Financial capital

mBank’s financial capital consists of funds obtained from clients, shareholders and bondholders, as well as profits generated by the Group. Funds entrusted to the bank are used in financial products and services: loans, loans for any purpose, factoring, leasing, further investments and operational activities, as well as grants.

Security of the entrusted funds is a key aspect of financial capital management, which is indivisibly linked with risk management. We maintain regulatory indicators above the required levels to ensure a stable capital and liquidity position of mBank Group. We operate within the established risk appetite and create added value for our shareholders.

We satisfy the financial needs of our clients at every stage of their lives. In addition, we contribute greatly to the development of the economy: we foster innovation and create new jobs. We pay high income and banking taxes. We also support the stability of the financial sector: we pay contributions to the Bank Guarantee Fund, costs of supervision by the Polish Financial Supervision Authority (KNF), and contributions to the Borrower Support Fund.

Input capital data

  • Capital of PLN 15.171 million
  • Liabilities to clients of PLN 116.661 million
  • Issued debt securities of PLN 18.050 million
  • Subordinated liabilities of PLN 2.474 million




PLN 5,524.4 million

of Income – highest in the history of mBank Group

PLN 1,010.4 million

of Net profit




Non-performing loans (NPL) ratio – lower than last year (4.8%)


Total Capital Ratio

Capital management

We create efficient and lightweight digital processes, optimised in terms of time and costs.

based on business efficiency indicators, in particular the cost-to-income ratio (C/I).

limited by decisions of the regulator.

Human capital

mBank’s human capital consists of knowledge, attitudes, motivation, experience, and competence of employees who contribute to the unique organisational culture and enjoy clients’ trust.

We focus on empathy both in employee relations, and in communication with clients. Thanks to our employees’ dedication, mBank’s communication with stakeholders outside the organisation is simplified, open, friendly, and addresses the needs of the other party. This arises from mBank’s mission: “To help. Not to annoy. To delight. Anywhere”.

Input capital data

  • Employee engagement score – 52%
  • Workplace satisfaction score – 65%
  • Avg. of 26 training hours per employee
  • Development ratio in the Employee Engagement Culture Survey – 56%



Employee engagement score


Workplace satisfaction score


Avg. training hours per employee


Development ratio in the Employee Engagement Culture Survey

Capital management

e.g. the Code of Conduct, Work Rules of mBank, Remuneration Rules of mBank, Rules for Awarding Bonuses to mBank Employees, procedures regarding employee selection and recruitment, development activities, and employee appraisal.

  • ”Piątki z rozwojem” (“Development Fridays”),
  • “Zaloguj się do rozwoju” (“Log in to development”),
  • “Pociąg do rozwoju”(“Drive for development”)

which is gradually replaced with Ongoing Feedback and quarterly Objectives and Key Results (OKR).

Intellectual capital

Intellectual capital consists of intangible innovative resources of the organisation and its employees, which have an impact on our results and market position.

It is the source of our current and future competitive advantage. This category includes state-of-the-art IT solutions used in our online banking, mobile app and internal processes of the bank, as well as intangible resources (quality standards, brand recognition, rules of good communication with clients).

Input capital data

  • App users – 1.484 thousand
  • Mobile only users – 480 thousand
  • Avg. number of logins to the app – 27 times a month
  • Highest share of mobile clients in the client base – 38%


1,894.7 thous.

App users

1,218 thous.

Mobile only users

31 times a month

Avg. number of logins to the app


Highest share of mobile clients in the client base

over 40%

of travel insurance policies sold in the mobile app


of simplified documents for individual clients
42% of simplified documents for SME clients

Capital management


  • new card details with an option to change the PIN;
  • adding new recipients to the contact list;
  • new appearance and features in mKantor;
  • repeating transfers to the Social Insurance Institution (ZUS) and the Tax Office;
  • the mFaktoring service;
  • sale of all kinds of standalone insurance in the app

a fund investing in tech start-ups.

thanks to mElements, a domestic payment institution since 2019, which has launched an e-commerce payment service called Paynow.

of the dashboard in online banking.

Manufactured capital

Innovative digital systems and tools, procedures and policies are the main components of mBank’s manufactured capital. They allow knowledge and information to flow safely and efficiently both inside and outside the organisation (in communication with suppliers).

