REPORT

PRESENTING

NON-FINANCIAL

INFORMATION

(including non-financial information of

BNP Paribas Bank Polska S.A. in 2022)

OF THE BNP PARIBAS BANK POLSKA S.A.

CAPITAL GROUP IN 2022

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 2

Contents

Our approach to reporting 3

The Group and the Bank 4

Business model and value creation for stakeholders 5

GObeyond 2022-2025 business strategy 7

Key non-financial performance indicators 11

ESG Management 13

Sustainable finance 15

Taxonomic disclosures 16

Social aspects 18

Employee aspects 25

Environmental aspects 33

Human rights 38

Counteracting corruption and conflicts of interest 39

ESG risk management 40

SIGNATURES OF MANAGEMENT BOARD MEMBERS

OF BNP PARIBAS BANK POLSKA S.A. 44

Katarzyna Legut-Wturska, Business Banking Manager

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 3

Our approach to reporting

BNP Paribas Bank Polska S.A. has been publishing annual reports since 2011 containing non-financial data on the

management of ESG (E – environment, S – social, G - governance), i.e. environmental, social and responsible business

practices and corporate governance.

Starting in 2019, the Bank publishes integrated annual reports. The Report of the Management Board on the activities

of the BNP Paribas Bank Polska S.A. Capital Group in 2022 (covering the Report of the Management Board of BNP Paribas

Bank Polska S.A. in 2022) provides a comprehensive view of the business integrating financial and business performance

with environmental, social and governance (ESG) impact aspects. The Report of the Management Board takes into account

market best practices and addresses national and international guidelines relevant to the business for reporting non-

financial information: Global Reporting Initiative (GRI) 2021 – International non-financial reporting GRI Standards.

Standards, the ESG Reporting Guidelines prepared by the Warsaw Stock Exchange (WSE) in cooperation with the European

Bank for Reconstruction and Development (EBRD), the International Integrated Reporting Council (IIRC) Guidelines, the

Task Force on Climate-related Financial Disclosures (TCFD) Recommendations on Climate Risk Reporting and the EU

Taxonomy Regulation.

For the purpose of complying with Article 49b(9) of the Accounting Act, the Bank has separately prepared the Report on

Non-Financial Information of the BNP Paribas Bank Polska S.A. Group in 2022 (including non-financial information

of BNP Paribas Bank Polska S.A. in 2022), which takes into account the non-financial information required by the

provisions of the Act.

For a complete picture of our activities, we encourage you to review the Management Report, which is the result of our

strategic approach to conducting business in line with sustainability principles. We fully integrate ESG matters into our

business model and one of our key commitments is to contribute to the transformation of the economy towards

sustainability and to finance Clients and investments ethically and responsibly.

BNP Paribas Bank Polska S.A. annual reports for previous years, including those published since 2011 containing non-

financial information, are available on the Bank's website.

Data presented in this Report refer to the period from 1 January to 31 December 2022, unless otherwise stated in the

Report. The report presents the activities and financial and non-financial data of the BNP Paribas Bank Polska S.A. Group

comprising BNP Paribas Bank Polska S.A. as the parent company and the companies comprising the BNP Paribas Bank

Polska S.A. Group as at 31 December 2022. These are:

 BNP Paribas Towarzystwo Funduszy Inwestycyjnych S.A.

 BNP Paribas Leasing Services Sp. z o.o.

 BNP Paribas Group Service Center S.A.

 Bankowy Fundusz Nieruchomościowy Actus Sp. z o.o.

 Campus Leszno Sp. z o.o.

 BGZ Poland ABS1 Designated Activity Company.

Contact

Thank you for reading our report. If you have any questions or suggestions regarding the content we report, please do not

hesitate to contact us: relacjeinwestorskie@bnpparibas.pl or csr@bnpparibas.pl.

More information is available at: https://www.bnpparibas.pl/relacje-inwestorskie and https://www.bnpparibas.pl/csr

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 4

The Group and the Bank

BNP Paribas Bank Polska S.A. (hereinafter: the Bank) is a universal bank.

Individual Customers are offered a selection of savings and investment products as well as a wide range of loans,

including housing and consumer loans. Our comprehensive offer addressed to private banking Customers is aimed at the

protection, optimisation and multiplication of assets. The Bank's Customers can also take advantage of investment

advisory services.

We provide micro, small and medium-sized enterprises as well as corporations with local and international financing

solutions. Our services are also addressed to enterprises from the agri-food sector. We specialise in financing agriculture,

the food economy and regional infrastructure.

We have been active in the Polish market for over a hundred years. Our ties with the global BNP Paribas financial Group

enable us to apply the best international practices. Thus, we can meet the needs of the local market and the expectations

of the Bank's Customers. We provide our services all over the country through a network of Bank Clients’ centres, partner

branches, as well as online and mobile banking. We also cooperate with partner stores and selected car dealers.

As the Bank of Green Changes, we support our Customers’ transition to a low-carbon economy and inspire them to make

responsible financial decisions. We consistently pursue a strategy of financing investments with a positive social, economic

and environmental impact

The Bank and its subsidiaries form the BNP Paribas Bank Polska S.A. Capital Group (hereinafter: the Group), which ranks

sixth as regards balance sheet total in the domestic banking sector. Employment in the Group expressed in FTEs is 8.5

thousand.

The Bank is part of the international BNP Paribas Banking Group (hereinafter: BNP Paribas Group).

The shares of BNP Paribas Bank Polska S.A. are listed on the Warsaw Stock Exchange.

The Bank's head office is located in Warsaw, at 2 Kasprzaka Street.

Market shares

Table 1. Market shares of BNP Paribas Bank Polska

31.12.2022

31.12.2021

Loans to nonbank Customers

6.1%

6.0%

Loans to individual Customers

5.6%

5.4%

Non-financial business entities

9.2%

9.1%

Deposits from nonbank Customers

6.2%

5.6%

Individual Customer deposits

4.8%

4.7%

Non-financial business entities

10.3%

9.1%

In the “Loans to nonbank Customers” category, the Bank's share in the sector was 6.1% at the end of 2022, compared to

6.0% at the end of 2021. This increase was mainly due to strong growth in the Bank's share of loans to businesses (with

high double-digit growth in their volume at the Bank), accompanied by high growth in the share of PLN residential loans

to individuals ( associated with both their slow-growing volume at the Bank and declining volume in the sector), and solid

growth in the share of the less volume-significant consumer loans segment (largely associated with their declining

volume in the sector and modest growth at the Bank).

The Bank's share of non-bank Customer deposits recorded an increase to 6.2% from 5.6% at the end of 2021. This occurred

mainly as a result of dynamic growth in the share of term deposits of private individuals, supported by strong growth in

the share of corporate deposits.

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 5

Business model and value creation for stakeholders

The business activity of the BNP Paribas Bank Polska Group is based on operating segments (the business line's share of

the Group's banking profit, NBI, for the 12 months of 2022 is given in %):

 Retail and Business Banking – provides services to individual Customers - including private banking Customers (Wealth

Management) and business Customers - including microenterprises. The highest share of the NBI - 41.0%,

 Corporate Banking - offers a wide variety of financial services to big and medium-sized enterprises, local government

entities and entities that are part of international capital groups. The share in NBI - 30.7%,

 Small and Medium Enterprise Banking - provides services to Agro and non-Agro customers. The share in NBI - 10.7%,

 Corporate and Institutional Banking (CIB) - supports sales of the Group's products to Polish companies and provides

services to strategic Customers. The share in NBI - 7.4%,

 Other banking activities are carried out within the Asset and Liability Management Division and the Corporate Center.

The share in NBI - 10.2%.

Foundations of operations

Completeness of the offer

We offer Customers a variety of financial products and services provided by the Bank and Group companies. We are close

to our Customers. We provide services in a network of Bank Clients’ centres, and we are constantly developing and

adapting our centres to their needs. Our loan products are also available at partner stores and selected car dealer

networks. To meet the technological challenges, we are constantly developing our products and digital service channels:

mobile and online banking, new forms of communication.

Offer availability

We seek to provide equal access to banking for each Customer, therefore we are improving our products and introducing

accessible infrastructure at our Clients’ centres to provide access to banking for people with disabilities, seniors and those

from vulnerable groups.

Responsible Risk Management

We aim to provide the highest quality services to our Customers. Prudent market management and a culture of

Compliance are the pillars of our business operations. We have implemented and follow procedures to manage risk. One of

the key elements of this system is the management of ESG risks, including climate risk.

Supporting a Customer in a sustainable transformation

Long-term support for the sustainable development of the economy and building lasting relationships with customers and

other stakeholders of the Bank are key components of our responsibility. We offer products and services tailored to the

changing needs of our customers, while responding to global challenges and local market conditions.

Key resources

 Financial capital - we use the funds raised from Customers and shareholders and the profits we generate to offer

responsible financial products and services.

 Human and intellectual capital - through the knowledge and competence of our employees, we create innovative

products and services to meet the needs of our customers.

 Operating capital - we work agilely and continuously to develop and improve the quality and availability of our services

through traditional and digital contact channels.

 Social capital - as a public trust institution, we initiate actions for positive changes in our environment.

 Environmental capital - we care about the environment and offer solutions to support sustainable economy.

