Good morning, everyone. My name is Paweł Bednarz. I am the PR Director in the bank. It is an honor for me to welcome you to the presentation of the new strategy for 2025-2027. In a few moments, the members of the board will tell you more details, but for the general introduction purposes, let me tell you that we have two elements to this program: a presentation and then Q&A session. Piotr Żabski, you have the floor. Good morning, everyone. My name is Piotr Żabski. Since November last year, I have the pleasure of being the President of Alior Bank. Today, I also have the honor of being the host of this great meeting. Such meetings are not very often. We organize them once every few years. The star of today will certainly be our strategy. No less important today are the viewers, the guests for whom this presentation is designed. Let me welcome everyone who is viewing us, all the representatives of the banking sector, the representatives of the regulatory bodies, the KNF, the Consumer Protection Office, all the banking institutions, including the Central Bank, Visa, Mastercard, LIC, other institutions, KIRR, business analysts, and all those who analyze our results, who have been asking us questions from early morning. May I welcome the media and, of course, our customers, our business partners, our suppliers, all those who have been invited to this meeting. May I welcome our shareholders and future investors. I hope there will be more of them after this presentation. I want to welcome the whole Alior Bank family, our employees, and I want to welcome members of the Supervisory Board who have been very helpful in the development of this strategy. Yesterday, they gave us a green light to announce this strategy today. This is a very special day for us. That is why I want to thank you already for being here and for your support. We want to present the strategy to you. Some of you may have already seen it on the website, but we want to describe the vision of Alior Bank for the next three years. In one of the meetings with our employees, we asked a question: what should the strategy be about? There were some answers, like growth ambition, customer, building and other elements which employees pointed to. These elements are part of the strategy, but to understand it well, I want to put it in a broader context and say a few words about the roots that Alior Bank has gone through, what are Alior Bank's assets, advantages, and what is the competitive environment for our bank. In the next part, we will share with you the vision of the bank and the goals that we set ahead of ourselves. My colleagues from the Management Board will tell you about different strategies and different business lines so that we can sum it up at the end and present the vision of the bank's development. We are cordially invited to observe the history of Alior Bank. In this slide, you can see that we have gone through an intense path of development. Quite short, however, 17 years only. In Poland, the banking sector is much more advanced as concerns its duration. In this route, you can see different stages of Alior Bank's development. These stages were important in the banking sector development. There were ups and downs. There were successes, but there were also failures. Looking at this history, what I recall is the history of a young, ambitious sportsman who is resilient, who is determined, who achieves success, who has a good strategy for his development, and who finally reaches the top tier of sports athletes. He gets the opportunity of competing with the best athletes at the master level. This is our history. We are now at a stage where we are part of the top tier of the banks. We are one of the top 10 banks in Poland, but we started from scratch. We should consider, perhaps, what we want to build looking forward and what is the forte, what are the advantages that we have. Over the past few years, we reached number one in terms of consumer finance. Through these doors, about 500,000 customers enter every year. We have a well-oiled machinery. We have great scoring models, and we have well-designed distribution networks. Our brand, Alior Bank, which you saw in the film, is one of the best-recognized brands in Poland. The gentleman in the bowler hat is recognized by everyone. Also, the Alior Bank brand is associated with innovation, with advanced technologies, with an alternative to the different types of banking. Modern technologies are important for us. We started later, so we built the bank based on new solutions compared to what was available to the sector as a whole. Another forte for Alior is a nimble, an agile distribution model. In other words, we sell everywhere. If we're not present in a given location, then certainly we have a sales representative or a shop which collaborates with us or an agent. We cover the whole of the country with our distribution network. We sell everywhere, and we sell everything. We are close to the customers. What is crucial to stress here is that we have learned the lessons of risk-taking. We know that our risk management system, especially in terms of loans, is our strong forte. We have a low NPL level, which gives us a bigger chance to move forward strongly. Last but not least is the aspect of being part of the biggest financial institution in this part of Europe, and there is a symbiotic relationship which provides a huge potential. This is our forte. In this particular period, which you can see at the bottom, we have managed to provide an excellent return on equity. Each investment sum brought a bigger return, and we hope that this year also we will be able to pay out a dividend, which will be the second moment in the life of our bank like that. These are the strong points that we want to provide the foundation for for the development. Let us look forward. In what environment will we be competing? Some aspects are quite obvious, but let me comment briefly. As far as our customers are concerned, today's generations will soon become silver generations, more well-off, banking in