PKO Bankowy PTE redefine pension fund management in the Polish market

PKO BP Bankowy PTE is one of the major pension funds success stories in Poland, redefining quality services to pension fund management

PKO BP Bankowy Powszechne Towarzystwo Emerytalne (PKO BP Bankowy PTE)  runs the pension fund PKO BP Bankowy OFE within the PKO Bank Polski Capital Group. It is a wholly owned subsidiary of PKO Bank Polski, which is one of the most seasoned participants of the capital market, with a presence spanning more than 90 years. PKO Bank Polski is one of Poland’s largest banks with a long and reputable history. Its prestigious brand has been formed over many decades with several generations of Polish nationals using its services. Its lengthy tradition and customer confidence contribute to the image of the bank, which is perceived as an institution that affords security as a strong and competitive market entity, is modern, innovative and customer-friendly and has a nationwide footprint offering unparalleled accessibility.

The products offered by the bank and other member companies of the capital group are constantly evolving to provide the best fit to changing market conditions and customers’ increasing expectations. Even though competition on the Polish market is very fierce, the bank has been the market leader for years, both in terms of business accomplishments and financial performance. Its sales network continues to strengthen this position.

First off the mark
PKO BP Bankowy PTE closely cooperates with the bank to offer its products in PKO Bank Polski’s branches and selected agencies. The share capital of PKO BP Bankowy PTE is the highest of all the pension fund companies in Poland at PLN 260m. The fund currently has over 550,000 members and its net asset value exceeds PLN 7.91bn (£1.56bn).

PTE was established in 1998. In January 1999 Poland’s newly reformed three-pillar pension system was launched and the fund commenced operations in March 1999. The previous pay-as-you-go system, i.e. funded using contributions paid by persons who were then professionally active, proved to be insufficient and ineffective. The ageing public led to incessant growth in the spend for retirement and disability pensions driven by the falling number of persons working compared to the number of retirement and disability system beneficiaries. PKO BP Bankowy PTE is proud of its successes in managing PKO BP Bankowy OFE, while continuing to innovate and develop. In 2012 it intends to take advantage of the new opportunities afforded by changes to the law by  launching the PKO Voluntary Pension Fund with two main products: the PKO Individual Pension Security Account and the PKO Individual Pension Account.

These products have been designed to enable customers to utilise tax incentives while creating their own private pension fund in the third pillar of pension reform. In November 2011 it became the first pension fund company in Poland to receive a permit to manage a voluntary pension fund from the Polish Financial Supervision Authority, which is responsible for supervising pension fund companies in Poland.

Boosting the rate of return
PKO BP Bankowy OFE is the market leader in terms of investment performance. By utilising proprietary resources and the support provided by PKO Bank Polski’s analytical department, the team of managers has generated superior rates of return for this fund, to the benefit of its clients.

At the end of September, PKO BP Bankowy OFE took first place in terms of the three-year rate of return published by the Polish Financial Supervision Authority; it publishes pension fund investment performance tables bi-annually. This metric is regulated by law and constitutes the most important parameter for the long-term assessment of the effectiveness of Poland’s open-end pension funds.

The rate of return generated by PKO BP Bankowy OFE from September 30, 2008 to September 30, 2011 was 16.14 percent, surpassing the weighted-average rate of return for all the pension funds by 1.41 percentage points.

The fund took second place in the previous table published by the Polish FSA (at the end of March 2011) and has now advanced to the top leader position. This is the result of actively pursuing the investment strategy adopted by asset managers. These results allowed PKO BP Bankowy OFE to participate in the new fund member lottery held in July. Another pool of clients will be allocated to the fund in the upcoming lottery.

The fund’s long-term strategic objective is to generate stable investment performance so that it can participate in subsequent lotteries. PKO BP Bankowy OFE received the highest score, 5a, for long-term assessment (36 months) in every single monthly “Pension Fund Lead Table” prepared by Analizy Online, an independent analytical firm monitoring the capital market in Poland.

The fund’s assets are driven by the nature of the market for retirement pension products and the objectives of the business it runs. This means that the fund’s investment horizon is aligned to the average maturity of its liabilities, which is at least 20 years. This means that pension funds are financial institutions with a longer investment horizon than other institutional investors on the Polish capital market (such as mutual fund companies and asset managers).