The Bank’s mission

We bring positive banking into our Customers' lives, meeting their financial needs and making it easier for them to achieve

their goals. In a simple, thoughtful and secure way. Caring for society and the environment.

We live in a changing world. Therefore it is especially important for us to secure financial needs and

introduce innovations. We support Customers in their sustainable development. We care about the

professional development and engagement of our employees. We generate increased shareholder

value and benefits for the economy, environment and local communities.

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 6

IN A CHANGING WORLD WE SUPPORT OUR CUSTOMERS IN THEIR SUSTAINABLE DEVELOPMENT

The local Bank with global reach

Sustainable finance and positive banking

KEY RESOURCES

STRATEGY AND BUSINESS MODEL

EFFECTS FOR STAKEHOLDERS

SELECTED 2022 RESULTS

CONTRIBUTION

TO SDGs

#TOGETHER

#POSITIVE

#STRONGER

#UP

CLIMATE

CHANGE

REGULATORY

AND ECONOMIC

ENVIRNOMENT

DIGITIZATION

SOCIAL

CHANGES

FINANCIAL CAPITAL

HUMAN AND INTELLECTUAL

CAPITAL

OPERATING CAPITAL

SOCIAL CAPITAL

ENVIROMENTAL

CAPITAL

RETAIL

AND

BUSINESS

BANKING

41.0%

CORPORATE

BANKING

30.7%

SME BANKING

10,7%

CIB BANKING 7.4%

OTHER

OPERATIONS

10,2%

We aim to continuously increase value for shareholders

while respecting the principles of sustainable development.

We support Clients in green transformation and contribute to

the pace of its achievement.

We are creating a responsible workplace with broad

opportunities for growth and community involvement.

We provide financial services of the highest quality and offer

Customers a professional service, based on our stable

relationships.

We are involved in social activities responding to the

challenges of our environment to build civil society together.

We support equalization of opportunities and act against

social exclusion.

We offer environmentally friendly products and services

aiming to protect the environment and climate. We

promote responsible attitudes and act to raise awareness of

climate change.

Return on Equity (ROE): 3.9%

- Share of sustainable finance: 7.1%

- Reduce the salary gap between women and men:

6.5%

- Participation of women in the Bank's

Management Board: 22%

- NPS - Retail Banking and Personal Finance: 7

place

- % of key processes available through remote

channels (for the individual Customer):66%

Clients’ centres certified as "Barrier-free

facility": 25%

- Community involvement (annual average per

employee): 3h51’

Reduction of CO

emissions from operations:

-43%

- Reduction of energy consumption: -27%

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 7

GObeyond 2022-2025 business strategy

The main objective of GObeyond's new strategy for 2022-25, adopted by the Bank's Management Board and the

Supervisory Board in March 2022, is to continue the dynamic growth of the Bank, which will be an institution that operates

efficiently, with engaged employees and satisfied customers, while being a leader in the area of sustainability. GObeyond's

strategy, after multistage building of scale through acquisitions in previous years, focuses on organic growth with a

responsible approach to risk management.

Although the volatile environment may affect the Group's financial performance in the future, our ambition is to achieve

the following targets by 2025:

The strategic directions included in GObeyond's new strategy are based on solid foundations and the Bank's sustainable

and diversified business model. The directions set are valid despite the volatile environment we currently face. The new

strategy was developed internally, by a broad group of Bank employees representing all key areas, and by representatives

of the subsidiaries.

GObeyond's strategy is based on 4 pillars:

PILLAR UP

GObeyond's strategy is a growth strategy. Our aim is to increase the number of Clients served, strengthen our market

position and increase revenues. The Bank sees potential for growth in all Customer segments.

Retail Banking and Personal Finance

Achieving high Customer satisfaction, which translates into an increase in the number of active customers (by 0.5 million

to 4.5 million). This will be achieved through innovative products (including those that go beyond banking), personalised

communication and broad accessibility to the Bank's products through remote channels.

SME, Corporate and CIB Banking

Seeking to strengthen its position among international Clients and large local corporations, (including supporting their

international expansion). The Bank wants to increase its active customer base, served using digital solutions. A key

objective is to deeply optimise and shorten the credit process.

PILLAR POSITIVE

The Bank aims to be a leader in sustainable finance by developing a range of dedicated products and services for all

business lines. It will consistently aim to its own climate neutrality and support its Customers in doing so. Responsibility,

accessibility, transparency and ethics will dominate the relationship with customers. Activities for the benefit of local

communities and involvement in education and public debate, will support the building of the Bank's brand.

PILLAR STRONGER

Improvement of internal processes, transformation of the IT area using the latest technologies and acceleration of new

solutions implementation. The planned investments in this area will reach a total of PLN 1.5 billion. The objective is to

quickly and cost-effectively scalability as the basis of a modern digital bank. Supporting business development by

advanced analytical tools. Maintaining a secure and optimal capital and liquidity position. Initiate dividend payments

during the current strategy.

PILLAR TOGETHER

A committed and satisfied workforce guarantees a high level of Customer satisfaction. A new organisational culture that

supports employee development, proactivity and creativity, and encourages brave decisions. Starting to operate under the

Agile@Scale working model from 2022. Ensuring work-life balance and paying attention to employees' mental health.

Supporting the development of women and promoting diversity.

Implementation of the Strategy in 2022.

In March 2022, the Bank announced a new GObeyond strategy (for 2022-25). Its presentation came shortly after the

outbreak of war in Ukraine, which again, after two years of COVID-19 pandemic, tested the Bank's ability to quickly change

plans and adapt to the new situation. From the beginning of the conflict, the Bank and its employees were involved in

helping those seeking refuge in Poland. The support provided was financial, material, and was also in the form of

providing accommodation. More than a thousand people found shelter in locations provided by the Bank. The Bank

immediately, just 4 days after the outbreak of war, adapted its offer and processes to the needs of refugees. Although the

strategy was created in radically different circumstances, the Bank considered that its provisions remain valid. The

strength of the plan for the upcoming years is the way it was created. More than 200 key individuals from the organisation

were involved, whose visions for development were deeply confronted and compiled into coherent directions that respond

to the needs of the Bank and its Customers. The result of this approach has been a smooth transition to the

implementation of the plans, where some of these materialised even before the official announcement of the new strategy.

An example of such activity is the transition of 1,300 employees to work within Agile@Scale since 1 January 2022. The aim

of the new work organisation is to accelerate the Bank's transformation while improving cost efficiency and higher

employee satisfaction. The trajectory of the latter exceeded expectations. Employee satisfaction, as measured by the eNPS

index, increased from -9 points in 2021 to +18 points in 2022.

Bank developed its offer of products and services, focusing, among other things, on fixed-rate loan products. For retail

Customers, the first mortgage loan offer on the market with a fixed interest rate period of 10 years was introduced. Fixed-

rate loans were also offered to micro-businesses (cash loan) and farmers (working capital loan). Particularly a number of

 Return on equity (ROE): ~12%

 Cost/income ratio: max. 48%

 Share of sustainable financing: 10%

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 8

new facilities have been introduced for those running small enterprises. This was a range of functionalities in digital

channels, including an accounting service.

The Bank was continuing its commitment to sustainable transformation by finalising three major Sustainability-Linked

Loan operations. In December, the Bank launched a brand new corporate product, which is financing based on the

borrower's ESG rating that enables a company, to obtain more favourable financing terms by improving its standards for

managing sustainability issues. The Bank's long-standing focus on sustainability, was reflected in the achievement of the

best ESG rating of 10.9 (low risk) among Polish banks by Sustainalytics.

In the area of technology, the Bank has introduced significant improvements. The hotline has been enhanced with a

voicebot function, while the chatbot operating within online banking has achieved very high E2E service rates. The Bank is

also continually strengthening the security of Customers providing for instance the possibility of behavioural analysis in

remote channels to support the detection of possible account hacking. The bank also protects Customers against phishing

by verifying the identity of the Bank employee and the Customer during a phone call, using push notifications in the mobile

app. This solution received an award from Gazeta Bankowa as part of the TechnoBusiness 2022 competitions. In terms of

the individual Customer, the percentage of processes that can be performed fully remotely has clearly increased. This

indicator has increased from 55% to 66% over the three quarters of the strategy and is on track to reach the target of 90%

in 2025.

The year 2022 was also associated with negative market and regulatory issues affecting the Bank and the sector as a

whole. Opportunities to improve profitability through interest rate increases did not materialise, as a result of the

introduction of suspension of performance of mortgage contracts. In addition, global risk aversion caused a significant

repricing of government bonds, which the sector affected in the decline of its portfolio holdings. This took place against a

backdrop of still growing provisions for foreign currency loans and sustained long-term charges such as the Bank tax. At

the moment, the banking sector is struggling to generate profits, even at a level that allows it to maintain its capital base.

In the shorter term, this will be difficult or impossible to continue to finance the economy at the required level. In the

longer term, this could threaten the stability of the sector as a whole.

Execution of strategic financial targets in 2022

Ratio

2025 strategic target 2025

2022 execution

Return on equity ratio (ROE)

~12%

3.9%

Cost/income ratio (C/I)

max 48%

56.8%

Share of sustainable financing

10%

7.1%

FILAR UP

Activities under the strategy's objectives in 2022

PILLAR

KEY ACHIEVEMENTS 2022

#UP

Offering high quality banking products as

well as and non-banking products and

services as the key to growing the

Customer base in an omnichannel world.