modern ways with their phones. The Z or Z generation will change the labor market diametrically because they were born with smartphones. As for the economic aspects, there will be an expected interest rate drop. We should expect a drop by 200 basis points. The risk in the banking sector is not to be sneezed at. The market is over-regulated, and we will probably be witnessing changes in this aspect, and we will need to learn our organization to adapt itself to these environmental changes. Even the technology grows in leaps and bounds. We have good technologies today, but it does not mean that in two months' time it will still be modern and advanced. There is a need to adapt to new technologies and new developments. Geopolitics, I don't need to even mention that because we can see that in the media. When you look at our history, when you look at our assets, our strong points, but also the environment, we want to present to you our value proposition for the next three years, which is Alior Bank or nothing. In the next three years, we want to use what we know best: our growth capabilities, our leadership, to scale up relationship banking. The type of banking where customers bank with us on a day-to-day basis. Obviously, we don't want to leave our customers to their own devices. We will still be close to the customer, close to the partner, to the extent to which they will need us. We will provide them with the best solutions which we have to offer. As far as the banking system is concerned, we want it to be simple. We want it to be modern, to be digital. We do not want to spread ourselves too thin. We want to focus on providing banking services to customers. Finally, what we want to provide to our shareholders will be a stable revenue via all these elements combined. The value of Alior Bank should grow, and therefore, we will be able to pay out dividends to the shareholders. To be more concrete, let me say a few words about the tactical aspects of our vision. Over the next three years, we want to focus on three pillars: scaling up, high resilience, operational excellence. The first pillar, scaling up. We want to maintain the number one position in consumer finance. We will defend this position. We will enter into new sectors. We will provide new solutions. We will be active in e-commerce. This number one spot is of paramount importance to us. We will also continue growing in the area of relation customers. There will be considerable growth in assets and liabilities. There will be a 30% growth. Part of the leverage of that growth will be consumer finance, but it is not just one of the levers that we will apply. In the second pillar, which we call high resilience, we want to address our sensitivity to the changing cycles. The bank relies very much on interest revenue. We want to change that. We will grow in pillar one by 30%. In spite of the decline of the interest rates, our revenue should grow because of the scaling-up process. The structure of income will be improved so that the income statement will be less tied to cyclical changes. We plan a 30% growth in the area of non-interest revenues. The third pillar, the third leg, the third point of focus is operational excellence. In the coming days, we would like to modify our current operational model. One of the key elements of our current strategy is to maintain a customer income ratio of 35%. [Foreign language]. In the coming years of our strategy, if we add NPL, [Foreign language] NPL ratio, getting lower, which means that the risk factor will be decreased. All that should lead to what you can see on the right hand of the screen, which means a growth number of customers to 2.2 million. These are relationship customers, net profit of PLN 2.6 billion, and capacity to pay up to 50% or maybe more every year of the bank. That was the presentation in short about our vision. Now I'd like to invite my colleagues on the stage who are going to present the three pillars, and we will tell you how we are going to address those three pillars for our corporate customers and individual customers. Mr. Jacek Iljin, Vice President of the Board, and Mr. Wojciech Przybył, Vice President of the Board, are coming on the stage. [Foreign language] Good Morning. Thank you, Piotr, for the introduction. Jacek Iljin od sierpnia odpowiadam za Pion Since August i am incharge w Alior Bank. [audio distortion] [audio distortion] [audio distortion] [audio distortion] [audio distortion] [audio distortion] [audio distortion] Customers Thank you. Jacek, congratulations. That is really impressive. Very specific. My name is Wojciech. Przyby. Since October, I am managing the business consumer at Alior Bank. Prior to getting to Alior Bank, let me explain to you what a business customer is at Alior Bank. [Foreign language] we are not as big a s the individual customer, 10% of our customers are generating 30% of the revenues of the bank. We have got a huge share and a huge responsibility to get the target of the bank as such. During the past years, we have been developing very strongly in the micro companies and bogatsi medium doświadczenie and small companies na temat tych klientów. We have paid a huge price and now we have got a very thorough knowledge of those customers and we are quitting the risk field now and we can grow in a wise way and safe way. What are the Polish business people like? Bardzo pragmatyczni i skupieni na sobie. Polish business people are very pragmatic, concentrated on their own business. Unfortunately, their main goal is not to bank, it's to make business. We need to help them. To see that our bank should be number one among all the banks that they are working with. Today, a business person has got three or even four banks in their mobile phone, so we need to ensure that their mobile phone would be the most important one. How to do it? We should do it online, of course. That is nothing new. Everybody is investing in digital online solutions. Nevertheless, we are the first ones on that market that have got a brand new proposal in this field. In