We develop our organisational structure, internal processes, product distribution tools, approach to risk management, infrastructure (including IT systems) and network of retail branches on the basis of a concept of a digital and innovative bank. We strive to be present in many different channels and to offer products via electronic channels – applications, online banking, chat and call centre supported by a modern network of branches. As a mobile and online bank we care about the cyber security of our processes, and pay particular attention to the protection of our clients’ data.

Input capital data

  • Number of branches in Poland – 141
  • Number of mKiosks – 143


  • Payment cards – 3.7 million in Poland



number of branches in Poland


number of mKiosks

3.6 million

payments cards in Poland

Capital management

(online and mobile tools, an extensive network of distribution points, a telephone contact centre).

via our subsidiary Cyber Rescue; we also offer 24/7 contact with our Security Operations Center.

and apply compliance requirements on an ongoing basis

Social capital

mBank’s social capital comprises relations with stakeholders outside the organisation, compliance with the norms, and our clients’ trust. We care deeply and consciously about relations as they are an important aspect of our activity. The trust of our stakeholders in financial institutions grows, and so does clients’ openness to new products and services.

The quality of relations and the level of social trust are strongly linked with the bank’s operational results. Our mission and values reflect our particular care for social capital. Clients and their needs, emotions, and expectations are the most important for us. Social capital means trust, which is a currency equally important as money.

Our products and services are used by individual clients, small and medium-sized enterprises, and big corporations, as well as public sector entities, including local governments. Social capital, therefore, forms a basis for new business and social ventures, investments and infrastructure used by the society as a whole. They contribute to economic growth of the country, which is beneficial to households.

Input capital data

  • Sales of mortgage loans at PLN 4.6 billion
  • Sales of non-mortgage loans at PLN 8.9 billion
  • Completed educational projects of mFundacja as part of the “mPotęga” (“mPower”) grant programme – 185
  • Funds donated to WOŚP – PLN 7 million
  • Corporate client net promoter score (NPS) – 35
  • Retail client net promoter score (NPS) – 19


PLN 8.2 billion

sales of mortgage loans

PLN 10.3 billion

sales of non-mortgage loans


Completed educational projects of mFundacja as part of the “mPotęga” (“mPower”) grant programme

PLN 3.7 million

funds donated to WOŚP


corporate client net promoter score (NPS)


retail client net promoter score (NPS)


of simplified documents for individual clients
and 42% of simplified documents for SME clients

Capital management

we conduct customer satisfaction surveys

using the design thinking approach, which focuses on understanding users’ problems and needs

the rules of simple and empathic communication within mBank and with the outside world

the Great Orchestra of Christmas Charity

where we analyse and react to our clients’ suggestions (7,138 reports in 2019)

Natural capital

Natural capital is our direct and indirect, both positive and negative, impact on the environment.

As an organisation which does not produce physical goods, our direct impact on the environment stems from the operation of our offices and branches. We utilise electricity, thermal energy, water, and office supplies (paper and toners). We use electrical devices which must be replaced with new ones every now and then (computers, printers, telephones). Well-developed IT infrastructure requires cooling, which uses electricity. Our employees travel for business using mBank’s car fleet, which causes fuel consumption.

We promote mobile banking channels, i.e. handling as many bank-related matters as possible without going to the bank’s branch, which minimises our clients’ potential need to use a car to reach the bank. We also promote electronic communication tools in the workplace by allowing our employees to organise videoconferences in place of going to meetings.

As regards our indirect impact, we support sustainable development of others. We implement the policy for financing investments in renewable energy sources. The bank no longer finances new coal mines and coal-fired power plant units. Since 2019 mBank’s Private Banking clients have been able to invest in line with ESG standards in portfolios containing shares and bonds of issuers that generate a positive social or environmental impact.

Input capital data

  • Pool of funds for renewable energy projects – PLN 500 million
  • Paper consumption – 38,270,193 A4 paper sheets
  • Energy consumption – 123,941.07 GJ
  • Fuel consumption – 1,657,932 litres of petrol and 217,117 litres of diesel fuel


PLN 1 billion

Pool of funds for renewable energy projects (increased to PLN 2 billion in 2020)


paper consumption of A4 paper sheets

119,548.92 GJ

Energy consumption

1,578,291 l

of petrol

216,116 l

of diesel fuel

Capital management

are an integral part of the business strategy for 2020-2023

we stopped financing new coal mines and coal-fired power plant units

to optimise the use of paper

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