Creating an excellent customer

experience by designing customised

pathways

 Introduction of fixed-rate loans for micro businesses (cash loan) and farmers

(working capital loan). Poland's first mortgage with a 10-year fixed rate.

 New innovative products: financing of early-stage technology companies ('scale ups')

with a loan from PLN 500,000 to PLN 2 million, micro-factoring in cooperation with

Fandla.

 Immediate (4 days after the outbreak of war) adaptation of the offer and account

opening process to the needs of the Ukrainian people.

 GOdealer - the new mobile application for currency exchange. Fast currency

transactions via phone for all Customers - from individuals to the largest companies.

 The first place in the Traditional Banking category in the Newsweek's Friendly Bank

ranking and the second place in the Forbes magazine's Company Friendly Bank

ranking.

Strategic commitments and their implementation

Indicator

2025 strategic goal

2022 execution

NPS - Retail Banking and Personal Finance

TOP 3

7th place (group study)

% of key processes for individual Customers

available via remote channels

90%

66%

Number of active Customers (individual

Customers and micro-enterprises)

4.5 million

4.0 million

Sales via digital channels (individual

Customers)

>50%

25.5%

Market shares in new sales (ROR accounts,

cash loans, mortgage loans)

 current accounts: 5.5%

(average after 3 quarters)

 cash loans: 5.1%

 mortgage loans: 7.1%

Number of active micro-enterprises

340 thousand

272 thousand

Number of micro companies active in digital

channels

230 thousand

165 thousand

Maintaining the leading position in the agro

segment (share in the loan market)

>25%

26.4%

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 9

Indicator

2025 strategic goal

2022 execution

Increase in the number of active food

processors [vs 2021]

+30%

+17%

Increase in the number of active food

processors [vs 2021]

>18%

+5%

Increase in the number of active international

Customers [vs 2021]

>22%

+9%

Number of Customers active in digital

channels (corporate and SME banking)

37 thousand

30.1 thousand (GOonline Biznes)

Increase in loan volumes (corporate and SME

banking 2025-2021)

+6%

annual average

+11%

FILAR POSITIVE

Activities under the strategy's objectives in 2022

PILLAR

KEY ACHIEVEMENTS 2022

#POSITIVE

Responsible and reliable financial partner

supporting the positive and sustainable

development of Customers, business and society.

A guide for Clients in a world of digital and

sustainable transformation.

 Three significant Sustainability-Linked Loan transactions, i.e. general

purpose financing, linked to improved sustainability (ESG) indicators:

Wirtualna Polska Holding, Velvet Care, Fabryka Farb i Lakierów Śnieżka.

 ESG Rating-Linked Loan - a new type of financing linked to an improved ESG

rating score and the establishment of a partnership with the rating agency

EcoVadis.

 Contracts to support energy efficiency projects in cooperation with the EIB.

 The best ESG Risk rating score by Sustainalytics among Polish banks.

 Strengthening employee engagement: launch of online platform to manage

employee volunteering, 202 parcels through Noble Gift, 3 hours 51 minutes -

employee social engagement (annual average per employee).

 103 Clients’ centers with the "Barrier-free facility" certificate.

Strategic commitments and their implementation

Indicator

2025 strategic goal

2022 execution

Share of sustainable finance [vs 2021: 4.5%]

10%

7.1%

Total value of green and sustainable bonds of the

Bank's Customers [vs 2021: 0]

PLN 1,400 million

Share of sustainable assets in management

[vs 2021: 5%]

30%

19%

Social involvement of employees

(annual average per employee)

4 hours

3 hours 51 minutes

Clients’ centers with the "Barrier-free facility"

certificate [vs 2021: 18%]

50%

25%

Reduction of CO

emissions caused by operations

[vs 2019]

55%

43%

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 10

FILAR STRONGER

Activities under the strategy's objectives in 2022

PILLAR

KEY ACHIEVEMENTS 2022

#STRONGER

The global strength of the BNP

Paribas Group and the dynamic technological

development combined with the optimisation of

E2E processes as the basis for organic growth and

high Customer satisfaction.

 Optimisation of the complaint process. Decrease in the number of complaints

by 6% y/y and improved evaluation of the process by Customers.

 Protecting customers from frauds: the first in Poland verification of the

identity of a Bank employee and a Customer during a phone call, using push

notifications in a mobile app. Implementing behavioural analytics at

GOonline.

 Convenient transaction solutions: further development of BLIK functionalities

(instalment and credit card repayment, mobile transfer), aggregator of

accounts from other banks (open banking).

 Modern methods of Customer service (implementation of a voicebot on the

Bank's call centre, increasing use of chatbot on GOonline).

 Convenient functionalities for micro-entrepreneurs: an advanced

GOksięgowość system, a payment terminal on the phone (SoftPOS),

completely remote opening of a company account using biometrics and

electronic signature.

 Digital Fraud Innovation Lab: working with external companies to more

effectively combat cyber risks.

Strategic commitments and their implementation

Indicator

2025 strategic goal

2022 execution

Total investment in technology by 2025

PLN 1.5 billion

PLN 350 million

Optimisation of all key end-to-end processes

38 processes

Increase in efficiency of operations [vs 2021]

>10% per year

+23%

Number of use cases using artificial intelligence or

advanced data analytics

>200

FILAR TOGETHER

Activities under the strategy's objectives in 2022

PILLAR

KEY ACHIEVEMENTS 2022

#TOGETHER

People first: we focus on people. Committed and

satisfied employees guarantee a high level of

Customer satisfaction.

Agile@Scale and a new organisational culture the

as a foundation for a diverse and inclusive

working environment based on trust, courage and

creativity.

 A year of operation in the new Agile@Scale style. Tribe objectives integrated

with strategy directions.

 Improvement in employee satisfaction measured by the eNPS – index up by

27 points in one year.

 Bank and employees’ involvement in initiatives supporting refugees (more

than 1,400 employees involved in volunteering for Ukraine).

 Developing the competences of the future: 'UniversITy' training in the area of

New Technologies and Cyber Security.

 Supporting employee networks: "Women changing BNP Paribas" (3 years of

activity), "BNP Paribas Pride Poland", "Dad, you've got it made", "Agave Age".

- Network created by female employees and 50+ employees.

Strategic commitments and their implementation

Indicator

2025 strategic goal

2022 execution

Participation of women on the Bank's Management

Board [vs 2021: 22%]

30%

22%

Reducing the pay gap between women and men [vs

2021: 7,3%]

<4,0%

6.5%

eNPS - Net Promoter Score of employees [vs 2021: -9]

People working within Agile@Scale

>1 300

~1,400

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 11

Key non-financial performance indicators

Table 2. Key non-financial performance indicators reported for the Bank and Group

2019

2020

2021

2022

Change

2022/2021

Comment

About the Bank

Number of Customers of all business lines (in thousands), of which:

3 887

3 938

4 117

4 186

1,68%

Individual Customers

3 601

3 639

3 810

3 874

1,68%

Corporate Customers

286

299

307

312

1,63%

Number of retail banking Customers - GOonline internet banking users

790 012

743 151

-5,93%

Number of mobile banking users GOmobile

911 142

1 094 963

20,17%

Retail and business banking Clients’ centers

514

459

427

410

-3,98%

In 2022, the structure was simplified and a new model of working in the network was

introduced.

ATMs supporting only standard withdrawals and transactions provided by VISA and

Mastercard systems

238

140

-48,28%

Change to dual-function machines.

Dual-function machines

417

462

514

537

4,47%

Private banking centers

bez zmian

Corporate banking centers

-53,33%

In 2022, the structure was simplified and a new model of working in the network was

introduced.

SME business centers

-24,44%

Economic responsibility

Number of CSR Analyses carried out during the year

218

225

174

207

18.97%

Value of sustainable financing (in PLN billion)

3.9

6.5

66.67%

CSR declarations signed by our new suppliers during the year

333

240

43*

not applicable

The Bank has targeted existing suppliers with whom it already has signed CSR

Declarations. The same document is not required to be signed again for each bidding

process.

Percentage of expenditure on products and services accounted for by purchases from

local suppliers in a given year

89%

85%

no change

Responsibility at the workplace

The Bank's headcount (number of employees)

9,899

9,210

8,809

8,392

-4.73%

In light of the need to adapt the Bank's business model to the changing business

environment, a collective redundancy programme for 2021-2023 was announced in

December 2020 in consultation with the trade unions. In addition, in order to mitigate the

social impact of the collective redundancies, the Bank agreed with the trade unions to

pay additional compensation and other elements of social protection, in addition to the

statutory severance payments due to the redundant employees, and launched a

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 12

2019

2020

2021

2022

Change

2022/2021

Comment

Voluntary Redundancy Programme. In 2022, the Collective Redundancy Programme and

the Voluntary Redundancy Programme continued.

The Group’s headcount (number of employees)

10,219

9,455

9,035

8,585

-4.98%

Number of training hours - average per person employed by the Bank in a given year

18.3

24.32

28.99

19.20%

Percentage of women in managerial positions in a given year

62%

56%

53%

-5.69%

Simplification of the structure and a new model of working in the network, as well as

transition to the new Agile@Scale operating model, has resulted in a change in the

proportion of women in managerial positions.