the past years, it has been a fight, a battle of mobile apps for the individual customers. The business customers have been a little bit set aside. Today we are the first bank that wants to offer a new generation of digital banking for entrepreneurs. Until now, banking in a company was something parallel. It was parallel to what was going on in the business models of our company. The main added value offered by the banks were the VAS, the value-added services. We do not see value here. We do not see enough value here for the customer to say, "Yes, this is my bank, I need it." Not bad, but that is not enough. We are aiming at thorough integration with the information system. We want to integrate with the ERP systems, with the accounting system, but also with the storage and logistics systems. Why? Because we want to be at the heart of the action, that is the first point. Thanks to that solution, we know that the pragmatism is going to be provided to our customers so that they will be able to perform less operations without moving between the systems and will be at the center of the action. The second level is access to external IT systems that are getting more and more numerous in Poland and other European countries. We are thinking here about the KSEF invoicing system, which is going to become the main standard of invoicing and business management starting from February next year. We know that SME and micro entrepreneurs are not ready yet, so we want to help them. Thanks to the cooperation with Alior Bank, we want a solution that would be ready to use for them. They, c annot develop our business outside of the e-commerce area. This may say so, because these are the expectations of the customers. This is another element that will make it possible, thanks to integration, to combine the e-business of the customer with our banking. Of course, with reporting that will make it possible for the customer to see where they are and professional help, as professional assistance, which will be about our digital banking, the integration of the systems, but this professional assistance is above all access to professional bankers, which will help our customers with their professional decisions concerning their finance. We assume that 90% of relationship consumers from the business tier will use it. Now the most important thing, that's not just an idea we want to implement within this strategy. The solution is there. We have finished this phase and in the third quarter we are going to start the onboarding of new customers on the new platform. [Foreign language] For us, high resilience means the ability to obtain independence of revenues in spite of the market conditions. Ahead of us at the health sector, There will be a huge shock related to the drop of interest rates. In those circumstances, we will want to maintain our results in the policy to obtain 40% growth. It might even be twice as much, if not. for dropping in percentage, inspite of the growing customer pace in terms of relation customers to maintain the scale of obtaining the revenue. [audio distortion] [audio distortion] [audio distortion] [audio distortion [audio distortion]. In terms of the business sector, I hand over to Wojtek. [Foreign language] We expect a growth of 21%. In that particular business customer aspect, that means about 6%. We want to grow twice as much as the market. How do we want to achieve this? A foundation for dynamic growth consists in a solid, loyal base of customers. How do you make them loyal? You want to provide them with good banking services and with the right products. For us, the key is a right offering of products, where the customer will be able to have all their needs met by the bank. We want to increase the product offer by leasing and factoring products. In order for this to be sold well, we need good processes, we need to be able to be close to the customers, and that will be achieved by the new digital streams, including mobile banking. We need to be on time, so we need to meet our customers halfway vis-à-vis their needs, and we want that offer to be attractive for the customers. [Foreign language] Piotr, can we ask you for help? [Foreign language] Thank you, gentlemen, for your presentations. I want to add is one more aspect, which is very important for the strategy of the bank, and that is bancassurance. We are part of a huge financial group, PZU. That is why we will be providing our customers with an added value in terms of the best products at the best prices, fully integrated with the PZU system. We will have a distinctive offer, which will be an added value to the customer, but we will stabilize our financial result and make it more resilient to the changes in interest rates. That is the element which sums up the both parts. Thank you, gentlemen. In the subsequent part, I want to focus on what we plan for the third pillar: operational excellence. What is crucial? This will maintain our competitive advantage, and I see a great opportunity in this area. Our idea of how to ensure operational excellence is the following: we need to, [Foreign language] base it on our employees [Foreign language] We want to make Alior Bank the best place to work. For our personnel, we will develop technologies and operations in the areas of innovation and automation. This will be a bulletproof scenario, resilient to cyberattacks. This needs to be ensured in our strategy. As regards the risk and treasury, these will be the enablers of growth. I n terms of credit risk, so far. We didn't have the opportunity to focus so much on the development. Nasz model operacyjny. We will need to be more agile. T he operation model will be fully flexible, and we need to develop our employees. We must attract talent, maintain talent, and develop them. At the same time, we will ensure the new generations entering the labor market, the work-life balance. Our aim is 60% plus as regards the involvement of our employees. We don't want to go below that, and that is higher than is shown in the banking sector. [audio distortion] operations