we are proud to keep our promises and deliver responsible business conduct.GOALS OF GETIN NOBLE BANK
Bank's NPS >20%
NPS after
SHAREHOLDERS CLIENTS visiting a branch >55%
400k active Clients,
Profitability and efficiency Satisfaction with quality of salaries transferred to
Gross ROE > 10% comparable to top 10 banks services and tailor made checking and savings
C/I 50%
70% recruitment
Sustainable balance sheet Stable employer of choice
L/D ~90% from the sector
structure in the sector
Tier 1 capital >12% sales staff turnoverPILLARS OF THE STRATEGY
ONE NETWORK
Offered TRUST AND EFFICIENCY of branches
benefits fitted oriented brand fitted to the potentiall of
to SEGMENTS
micromarkets
Integrated customer service
EFFICIENT
QUALITY oriented in all channels with
HEADQUARTERS
banking culture MOBILE BANKING
support, analysis, pre-
as the distinguishing feature
approvalWHERE DO WE WANT TO GET IN 3 YEARS? (1/2)
2015 2018 (ASPIRATIONS)
Number of active checking and savings
INCOME 200 >400
accounts (thous.)
RETAIL BANKING Share of term deposits (%) 84 75
FINANCING COST
Premium for deposits costs to the market (b.p.) ~147 ~60
Leasing: Sale volume (PLNm) 3,022
AUTOMOTIVE LEADER
Car loans: Sale volume (PLNm) 1,350
CORPORATE
Real estate developers: market position Top 3 Top 3
BANKING
SMEs / REAL ESTATE
SMEs: Sale volume (PLNm) 285
DEVELOPERS
Loans to corporations: Sale volume (PLNm) 1,409WHERE DO WE WANT TO GET IN 3 YEARS? (2/2)
2015 2018 (ASPIRATIONS)
Gross ROE (%) 1.43% >10%
BANK'S
C/I (%) 56Getin Noble Bank 2016-2018
BANK WE CAN BE PROUD OF
WHERE
GOALS WE WILL HOW WE WANT HOW WE
AND COMPETE TO WIN ORGANIZE
ASPIRATIONS OURSELVESWhere will we compete?
RETAIL BANKING IS 66%
OF THE BANKING MARKET IN POLAND
33.5
66%
12.4
4.5 25%
Net proceeds from
banking sector
9% Poland, 2014, PLN bn
RETAIL MICRO SMEs and CORPORATIONS
Number of clients, thous. ~22,200 ~1,600 ~190
Proceeds per client, thous PLN. ~1.5 ~2.8 ~65.6
Net proceeds, before risk. Retail: natural persons and individual farmers. Micro: natural persons that employ up to 9 persons – 1% of micro enterprises keep accounting books.
SMEs and corporations: natural persons that employ over 9 persons and legal entities – 89% companies in that segment keep accounting books. Other proceeds from banking
operations are not included: proceeds from dividend and result on financial instruments to be traded. Source: Market model of banking sector in Poland, Deloitte.Where will we compete?
MASS AND AFFLUENT CLIENT
FROM MEDIUM AND LARGE CITIES
CORE TARGET OF GNB
BANKING
NUMBER OF SIZE OF
PROCEEDS PENETRATION GNB NETWORK
CLIENTS TOWN/CITY
RATIO
Lower mass client 28% 9.2
12.2 61% Getin Bank
(30,000 PLN)
Total retail 33.5
22.2 69%
banking
Note: values for clients that use Bank services (~69% of the population); segment definitions acc. to net proceeds Net proceeds before cost of risk (billion)
Number of clients (million) Source: Deloitte's Retail Banking ModelWhere will we compete? AFFLUENT SEGMENT IN GNB assets: PLN 1 million
Where will we compete?
NEW SEGMENTATION OF CLIENTS
SEGMENT CRITERION SEGMENT STRATEGIC GOAL
Critical mass of the clients base.
< PLN 10k net income
The lion share in all proceeds.
>PLN 10 net income or Significant share in capital adequacy and
PLN 200k assets proceeds.