Social responsibility

Number of the Bank's volunteers involved in the Noble Gift campaign in the given year

3 317

2 470

2 610

3 028

16,02%

Amount of donations made under the Local Grant Programme in a given year

200 000

240 000

300 000

bez zmian

Total number of Local Ambassadors of the Bank operating throughout Poland

130

100

132

10,00%

Kilometres achieved through the Good Kilometres campaign in a given year

40 643

70 000

71952

75 474

4,89%

Total number of regular donors under the Support All Year programme

180

200

260

345

32,69%

Number of scholarship recipients of the "Class" programme in a given year

111

100

14,46%

Number of Clients’ centers with the "Barrier-free facility" certificate

103

33,77%

Environmental responsibility

Number of photovoltaic installations financed for individual customers (in thousands)

10 553

10 003

16 065

6 413

-60,08%

A decrease is due to an apparent lower propensity to take out loans for PV installations

with the change in billing rules introduced on 1.04.2022.

Group greenhouse gas emissions generated from operations

20 149

9 349

10 792

11 539

6,92%

An increase in the Group's greenhouse gas emissions in 2022 results from an increase in

business travel and the need for increased gas use at the subsidiary Campus Leszno

(accommodation of refugees from Ukraine). A relevant explanation can be found in the

chapter "Reducing the carbon footprint".

Hybrid and electric cars in the fleet

174

376

606

61,17%

Electricity utilised by the Bank from renewable sources

33%

100%

bez zmian

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 13

ESG Management

Supervision of environmental, social and governance - ESG (E - environmental, S - social, G - governance) issues, including

the implementation of the CSR and sustainability strategic objectives, is provided by the Board of Management headed by

the CEO. The Board of Management approves the direction and scope of activities, and gives its opinion and oversight on

the integration of sustainability activities. As part of its oversight and management of ESG issues, the Board takes into

account the voices and opinions of stakeholders resulting from reports received, Client and employee surveys and

information from ongoing partnerships with NGOs. Reports and research are presented, among others, at Board meetings.

The members of the Board of Management are responsible for meeting the annual ESG targets. Particular priority is given

to targets related to the development of sustainable product offerings. Ambitions for their sales are embedded in the

objectives of the entire senior management team and, in the case of individual business lines, cascaded successively to the

sales teams.

Since January 2022, sustainability responsibilities previously divided between the various units of our Bank have been

carried out by the Sustainability Area, acting as the coordinator of ESG activities in the organisation. The Executive Director

of the Area (with the rank of a Board Member), reports directly to the CEO. In addition, the Executive Director also heads

the informal structure of the Sustainability Community, acting as Chief Sustainability Officer.

The tasks of the Sustainability Area are as follows:

 coordination of strategic ESG activities, CSR activities and sustainability,

 planning and managing the Bank's budget for the implementation of ESG, CSR and sustainability initiatives,

 initiating sustainable products and services with a positive impact, focusing in particular on supporting the energy

transition (including RES),

 cooperation with financial institutions and organisations, rating agencies, customers and other external stakeholders,

 cooperation with other units and organisational departments as well as the Bank's internal stakeholders,

 monitoring ESG risk of the Bank's Customers and transactions as well as coordinating Corporate Social Responsibility

Policies and analyses, particularly in sustainability-sensitive sectors,

 initiating, implementing and reporting on sustainability initiatives, projects and programmes,

 building the Bank's position as a leader of sustainability, including sustainable finance.

The Sustainability Area is composed of three units. The Energy Transition Facilitation Department is responsible for

cooperating with financial institutions and organisations with the aim to support the energy transformation. The tasks of

the CSR and Sustainable Finance Department include coordinating the implementation of sustainability and ESG strategies,

cooperation with stakeholders and rating agencies, monitoring ESG risk of Customers and transactions, and coordinating

CSR policies and analyses, especially in vulnerable sectors. The Sustainability Strategy Implementation

Support Team works together with the Bank's internal stakeholders in terms of sustainability tasks and is responsible for

budgeting and reporting processes and oversight of strategic initiatives.

Our Bank's sustainability efforts are supported by the Sustainability Community. It is an informal structure formed by:

 the Sustainability Council, which consists of 22 representatives of the Bank's key areas and business lines. The

Sustainability Council is headed by the Chief Sustainability Officer, the Executive Director of the Sustainability Area,

 Sustainability Officers, more than 150 people selected through an internal recruitment process, who have taken on the

role of supporting the implementation of ESG initiatives within the organisation in addition to their day-to-day duties,

 units of the Sustainability Area.

The role of the interdisciplinary and intersectional Sustainability Council is to combine various competences and

undertakings alongside the structures already in place. The Council is responsible for ensuring that the strategic objectives

related to the implementation of the UN Sustainable Development Goals (SDGs) are understood and shared within all

areas of the Bank's business and among Customers. The Board's responsibilities include defining and monitoring strategic

ESG activities, overseeing the development of sustainable products and services and linking initiatives across the different

business areas. The Council is also responsible for approving relevant reporting subjects. The Council members meet on a

monthly basis to review activities related to ESG aspects.

Sustainability Officers coordinate and implement activities on sustainability and ESG aspects and work closely with the

Sustainability Council and Management Board.

ESG policies and procedures

The main policies, procedures and other documents governing due diligence issues related to ESG aspects at Group and

Bank level. All policies are approved by the Management Board by means of an appropriate resolution. Policies and

procedures of an internal and confidential nature are available to employees through the Intralex system. Policies and

procedures of an open nature are available to external stakeholders through the Bank's website.

Each policy and procedure has an assigned regulatory owner, who is responsible for the implementation of the

commitments, the integration of the commitments into the Bank's business strategy, in the business relationship, and the

provision of the necessary training in this area.

The implementation of the individual policies is described in the chapters covering each area.

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 14

Area

Documents implemented (as at 31.12.2022)

Social issues

At the BNP Paribas Bank Polska Group level:

 BNP Paribas Group Code of Conduct (https://www.bnpparibas.pl/csr/strategia-csr/lad-korporacyjny)

 BNP Paribas Group Corporate Responsibility Principles (https://www.bnpparibas.pl/csr/strategia-csr)

 BNP Paribas Foundation Statutes (https://www.bnpparibas.pl/fundacja)

At BNP Paribas Bank Polska S.A. level:

 CSR Policy - Corporate Social Responsibility Corporate Social Responsibility Policy at BNP Paribas Bank

Polska S.A.

 Rules of Procedure for Employee Volunteering BNP Paribas Bank Polska S.A. Employee Volunteerism

Regulations, regarding the rules of involvement of the Bank's employees in employee volunteerism

 Local Grants Programme Regulations

 Donation Budget Regulations of BNP Paribas Bank Polska S.A.

 Donations, Partnerships and Sponsorships Policy

Principles of ESG risk management at BNP Paribas Bank Polska S.A.

Employee issues

At the BNP Paribas Bank Polska Group level:

 BNP Paribas Group Code of Conduct (https://www.bnpparibas.pl/csr/strategia-csr/lad-korporacyjny)

 BNP Paribas Group Corporate Responsibility Principles (https://www.bnpparibas.pl/csr/strategia-csr)

 Policy on reporting violations of the law and the Bank's ethical procedures and standards, including

anonymous reporting (WHISTLE-BLOWING)

At BNP Paribas Bank Polska S.A. level:

 CSR Policy - Corporate Social Responsibility Corporate Social Responsibility Policy at BNP Paribas Bank

Polska S.A.

 Diversity management policy at BNP Paribas Bank Polska S.A.

 Remuneration Policy for Employees of BNP Paribas Bank Polska S.A

 Policy for dealing with violations of respect for others at BNP Paribas Bank Polska S.A.

 Employment regulations at BNP Paribas Bank Polska S.A.

 Employee recruitment principles at BNP Paribas Bank Polska S.A.

 Regulation of allocation and payment of variabale remuneration components to persons having

material impact on the risk profile other than members of the management board of BNP Paribas

Bank Polska S.A.

 Rules of Procedure of the Disciplinary Committee of BNP Paribas Bank Polska S.A.

 Policy of Planning Succession at BNP Paribas Bank Polska S.A.

 Policy for identifying key functions and for appointing and dismissing persons holding these functions

at BNP Paribas Bank Polska S.A.

 Rules of procedure for organisational changes at BNP Paribas Bank Polska S.A.

 Rules of conduct in the processes of employing, resigning and terminating contracts with employees of

BNP Paribas Bank Polska S.A. with employees of BNP Paribas Bank Polska S.A.

 Policy on the assessment of suitability of members of the Management Board and key function holders

at BNP Paribas Bank Polska S.A.

Environmental issues

At the BNP Paribas Bank Polska Group level:

 BNP Paribas Group Code of Conduct (https://www.bnpparibas.pl/csr/strategia-csr/lad-korporacyjny)

Area

Documents implemented (as at 31.12.2022)

 BNP Paribas Group Corporate Responsibility Principles (https://www.bnpparibas.pl/csr/strategia-csr)

 Financing and investment policies (https://group.bnpparibas/en/our-

commitments/transitions/financing-and-investment-policies)

At BNP Paribas Bank Polska S.A. level:

 CSR Policy - Corporate Social Responsibility Corporate Social Responsibility Policy at BNP Paribas Bank

Polska S.A.

