Strategy 2016-2020

Strategy of PKO Bank Polski SA for the years 2016 – 2020

The strategy is in answer to the changing market environment and the need to adjust the organization to the new challenges facing the banking sector and the Polish economy. The direction of the transformation of the Bank’s business model remains strictly linked to the dynamically developing digitization of social life and Poland’s economic development strategy.

The strategy for the years 2016–2020 is based on strong foundations developed in previous years. Thanks to the implementation of the “Lider” and “Codziennie Najlepszy” strategies, PKO Bank Polski SA has strengthened its position as the unquestionable banking market leader in Poland, consistently developing the range and quality of e-banking and mobile banking (IKO) services, improving processes and organizational efficiency, and building competence that will allow it to leverage growth through acquisitions.

Strategic goals

By 2020, PKO Bank Polski SA intends to:

  • achieve a return on equity (ROE) of more than 10%;
  • reduce the cost to income (C/I) ratio to below 45%;
  • maintain the cost of risk within the range of 75–85 b.p.;
  • manage its capital adequacy in an efficient and reasonable manner, in order to maintain TCR and CET1 above the regulatory and supervisory requirements and, at the same time, allow the payment of dividend.

As the unquestionable banking market leader in Poland and maintaining the position of a leader in all key market segments, the Bank will address the following main strategic challenges by 2020:

    1. supporting the development of Polish business, particularly in the small- and medium-sized enterprises segment; 
    2. customer satisfaction;
    3. an increase in the number of customers using digital solutions; 
    4. simple and efficient processes – “faster and paperless”;
    5. best employer;
    6. innovations and new sources of revenues;
    7. leader in the field of cooperation in the area of cybersecurity.

Implementation of the strategy

Thanks to the implementation of its Strategy, in 2020 PKO Bank Polski SA will be:

Innovation and technology Modern organization Operational efficiency Distribution excellence Closeto thecustomer Businessmodelexpansion

Business model expansion

This strategic lever will be implemented through the active monitoring of the domestic market for potential acquisitions, extending the availability of the offer of Group companies, international development supporting the expansion of the Bank’s customers, alliances with strategic partners e.g. through loyalty platforms and cooperation with public institutions through e-State solutions. As part of its effort to become a leader in technological solutions, the Bank also plans to invest in selected new-technology companies.
The Bank will continue to combine creating value for the shareholders with social responsibility and sustainable development. In its daily work, it will integrate business goals with acting on behalf of all groups of stakeholders, at the same time pursuing social initiatives. The Bank’s values and transparent communication will be the key foundations of building a dialogue with customers, employees, shareholders and the community.

Close to the customer

PKO Bank Polski SA will focus on supporting the development of the Polish business, particularly in the segment of small and medium-sized enterprises, as well as on customer satisfaction understood as building lasting relations with the Bank. This will be achieved through a simple and transparent offer, high quality advice, flexible pricing solutions, intuitive and fast sales processes, and a reduction in the volume of paper documentation.

Distribution excellence

Distribution channels will be developed based on the diagnosed needs of the customer to form a holistic model of multi-channel service system. The Bank will aim at providing consistent customer experience in all channels. These aims will be executed through the continued process of modernization of the network of branches playing a key role in building relations with customer and the market position, as well as further development of remote contact channels and an increase in the number and activity of customer using digital solutions.

Operational efficency

The Strategy involves the further improvement of internal processes. Decisions will be made in a fast and efficient manner with the use of high quality data analytics, process automation and dematerialization, innovative identification and authorization methods and preventing bureaucracy.

Modern organization

A well-organized and motivated team will be the key to achieving strategic goals. The Strategy emphasizes the importance of creating a friendly, supportive and open working environment. It will be achieved through motivating leadership, modern knowledge management and promoting solutions that facilitate cooperation with the organization.

Innovation and technology

PKO Bank Polski SA will consistently invest in innovative solutions, actively create new market standards and innovative tools for customers and organizations, strengthen its role as a public trust institution and prevent cyber threats. The Bank will support the development of Polish innovators in the enterprise segment (micro, small, medium and corporate), take part in projects with perspectives and become involved in areas and sectors of the future.