and technologies, fully automated technologies. Is it possible to have the operations for nothing? Yes, a customer who gets to the digital door can service his needs digitally, and he will be able to do it on his own. In only justified, difficult special cases, he will be given the best possible support of an employee of our bank. Modern technology solutions. I already mentioned that this is our strong point, but we want to raise it even higher. We keep most of the data in a cloud. We are one of the few banks who do that. Our warehouse will be transferred into a new data lake system, fostered by AI, and we will have a better absorption in results and processing of data. The cloud use and absorption is quite advanced for us these days, but cloud-first is a new approach, so that anything that is created in the cloud will be developed so that we better manage our changing costs. New working models, low-code solutions, simple solutions, so that we can provide value for the customer by the change in the code in our operating system. 60% of transactions are automated. That is the target. That is the goal for our operations, and 100% completion of digital transformation to zero. There are two elements included in that process. Seven systems need to be upgraded. These are big projects which will be addressed in the foreseeable future. Another area is the risk and finance field. We will leverage risk process automation and optimize liquidity. We already have this on board. I will need to scale up these solutions and use them to a greater extent. As regards the capital area and liquidity, we have a good situation, but we want to leverage that into growth. We have some surpluses in the capital area. We need to leverage that, also providing return to our investors, so that we don't waste the capital, but we need to improve our liquidity position and the liquidity structure so that this growth is supported in terms of the volume. Our aim for this particular area is the NPL ratio below 5%, which should give us the opportunity to pay out 75% of income to the revenue. Obviously, this is also regulated by the KNF. The final area is the ESG, where we have positioned ourselves strategically. We will continue the mission with the push to bring down the carbon emissions, and we will minimize the credit positions, which are characterized by improper targets. Each employee will be able to find the workplace. One of the goals that I want to stress is that already in the pay gap, we are below the market levels, and we want to be at the level where there is no more pay gap, no more gender pay gap, and this is my personal ambition. We want each of the employees to feel that they are well remunerated and that the mission of the bank is realized. We have thus arrived at the end of the story. The story where Alior Bank or nothing will not be just an empty slogan. I personally believe we will use our advantages, use our growth competencies, use our leadership position, our strong capital position, risk management expertise, the selling experience, and the dedication of our personnel to grow in the area of relation customers on both sides of the business and the corporate and the retail side. We will stabilize our growth into the model, which is more resilient. We will change our operating model into a more agile system where we will be able to take long distances and compete in the long term, and finally, we will deliver stable financial results and dividends for our shareholders. We will provide the best place of work for our employees. At the end of the period, we want to achieve revenues at the level of PLN 7 billion. The profit should be PLN 2.6 billion, with a very good return on equity above 18%, and the low C/I ratio 30%-35%, and a stable dividend level at above 50% of net profit. I want to thank you very much for your attention, and now I want to invite everyone to join us on this trip with the goal of Alior Bank or nothing. Thank you. Yeah, thank you very much, ladies and gentlmen of course a part of today's meeting. The board has presented its goals, ambitions, but also an action plan connected with the implementation of the Alior Bank strategy for 2025-2027. Jacek Ilin has explained us a scenario connected with the individual customer segment. Wojciech Przybył has explained the business client part. Now the Q&A session may start. Some of the questions arrived during the first part of this meeting. [Foreign language] of course, if due to the time we have at our disposal, we will not be able to answer some of your questions, you will receive your answers via email, so no question will remain unanswered. Now I'd like to invite the whole management board of Alior Bank on the stage. Ladies and gentlemen, I am giving you the whole management board at your disposal. [Foreign language]. And we've got the first question. One of the strategy pillars is the increase of the number of relationship customers. Every bank would like to increase the number of new relationship customers, but the banking level among Poles is quite high, which means that it's rather about making the Poles change the bank they have. That's not easy. Could you please explain what Alior Bank is going to do to have this increase? I could most certainly answer quickly, but I think that Jacek will be the best person to answer that one. You've got a better story to tell. [Foreign languatge] I will try not to be too much also, because that's also an advantage. This is true. [Foreign language] I think that since 20 years, more or less, the banking level among Poles is quite high. We are talking about customers. We are also talking about customers who are entering on the market, the young ones, and those who are changing the bank they use. This makes it still possible for some institutions to have a growth. Alior [audio distortion], because we are not the biggest player on the market, which. It gives us a better situation than for bigger banks. Do [audio distort. The bank has not performed with its brand, because we are going