Outlook

Planned activities in each pillar of BGK's strategy

Sustainable development

We want to become a leader in sustainable development programmes in the Polish financial sector. Our strategic objective is to be included in the 5th decile of top ESG-rated European banks by the end of 2025. We are developing our approach to ESG risk management, increasing the scope of data obtained from clients and expanding the scope of disclosures made to our stakeholders. As for the entire banking sector, the challenge for 2024 will be to comply with the requirements of the CSRD / ESRS. In 2024, the Management Board of BGK accepted mid-term and long-term ESG ambitions and indicated specific measures to be taken to turn them into strategic goals and operational tasks. In 2030, we want to achieve climate neutrality at the operational level, and in the long term, by 2050, also in terms of our financing.

Social commitment

We will continue supporting the social and economic development of Poland through building social capital in our country in the long term. Among other things, we plan to review and evaluate our social commitment policy. We will also assess the social effects of activities of foundations and continue to evaluate the effectiveness of the volunteering programme. We plan further activities in the field of accessibility for people with special needs, emphasising the fact that providing equal opportunities brings benefit not only to individuals, but also the society as a whole.

International business and cooperation

We will participate in the mechanisms of development assistance and reconstruction of Ukraine to a significant extent, keeping in mind the involvement of Polish entities. We plan to organise events to present business opportunities for Polish entrepreneurs and tools that will enable supporting entry into specific markets (including Africa).

Digital and process transformation

We plan to modernise key systems in the IT infrastructure and reduce technical debt. We will adapt the Bank to the provisions of Regulation (EU) of the European Parliament and of the Council on digital operational resilience for the financial sector, changes in relation to mandatory reporting of data on derivative transactions (WITIP), or mandatory reporting of cross-border payments (CESOP). In 2024, we will also continue process optimisation and digitisation efforts.

Effective management model

We will continue the cultural and organisational transformation towards matrix work structure. We will launch programmes promote a culture of feedback and talent programmes. We will attach particular importance to the development of management staff and experts in two paths - promotion in the organisational structure and managers of projects and matrix initiatives. We will conduct a comprehensive analysis of our organisational culture, which will allow us to assess the effectiveness of our previous activities.