>PLN 1 million assets in the bank Liquidity security buffer.
Making use of the synergy with the
Companies with simplified accounting
automotive business and the affluent
(including automotive clients and other
segment.
market sectors clients)Where will we compete?
DEFINED MODEL OF SEGMENTS SERVICE
Modernized Getin Bank network for acquisition and complex sale
Growing significance of remote service along with changing profile of clients
No dedicated advisors
Dedicated advisor in Getin branches
Access to Noble branches
Advisors in branches
Priority call-centre
Dedicated (Premium) client interface in remote channels
Private banking in Noble branches
Fully mobile bankers
Dedicated call-centre
Dedicated (Noble) client interface in remote channels
Automotive business cooperation with retail branches network
Developing competences of Getin network advisors in service of the micro segmentWhere will we compete?
TO ACCOMPLISH THE VISION THE BANK NEEDS
NEW POSITIONING
RELATIONSHIP
FINANCES
FOR VIPs LIFE in RELIABLE
BANK 9. GUIDE HANDS
BANK 10.
BANK 11.
SELF BANKING
BANK 12.
DYNAMISM
STABILITY
SECURE
TRADITION
BANK 7.
BANK 8.
BANK 6.
EVERYDAY
BANKING
BANK 1.
BANK 2.
BANK 3.
BARGAINS
BANK 4. BANK
BANK 5.
SOS BANK 16.
RESOURCES
BANK 13.
BANK 14.
BANK 15.
BARGAIN
Based on the results of brand diagnosis carried out by Stratosfera by DeloitteGetin Noble Bank 2016-2018
BANK WE CAN BE PROUD OF
WHERE HOW WE WANT
GOALS TO WIN HOW WE
WE WILL
AND ORGANIZE
COMPETE
ASPIRATIONS OURSELVESHow we want to win?
MATURE BANKING CULTURE
SEGMENTATION MULTICHANNEL
Specifying key segments for CUSTOMER SERVICE
the bank Development of alternative
Customer service fitted to channels
each segment Building digital strategy
PRODUCTS CUSTOMER SERVICE
Products dedicated to Quality-oriented
each segment Adapting incentive, training,
Increased profitability and sale support systems
from sustainable sources
SALE NETWORK DEVELOPING KEY
One sale network SUPPORT COMPETENCES
Optimisation – adaptation to MIS
potential micromarkets IT
HRHow we want to win?
REDEFINITION OF GNB RETAIL CULTURE
ESTABLISHING GOALS Goals and evaluation systems for customer service quality
AND EVALUATION Goals setting based on potential
SYSTEMS Bigger share of solidarity goals
Greater significance of quality issues
INCENTIVE Stable incentive scheme
AND BONUS Standardized bonus amounts
SYSTEMS Introduced non-financial bonuses
Corrective elements
Efficient sale network support unit
SALE Clear and integrated communication
SUPPORT with the headquarters
Auditing processes and standards in branches
Motivating sale networks to ensure high quality service
and sell products that ensure sustainable proceeds.How we want to win?
PRODUCTS FOR RETAIL SEGMENTS
NOBLE PERSONAL ACCOUNT
CHECKING NOBLE PRIVATE BANKING
GETIN UP free of charge for clients with minimum
AND SAVINGS PERSONAL ACCOUNT
attractive and popular account, assets of PLN 200 thousand or minimum
ACCOUNTS free of charge for clients with minimum
free of charge for active clients monthly account receipts of PLN 10
(ROR) assets of PLN 1 million, Noble Concierge
thous.
in the package
like in the retail segment,
new funds, traditional, progressive, like in Noble segment,
DEPOSITS but +0.1 p.p., plus rentier long-term
foreign currencies, negotiable but +0.1 p.p.
deposits
the retail segment products plus:
the affluent segment offer plus: other
limited offer: GNB corporate bonds, Group corporate bonds, selected
INVESTMENT companies corporate bonds, selected
short-term investment deposits, Group insurance products,
PRODUCTS insurance products, TFI outside the
TFI investment funds TFI outside the Group
Group
in limited scope
MasterCard Standard MasterCard Platinum Visa Infinite
Visa Standard Visa Platinum Master Card Elite
DEBIT
CARDSHow
Howwe
wewant
wanttotowin?
win?
