We fulfil customers’ actual needs and solve their real problems
In December 2019, we adopted the new Strategy of mBank Group for 2020-2023 titled "Growth fuelled by our clients". It is widely described in section “Outlook”, focused on the future business.
Adoption of new strategy implies a closure and summary of the “Mobile Bank” strategy, pursued since 2016. It was built on 3 pillars: Empathy, Mobility and Efficiency. Our strategic initiatives and operations focused on clients. We developed our competitive advantage in the mobile area. We continue to improve the resources management.
Empathy is a quality that is rarely associated with the financial sector. We use various tools to instil it in our organisational culture, our employees’ mindsets, and our processes and products. Empathy helps us provide better customer service, improves relations with our partners, and enhances cooperation among our employees. We make sure our products and services meet four core requirements applied whenever we interact with our customers. The requirements include:
We work in a simple and customer-friendly, almost inconspicuous manner
We inspire positive emotions in line with brand positioning. We are a mobility icon and support our clients anytime and anywhere
We make every effort to maintain high level of trust and earn it with every decision we make
GOOD PRACTICE - STOPKLATKA
In order to help our employees better understand the bank’s strategy, we have created the Snapshot (“Stopklatka”). It is a set of crucial, open-ended questions together with answers, dealing with customers’ legitimate expectations from the bank and the desired way of cooperation within the organisation
People are at the core of our empathy-related vision and strategy. That is why we provide our employees with know-how and indicate a course of direction for the bank’s development. Every three months, the Management Board holds open staff meetings which are broadcast for everyone interested. Their objective is to comment on results, discuss strategic projects, and answer questions. We encourage our employees to visit other places in the company for quick “work experience”. Employees gain work experience in places where the bank meets customers: in retail and corporate branches, and the contact centre.
line managers took part in workshops on empathy
GOOD PRACTICE – AGENTS OF CHANGE
The corporate culture is also developed with the help of agents of change, also known as ambassadors. There are approximately 80 ambassadors from the head office, 30 ambassadors from the corporate branches, and 40 ambassadors from the retail branches. They make sure that our employees properly understand the definition of empathy and promote it in their respective units. Ambassadors meet with the members of the Management Board at least once a year to participate in strategy-related lectures and workshops. The meetings feature inspiring guest appearances. Last year we invited an expert in learning from one’s mistakes, and trained empathy with improvisational actors. Workshops improve our knowledge of the way the bank works as a whole and allow us to test new solutions. Employee engagement surveys show that ambassadors have a better understanding of the concept and significance of empathy in the bank. They are more eager to indicate areas that work well and those in need of improvement to the team responsible for client-centricity and empathy. We know that empathy is in mBank’s DNA.
For over five years we have been implementing the rules of simple and empathetic communication in mBank under the “mKanon” project. We believe that good and effective communication is clear, informative, brief, correct in terms of language, honest, empathic and conveyed using the first-person perspective. In the first place we have changed communication in the call centre and the complaint-handling team, i.e. areas directly communicating with clients. We have made changes in internal communication in the bank, including the compliance, internal legislation, and security areas. We organise workshops for employees during which we teach them how to write to clients experiencing difficult time, e.g. clients subject to debt collection or whose relative has died. We try to increase employees’ awareness in this respect by cooperating with ambassadors of mKanon (rules of clear, transparent and simplified communication). The group consists of 120 employees who help their co-workers to communicate more effectively. In 2019 we trained approximately 840 employees and organised 32 workshops. Fundacja Języka Polskiego (the Polish Language Centre) audited our communication and awarded measures taken by mBank with a language quality certificate. The President of the Management Board signed a regulation implementing the standard on internal communication in mBank.
To promote empathy at mBank, we take, among others, the following measures
At mBank we strive for efficiency both in serving our customers and performing operations invisible for outside world, but crucial for correct, quick and secure functioning of the bank.
GOOD PRACTICE – DIGITALL PROGRAMME
In 2019, we continued the initiatives within the scope of the DigitAll programme. We implemented a standardised process maturity and quality matrix in the entire Operations area to continually increase process effectiveness. By carrying out initiatives and ongoing inspections, we optimised processes, thus increasing the efficiency of the Operations area by more than 10%. We finalised the implementation of the Business Process Management System, a platform for managing and automating complex business processes, where subsequent processes are successfully launched in various areas of the bank. In order to ensure ongoing, continual analysis, optimisation, and monitoring of the effects of changes made to processes, we selected the provider of a process mining tool. Its implementation will be continued in 2020.
After the verification of the best solutions available on the market, we selected a provider and launched the platform for managing electronic documentation (ECM, Enterprise Content Management). We are migrating data and reducing the scope of existing document repositories. The first migrations were successful. Further migrations and deactivation of repositories are planned.