 Principles of ESG risk management at BNP Paribas Bank Polska SA.

Respect for human

rights

At the BNP Paribas Bank Polska Group level:

 BNP Paribas Group Code of Conduct (https://www.bnpparibas.pl/csr/strategia-csr/lad-korporacyjny)

 BNP Paribas Group Corporate Responsibility Principles (https://www.bnpparibas.pl/csr/strategia-csr)

 BNP Paribas Declaration on Human Rights (https://www.bnpparibas.pl/_fileserver/item/1530015)

 Policy on reporting violations of the law and the Bank's ethical procedures and standards, including

anonymous reporting (WHISTLE-BLOWING)

At BNP Paribas Bank Polska S.A. level:

 CSR Policy - Corporate Social Responsibility Corporate Social Responsibility Policy at BNP Paribas Bank

Polska S.A.

 Diversity management policy at BNP Paribas Bank Polska S.A.

 Policy for dealing with violations of respect for others at BNP Paribas Bank Polska S.A.

 Principles of ESG risk management at BNP Paribas Bank Polska SA.

Anti-Corruption and

Anti-Fraud

At the BNP Paribas Bank Polska Group level:

 BNP Paribas Group Code of Conduct (https://www.bnpparibas.pl/csr/strategia-csr/lad-korporacyjny)

 BNP Paribas Group Corporate Responsibility Principles (https://www.bnpparibas.pl/csr/strategia-csr)

 Policy on reporting violations of the law and the Bank's ethical procedures and standards, including

anonymous reporting (WHISTLE-BLOWING)

 Anti-Corruption policy at BNP Paribas Bank Polska S.A.

At BNP Paribas Bank Polska S.A. level:

 CSR Policy - Corporate Social Responsibility Corporate Social Responsibility Policy at BNP Paribas Bank

Polska S.A.

 Instruction on the procedure for handling employee complaints and requests.

 Gift Policy at BNP Paribas Bank Polska S.A.

 Regulations on management of conflicts of interest at BNP Paribas Bank Polska S.A.

(https://www.bnpparibas.pl/csr/strategia-csr/lad-korporacyjny)

 Regulations on protection of confidential information flow at BNP Paribas Bank Polska S.A.

 Regulations governing investments by supervised persons and transactions by managers

 Regulation of allocation and payment of variabale remuneration components To persons having

material impact on the risk profile other than members of the management board of BNP Paribas

Bank Polska S.A.

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 15

Sustainable finance

The Bank aims to offer responsible and sustainable products with a positive impact on the environment. We make sure

that our products are available to those at risk of exclusion. Our offer of products and services is also intended to support

the development of entrepreneurship and social innovations. We want to contribute to the energy transformation and

popularise solutions that protect the natural environment. In 2022, we focused on developing new products and

conducting extensive training for Clients Advisors.

The value of sustainable financing as at 31.12.2022 was PLN 6.5 billion, representing 7.1% of total financing.

Table 3. Value of sustainable financing by category (as at 31.12.2022)

Category

Value (PLN billion)

Value of financing supporting the UN Sustainable

Development Goals (environmental and social goals)

8.8

In 2022. The Bank provided financing for sustainable: social and environmental objectives worth PLN 2,723 million.

The development of sustainable products is carried out under the "Positive" pillar, as part of the 2022-2025 GObeyond

strategy. The expansion of the sustainable product range and ambitious sales aims are not only a part of the strategy at

Bank level but are also among the goals for the entire senior management and – in the case of business lines – are

assigned to individual sales teams.

To provide top service quality in sustainable finance, in 2022 we organised a series of training and consulting sessions for

Customer Advisors serving Corporate Customers and SMEs. At these events, green and sustainable products, their

applications and examples of transactions were presented. In order to show these products in the context of ESG

challenges, the training aimed to expand knowledge in areas such as climate change, environmental protection, and social

and regulatory challenges. Specific examples of challenges for Polish enterprises were also presented. The newly gained

knowledge was put to use during the "Sustainable Products for SME/Corporate Customers" test conducted on an internal

training platform. The training programme was attended by 144 Corporate Banking Customer Advisors and 228 SME

Advisors.

To provide favourable financial terms for sustainable products, in 2020 the Bank introduced a formal catalogue of products

and types of investments with a positive impact. The listed products are eligible for preferential internal transfer prices,

which significantly strengthens the competitiveness of our offer.

For more information on sustainable products and services, refer to the Management Board Activity Report.

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 16

Taxonomic disclosures

Recent developments in climate change and the international response to these challenges, i.e. the Paris Agreement, the

2030 Agenda or the European Green Deal, have given a higher priority to action on sustainable development. However,

implementing the provisions of the above documents is beyond the financial capacity of the public sector, so it is

necessary to involve private capital and channel it towards a sustainable economy. The EU Taxonomy is intended to be a

tool to support the right investment decisions and at the same time promote sustainable development.

The taxonomy is a key instrument for assessing the environmental sustainability of business activities. It provides a

standard definition of environmentally sustainable activities, in order to better monitor, report and make better decisions

about their commitments.

In line with the general trend towards greater disclosure of climate-related financial risks, BNP Paribas Bank Polska S.A.

supports efforts to increase transparency in disclosures towards a more sustainable financial institutions framework and

standards.

Based on the requirements of Article 8 of Regulation (EU) 2020/852 of the European Parliament and of the Council of 18

June 2020 on the establishment of a framework to facilitate sustainable investment and amending Regulation (EU)

2019/2088 ("Taxonomy"), the Bank is required to publish information on how and to what extent its activities are related

to business activities that qualify as environmentally sustainable under Articles 3 and 9 of this Regulation.

Article 10 of Commission Delegated Regulation (EU) 2021/2178 of 6 July 2021 supplementing Regulation (EU) 2020/852 of

the European Parliament and of the Council by specifying the content and presentation of information to be disclosed by

undertakings subject to Articles 19a or 29a of Directive 2013/34/EU concerning environmentally sustainable economic

activities, and specifying the methodology to comply with that disclosure obligation ("Delegated Regulation 2021/2178")

creates a special provision introducing simplified disclosure rules during a transitional period. For financial companies, the

special reporting rules are set for the period from 1 January 2022 to 31 December 2023. The transitional period is intended

to prepare for future reporting of key performance indicators

Table 4. In accordance with Article 10(2) of Commission Delegated Regulation (EU) 2021/2178, the Bank discloses the

following quantitative indicators:

Disclosures according to the EU Taxonomy (31.12.2022)

% (including voluntary

estimates)

Percentage of total assets of exposures to business:

27.90

28.10

not eligible for the systematics (by turnover/investments)*

8.8 / 8.59

8.88 / 8.67

eligible for systematics (by turnover/investments)*

19.1 / 19.31

19.22 / 19.43

Percentage of total assets of exposures referred to in Article 7(1)

and (2):

21.79

Disclosures according to the EU Taxonomy (31.12.2022)

% (including voluntary

estimates)

exposures to central governments, central banks and

supranational issuers

19.64

derivatives

2.15

Percentage of total assets of exposures referred to in Article 7(3)

- exposures to corporates not required to publish non-financial

information

42.55

Percentage of trading books and interbank loans on demand in

total assets

2.13

* exposures were expressed on the basis of key performance indicators in two approaches, i.e. either by turnover or by capital expenditure

With reference to the scope of information disclosed during the transition period, in addition to the quantitative indicators,

the Bank is required to publish the following qualitative information as referred to in Annex XI of Delegated Regulation

2021/2178.

Background information on quantitative indicators, including the range of assets and activities covered by key

performance indicators, information on data sources and limitations

As a first step, for the purpose of fulfilling the obligation under Article 8 of the Taxonomy, the Bank determined the

approach to the different categories of exposures.

With regard to the portfolio of exposures to retail customers, the determination of eligibility for the Taxonomy was based

on product classification.

With regard to the portfolio of exposures to corporates, the Bank identified clients that are subject to the obligation to

publish non-financial information under Article 19a or 29a of Directive 2013/34/EU. The proper identification of these

entities determined the way in which the scope of assets taken into account in the calculation of the quantitative

indicators was determined. In accordance with Article 7(3) of Delegated Regulation 2021/2178, exposures to companies

not subject to mandatory non-financial statements are excluded from the numerator of future calculated key performance

indicators. In view of the above, the Bank applied a similar approach in 2022 for the calculation of quantitative indicators,

i.e. based on exposures to companies subject to non-financial reporting. At the same time, it should be noted that a

uniform list of entities obliged to prepare non-financial statements (by an authorised public authority) was not developed,

which significantly complicated the fulfilment of the reporting obligations under the

Taxonomy. Therefore, the Bank was obliged to determine independently, based on expert knowledge and available market

data, the group of customers that are subject to the obligation to prepare non-financial statements.

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 17

The actions taken by the Bank were implemented in accordance with due diligence

In the next step, the asset data were reconciled to the data presented in the FINREP consolidated report. The exposures

included all client receivables, including those arising from leasing and factoring, as well as derivatives and securities.

Ratios were calculated on the basis of the gross carrying value, which were related to the Bank's total assets.