PERMANENT REDUCTION
LOWERING COST OF FINANCING
OF DEPOSIT IS KEY COST
IS THE KEY ISSUE
CHANGING OF DEPOSITS MIX AND PRICING
DEPOSITS MIX, PLN billion DEPOSITS INTEREST RATE
4% 42 43 6%
ROR ROR 2,9
DT
9% 18% 2,0
KO KO 1,9 KO
1,6
87% 76%*
DT DT
0,4 ROR
0,1
2015 2018 2015 2018
Campaigns to acquire new clients for SA Compression of mass segment margins
Migration of part of maturing TD to SA Supplementing capital adequacy with private banking
ROR as an entry product Promotion system targeted at deposits margins
Significant role of the affluent segment Limiting acquisition of clients by TD price
Replacing them with clients who use
transaction banking
* In 2018, the share of traditional term deposits will amount to 65%, the remaining 11% will account for structured deposits with much better spread
TD – term deposit, SA – savings account, ROR – checking and savings accountHow we want to win? ONE NETWORK APPROPRIATE FOR SEGMENTS
How we want to win?
CONSISTENT SERVICE IN ALL CHANNELS
New organisation of the network of branches
Integration of call-centre units
BUILDING OMNICHANNEL
COMPETENCES
BRANCHES ESSENTIAL FOR SALE Development of functionality and customer
OF COMPLEX PRODUCTS experience in online banking
DIGITAL STRATEGY ENHANCES
EFFICIENCY AND X-SELL Development of functionality and customer
experience in mobile apps
INTEGRATED CUSTOMER
SERVICE
IN CHANNELS ENHANCES Integrated customer service and sale: front-
CLIENTS LOYALTY office in branches and remote channels
AND BOOSTS PROCEEDS supported by CRM
360o customer viewtimes GB active Client logs in to Getin Mobile app a year.
How we want to win?
MOBILE STRATEGY
Top
MEx
Adequate
customer service
Building relationships
with clients
Full functionality
ReliabilityHow we want to win?
MOBILE STRATEGY
Dedicated apps
Top
PSD2 as an opportunity, not threat
MEx Evaluation at mobile store 4+
NPS over 50
Adequate
To 99% inquiries one answer is sufficient
customer service
Top 3 (2017 +) in Newsweek survey,
mobile contact with the bank
Top 3 (2017+) in Newsweek survey,
Full functionality mobile functionalities
100% functionalities with IB
0 errors
SL 99.99%
Reliability
Number of complaints < 0.1% ClientsHow we want to win?
QUALITY MANAGEMENT
Strict customer service Continuous process optimisation
standards
• Dedicated process optimisation unit
• Format, lay-out, and branches • Process automation and simplification
equipment
• Work-flow system
• Customer service standards
• Identification and elimination of sources
• Complaints handling of complaints
Continuous trainings Quality and
remuneration
• Programme of regular
trainings for sale and • Incentive systems that
customer service staff promote service quality
members
Quality audit
• Mystery shopping
• Internal audit of
standards
• NPS after visiting,
bank and digital
• Complaints analysisHow we want to win?
HUMAN RESOURCES
Service quality and Bank's
Professional team at all Enhancing internal
values are an obligation for
levels communication
each employee
Increasing competences
Zero tolerance to activities that Emphasis on recruitment
internally and acquiring new
have a negative impact on the criteria and selection of
competences through
Bank's image candidates
external recruitmentHow we want to win?
COOPERATION WITH PRODUCT COMPANIES
WAYS OF SUPPORTING THE BANK'S STRATEGY
Development of secure investment offer for GNB mass sector
Offer of funds for affluent and private segments available in open architecture
Tailoring the Bank's service to needs of affluent clients as an opportunity to boost the AuM
Integration of Noble Securities as part of the Bank's investment offer
Activation and integration of the offer for SMEs in cooperation with the corporate banking
GNB's strategic partner in lease and car loans distribution
Enhancing the leader's position in financing car purchases
Cross-selling of corporate banking products to lease clientsHow we want to win?