Pension fund investments aim at maximising the rate of return while minimising risk in the long-term. Failing to achieve the minimum rate of return triggers a mandatory asset injection by the management firm. Using such a short period to assess investment performance is somewhat inconsistent with the concept of long-term investment and compels firms not to lose sight of short-term objectives.

Additional pressure to deliver short-term improvements in their investment performance is exerted on fund managers by publishing the participation unit price of pension funds on a daily basis.

“The fund’s portfolio is constantly changing, though not tumultuously, especially when quarterly results are published or during IPOs. Our investment decisions are driven purely by fundamental analysis. The size of our fund and the limited liquidity of many of the equities it holds mean that we make moderate changes to the portfolio”, says Adam Kałdus, Director of the Investment Department.

“Risk control is very important in the asset management process. Different ratios are used in our daily analysis of portfolio risk, enabling us to identify and measure precisely the sources of risk. Employing these tools makes it possible to construe a more effective portfolio while taking the risk of price change in the portfolio at the level of the model portfolio. This means that we keep our modified duration close to the benchmark while simultaneously taking the appropriate position on various sections of the yield curve,” he adds.

Customer-friendly solutions
The fund offers easy and convenient access to account information and a rich bundle of added services. Customers can enroll in the fund using its reliable web service. It was the first entity on the market to create a special application showing what contributions of what amounts for which month have been posted, while also indicating the months for which contributions have not been credited to a customer’s account.

Furthermore, it is the only entity on the market that generates a text message notification free of charge to inform customers of every new contribution posted to their account. Additionally, customers of PKO BP Bankowy OFE who have a personal account with PKO Bank Polski, with internet banking or a personal account in Inteligo, PKO Bank Polski’s internet arm, have access to unrivalled solutions allowing them to check:
-The value of their pension account;
-the number of settlement units they have;
-the personal data of the persons named as their successors to inherit their pension fund assets on account;
-their own personal data.

The fund has excelled in sales driven by its superb investment performance. In 2012 the law on enrolling in open-end pension funds will change. Active acquisition has been banned and the only method for enrolling in a fund or switching funds will be by mail. For this reason the end of 2011 is of particular importance as it will contribute to the long-term formation of its customer base.
“At present our fund is the top player if measured by the net balance of incoming assets and is number two if measured by the net balance of the number of incoming members,” says Ewa Małyszko, CEO of PKO BP Bankowy PTE.

In addition to its successful investment activity, the bank has made its presence known through its advertising activity in 2011. The fund’s spring promotion marked the continuation of its mass multimedia campaign to communicate its new name referencing the brand of the fund’s sole shareholder: PKO Bank Polski, which it started using in 2010. The fund’s previous name was Bankowy OFE. The rebranding effort, launched in December 2009, made a positive contribution to how the company is perceived while aiding it to attain even greater success.
The campaign’s key message was based on a thought expressed by Sławomir Mrozek, an outstanding Polish dramatist whose works are performed in theatres around the world: “Tomorrow is today, except that it will take place tomorrow,” which excellently portrays the essence of open-end pension funds.

“We endeavoured to draw our customers’ attention to the fact that it’s worthwhile to start thinking today about what their future might look like when they retire. We demonstrated that their life after retirement may     also improve if they are going to be able to pursue their passions and dreams, which they had previously deferred until later. The creative idea depicted retired persons in a totally different setting from what the public generally has in mind.

“The communication was ripe with positive emotion; it showed a future of which we all dream, a future that is realistic and within everyone’s reach, but not the one presented to date in the world of advertisements, which is considered to be unattainable by most Polish nationals”, remarks Ewa Madej, Head of Marketing.

A new phase is now beginning for the company. The newest round of legal amendments to pension regulations gives it a new opportunity to offer a third-pillar product in the form of a retirement pension account for the purpose of filling the future pension gap. Its mission is to disseminate knowledge about the necessity of saving for long-term goals and to encourage prospective clients to leverage its knowledge and skills to grow their wealth.

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The May – June 2013 Issue

Highest corporate tax
rates in Europe

European countries are scrambling to raise every last penny of funds through taxes. But some countries may have gone too far...

Belgium

Though all business taxes in Belgium can be paid online with little effort and preparation, the rates are still sky-high at 57.7 percent, including a staggering 50.8 percent total rate on profits only in social security contributions.

Belarus

In Belarus, a company spends up to 338 hours annually preparing for and paying ten different taxes and duties. The total tax rate has incredibly been lowered to 60.7 percent, from 117.5 percent in 2008.