Subsequently, for the purpose of assessing the eligibility of economic activities as environmentally sustainable (in line

with the Taxonomy), the Bank analysed the types of activities identified in Commission Delegated Regulation (EU)

2021/2139 of 4 June 2021 supplementing Regulation (EU) 2020/852 of the European Parliament and of the Council by

establishing technical eligibility criteria to determine the conditions under which an economic activity qualifies as making

a significant contribution to climate change mitigation or adaptation, as well as determining whether that economic

activity does not cause significant harm to any of the other environmental objectives.

In the absence of the entry into force of the technical eligibility criteria for the remaining four environmental objectives of

the Taxonomy, the Bank only assessed the eligibility of exposures against the climate change mitigation and adaptation

objectives.

In terms of the portfolio of retail exposures, products with characteristics that reflect any of the activities included in the

above Delegated Regulation were considered eligible for the Taxonomy. Loans secured by residential real estate, loans for

the renovation of buildings, loans for photovoltaic installations and loans for the purchase of means of transport other

than motor vehicles were classified in this group. The remaining retail loans were considered not eligible for the

Taxonomy.

For corporate exposures, the information disclosed by them within their non-financial reports (available as at 31

December 2022) was used. The eligibility of exposures was presented in two approaches, i.e. based on both key

performance indicators on turnover as well as on key performance indicators on capital expenditure.

In addition, for companies that did not make their non-financial reports available, the Bank's eligibility analysis with the

Taxonomy used information on business activities linked to PKD codes (according to the Statistical Classification of

Economic Activities), using information that it already has in its resources.

Explanations of the nature and objectives of the business activities aligned with the Systematics and the development

over time of the business activities aligned with the Systematics, starting from the second year after implementation,

distinguishing between business-related elements and methodological or data-related elements

A key dimension of the Bank's responsibility is to support the sustainable development of the economy over the long term

and to build lasting relationships with customers and other Bank stakeholders. We offer products and services tailored to

the changing needs of our customers, while responding to global challenges and local market conditions. In order to

improve monitoring, reporting and decision-making on sustainability commitments, the Bank uses the Taxonomy. It

provides us with a tool to support the systematisation of the Bank's environmentally sustainable business activities.

Description of compliance with Regulation (EU) 2020/852 in the financial company's business strategy, product design

processes and cooperation with customers and counterparties

We conduct ongoing monitoring of CSR/ESG risks in the companies we finance. We precede every financing decision with

an ESG analysis. We check how a company we finance affects the environment, society and corporate governance. We pay

particular attention to the financing of sectors that are recognised as sensitive in terms of ESG factors. In each of the

sectors identified by the Bank as particularly sensitive in terms of sustainability, CSR Policies and Principles are

implemented, defining the requirements for Clients operating in them. In relation to the sectors that are most harmful in

terms of sustainability, the Bank makes strategic decisions to stop serving Clients belonging to them.

In 2021 in response to the requirements of the EBA/GL/2020/06 Guideline of 29 May 2020 on originating and credit

monitoring, the Bank has developed ESG assessment questionnaires that have been implemented in the lending process.

The purpose of the assessment is to identify any risks related to ESG factors affecting the financial position of the Clients,

as well as the impact of customers' business activities on ESG factors (dual materiality principle). Principles for ESG risk

management at BNP Paribas Bank Polska S.A. have also been developed. In addition, the BNP Paribas Group applies the

Equator Principles (EP) to identify, assess and manage the risks associated with the financing of a given project and its

environmental and social impact. The principles provide minimum standards for conducting due diligence on projects.

Additional or complementary information on the strategy of the financial company and the importance of systematic

business financing in the overall activity of companies.

The main objective of GObeyond's new strategy for 2022-25, adopted by the Bank's Management Board and the

Supervisory Board in March 2022, is to continue the dynamic growth of the Bank, which will be an institution that operates

efficiently, with engaged employees and satisfied Clients, while being a leader in the area of sustainability. The Bank aims

to be a leader in sustainable finance by developing a range of dedicated products and services for all business lines. It will

consistently aim to its own climate neutrality and support its Clients in doing so.

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 18

Social aspects

Positive banking

Customer relations

We build lasting relationships with our internal and external Customers. We

are sensitive to their needs. Our motto is: "We listen, we understand, we act".

We listen to the voice of Customers

We conduct NPS (Net Promoter Score) research on the #KLIENT platform and

Mystery Customer research.

We gain knowledge directly from Customers who contact us via the hotline,

chat and e-mail.

We verify the topics of conversations with the Contact Centre thanks to our

speech analysis system.

We value the opinions of our employees and we use their knowledge.

We ask why Customers resign from our services.

The #KLIENT platform is a source of knowledge about the results of research

and Customer feedback. The data is automatically updated as Customers

complete subsequent surveys. The tool is currently used by over 4 thousand

employees of the Bank and partner companies.

In 2022, we launched Customer Journey research, which allows us to respond

to Customer needs on an ongoing basis. We were looking for new research

methods and tested qualitative research, a VoiceBot and online surveys. Some

of the newly found solutions will be used in the following year as a permanent

element of research.

We approach research in a multifaceted fashion. We analyse opinions

expressed in internal and external research and observe market trends (not

limited to the field of banking).

Within the Bank, we share results and reports from individual surveys on an

ongoing basis. We combine them with operational and complaint data. Thus,

we create detailed recommendations for specific business lines.

Our joint actions produce results:

1st place in the Traditional Banking category ("Kowalski") in Newsweek's

Friendly Bank ranking (+3 places compared to 2021),

2nd place in the Company-Friendly Bank ranking of the Forbes Polska magazine

(+4 places compared to 2021),

6th place in the Digital category in Newsweek's Friendly Bank ranking (+3

places compared to 2021)

These awards show that we are close to our Customers – individual and

corporate – and that we guide them towards the right financial decisions. We

are constantly improving our competencies and setting the bar ever higher to

make the world a friendlier place. We are starting this mission by changing

ourselves.

We are glad that our actions are noticed and appreciated.

We understand our Customers

In 2022, we continued to implement a strategy that we adopted in 2020: the

Customer is placed at the centre of our attention.

One of the strategy's elements is the Customer Excellence Board (CEB), i.e.

meetings devoted to discussing the key needs of our Customers, analysing the

main reasons for complaints and determining actions. The meetings are

attended by representatives of many departments: Tribe Leaders (in

accordance with the Agile methodology), Product Owners, representatives of

sales and service channels as well as compliance, risk, operations and IT

monitoring.

In 2022, the CEB met six times. We talked about the qualitative and operational

results that indicate Customer satisfaction. The talks produced over 60

dependencies addressed to Tribe, Expert Centres and other operational units.

In 2022, we decided to establish a CEB platform for the SME and Corporate

Banking segments.

We also organise Customer Room workshops aimed at optimising and

improving the efficiency of key processes. To understand our Customers better,

we analyse their stories and map emotions. The emotions of employees who

support a given process are also considered. Such an approach allows us to

pinpoint the direct causes of problems. The workshops are attended by

representatives of units involved in a given process. Specialists in particular

areas can analyse issues from different perspectives (employee and Customer).

Step by step, they work out long- and short-term solutions.

In 2022, based on the defined areas for improvement, we developed and

implemented a number of changes. Some are listed below:

Challenge

Solution

Taking care of the internal

Customer

We value employee input and take into account the

perspective of those directly serving Customers to

improve our systems, processes and products.

Customers treat the Bank

holistically

Convergent approach to Customers and their needs

– micro Customers can use the GO-booking app,

the telephone terminal, car rental, and can attend

webinars.

Changing Customer lifestyles

We are expanding the scope of our services in

remote channels, for example through the Online

Expert Centre. Customers can also connect with us

after the closing hours of the Customer centres.

We are extending the functionality of the chat by

adding new topics, including debt collection. With

the convenience of use in mind, we have added the

chat directly to the mobile application.

We constantly provide training for our employees. We have introduced

Customer Experience training on the internal My Development platform. We

also conduct training for new employees and managers.

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 19

Our goal of being a Customer-centric organisation is supported by the Advocacy

Programme implemented within the BNP Paribas Group.

The Advocacy Programme focuses on many aspects of Customer-centricity. It

builds employee awareness as to the importance of focusing on the Customer

and promotes commitment among managers. It encourages the use of

knowledge about Customers and employees to improve the Customer

experience and verify whether the chosen actions have produced the expected

results.

Responding to Customer needs

We improve our processes and implement new solutions. In 2022, we identified

over a dozen initiatives and changes based on Customer feedback. We involved

all the Bank's employees in their implementation, which included the following

steps:

In GOonline for individual Customers, we have implemented a display of the

total amount due for the repayment of a cash loan. This resulted in a decrease

in the number of Helpline calls on this topic and a decrease in incorrect

repayments.

We have provided debt collection service via chat in GOonline. Customers with

access to GOonline internet banking can chat about their arrears with an

employee of the Debt Collection and Restructuring Department.

We have introduced the possibility of confirming an employee's or Customer's

identity during a telephone conversation in the GOmobile application (using

push authorisation).

We have added a new functionality in GOonline: displaying the balance after a

transaction in account history.

We have introduced portfolioing in Customer Service (Business Service Zone) so

that SME Customers also have a dedicated consultant on the hotline. It is a

response to Customer needs – increasing the comfort of service, providing

faster access and assistance.

We changed the wording of the terms and conditions for mortgage loan

agreements in parts which may not have been easily understandable.