BUILDING A MORTGAGE BANK
Reduction Reduction of mortgage In the long-run – a platform
of mortgage products loans volumes in for financing mortgage loans
financing cost GNB's balance sheetGetin Noble Bank 2016-2018
BANK WE CAN BE PROUD OF
WHERE HOW WE
GOALS HOW WE WANT ORGANIZE
WE WILL
AND TO WIN
ASPIRATIONS
COMPETE OURSELVESMAIN DIRECTIONS FOR THE 2016-2018
STRATEGY
Transformation of Getin Noble Bank into a
profitable and efficient universal generating profit
RETAIL BANKING: from sustainable resources
Permanent improvement of profitability RETAIL BANKING:
through building relationship banking
Efficient operational model with clear
• Specifying new model of segmentation and emphasis on the risk, HR, management
retail clients service information and IT competences
• Increasing value of retail clients through • Development of risk competences to create
relationship banking automated pre-approval processes for active
clients of the bank
• Revision and development of offered
products • Increasing the value of HR through activating
talents, changing sale culture and approach to
• Optimisation and development of the
trainings
branches network
• Development of management information
• Development of channel competences
system (MIS) capacity for the entire
through developing omnichannel strategy
organisation
and digital strategy
• Optimisation and development of IT systems
• Building new retail banking culture,
supporting all business lines
including such aspects as KPIs, incentive
schemes, and sale support
• Sale networks and back-office processes
optimisation
• Increasing value for clients by establishing
a dedicated unit in the bank as well as CORPORATE BANKING:
efforts in multi-channel customer service, Keeping the leader's position in the
complaints and products automotive sector and further
• Reduction of financing cost through pricing development of banking services for
optimisation and building relationship micro enterprises
banking
• Defining new business and operational model
• Establishing GNB mortgage bank for micro enterprises (segmentation, offered
products, distribution channels)
• Enhancing the leader's position in the
automotive sector, continuation of the niche
strategy for SMEs, and organic growth in the
sectors of real estate developers and local
government unitsSTRATEGY OPERATIONALIZATION PROJECTS (1/2)
STRATEGIC INITIATIVES KEY ACTIVITIES
Specifying new model of retail clients segmentation
1. New segmentation Defining the affluent segment customer service model and dedicating affluent segment
and customer service model advisors
Upgrade of processes among segment
CLIENTS
Increased productization of new clients through efficient onboarding
Activating clients base through dedicated sale campaigns and development of CRM tools
2. Increasing value of retail clients
Creating mechanisms of building relationship with clients based on transactional checking and
savings account leading to higher clients productization, loyalty and profitability
Increasing products transparency through elimination of unnecessary products and promotions
3. Revision and development
INVESTMENT Closing product loops in all segments
of offered products
Creating an attractive entry product
4. Optimisation and development Integration of the sale network
of the branches network Optimisation of the bank's sale network, as regards its structure, efficiency, formats
Developing the omnichannel strategy allowing for integration of click-and-mortar channels
5. Development of
Developing the digital strategy with special emphasis on mobile banking as the distinguishing
channel competences
CHANNELS / SALE trait
Verification of KPIs and evaluation and monitoring systems for sale in the headquarters and
6. New culture network
of the retail banking line Designing an incentive scheme that will promote client relationship building
Ensuring professional support for sale (helpdesk, IT, operations, MIS)
7. Sale networks and back-office Dedicating a unit to optimisation of the bank's processes and boosting their efficiency
PROCESSES processes optimisation
Revision of key processes and defining optimisation projectsSTRATEGY OPERATIONALIZATION PROJECTS (2/2)
STRATEGIC INITIATIVES KEY ACTIVITIES
A unit dedicated to the quality assurance in the bank (among others customer service
QUALITY 8. Increasing the value for clients processes, complaints, quality assessment)
Improving quality of multi-channel customer service, complaints processing, and products
Reduction of financing cost through term deposits pricing optimisation
9. Reduction of
Changing financing mix towards checking and savings accounts
financing cost
FINANCING COST Structured deposits
10. Establishing GNB Transferring portfolio to the mortgage bank
mortgage bank Operational service for the mortgage bank
11. Defining new business and Defining value proposition (products, sale channels, and service) for micro enterprises
operational model for micro within the retail banking line
enterprises Defining operational model (organization, processes, risk, management model)
