Financial Year 2003 Results and Outlook for the Future

1. Financial Year 2003 Results and Outlook for the Future Company presentation April 2004

2. TABLE OF CONTENTS • Company profile in the context of the Polish banking market • 2003 results • Key elements of the program to improve asset quality and arrange credit risk • Key elements of the restructuring process for 2004 • Key retail commercial drivers for 2004

3. SYSTEMATIC GROWTH PROGRAM FOCUSING ON THE KEY CLIENT SEGMENTS • Key segments approached in retail division • Commercial actions prioritization • Mass market • 1 • Client retention and win-back programs • Affluent market • 2 • Improving pricing discipline and fee structure • Private banking clients • 3 • Cross and up-sell to existing clients • SMEs • 4 • Selective, low key acquisition of new clients

4. IN THE MASS MARKET SEGMENT, KB IS PLANNING A STANDARIZED, CAMPAIGN-BASED APPROACH • Support sales force by incentive programs and training • Focus coaching efforts on the specifically identified weak spots of individual regions and branches and spread around best practices in sales • Establish a dedicated group of advisors on mortgages • Win back 10% of clients lost least year based on systematic effort • Contact clients that withdrew large sums of money • Contact clients that recently closed accounts • Activate 10% of existing dormant accounts based on segmented lists of clients to contact and specific value proposition; cross sell C/A to clients with deposit account • Double penetration of existing clients with credit cards and achieve market levels • Use planned VISA campaign • Develop and use pre-approved lists of clients • Achieve 3.5% market share of clients entering the market • Signup events at job fairs, universities • Systematic referral program • Effective utilization of the branch network • Prepare a basic package to be offered to every client • Mortgage product campaign to achieve 3-4% market share of the new mortgages • Direct mailing to select clients • Review KB policies regarding cooperation with real estate players (e.g., agencies, developers, building associations) • Develop relationships with intermediaries such as Expander, real estate agencies and others who are in line with KB’s credit strategy • Make processes more friendly for clients and shorten time for decision Sales force Actions

5. ADDITIONALLY, SPECIAL OFFER AND SALES&SERVICE APPROACH FOR AFFLUENT AND PRIVATE BANKING CLIENTS IS BEING LAUNCHED • Establish advisors dedicated only for affluent segment • Coach sales network staff to identify which clients should be approached with savings account product offer • Support sales force by incentive programs, training for sales staff • Launch campaign on mutual funds sales • Introduction of KB funds using KBC know-how and products (example: KB Kapitał Plus) • Target clients to offer individualized investment proposals • Move balances from term deposits to a higher margin savings accounts • Mine hidden affluents in the bank • Develop special marketing offers • Select the criteria of non-activated customers and develop lists of dormant clients for contact • Prepare pilot program of using selected group of customers for direct mailing, then phone-call from branches and meetings, assess most effective method for contacting clients • Attract clients from Warta and Zagiel, and set up a systematic referral program • Introduce KBC offer for Polish Expatriates Sales force Actions

6. IN THE SME SEGMENT, OUR GOAL IS BOTH ON CROSS-SELLING AS WELL AS ACQUISITIONS • Introduce SME advisors as selling point • Employment and training of SME advisors in branches • Active canvassing on local level (cooperation with community groups, etc.) • Prevent client churn by systematic monitoring of portfolio performance (balances, account usage, transactions) and ensure immediate action upona warning signal • Cross sell investment product and increase loan penetration to market levels (9-10%) • Ensure smooth processing based on new scoring system and understanding of credit processes by the sales force • Prepare new BTL materials • Prepare specific client target lists including pre-approved loans • Acquire new clients with new Ekstratiznes product • Capitalize on relationships of Zagiel – create special offer for Zagiel distributors • Utilize Warta client database • Approach community groups and associations Sales force Actions

7. 2003 • Market share goalsPercent • Retail drivers • 2006 • Mass/affluent – credits • SME segment – transactions • Deposits • Private Banking – deposits • Credits • Housing loans THE ACTIONS SHOULD BRING SIGNIFICANT GROWTH IN THE KEY RETAIL DRIVERS

8. Cooperation with WARTA insurance company • KBC Insurance NV and TU Warta S. A. support regardingtechnology and product offer • Operational co-operation with TU Warta S. A. • Using the potential of customer basis of TU Warta S. A. for cross selling • Developing of promotion of bank services by the representatives of TU Warta S.A. • Cooperation with other Group companies • Closer cooperation between KB S.A. Group members and KBC Group companies, e.g. the joint syndication of the PGNiG transaction with KBC’s syndication desk in London, • Introduction of KB founds using KBC know-how and products (example: KB Kapitał Plus) • Introduction of KBC offer for Polish Expatriates • Joint Retail Executive Committee decisions • Business strategy broader than bancassurance (all products and services offered by the KBC Group units – saving, insurance, asset management, investment, leasing, consumer credits etc.) • Cross company activities regarding the product offer: ‘overlaps’ and possible synergies among the units – short term, all retail related topics – in the longer term. • New distribution channel strategy: short term – structured cooperation based on common standards, in the longer term – single country management for all distribution channels of the Group units • Common customer database management and utilization; client orientation and customer approach differentiation • Integration of marketing, sales support, best practices, regional management and call centre IN A STRATEGIC PERSPECTIVE KREDYT BANK IS PURSUING INTENSIVE COOPERATION WITH WARTA AND THE KBC GROUP

9. BACKUP

10. STRUCTURE OF PERSONAL FINANCIAL ASSETS IN POLAND SHOWS GROWING IMPORTANCE OF MORE SOPHISTICATED INVESTMENT INSTRUMENTS • Percent • Development of Polish PFA structure • International comparison • Cash • Cash and deposits • MF • Life and pensions • Bank deposits • Commercial paper • MF • Life and pensions • Commercial paper • 1998 • 1999 • 2000 • 2001 • 2002 • 2003 (I-IIIQ) • Belgium • Spain • Germany • France • Italy

11. KREDYT BANK HAS ACHIEVED GROWTH IN NUMBER OF PERSONAL ACCOUNTS • Thousand * do roku 1998/up to 1998 GRUPA PEKAO SA ** do XII 2001 suma dla BPH i PBK/until XII 2001 sume of BPH and PBK Źródło/Source: Rzeczpospolita,

12. CARDS 1995 - 2003

13. ATMs NETWORK - 2003 ATMs network access in 2003 - 98%

14. MANUFACTURING AND WHOLESALE REPRESENT A 57% OF THE CORPORATE PORTFOLIOS • December 2003 • KREDYT BANK ONLY Loan Exposure Provisions 100% = PLN 13,781,861 100% = PLN 2,141,462 • Other • Other • Manufacturing • Manufacturing • Utilities • Utilities • Local authorities • Local authorities • Real estate • Wholesale/retail distribution • Real estate • Financial intermediaries • Wholesale/retail distribution • Financial intermediaries

15. 36% OF THE LOAN PORTFOLIO IN RETAIL IS IN LOCAL CURRENCY • December 31, 2003 100% = PLN 1,739,315 • Risk Mitigating Elements for Foreign Currency Loans • Lower advance rate by 10% • Higher required repayment capacity • Higher interest margin • Other • PLN • CHF • USD • EUR