In the IT area, goals in the field of effectiveness were defined in the Effect programme. Within the programme, we focused on optimising the infrastructure use. Last year, we successfully consolidated data centres. We increased the utilisation of current resources (mass storage and servers) and optimised the resource purchasing process. Moreover, under the Effect programme, software must be developed so as to only use the required infrastructure capacity and manage efficiency well. Thanks to these activities, we reduced the IT costs growth rate more than twice. Additionally, changes made to the infrastructure have made its maintenance easier. Moreover, it enhanced infrastructure security and efficiency.
GOOD PRACTICE – BANKING PROCESSES’ ROBOTIZATION
In 2019, we continued the cooperation with Digital Teammates (DTM) in the scope of robotising back-office processes. Since the beginning of 2018, robots have been working in the Operations area, in particular by supporting teams responsible for payments, monitoring, and instructions. Process automation makes it possible to cope with increased and one-off workloads, e.g. occurring as a result of regulatory requests, without the need to raise the headcount. Currently, robots provided by DTM handle 39 processes at mBank. The robots perform, among others, the following tasks:
- entering accounts for costs, fees and commissions related to payments (which they receive in Excel files) on a daily basis. They introduce required data in apps and authorise transactions based on relevant guidelines,
- supporting employees at the key stages of handling insurance policies (pertaining to mortgage loans and car loans), i.e. registering relevant applications in the app, uploading document scans and entering client data in the archiving app. At the final stage of the process, robots verify if human-entered data were correctly copied to other banking systems and correct them if necessary,
- facilitating the preparation of bank references and credit opinions. The robots search for necessary data in the banking systems based on a client’s instruction. Then, they enter the data in the bank reference/credit opinion form, which is then submitted to the client.
In parallel to increasing effectiveness in Operations and IT, a project aimed at creating a single data warehouse has been implemented at the bank in the recent years. Thanks to these efforts, Common Data Layer (CDL), a single platform containing detailed data from the areas of corporate banking, retail banking, and brokerage operations, was established. CDL functions as a data warehouse, which uses a logical relational data model to link data from key areas of the bank, such as the general ledger, client data, contracts, agreements, products etc. All data warehouse users can apply uniform definitions of terms available in CDL thanks to the Dictionary of Business Terms. We strive to ensure a high level of CDL data correctness. To this end, we have developed relevant quality principles in cooperation with the Data Quality Management (DQM) project team, which is responsible for enhancing data quality in the whole organisation.
In 2019 we continued our systematic development of the mobile application. During this time, mBank provided 15 application updates, which confirms the organisation’s ability to make agile changes and respond to customer expectations. The work on the application was mainly focused on improving usability and communication as well as sales activities.
More information on mBank’s mobile app can be found in section “Innovativeness is who we are”.
Financial objectives for 2016-2020 achieved in 2019
mBank Group financial aspirations and their achievement in periods allowing for comparison to the sector are presented in the table below. The reference base is understood as the peer banks listed on the WSE.
|Financial measure||Target point||Performance of mBank Group*||Comment on achievement|
Cost/Income ratio (C/I)
|Top 3 in Poland, each year
i.e. to be one of the three most cost-efficient banks listed in Poland
C/I 2019: 42.2%
#3 among peer banks
|According to the Polish Financial Supervision Authority’s (PFSA) data, the ratio for the banking sector in Poland reached 55.4% in 2019, including the banking tax (for mBank Group 50.5% respectively).|
|Return on Equity,
|Top 3 in Poland, each year
i.e. to be among the three most profitable listed banks in Poland from the standpoint of ROE adjusted for dividend distribution
ROE net 2019: 6.6%
#6 among peer banks
|The ratio for the banking sector in Poland according to PFSA’s data was 7.1% in 2019.|
|Return on Assets,
|Top 3 in Poland, in 2020
i.e. to be one of the three listed banks in Poland with the highest return on assets
ROA net 2019: 0.66%
#7 among peer banks
|The ratio for the banking sector in Poland according to PFSA’s data amounted to 0.75% in 2019.|
|Capital position, capital adequacy in terms of core capital
|Maintain the ability to pay out dividend in terms of CET1 ratio, each year – maintain the CET1 ratio at least 1.5 pp. above the capital requirement for mBank||CET1 2019: 16.5%||According to the data as at September 30, 2019, mBank had the second best capital position among the peer banks listed on the WSE; CET 1 ratio for banking sector in Poland reached 17.0% as at the end of September 2019, according to PFSA’s data.|
Loans/Deposits ratio (L/D)
|Maintain an L/D ratio of no more than slightly above 100%, every year||L/D 2019: 90.3%||The ratio for the banking sector in Poland reached 90.2% according to PFSA’s data as at the end of 2019.|