The Strategy is being implemented through the implementation of strictly defined and quantified strategic objectives.  These objectives apply to the business benefits and the financial and non-financial (quantitative or qualitative) results that PKO Bank Polski SA is planning to achieve. They are expressed in the form of ratios, descriptive criteria or other measures. The objectives specified in the Strategy are supported in particular by the Bank’s and the Group’s financial plan, programmes, initiatives and strategic projects, as well as the motivation system that encompasses, among other things, the setting of and accounting for bonus tasks related to the Strategy for managerial positions. Furthermore, 

the Bank monitors the strategic objectives quarterly in order to ensure that they are accounted for on an ongoing basis. Reports on the results of the monitoring of the strategic objectives are presented to the Bank’s Management Board and Supervisory Board for approval. The extent to which the specified indicators and tasks are achieved and fulfilled is assessed in this process, taking into account their impact on the implementation of the Strategy.

The strategy of the Bank as the parent entity in the Group, which has an integrated model of development, sets the directions for the strategies of the individual entities in the Group.

Activities in the area of corporate social responsibility

PKO Bank Polski SA’s priority is sustainable development, implemented by combining business objectives with activities supporting all groups of stakeholders. The Bank has defined its lines of action in the area of corporate social responsibility in the Strategy for 2016–2020. 

Lines of action in the area of corporate social responsibility included in PKO Bank Polski SA’s Strategy for 2016–2020


Lines of action taken

Selected initiatives taken up to the end
of 2017


  • Education in cyber security and economics
  • Activities contributing to an increase in confidence and customer satisfaction
  • Initiation of measures to improve security of the financial sector
  • Involvement of customers in important social initiatives 
  • Promotion of the development of the family business
  • Simplifying access for customers to public services and e-government (trusted profile, 500+ programme)
  • Preferential conditions of products for holders of a Large Family Card
  • Understandable and brief documents “without stars”
  • Cyber Guard Programme – warning Internet users about making their personal details known in the web
  • communications platform 
  • Financial education of children based on comprehensive and innovative products: PKO Junior and SKO
  • Educational cycle for entrepreneurs “Good morning business”
  • Collaboration with Microsoft in the Enterprise Customers Cyber Threat Intelligence Program (ECCTIP)
  • Collaboration with the start-up environment (including within the MIT Enterprise Forum Poland) 
  • Export Support Platform – a comprehensive analytical tool for businesses


  • Building a friendly working environment
  • Assurance of a competitive salary and professional development
  • Diversity management
  • Care for the balance between private and professional life
  • Involvement of employees in social activities
  • “PKO after hours” programme
  • E-learning and traditional training programme 
  • Employee satisfaction and commitment surveys
  • Employee Pension Programme (EPP)
  • MyBenefit platform supporting an active lifestyle and personal development
  • Medical care packages for the employees
  • “Zdrowie jak w Banku” [Health as in the Bank] prophylaxis programme
  • Employee volunteering 
  • Managerial staff development programmes

Social environment

  • Counteracting financial exclusion
  • Social and philanthropic commitment 
  • Requirement of responsible conduct from partners
  • Support of local communities
  • educational platform
  • Educational cycle for entrepreneurs
  • Collaboration with universities
  • Cyber Guard Programme – warning Internet users about making their personal details known in the web
  • PKO Bank Polski SA Foundation’s activities: 
  • Sponsorship
  • “PKO Biegajmy razem” [PKO let’s run together] programme
  • Patronage and promotion of the achievements of Polish artists
  • Involvement in events promoting economic patriotism, family business and innovativeness in the area of finance
  • The purchasing policy
  • Rules of entrusting the performance of activities for the Bank to external entities


  • Caring for transparent reporting
  • Assurance of sustainable growth of value
  • Educating investors and other participants of the capital market
  • Initiation of the implementation of the highest regulatory standards
  • Reporting financial results, presentation of the results
  • Constant cooperation, including organizing meetings, conference calls and meetings with foreign investors
  • Involvement in industry congresses and conferences

Matters related to environmental protection are not explicitly formulated in the Strategy, as the Bank conducts business in the financial services sector, which has a limited impact on the environment. However, the lines
of development specified in the Strategy, such as the increase in the number of customers using digital solutions or the simple and efficient processes – “faster and paperless” also indirectly have the objective of being environmentally friendly.