to reposition it a little bit, to refresh it a little bit. [Foreign language] What we've done was a more interesting message for young customers. [Foreign language] Customers, which we want to use in the new strategy. [audio distortion] Bank, getting information on finance from sources other than our bank. W tej chwili mamy aplikację w to miejsce. They have got the challenge of using more and more complex applications. Bardzo proste. We have our value proposal and alternative, a very simple app and a banking system in which the customers can feel. [audio distortion] Other than the current accounts, the skin get. [audio distortion]. Talking about the impact of installment loans. [Foreign language] Customers can get some other cross-selling. That's not easy as long as convert the installment loans into relationship banking, but we know that it's still possible to have an improvement in this area. [Foreign language] We see many potential tools. [audio distortion] Mortgage loans, hipoteka bardzo często, if we have a good relationship with the clients, mortgage z innego banku, to pomoże nam. More often than not, making the client move their current account and other tools to our bank, to the one in which the mortgage is. W segmencie klienta biznesowego. Second question, how is Alior Bank going to reconquer? I think that I can repeat the basic assumptions of our strategy. Past years we had to concentrate more than on growth. On the improvement of our results. Financial results. Today our risk model is really healthy, so we can generate new, safe clients that will bank with us for a long time without problems. The second point is our offer. I am deeply convinced that the digital banking solutions that we have prepared for the business customers will make of us a prime choice bank. Thirdly, I really believe in our bankers. I believe that they are able to sell our offer well and serve our customers. Pytanie. Thank you very much. Next question. One of the slogans of Alior Bank strategy, was the digital rebel. What is the technology Alior Bank wants to use to conquer the market within this strategy frame? [Foreign language] Let me present it from two perspectives. The first one is about data. Bardzo dużo się mówiło i robiło w banking sector in the past 20 years. We've been talking a lot about data collection. Alior Bank has done its homework very well. We've got this data warehouse in the cloud, as Piotr has explained, and all the processes that are using it are at a very high level. It could be a reference point for the whole banking sector. What do we want to do now? Having that amount of data, all banks are facing the question of how to use it. We've got terabytes or even bigger units of data in some institutions, so a single person has problems to get useful information. We are trying to prepare, we are preparing various reports for the regulators and also for investors, but I think that when we are preparing the products for the customer in order to understand well the needs of the customer, there is still a huge room for improvement here. Machine learning is the solution here. That's a technology which is already known for ages, but in order to use it efficiently, we need data and we have loads of data, as I just said. Now we need to combine those two worlds and use the experience, capitalize on it in order to serve our clients in a more effective way. A second perspective would be based on what my colleagues have already said. What is the software, what are the programs that we would like to develop to serve our clients better? The mobile app, the CRM systems, digital mortgage. These are the projects that are still ahead of us and we would like to set a new standard for the market here. We would like to launch projects that, in parallel to the implementation of our strategy, will make it possible to achieve goals and to implement the strategy, as my colleagues said. Thank you. Next question. How is Alior Bank going to build a competitive edge in the field of leasing and factoring? [Foreign language] I would love to take that one. [Foreign language]. I would not use those words. We don't want to have a competitive edge in leasing and factoring. We want to use leasing and factoring to develop our competitiveness in the banking sector, answering the needs of the customers. If we look at it, we have a very well-performing leasing company within the group. We have got great skills, great competence in the heavy transport area. Last year's results show that we are number three as far as heavy-duty transportation is concerned. It's a great result. For our company, we are concentrating on a better integration of our leasing offer for the customers of the bank, we see a huge potential here and we are convinced that we will be able to grow tremendously here. Concerning factoring, we want to use factoring in order to finance in a better way, in a better adapted way, the growth of companies. Thank you very much. [audio distortion] in which year will it be possible to get below 5% for NPL? Good morning. It is our strategic goal, as you have heard during the presentation, but we would like to achieve it as fast as possible. We will see when it is going to be possible. For the denominator. It is still a challenge. [Foreign language] Why are there no specific declarations concerning our plan for decarbonization, but just general declarations. Let me take that one. We are at the beginning of this road, so it is not that it is not among our targets, but it is not easy to plan actions in this field. As you have seen, the whole ESG area is an important pillar of our strategy. [Foreign language] Declared that we will have more than 10% o f environmentally responsible products in the portfolios of our customers. We also reduce the level of high ESG risk products below 1%. These are the declarations we are able to make at the current stage of the ESG road. Thank you very much, Piotr. Next question. What is the strategy saying concerning e-bank Pekao S.A.? Potential taking of shares by Pekao S.A. Bank? Thank