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
BANK WE CAN BE PROUD OF
GETIN NOBLE BANK'S STRATEGY FOR 2016-2018
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
BANK WE CAN BE PROUD OF - GETIN NOBLE BANK'S STRATEGY FOR 2016-2018
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
BANK WE CAN BE PROUD OF - GETIN NOBLE BANK'S STRATEGY FOR 2016-2018
Getin UP strategy
2013-2015 WHAT WORKED WELL?

 224b.p.                                                           16%

                                L /D                                            LOAN MIX

                147b.p.                              9%

   premium for deposits
BANK WE CAN BE PROUD OF - GETIN NOBLE BANK'S STRATEGY FOR 2016-2018
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
                                                          line
2016-2018 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 banking
VISION

            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 income
BANK'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 turnover
PILLARS 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
                                                              approval
WHERE 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)         1,409
WHERE DO WE WANT TO GET IN 3 YEARS? (2/2)

                                                                                                                      2015    2018 (ASPIRATIONS)

                                                             Gross ROE (%)                                            1.43%         >10%
 BANK'S
                                                             C/I (%)                                                   56
Getin 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                                    OURSELVES
Where 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 Model
Where 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 segment
Where 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 Deloitte
Getin 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                                    OURSELVES
How 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
                                   HR
How 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
 CARDS
How
       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 account
How 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 view
times 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

                         Reliability
How 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% Clients
How 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 analysis
How 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 recruitment
How 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 clients
How 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 sheet
Getin 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                 OURSELVES
MAIN 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 units
STRATEGY 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 projects
STRATEGY 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 operation
DISCLAIMER

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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