CORPORATE
12. Continuation of the strategy in the
BANKING
segment of automotive business, Defending the leader's position in the automotive sector
real estate developers and local Continuation of the niche strategy as regards SMEs and organic growth in the sectors of real
government units (business as estate developers and local government units
usual)
13. Development of risk competences
Automated pre-approval processes for active clients of the bank
Expanding competences in the headquarters through selective acquisition of talents in the
14. Increasing value of HR market
Acquisition of competent advisors in the market that will promote changes in the sale culture
RISK, HR, New approach to trainings for sale channels staff
MIS, IT
15. Improvement of the quality of Efficient tools for reporting and monitoring targeted at relations with clients
of MIS (MIS)
Adapting systems to new banking model (360o client image, boosting x-sell)
16. Optimisation and development
Integration of front-en systems in GNB's sale networks (Getin, Noble, and franchise)
of IT systems
Development of the middle-layer supporting the bank's central system's operationDISCLAIMER This presentation (“Presentation”) has been prepared by Getin Noble Bank S.A. (the “Company”) for informational purposes only and may not, in any event, be considered or interpreted as an offer and/or a recommendation to enter into any transaction. In particular, it may not be considered or interpreted as an offer to acquire any securities or as an offer, invitation or incentive to make any acquisition offer, to make any investment or carry out any transaction involving such securities, nor may it be considered or interpreted as a recommendation to enter into any transaction, particularly any transaction involving the Company’s securities. You are cautioned against using this presentation as the basis for making a decision to purchase or sell securities. You are deemed to have represented and agreed that you and any customers you represent are either (a) qualified institutional buyers (within the meaning of Regulation 144A under the U.S. Securities Act), or (b) not a U.S. person and are outside of the United States and not acting for the account or benefit of a U.S. person (as defined in Regulation S under the U.S. Securities Act). Although information contained in this Presentation is based on generally available sources that the Company believes to be reliable, the Company cannot guarantee that this information is full and complete. The Company takes no responsibility for the consequences of any decisions based on any information contained in this Presentation. The information contained in this Presentation has never been subject to independent verification and may at any time be subject to change or modification. This Presentation contains forward-looking statements. Such forward looking statements are only predictions and are not guarantees of future performance. Any such forward-looking statements are subject to risks, uncertainties and factors relating to the operations and business of the Company that may cause the actual results of the Company to be materially different from any future results expressed or implied in such forward-looking statements. 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 and/or intentions. 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. In addition, neither the Company nor any person acting on its behalf shall be liable, in any way whatsoever, for any loss or damage that may be caused as a result of negligence or otherwise 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 publication by the Company of the data contained in this Presentation is not a breach of the regulations applicable to companies whose shares are traded on a regulated market, particularly on a regulated market of the Warsaw Stock Exchange (Giełda Papierów Wartościowych w Warszawie S.A.). The information provided in this Presentation has already been disclosed in current or periodic reports published by the Company or constitutes an addition to those reports, and its publication does not require the Company to fulfill the obligation to provide information as imposed on the Company as a public company. This Presentation does not purport to be complete. Please note that the only reliable source of information on the Company is the current and periodic reports published by the Company in performing its information obligations, available on the Company’s web site at www.gnb.pl. The Presentation is Confidential and should be treated as such and may not be copied or given to any other person, nor may the information contained therein be disclosed to any other person unless required by law. These materials are not intended for distribution to, or use by, any person or entity in any jurisdiction or country where such distribution or use is contrary to local law or regulations.
GETIN NOBLE BANK MEETING OF SUPERVISORY BOARD HELD ON 13 FEBRUARY 2014 CONFIDENTI AL
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