you very much for that question. We are not talking about takeover. There are two shareholders, one current shareholder and one potential shareholder, which have made a declaration, and we are just talking about making some order in the assets. That is what PZU said. There is no transaction on the table yet. That is the first point. Then we have many shareholders. We've got a majority shareholder and minority shareholders, and they can do whatever they want with their shares. After our presentation, they may just sell it or they may invest more. That is the shareholders' decision. As far as we are concerned, we have got our business agenda, we have shown to you, and we are concentrating on it. The shareholders' business is the shareholders' business. We are here to make our business, to increase the value of Alior Bank, to provide the shareholders with high value and the price they will get at the end. All the other things are not our concern. Thank you very much. [audio distortion] Why does it not appear in your plans? I think it appears, but Jacek will probably tell you more about it. The NPS ratio is included in our goals, but the measurement is on different levels and in different ways. It is not the only ratio that we want to observe. It appears in different forms. Jacek, perhaps you could elucidate us. [Foreign language] Yes, in order for Alior Bank to grow in terms of the numbers of customers, we need to maintain the customers. The customers need to be satisfied with our products and services. A huge element of the customer growth is recommendations, and this is measured by NPS. We measure that in all kinds of transaction points. We use benchmarks also vis-à-vis the market levels, and we want to be competitive and see improvements in the timeline of our strategy. Thank you, Jacek. The next question. The competitors compete with you in consumer finance very actively. You maintain that you will have the high position, and you will also maintain the relations with customers where you are the transparent entity. What is your idea? Well, I mentioned that already. I don't want to reveal all our secrets, but a large part of our plan is for the installment customers to use the applications of Alior Bank more actively. That is an element which I believe will be a breakthrough in the market. Thank you, Jacek. Next question. What is the sensitivity of ROE projections and interest rates 100% higher than assumed in the strategy? 100 basis points higher than assumed in the strategy? This is a tricky question because would it be a one-off or would there be a shift in the drop on interest rates? We believe that within one year there will be about 1 million, and that should be recalculated to obtain the ROE index. Next question. What is the plan of the growth in terms of retail customer loans and SME loans? As we presented in the strategy, we want to see a dynamic growth there. However, to answer the question what kind or what size of the growth will it be, we want to grow stronger than the market grows, to maintain the level of growth which will allow us to build our position to the kind of a level that we're not overtaken by the competitors. Thank you, Wojtek. Next question. Why are you so optimistic when you view the growth in the SME sector? What will be the main boost there? Because the recent SME results were quite poor. [Foreign language] Well, I said a few words already about the SME issue. There was a moment where we need to maintain a good portfolio rather than grow it. Now this portfolio is well taken care of, and now we have a good foundation to develop and to grow. We know our customers, we understand them, and we know how not to finance them. Now, the second aspect is when we look at the structure of the revenues in the portfolio, it is quite stable. In terms of corporate customers, we have a strong non-interest revenue income. With the growth of the base of relation customers, we will be able to see a strong growth in that particular part. The second aspect is our strategy. The strategy is very good. It is the best internet banking in the market, a high level of product offers, and a high level of loyalty of customers. Thank you, Wojtek. Next question. What you assume is commission growth at the level of 38% compared to 2024? Since 2021, the commission's level grew by 10%. Why should we believe in such a substantial growth? What will be the main driving forces in the commission growth? I mean, let me comment. Wojtek mentioned the KSEF area. What has been mentioned in the strategy is maintaining strong growth in consumer finance and shifting the focus to the relation banking, where the customers bank with us on a day-to-day basis. In other words, those who use their accounts actively, who use the applications actively, they are a different type of customers in terms of revenues for the bank. A shift towards that area should provide us with upscaling and should give us the growth there. Let me also skip back to what we mentioned earlier. What will be important is the growth of insurance, which will be part of the interest income and will provide stability. It is part of our strategy. Next question. Can you explain the seven times growth in the sale of PZU insurance products? What will be the influence on the base payments in bank insurance in 2027? How has relation grown in the last five years? In general, the insurance offer will be a big part of our mobile application offer. There will be a growth in digital sales there. We will provide standalone offers provided by PZU, which I believe is a great and valued partner in the market. This is the perspective that we are looking at, and we are optimistic vis-à-vis the growth of these types of revenue through the development of the distribution networks and a greater product offer in terms of standalone insurance mainly. Thank you, Jacek. Ladies and gentlemen, this was the last question that we have received. Thank you for your attention. Thank you, the management board of Alior Bank, and let's see each other again.