France

A company in France pays seven different taxes and duties, the sum of which can amount to 65.7 percent of profits; though President François Hollande has announced a wave of business tax rate cuts coming up.

Estonia

A business in Estonia pays 67.3 percent of profits in tax, 37.2 percent exclusively in social security contributions. The country has gone against the grain in Europe by raising businesses taxes from 48.6 percent in 2008 to the current rates.

Italy

While corporate income tax (IRES) in Italy is limited to 38 percent of taxable profit, a company operating in Italy can expect to pay 14 other taxes and duties, including social security contributions, bringing their total payable tax to 68.7 percent of profits, according to the World Bank.

Norway

Norway taxes motor fuels twice, with a road use tax and a CO2 emissions tax. Combined with strikes in the energy sector that have curbed output, the price of gas at a local pump has soared to $10.12 per gallon.

Turkey

Though Turkey sits on the Suez Canal and neighbours many oil rich countries, the price of a gallon of average gas clocks in at $9.41 in Turkish pumps, because of a 60 percent share of taxes. 

Israel

Like Turkey, Israel is surrounded by oil-rich neighbours, but drills very little itself. Gas prices are controlled by the government, so about half of the $9.28 per gallon goes to taxes.

Hong Kong

There are few gas stations in Hong Kong, but the ones available charge up to 76 percent more per gallon than mainland China, where the government caps the cost of fuel. A gallon at the pumps will cost around $8.61 on the island.

Netherlands

Expensive labour costs make the Dutch petrol prices the dearest in Europe, at $8.26 per gallon; though the 57 percent tax add-ons don’t help.

The credit crisis

8 February 2007
HSBC warns of subprime mortgage losses

2 April 2007
New Century goes bus

14 September 2007
Wholesale markets have dried up

17 March 2008
Rescue of Bear Stearns

7 September 2008
Rescue of Fannie Mae

15 September 2008
Lehman Brothers file for bankruptcy

3 October 2008
US congress approves $700bn bailout

14 February 2009
$787bn stimulus approved by congress

 

The effects of the current financial crisis are global and irrefutable. With the collapse of Lehman Brothers, the domino effect of irresponsible public monetary policies, huge levels of unsustainable debt, and a deregulated financial sector, has escalated to the point where no corner of the globe has been left untouched.

1973 oil crisis

October 1973
Syria and Egypt launch an attack on Israel on Yom Kippur and set off a twenty day war;

1977
US President Carter creates Department of Energy, which develops the US strategic petroleum reserve

 

The Organisation of Petroleum Exporting Countries (OPEC) used their oil reserves as a weapon with the Arab Oil Embargo against those who supported Israel. By January 1974, world oil prices were four times higher than they were at the start of the crisis, especially in the US, and the shock led to a huge drop in the stock market with NYSE losing $97bn in just six weeks.  The embargo lasted five months, and the effects are still seen today.

German hyperinflation

1922-1923

Hyperinflation
1923 – 1924
Stabilisation

 

The trouble began when Germany missed a repatriation payment, worth about one third of the German deficit in this period. Inflation was already high but by 1923 it was raging. Prices doubled within hours, and by late 1923, it cost 200bn marks to buy a single loaf of bread. People burned money as it was cheaper than buying firewood. Germany eventually regained control of its economy when it introduced the Rentenmark into circulation in 1923, and then the Reichmark in 1924.

The Great Depression

1929-1933
The Great Crash
1934-1939
Recovery and Recession

 

After the decadence of the Roaring Twenties, the 1930s saw the biggest economic slump of all time. The stock market crashed on 29 October 1929, and optimism and decadent living tumbled along with the figures. The GDP fell from $103.6bn in 1929, to $66bn in 1934 and the subsequent years of recovery were the most dramatic in US history.

1907 bankers’ panic

1907
Otto Heinze and his brother Augustus Heinze bought shares of United Copper.

 

The stock market was already cautious over the tight money supply, but the US was thrown into a depression after the stock market fell nearly 50 percent from its peak in 1906. The Heinze brothers thought they could influence market shares but ended up bankrupting lenders that provided the financing to buy the stock. A chain reaction left nine institutions bankrupt. By February 1908, the panic was over and the government created the Federal Reserve system, to prevent banks from exercising too much control over the economy.