We have added another option to personalise GOmobile – the possibility to turn

on dark mode in the application.

We have added a mobile card to the online application form for opening the

Account Open to You (Video Verification process).

We have introduced changes in the processing of individual Customer credit

card closure applications. If the balance is different from 0, a day after the

notice period ends, the Customer receives a confirmation of the termination of

the credit card agreement (via text message) with a request to settle the

underpayment or indicate the account for overpayment transfer. In addition,

information about the closure was placed on the SOF (a document sent to the

Customer within 14 days of finalising the card termination process).

We have changed the layout of the credit card statement for individual

Customers. The new version is more legible and makes it easier for Customers

to manage their credit card debt on their own. We based the new layout, i.a., on

a survey conducted among our Customers with credit cards.

Whether Customers visit the Bank's Customer centre or contact us via remote

channels, we wish to ensure an equally high level of service. We implement

further innovative solutions:

A chatbot that handles inquiries about products, whose knowledge is constantly

updated.

The Virtual Online Advisor supports mortgage Customers and Micro segment

Customers. The Customer can conveniently arrange a visit to the Customer

centre as well as a consultation with the Virtual Online Advisor.

Another form of meeting Customer needs is care for the quality of

communication sent from the Bank. We simplify messages according to plain

language rules and state them in a way that is clear and easily understandable

for the Customer.

Handling and considering complaints

The process is one of the main sources of Customer feedback. The signals we

receive help us develop and meet the expectations and needs of our Customers.

The process owner is the Managing Director of the Transformation and

Experience Development Division.

In 2022, we took over the handling of complaints regarding products and

services provided by the Brokerage House. Currently, we receive signals from

Customers regarding almost all products and offers provided by the Bank.

Thus, we implement the two main pillars of the complaint process: qualitative

and operational. As a result of our endeavours, in 2022 we received over 11%

fewer complaints than in 2021. This also translates into a positive assessment

of the complaint process provided by our Customers in cyclical NPS surveys. At

the end of 2022, the result was 5.3.

Customer Ombudsman

Complaints are not the only type of Customer feedback we respond to. The joint

path of the Customer and the Bank sometimes leads to non-standard cases

that require an individual approach. Such issues are handled by the Customer

Ombudsman Team, a unit which considers the cases of Customers who did not

agree with the results of the complaint process. The Customer Ombudsman

Team also verifies complaints addressed to the Bank's Management Board, the

Supervisory Board and the Bank's Spokesperson. It supports communication

with Customers who raise problematic and important issues on social media.

In 2022, we have modified the organisational structure. As a result,

three specialist complaint teams dealing with different types of

complaints and the Customer Ombudsman Team were allocated

into the Customer Dialogue Office area. Thus, all units responsible

for handling the complaints process jointly diagnose problems

reported by Customers, act to eliminate them in the future, and

adapt more effectively to the requirements set by regulators. This

also allows us to respond to our Customers quickly.

calendar days – average time for

handling complaints in 2022

11%

fewer complaints in 2022

compared to 2021

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 20

Complaint handling

Complaint handling and response standards are additionally specified in the

"Complaints Policy". It defines the duties at each stage of the process and

indicates the division of roles, tasks and responsibilities of specific units. It also

describes the possible forms of submitting complaints.

Customers can submit complaints:

 via the online banking system (chat),

 via the online form on the Bank's website,

 by phone,

 in writing,

 in person – at any Customer centre.

Our aim is not just to indicate areas in need of improvement to the owners of

specific products and processes. We want the complaint process to be

transparent and intuitive for everyone. Therefore, in 2022, we introduced the

new GObetter complaint system to our employees. It is already used by:

 complaint area employees who handle and settle Customer

complaints,employees from the Contact Center, Electronic Channels Service

Department, Debt Collection Department and Customer Centres. They can

automated Commercial Gesture system,

 employees from the after-sales service and business areas, who can use

GObetter to answer inquiries about ongoing complaint cases.

We are working on providing our employees and Customers with further

functionalities of the GObetter system. The most important features that are

already available include:

 Omnichannel – all customer complaints, regardless of the contact channel,

are registered within a single system.

 Trade Gesture – using the Trade Gesture is even simpler. The Customer

receives a quick refund of erroneously collected funds.

 User-friendly – the application is simple and intuitive. Filing a complaint

takes less time. The application provides suggestions about the next steps.

 Complaint status – GObetter provides information about the current status of

the complaint. It is convenient not only for the Customer but also for the

employee.

 Plain Language – all messages to Customers and complaint responses have

been prepared in accordance with plain language principles.

 Functionality – much easier reporting. A single database contains all the

information needed to analyse and introduce changes.

 Increased process automation – particularly important in handling

transaction fraud complaints. The automation significantly accelerates case

verification and responses to Customers.

One of the advantages of the GObetter system is the increased automation of

the Trade Gesture. It enables employees in the first line of contact to use this

solution even more easily. It facilitates the handling of cases related to fees

and commissions already at the stage of conversations with Customers. In

addition, once a refund is posted, the Customer receives a confirmation of the

positive response to their complaint via the selected form of electronic contact.

Thus, we build lasting relationships with our Customers and a positive image of

the Bank. As a result, in 2022, Customers benefited from the Trade Gesture 15%

more often than in 2021.

The GObetter system also allowed us to improve and partially automate the

process of handling fraud transaction complaints. These cases, when properly

registered by a front-line employee, automatically generate tasks for the Bank's

internal units responsible for providing information to complaint employees. As

a result, we can respond to the Customer more effectively and faster. It also

means that we are meeting the regulator's expectations and abiding by the law

in the handling of these cases.

In addition to providing and developing the new GObetter system, we also care

about cooperation with units that support front channels. Therefore, in 2022,

we organised a course for Quality Managers in Customer centres devoted to

complaints and ways of handling them. During the meetings, we explained the

risks associated with handling complaints, but we also presented the benefits

of obtaining Customer feedback through this channel. Furthermore, we

presented the GObetter system and the features available to employees when

processing complaints. We intend to continue the course in 2023.

2 900

cases were submitted to the

Customer Ombudsman in 2022

(including 403 addressed directly

to the Bank's Management Board

and Supervisory Board)

83%

of appeals to the Ombudsman in

2022 were submitted by individual

Customers (17% by companies)

12%

fewer cases compared to 2021

14,5%

of cases (the largest percentage)

settled by the Ombudsman in 2022

concerned mortgage loans

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 21

Transparency and dialogue with Customers

We systematically simplify the language used to communicate with our

Customers. Since 2019, we have gradually been adjusting our documents,

letters, communications and promotional materials in accordance with the

plain language standards.

In 2022, we continued our cooperation with an expert – a linguist and an

experienced plain language trainer. As part of the cooperation, we regularly

simplify communications and teach our employees about the rules of plain

Polish.

We use plain language in communication with all Customer segments: from

individual Customers, through micro-enterprises, to the corporate segment.

In 2022, we conducted advanced, multi-stage training for 15 plain language

consultants at the Bank, which ended with an exam. Thus, in the last two years,

65 employees of the Bank have become plain language consultants. We

systematically update and supplement our consultants' knowledge during

monthly workshops and lectures conducted by an expert.

In 2022, we also launched training on the basic principles of plain language for

all employees of the Bank on the e-learning platform. By the end of December,

42 people took part.

On the intranet, we provide employees with training materials that explain the

rules for writing various forms of messages, e.g. text messages or e-mails. We

update and expand the database of these documents on an ongoing basis.

We simplify legal texts – contracts and regulations for highest volume

products, i.e. loans and credits, as well as formal documents related to

investment products for both individual Customers and enterprises.

Examples of content we simplified in 2022 include:

 Regulations of FX Electronic Access Channels, Regulations of Dual Currency

Deposits and other documents – certificates, powers of attorney, etc. for the

Financial Markets Division,

 after-sales forms for mortgage loans,

 subscription terms for structured deposits,

 Cash Loan Agreement concluded in remote channels.

Accessibility

We want to create an ecosystem of solutions that provide each of our

Customers equal access to banking and the highest comfort and simplicity of

use. We develop offline and online channels, improve procedures and facilitate

access to banking for our Customers. We operate in accordance with the 2022-

2025 GObeyond strategy, which states that accessibility is one of our key

commitments in the POSITIVE pillar. We place particular emphasis on

facilitating the use of banking services by people from groups at risk of social

exclusion. The disabled and elderly will find products and services tailored to

their needs both in-person and online. We regularly analyse all access

channels to ensure functionality and user-friendliness following the best Web

Content Accessibility Guidelines (WCAG 2.0).

From a formal perspective, issues of accessibility at our Bank are regulated in

the "Principles of providing bank documents in a form accessible to special-

needs Customers”. As a Bank, we also meet the requirements of the Act on

ensuring accessibility to people with special needs.

How we increased availability in 2022:

 we trained more employees on how to serve Customers with disabilities,

 more Customer centres received the "Barrier-free facility" certificates,

 we increased the number of ATMs accessible to persons with disabilities,

 we installed further induction loops for people with hearing impairment,

 we increased the availability of the website and the GOmobile and GOonline

applications,

 we made efforts to adapt our offer and services to the needs of the elderly.

Accessibility for people with special needs

The assistance of a Polish Sign Language interpreter is available in each Clients

centre. Induction loops, i.e. hearing aid systems, operate in 195 Clients centre,

enabling the hearing-impaired to receive clear sound through a telecoil

(present in almost every hearing aid). Customers can also order visual

recordings of document content in Polish Sign Language. Each Clients’ centres

is equipped with a magnifying glass and a frame that facilitates signing for

people with visual disabilities. We also provide contract templates in the form

of audio recordings, enlarged printouts and translations into Braille.

At the end of 2022, 103 of our Customer centres possessed the "Barrier-free

facility" certificates issued by the Integration Foundation. It is the best result

among Polish banks. The certificate confirms that a building is equipped with

amenities, e.g. for people with mobility, sight and hearing disabilities, as well

as for the elderly and those caring for small children. In practice, this means

that our Customers can freely move around the Bank's branches and use the

implemented amenities.

Our strategic goal is that at least 50% of our Clients’ centres be eligible for the

“Barrier-free facility” certificate by 2025.

All our Clients’’ centres have also received the OK Senior certificate awarded by

the National Institute of Silver Economy. We were the first and remain the only

Polish bank to receive them. The certificate attests that we offer senior-friendly

solutions and services for the elderly that are safe, accessible, understandable

and reliable.

In 2022, the Foundation of the National Institute of Silver Economy provided

senior-support organisations with free OK SENIOR Passports for the 3rd time.

The booklet contains key information for seniors, which can be used at the

doctor's, in the pharmacy, and in everyday life. Our Bank was one of the

partners of the initiative.

How we ensure our banking offers accessibility to the deaf and hard of hearing:

 online support of sign language interpreters,

 online form to book visits in sign language,

 Polish Sign Language translator available on the hotline,

 visual recordings of document content in Polish Sign Language,

 induction loops in branches.

103

Clients’ centers with the “Barrier-

free facility” certificate at the end

of 2022, which constitutes 25% of

all branches

195

Clients’ centres are equipped with

induction loops

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 22

How we make our banking offer accessible to the blind and visually impaired:

 document templates in the form of audio recordings, enlarged printouts and

translations into Braille.

 magnifying glasses,

 frames facilitating signing,

 ATMs adapted to the needs of the visually impaired,

 placing decorative foil on glass panes in branches.

Cooperation with partner organisations helps us ensure the availability of our

products, services and branches.

Partnership

Description

Accessibility

Plus

The Bank is a signatory of the “Partnership for Accessibility”

programme developed by the Ministry of Investment and

Economic Development, as part of the Accessibility Plus

initiative. Our goal is to adapt our products and services to the

needs of people with disabilities, as well as to the needs of the

elderly and those at risk of exclusion.

Integration

Foundation

The Bank is a long-term partner of the Integration Foundation.

The Foundation supports us with regard to increasing the

availability and user-friendliness of our services. As part of the

cooperation, the Bank transforms, audits and certifies branches

to ensure their accessibility for people with disabilities. Digital

channels are adapted to the current standards. Furthermore, we

promote accessibility and inclusiveness in business.

Accessible ATM

We are a partner of the Accessible ATM project, which provides,

i.a., a freely accessible online platform with a database of ATMs

adapted to the needs of the disabled. The project is being

implemented by the Polish Bank Association in cooperation with

Polish banks and the "Widzialni” Foundation, with the support

and under the patronage of the National Bank of Poland and the

Ministry of Entrepreneurship and Technology.

Partnership

Description

National Institute

of Silver Economy

As part of the cooperation, representatives of the Institute

conduct mentoring workshops for the Bank's employees on how

to effectively support seniors.

Migam „RKPK”

Sp. z o.o. S.K.A.

As part of the cooperation, the Migam company supports the

Bank in increasing the availability and user-friendliness of

services for people with hearing disabilities. Customers can use

the services of a sign language interpreter, e.g., when opening an

account.

DeafRespect

Foundation

The Deaf Respect Foundation supported the launch of sign

language interpreting services at the Bank and carried out a

service quality audit of the "Migam” technology.

For more information on specific activities and initiatives for our Customers,

refer to the Management Board Activity Report.

Social involvement

For many years, we have been systematically involved in the life of local

communities. In accordance with the POSITIVE pillar of the 2022-2025

GObeyond Strategy, we strive to ensure that all the Bank's activities have a

positive impact, i.a. social and environmental. We want the Bank to be an agent

of positive change and a good neighbour, mindful of local needs. We focus on

counteracting social exclusion, supporting diversity and financial education. Our

impact on society is strengthened by the BNP Paribas Foundation, its

educational programmes and environmental philanthropy. We also inspire and

facilitate employee volunteering.

Our plans and activities:

 strengthening the social commitment of employees through volunteering and

individual philanthropy as well as initiatives in the field of financial

education,

 development of tools supporting social involvement, e.g. a volunteering

platform,

 strengthening cooperation with non-governmental and expert organisations

combating climate change and social exclusion, as well as supporting

diversity,

 continuation and strengthening of the Foundation's scholarship programmes,

e.g. "Class", "Knowledge to the Power".

BNP Paribas Foundation

The BNP Paribas Foundation has been running scholarship programmes since

2006, it also coordinates employee volunteering and cooperates with social

organisations, supporting them with expertise and financing. The Chairman of

the BNP Paribas Foundation Council is the President of the Management Board

of the Bank. The foundation's Council includes representatives of the areas in

the Bank that are key to the Foundation's activities.

The Foundation's mission is "to boldly change the world into one with less

inequality and greater confidence in the future of our planet."

The Foundation conducts:

 educational programmes that use scholarships and development initiatives to

provide equal educational opportunities and inspire children and youth,

 environmental philanthropy programs – protection of ecosystems and

implementation of initiatives focused on care for the natural environment,

 activities promoting social commitment – employee volunteering and

individual philanthropy of the Bank's employees.

Activities of the BNP Paribas Foundation

Initiatives addressed to

employees

 Employee volunteer programme

 Individual philanthropy programme "I support all

year long”

 "Competition for Volunteer Projects"

 The Noble Gift charity event

 "Krwinka" blood donation campaign

 "Good Kilometres" campaign

Report presenting non-financial information of the BNP Paribas Bank Polska S.A. Capital Group for the year 2022 23

Activities of the BNP Paribas Foundation

 "Two hours for Earth"

Initiatives addressed to

external stakeholders

 "Class" scholarship and development programme

 "Agrotalents" scholarship programme

 "Dream up" educational programme

 Tutor-scholarship programme "Knowledge to the

Power" in cooperation with the Ocalenie

Foundation

 "Meetings with Music" programme in cooperation

with the National Philharmonic

 "Bankers for the Financial Education of Youth"

(BAKCYL) programme

Initiatives supporting

refugees

 #TogetherforUkraine volunteering programme

 Solidarity Package

 Grassroots volunteer initiatives

Programmes and partnerships

Employee volunteering

The Bank's "You can count on me" employee volunteering programme has been

running since 2011. Our employees, supported by the BNP Paribas Foundation,

can adjust the form of involvement to their needs and capabilities. We support

the implementation of internal initiatives, team volunteering and participation

in social campaigns coordinated by the Foundation and NGOs. To encourage

employee involvement, our Foundation provides a special volunteering platform

facilitating the creation of new volunteering campaigns and joining existing

ones. Each person employed at the Bank can devote 16 fully paid hours per

year to volunteering. Simultaneously, the social initiatives of employees are

part of an international programme of the BNP Paribas Group,

#1MillionHours2Help, coordinated in Poland by the BNP Paribas Foundation.

In 2022, the BNP Paribas Foundation became a research partner of the

Academy for the Development of Philanthropy in Poland "Employee

Volunteering of the Future".

Individual philanthropy programme "I support all year long

The "I support all year long” programme has been active at the Bank since

2017 and all employees can participate. It is a simple tool for voluntary salary

deductions. Regular payments help NGOs plan their activities in the long term.

In 2022, employees decided to support the Empowering Children Foundation

and the Mudita Association. 345 employees participated in the programme.

Within 5 years, we collected a total of PLN 360,000.

Competition for Volunteer Projects

In the last 10 years, the annual Competition for Volunteer Projects has become

a fixture of our volunteer scheme. Employees from all over Poland can submit

initiatives which respond to the immediate needs of their local communities.

The winning entries are granted up to PLN 4,000. The projects are carried out in

collaboration with local social organisations and the employees involved

receive additional subject-matter support from the BNP Paribas Foundation.

Competition for Volunteer Projects in 2022:

 63 projects completed,

 254 employees involved,

 assistance for 5,733 people,

 2,032 hours of involvement,

 over PLN 230,000 allocated by the BNP Paribas Foundation for the

implementation of projects.

Noble Gift

Since 2018, the Bank has been a strategic partner of the Noble Gift campaign.

During this time, we have donated nearly PLN 5 million. Our Foundation runs

the largest organised employee volunteering campaign for the beneficiaries of

the Noble Gift. In 2022, nearly 30 of our social and business partners joined the

initiative. We have also enabled Customer involvement in the charity event. The

Bank's website contains a quick payment option, with transfers going directly to

the account of the organiser, i.e. the WIOSNA Association. In addition, from 17

November to 26 December 2022, we doubled each payment. In total, (together

with our Customers) we donated PLN 875,644 to the Noble Gift.

Noble Gift in 2022: