millennium bank routing number poland

Find ABA Routing Number Details Of Any Bank's Branches in USA From Over 19521 Branches. Get Bank Details. Or Use. Exterior of historic United States National Bank building in Portland, Oregon In the years surrounding the new millennium, a flurry of regional mergers. BANK MILLENNIUM S.A., WARSZAWA, (CUSTODY DEPARTMENT), BIGBPLPWCUS. 12, BANK MILLENNIUM S.A., WARSZAWA, BIGBPLPWXXX. 13, BANK OCHRONY SRODOWISKA S.A.

: Millennium bank routing number poland

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Millennium bank routing number poland -

Millennium BCP

Banco Comercial Português, S.A. (operates under the Millennium brand) is the largest private-owned bank in Portugal in terms of market share. It serves about 5.3 million customers through over 600 domestic branches and 540 branches in Poland, Switzerland, Angola and Mozambique. It also has on-shore branch in Macau and representative offices in São Paulo and Rio de Janeiro. The company offers various deposits products, mortgages, personal and car loans, credit cards, insurance, leasing, factoring, asset management, investment banking, private banking, internet banking and other services. In 2016, Banco Millennium Angola (the 6th largest bank in Angola) merged with Banco Privado Atlântico (the 5th largest bank in Angola) with creating Banco Millennium Atlantico. As of March 31, 2017, Banco Comercial Português S.A. had total assets of EUR 72.077 billion, total customer funds of EUR 65.1 billion and gross customer loans of EUR 52.2 billion, including EUR 24 billion in mortgage loans. Banco Comercial Portugues was established in 1985 and employs over 15,700 people.

Shareholder structure:
Fosun International - 23.9%
Sonangol Group - 15.24%
Millennium Management - 2.12%
Norges Bank - 2.09%
Energias de Portugal (EDP) - 2%

Domestic Subsidiaries:
Millennium bcp Asset management
ActivoBank
Banco de Investimento Imobiliário (Mortgage Loans)
Millenniumbcp Ageas (Insurance)
Interfundos (Gestão Fundos Investimento Imobiliário)

Foreign Operations:
Bank Millennium (Poland)
Mozambique International Bank (Millenium BIM) - The largest bank in Mozambique.
Banco Millennium Atlântico (Angola)
Millennium Banque Privée BCP (Switzerland)

Head office address:
Pc. Dom Joao I Nr. 28
Porto 4000-295, Portugal
Phone number: +351 22 207 2000
Website: www.millenniumbcp.pt

Switzerland
Banque Privée BCP (Suisse) SA
Place du Molard,
4 CH-1204 Genève
www.millenniumbp.ch

Poland
Bank Millennium SA
ul. Stanisława Żaryna 2A
02-593 Warszawa

Mozambique
Avenue Karl Marx
Maputo, Mozambique

Brazil
R Iguatemi, 192, 7º Andar - Conjunto 73
Itaim Bibi, 01451-010, São Paulo

Praia de Botafogo
228 - Ala B - Piso 9
Conj 908, 22250-040, Rio de Janeiro

Millennium bcp Bank & Trust
3rd Floor, Strathvale House
90 North Church Street
George Town, Grand Cayman
Cayman Islands

Источник: https://www.relbanks.com/europe/portugal/millennium-bcp

Bic Code for international transfers to Polish banks

The BIC Code (Business Identifier Code) is used for international bank transfers. The BIC code is composed of 8 (or 11 for branch offices) alfanumerical characters that allow one to identify a financial institution and enables one to identify the recipient of a bank transfer to whom a international bank transfer has been transmitted.

 

Swift Code for international transfers to Polish banks

For some reason the banking community in Poland refer to the BIC code as the SWIFT (Society for Worldwide Interbank Financial Telecommunication) code which could be quite misleading. Thus if you ask a Polish bank for a BIC code, they may not know what it is. You may need to ask them for the SWIFT code. International bank transfers conducted by Kantor.pl will of course require a BIC / SWIFT code. 

 

List of BIC / SWIFT codes of Polish banks:

 

  • Swift Code / BIC Number ALIOR BANK:swift / bic code
    ALBPPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC NumberALIOR Sync:
    ALBPPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC Number ABN AMRO BANK:
    ABNAPLPW
  • Swift Code / BIC NumberALLIANZ BANK:
    ALLBPLPW
  • Swift Code / BIC NumberCREDIT AGRICOLE:
    AGRIPLPR
  • Swift Code / BIC Number BPS (BANK POLSKIEJ SPÓŁDZIELCZOŚCI):
    POLUPLPR
  • Swift Code / BIC NumberBank BPH:
    BPHKPLPK (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC NumberBGŻ (Bank Gospodarki Żywnościowej):
    GOPZPLPW
  • Swift Code / BIC Number Bank Handlowy (Citibank Handlowy):
    CITIPLPX
  • Swift Code / BIC Number Bank Inicjatyw Społeczno-Ekonomicznych:
    BISPPLPW
  • Swift Code / BIC NumberBank Millenium:
    BIGBPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC NumberBOŚ (Bank Ochrony Środowiska):
    EBOSPLPW
  • Swift Code / BIC Number Bank of Tokyo-Mitsubishi UFJ:
    BOTKPLPW
  • Swift Code / BIC NumberBank Pocztowy:
    POCZPLP4
  • Kod Swift / BIC Bank Spółdzielczy:
    POLUPLPR
  • Swift Code / BIC Number Bank Współpracy Europejskiej:
    BWEUPLPW
  • Swift Code / BIC NumberParibas Bank:
    PPABPLPK
  • Swift Code / BIC NumberBRE Bank:
    BREXPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC NumberBZ WBK:
    WBKPPLPP (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC Number Calyon Bank Polska:
    CRLYPLPW
  • Swift Code / BIC NumberCitiBank:
    CITIPLPX
  • Swift Code / BIC Number Danske Bank:
    DABAPLPW
  • Swift Code / BIC NumberDeutsche Bank PBC:
    DEUTPLPK
  • Swift Code / BIC NumberDeutsche Bank Polska:
    DEUTPLPK
  • Swift Code / BIC Number Dexia Kommunalkredit Bank Polska:
    DXKBPLPW
  • Swift Code / BIC NumberDNB NORD:
    MHBFPLPW
  • Swift Code / BIC Number DOMINET BANK:
  • CUPRPLP2
  • Swift Code / BIC Number DRESDNER BANK POLSKA:
    DRESPLPW
  • Swift Code / BIC Number DZ Bank Polska:
    GENOPLPW
  • Swift Code / BIC Number Fortis Bank Polska:
    PPABPLPK
  • Swift Code / BIC NumberGetin Bank:
    GBGCPLPK
  • Swift Code / BIC Number HSBC BANK:
    HSBCPLPW
  • Swift Code / BIC NumberING Bank Śląski:
    INGBPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC NumberInteligo:
    BPKOPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC NumberInvest-Bank:
    IVSEPLPP
  • Swift Code / BIC NumberKredyt Bank:
    KRDBPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC Number Lukas Bank:
    LUBWPLPR
  • Swift Code / BIC NumbermBank (BRE):
    BREXPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC NumberMultiBank (BRE):
    BREXPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC NumberNordea:
    BPKOPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC Number PBK:
    BPHKPLPK
  • Swift Code / BIC NumberPKO BP (Powszechna Kasa Oszczędności BP):
    BPKOPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC NumberBank Pekao SA:
    PKOPPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC NumberPekao Bank Hipoteczny: 
    HYVEPLP2 (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC NumberPolbank EFG Eurobank Ergasias:
    EFGBPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC NumberRaiffeisen Bank Polska:
    RCBWPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC NumberSantander Consumer Bank S.A.:
    SCFBPLPW (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC Number BZ WBK (Bank Zachodni WBK):
    WBKPPLPP (free bank transfers within Poland to and from this bank)
  • Swift Code / BIC Number VW Bank:
    VOWAPLP1


 

IBAN code for Polish bank accounts in Poland

In order to send an international bank transfer to Poland, you will need the IBAN number of the Polish bank account. An IBAN consists of a 2 letter country code, 2 check digits and a Basic Bank Account Number (BBAN). A BBAN contains information about the domestic Polish bank and account number. Here is an example Polish IBAN bank account number: PL61 1090 1014 0000 0712 1633 3975. The first two letters of the IBAN number is the ISO country code which for Poland is PL. The IBAN check digits 61 validate the routing destination and account number combination. The BBAN is 1090 1014 0000 0712 1633 3975, which contains the country-specific details of the account number. The bank identifier is 10901014 and the account number is 0000071216333975.

 

 

Low cost remittances to and from Poland

Banks charge high amounts for international bank transfers / remittances not only to and from Poland, but also to other countries. Our fees are very low. All international bank transfers are charged around 1 EUR regardless of the amount transferred. Our only stipulation is that you must convert your currency to or from the Polish zloty. International euro transfers are charged 3 PLN (less than 1 euro) and money transfers in British pounds sterling (GBP), Swiss francs (CHF) and US dollars (USD) are charged 5 PLN (just over 1 euro). To transfer funds, you need to register on Kantor.pl. Please find out more about our company at this link: kantor.pl company information.  

 

 

 

 

Pełna lista kodów Swift polskich banków

Источник: https://www.kantor.pl/

Customers want banking services to work like the payment, music, and shopping apps they use every day.

In today’s digitally obsessed world, retail banks are struggling to keep pace. Customers expect smart digital banking that is available across channels and tailored to their immediate needs. They want banking services to work like the payment, music, and shopping apps they use every day. But banks, on the whole, have failed to deliver.

The challenge for retail-banking leaders is to manage a shift away from a distribution paradigm that, in just a few years, has become almost obsolete. In many markets, people bank almost exclusively through phone apps, and many would probably go 100% mobile if the opportunity were available. The branch is increasingly an expensive, though sometimes still necessary, luxury.

We expect the branch-centered distribution model to evolve by 2025 in almost every country. That does not mean that there will be no branches. However, radically reformed branches that conduct in-person and remote relationships—along with customer contact centers and specialist sales teams—will play second fiddle to a digitally dominated proposition.

It won’t be easy for banks to change so quickly. But those that embrace disruption will get the highest payoffs, meeting customer needs and achieving operating-model efficiencies. The net impact, in our view, will be that profitability will increase as much as 25%.

Banks can use five levers to make this happen:

  • Implementing the intelligent routing of customer requests between digital and assisted channels, yielding a profitability increase of 5% to 15%
  • Shifting from contact centers to customer care platforms, 2% to 8%
  • Embedding “distribution” on partner platform services through application-programming interfaces (APIs), 2% to 8%
  • For most banks and in most markets, reducing branch networks while, at the same time, taking steps to optimize the remaining branches, 2% to 8%
  • Harnessing the creativity and passion of frontline colleagues to meet customers’ needs, providing support for the four other levers

These five levers can make the difference between the building of a retail bank that meets the needs of the digital generation and a gradual slide into irrelevance. Many banks, under pressure from regulation, competition, and changing customer expectations, have progressed in the journey. The priority for most, however, should be to accelerate efforts immediately.

A New Distribution Model

Today’s customers expect to be able to access banking services on their own terms—when and where they want. They expect a pleasant digital experience and the offer of products, information, and advice appropriate to their needs. The origin of these expectations: their daily experience buying from other industries. Tech companies, in particular, have raised the bar on service, leveraging big data to offer customers a smarter, more relevant service that is helping them compete in areas including savings, payment, and credit.

In an age of digital convenience, consumers are notably unimpressed by banks’ clunky processes. A BCG survey found that, in terms of customers’ willingness to advocate for banks’ services, retail banks rank ninth of ten industries. It is worth noting that in the banking cohort, the highest scoring are digital-only players. (See Exhibit 1.)

Digital capabilities across channels provide a route to personalized interactions, products, and pricing, enabling of high-volume solutions—mobile apps, websites, and robo-advisers—that allow for minimal manual intervention at a relatively low cost. Moreover, digital is essential for cutting distribution costs and boosting revenues.

We expect that by 2025, a new distribution model will be the norm—if banks act now. The new model will be more automated, channel agnostic, and capable of meeting individual needs. The human touch will still play a valuable role, particularly at certain critical moments, but it will recede into the background. Successfully implemented, the digital-first approach can catalyze a profitability boost of as much as 25%.

Key Trends

The new model will be built alongside, and in response to, six key trends that we believe will reshape the banking industry. As these trends become realities, the silos that currently define the banking business model will break down. In their place, a more flexible approach to distribution will emerge, reflecting more closely the way that people make decisions. It may be by making an offer when people are researching a purchase, budgeting for family expenses, or assessing pension options. By 2025, leading banks will be “ubiquitous,” engaging with customers much more actively and being sure to respond to each situation appropriately and in good time. Of course, they must guarantee the protection of customers’ data as they do so.

Multiple Customer Touch Points. Banks will connect with customers using a multitude of channels, modalities, and devices. They will leverage a broad array of tools, including mobile apps, the Internet of Things, APIs, aggregators, internet searches, and social networks. The absolute and relative volume of digital touch points will increase from year to year; they are already doing so. (See Exhibit 2.) A major Nordic bank, for example, has reported that, on average, its customers have physical meetings with bank personnel once every five years. However, the average customer uses the bank’s mobile solutions about once every two days. Still, we expect human contact will remain important, particularly at key moments in the sales process. In addition, banks of various countries will move at different paces as they transition away from face-to-face customer meetings.

Blurred Lines Between Humans and Machines.Analytics and artificial intelligence (AI), which increasingly will enhance decision making and communications, will blur the lines between man and machine. In many cases, however, the consumer will fail to see a difference. The most recent technology applications can respond to hundreds of thousands of emails a day, freeing up at least ten days a year for every relationship manager (RM). France’s Crédit Mutuel, for example, reported using IBM’s Watson solution to support 20,000 customer advisors in responding to 350,000 daily inquiries related to 200 products. Whenever Watson doesn’t have an answer, it does the next-best thing: it offers a suggestion to its human operators. Such capabilities will become sharper and more powerful over time, providing a more consistent and fluid customer proposition. Banks will be on customers’ radar every day, offering options that range from 100% digital self-service to face-to-face encounters informed by automation.

Multiple Delivery Options Across Channels. Channel decisions right now are singular and linear. A customer can go to a branch, speak to a call center, or chat online. However, the content of these interactions is rarely shared across channels. In the near future, these distinct offerings will be integrated. Customers will have access to information and advice through the most convenient channel. Banks will communicate using text, voice (human or automated, online or in person), and video. They will leverage AI, automatically routing a customer to the most relevant option, identified on the basis of cost to serve, the complexity and nature of the customer’s request, and client preference. The cost of distribution will continue to vary drastically among channels, emphasizing the need for a smart routing engine that can determine hierarchies on the basis of the nature of requests. This ability will, in turn, require omnichannel orchestration and mutualized channel management. Benefits will include faster service, higher conversion rates, and increased customer satisfaction. (See Exhibit 3.)

Service Model Differentiation Based on Customers’ Profiles and Preferences. Today’s banks offer too many products, many of which see little demand. By 2025, banks will present a much simpler proposition. On the one hand, that proposition will comprise a mass-market offering that is distributed digitally across channels and at low cost. On the other, it will consist of fewer, more complex products that target niche segments of the more affluent customers and are backed by human expertise as appropriate. Anything else will likely be unprofitable.

Mass Personalization. Customers’ demands for personalization are changing. Nearly two-thirds of millennials say that they are willing to share personal data in return for more personalized service.1Notes:1Devon McGinnis, “ Please Take My Data: Why Consumers Want More Personalized Marketing,” Salesforce (blog), December 2, 2016. They are happy that their banks understand their projects and their history. Banks, in response, will strive to make every interaction valuable, using data analytics to aid decision making and offer relevant insights, products, and services. Customers will get the experience, channel, products, and pricing that correspond to their needs, and, in high-value interactions, humans will intervene at key moments. Tech giants and new entrants have raised the bar, and banks must keep pace. Personalization is an equally effective lever in customer acquisition, increasing frequency of contact, cross-selling, and churn prevention.

In Poland, Bank Millennium is at the vanguard, having implemented personalization at scale on the basis of client behavior segmentation. The bank now sells almost half of its consumer loans through digital channels.

Extended Reach and Seamless Integration. In the future, banks will not only reach out to the world from their own branches, websites, and apps, they will also engage through a variety of touch points, including third-party offerings, ecosystems, and fintechs. The “conversation” will start even before the customer engages directly: banks will be alive to their customers’ priorities, interests, and activities. In the French market, nearly two-thirds of retail-banking product sales start with a Google search, a proportion likely to be similar across many markets.2Notes:2Google, 2017 data. For that reason, banks need to be present and valuable at that stage of the journey.

Furthermore, they should act as enablers of behaviors rather than as providers of products in response to requests. As customers research mortgages, loans, and other products, banks must optimize the presence of their search engines and be ready to offer support across channels. Customers’ digital activity outside the banking system should drive engagement—when, for example, a customer accesses a mortgage calculator or makes inquiries at a real estate agency or car dealership.

Zillow, an online real estate database company, reports that in 2019 it has become a major distributor of mortgages through partnerships with banks and, more recently, on its own account. Data mining, which will inform knowledge related to life events such as the birth of a child or a residential move, will also make it possible for banks to detect potential changes in sentiment or the possibility of churn. Open banking and the growth of ecosystems will nurture this kind of awareness.

How Will Banks Drive Transformation?

Retail banks have become accustomed to inhabiting competitive fortresses, where their strong brands, close relationships with customers, and high barriers to entry protect them. This has been evident in the industry’s extremely low levels of churn—generally, less than 5%. However, the old certainties are fading, and parts of the value chain are under pressure. As the six trends play out in the years leading up to 2025, banks should respond by focusing on distribution. They must be ubiquitous, personalize their services, and ensure that their offerings make economic sense. Many are already taking steps. Those that have been slow to move should act on five key imperatives. (See Exhibit 4.)

Automate the orchestration and routing strategy. Effective orchestration must be driven by automated-routing capabilities. So-called smart routing means banks should create seamless customer journeys and at the same time choose the best delivery option for each situation on the basis of customer potential, the nature of the request, and the capabilities available. The key is to offer customers any channel as an entry point and then to assign a contact on the basis of the analysis of existing or potential value, the product in question, the likely outcome, customer preferences, and cost to serve. (See Exhibit 5.)

The model, which is a far cry from current approaches, can be achieved only through profound transformation. The bank must be able to offer all products and services across channels—no matter how the customer makes contact. Routing among channels should be fully automated, but there should be the option of human contact when the cost to serve allows it.

Data collection is key, and banks must take in all interactions, including self-care channels and a variety of external sources. Customer recognition should be backed by microsegmentation, and requests should be automatically qualified on the basis of such factors as complexity, opportunity, and even emotional state. Learning mechanisms should be applied to requalify requests on the basis of past interactions.

Extend reach through open-banking APIs. Open banking is set to play a vital role in helping banks become members of extended ecosystems. By joining forces with third parties, banks can reap benefits including cross-selling opportunities, knowledge sharing, and access to new cohorts of potential customers. Partnership also reflects the Zeitgeist: in an ecosystem world, it makes sense to participate or orchestrate rather than go it alone. Banks can do this by embedding new functionalities or adding their services to third-party platforms. For example, a bank that shares data with a travel agency could easily imagine expanding its market for foreign-exchange services, both on its own and on the agency’s platform. One likely impact of this kind of initiative will be a stronger and more secure client relationship.

Wells Fargo has, for example, focused on ramping up its API capabilities. In 2018, the bank offered 13 public products—6 for payments and 7 for data services. The bank’s head of the API Gateway Channel reported that the bank views APIs as “the next step in distribution.”

APIs also generate opportunities to expand products and services, and several banks have launched API-driven products such as secure data validation, digital wallets, mobile dashboards, and treasury management services. Of course, banks must be sure to expand their capabilities while protecting their existing franchises.

Create virtual customer care platforms. As banks recalibrate their portfolios, they should aim to do a better job of reflecting digital lifestyles, offering customers seamlessly joined mobile, online, phone, and face-to-face services. We see three axes of transformation:

  • Multiple Entry Routes to the Platform. These include phone, apps, chat, mail, and email, as well as social media and videoconferencing from home or from branches and contact with partners. The virtual customer care platform will also play a role in managing outbound activity, including, for example, loan distribution through third parties such as auto dealers or sharing live simulations of loan repayment.
  • A Modern and Streamlined User Experience. The up-to-date user experience should transform the current contact center—slow, standardized, uninformed—into a fully integrated channel. Functionalities to streamline the customer journey will include visual interactive voice response technology that guides inbound callers to a web-based support experience, multichannel call back, wait time information, automated identification and authentication, natural-language processing and virtual agents (chatbots), smart pairing (linking customers’ devices to video systems), and next-best-action and sentiment analysis.
  • An Enhanced and Expanded Care Platform. This should include, for example, e-signatures, selfie identification tools, and robotized email management to streamline the customer experience and increase self-care options. This will free up capacity for RMs to invest in higher-impact activities.

Streamline a multiformat branch network. Banks around the world have been shutting branches at a rapid pace. However, some countries have moved much further down the line than others. Norwegian banks, for example, closed half of their branches from 2009 through 2017. German banks, on the other hand, shut just 20% of their branches during the same period. The variation can be explained by a number of factors, including the country’s rate of digital adoption, entrenched frameworks (Germany historically has had a strong regional branch network), and economic and social pressure. Spanish banks, for example, saw mass closures as the banking system consolidated after the recent financial crisis. Outside Europe, the picture is equally patchy. Australian banks have enthusiastically cut branches. US banks have been less committed. However, we expect the pace of closures to accelerate. (See Exhibit 6.)

For branches that are retained, banks need to embrace new formats, offering a menu of channels and ensuring that customers have access to each. Simple measures such as branch hours of operation should be adjusted: new entrants in some markets are pushing hard, offering evening and weekend service. Modernized branches should meet the needs of local markets by including franchises, mobile branches, 24-7 digital-only branches, and partnerships with retailers.

Retrain and reskill the workforce. Transformational change requires adjustments to the strategic mindset. Part of that equation should be a dedicated talent strategy—an old-school skill that remains a critical cog for retail banks aiming to remain competitive over the coming years.

Digitization and automation should allow banks to operate leaner distribution networks. The accompanying shift in personnel requirements will free up RMs to engage in higher value and customer-facing activities. For their new roles, RMs will need new-skill training, backed by advanced analytics to aid marketing, pricing, and decision making.

Workforce evolution calls for dealing with three kinds of challenges:

  • Optimization of the Service Network. Banks must be sure that their allocation of resources and skills evolves with network reorganization.
  • Competency. The skill sets required for transformation and distribution (for example, remote-sales skills for RMs) must be identified early on, and training and hiring must address the specified needs.
  • Timing. The complete transformation must be supported by well-orchestrated hiring, training, restructuring, and mobility.

Remuneration policy must reflect the new workforce roles and responsibilities, and performance targets must be aligned with standards and guidelines.


In an increasingly competitive, technology-driven, and dynamic banking landscape, the distribution models of the past no longer fit their purpose. Omnichannel banking is set to evolve into a flexible and fluid distribution model that situates banks so that they operate efficiently and are prepared to cater to individual customer needs. To achieve this, banks need clever, connected, and responsive digital offerings; smart routing; new customer care platforms; inspired branch strategies; and a constructive approach to partnerships. The most effective approach to implementation will likely be based on agile principles: banks will aim to leverage quick wins, building momentum and conviction. The prize for those that get it right is remaining competitive, serving customers better, and a significant boost to the bottom line.

Muriel Dupas

Retail Banking Senior Sector Manager

London

Juan Uribe

Managing Director & Partner

New York

Frédéric Brugère

Principal

Paris

About Boston Consulting Group

Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. BCG was the pioneer in business strategy when it was founded in 1963. Today, we work closely with clients to embrace a transformational approach aimed at benefiting all stakeholders—empowering organizations to grow, build sustainable competitive advantage, and drive positive societal impact.

Our diverse, global teams bring deep industry and functional expertise and a range of perspectives that question the status quo and spark change. BCG delivers solutions through leading-edge management consulting, technology and design, and corporate and digital ventures. We work in a uniquely collaborative model across the firm and throughout all levels of the client organization, fueled by the goal of helping our clients thrive and enabling them to make the world a better place.

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Источник: https://www.bcg.com/publications/2019/retail-banking-distribution-2025-up-close-personal
NoInstitutionCity HeadingBranch NameSwift Code1ALIOR BANK SPOLKA AKCYJNAWARSZAWAALBPPLPWXXX2ATLANTIC FUND SERVICES SP. Z O.O.WARSZAWAAFSLPLPWXXX3BANCO ESPIRITO SANTO DE INVESTIMENTO S.A. SPOLKA AKCYJNA ODDZIAL W POLSCEWARSZAWAESSIPLPXXXX4BANK BPH SAKRAKOWBPHKPLPKXXX5BANK BPH SAWARSZAWA(CUSTODY DEPARTMENT)BPHKPLPKCUS6BANK DNB NORD POLSKA S.A.WARSZAWAMHBFPLPWXXX7BANK GOSPODARKI ZYWNOSCIOWEJ S.A.WARSZAWA(BROKERAGE OFFICE)GOPZPLPWBRK8BANK GOSPODARKI ZYWNOSCIOWEJ S.A.WARSZAWAGOPZPLPWXXX9BANK GOSPODARSTWA KRAJOWEGOWARSZAWAGOSKPLPWXXX10BANK HANDLOWY W WARSZAWIE SAWARSZAWACITIPLPXXXX11BANK MILLENNIUM S.A.WARSZAWA(CUSTODY DEPARTMENT)BIGBPLPWCUS12BANK MILLENNIUM S.A.WARSZAWABIGBPLPWXXX13BANK OCHRONY SRODOWISKA S.A.BIALYSTOKEBOSPLPW21614BANK OCHRONY SRODOWISKA S.A.BIELSKO BIALAEBOSPLPW26115BANK OCHRONY SRODOWISKA S.A.BYDGOSZCZEBOSPLPW01816BANK OCHRONY SRODOWISKA S.A.CHELMEBOSPLPWCHA17BANK OCHRONY SRODOWISKA S.A.CZESTOCHOWAEBOSPLPW00518BANK OCHRONY SRODOWISKA S.A.ELBLAGEBOSPLPW27419BANK OCHRONY SRODOWISKA S.A.GDANSKEBOSPLPW08920BANK OCHRONY SRODOWISKA S.A.JELENIA GORA(JELENIA GORA)EBOSPLPW19921BANK OCHRONY SRODOWISKA S.A.KATOWICEEBOSPLPW11922BANK OCHRONY SRODOWISKA S.A.KIELCEEBOSPLPWKIA23BANK OCHRONY SRODOWISKA S.A.KONINEBOSPLPW23224BANK OCHRONY SRODOWISKA S.A.KOSZALINEBOSPLPW03425BANK OCHRONY SRODOWISKA S.A.KRAKOWEBOSPLPW10626BANK OCHRONY SRODOWISKA S.A.LEGNICAEBOSPLPW25827BANK OCHRONY SRODOWISKA S.A.LODZEBOSPLPW24528BANK OCHRONY SRODOWISKA S.A.LOMZAEBOSPLPWLOA29BANK OCHRONY SRODOWISKA S.A.LUBLINEBOSPLPW13530BANK OCHRONY SRODOWISKA S.A.PILAEBOSPLPWPIA31BANK OCHRONY SRODOWISKA S.A.PLOCKEBOSPLPW29032BANK OCHRONY SRODOWISKA S.A.POZNANEBOSPLPW04733BANK OCHRONY SRODOWISKA S.A.RZESZOWEBOSPLPW12234BANK OCHRONY SRODOWISKA S.A.SUWALKIEBOSPLPWSUA35BANK OCHRONY SRODOWISKA S.A.SZCZECINEBOSPLPW07636BANK OCHRONY SRODOWISKA S.A.TARNOWEBOSPLPW25237BANK OCHRONY SRODOWISKA S.A.TORUNEBOSPLPW30438BANK OCHRONY SRODOWISKA S.A.WARSZAWA(CORPORATE CLIENTS UNIT)EBOSPLPW01739BANK OCHRONY SRODOWISKA S.A.WARSZAWA(I/O WARSZAWA)EBOSPLPW10240BANK OCHRONY SRODOWISKA S.A.WARSZAWA(II/O WARSZAWA)EBOSPLPW15741BANK OCHRONY SRODOWISKA S.A.WARSZAWA(III/O WARSZAWA)EBOSPLPW28742BANK OCHRONY SRODOWISKA S.A.WARSZAWAEBOSPLPWXXX43BANK OCHRONY SRODOWISKA S.A.WLOCLAWEKEBOSPLPW05044BANK OCHRONY SRODOWISKA S.A.WROCLAWEBOSPLPW02145BANK OCHRONY SRODOWISKA S.A.ZAMOSCEBOSPLPWZAA46BANK OF CHINA (LUXEMBOURG) S.A. POLAND BRANCHWARSZAWABKCHPLPXXXX47BANK OF TOKYO-MITSUBISHI UFJ (POLSKA) SPOLKA AKCYJNAWARSZAWABOTKPLPWXXX48BANK POLSKA KASA OPIEKI SA – BANK PEKAO SAKRAKOW(KRAKOW REGIONAL OFFICE)PKOPPLPWKRA49BANK POLSKA KASA OPIEKI SA – BANK PEKAO SAWARSZAWA(CUSTODY)PKOPPLPWCUS50BANK POLSKA KASA OPIEKI SA – BANK PEKAO SAWARSZAWA(HEAD OFFICE)PKOPPLPWXXX51BANK POLSKIEJ SPOLDZIELCZOSCI SPOLKA AKCYJNAWARSZAWAPOLUPLPRXXX52BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)BIALYSTOKKRDBPLPWBIA53BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)GDANSKKRDBPLPWGDA54BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)GDANSK(BRANCH 2)KRDBPLPWGDB55BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)KATOWICE(BRANCH)KRDBPLPWKAT56BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)KOSZALINKRDBPLPWKOS57BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)KRAKOWKRDBPLPWKRA58BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)LODZKRDBPLPWLOD59BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)PILAKRDBPLPWPIL60BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)POZNAN(SECOND BRANCH)KRDBPLPWPOB61BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)POZNAN(FIRST BRANCH)KRDBPLPWPOZ62BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)RASZYNKRDBPLPWRAS63BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)RZESZOWKRDBPLPWRZE64BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)SZCZECIN(BRANCH)KRDBPLPWSZC65BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)WARSZAWA(CUSTODY DEPARTMENT)KRDBPLPWCUS66BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)WARSZAWA(BRANCH 1)KRDBPLPWWAA67BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)WARSZAWA(BRANCH NR. 2)KRDBPLPWWAB68BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)WARSZAWA(BRANCH NR. 3)KRDBPLPWWAC69BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)WARSZAWA(BRANCH 5)KRDBPLPWWAE70BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)WROCLAW(BRANCH NR 1)KRDBPLPWWRA71BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)WROCLAWKRDBPLPWXXX72BANK ZACHODNI WBK SAPOZNAN(BZWBK BROKERAGE HOUSE)WBKPPLPPCBM73BANK ZACHODNI WBK SAWROCLAW(HEAD OFFICE)WBKPPLPPXXX74BNP PARIBAS BANK POLSKA S.A.WARSZAWAPPABPLPKXXX75BNP PARIBAS S.A. BRANCH IN POLANDWARSZAWABNPAPLPXXXX76BNP PARIBAS SECURITIES POLAND BRANCHWARSZAWAPARBPLPXXXX77BONDSPOT S.A.WARSZAWABONPPLP9XXX78BRE BANK HIPOTECZNY SAWARSZAWARHBHPLPWXXX79BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)BIALYSTOK(BIALYSTOK BRANCH)BREXPLPWBIA80BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)BIELSKO BIALA(BIELSKO BIALA BRANCH)BREXPLPWBIB81BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)BYDGOSZCZ(BYDGOSZCZ BRANCH)BREXPLPWBYD82BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)CZESTOCHOWA(CZESTOCHOWA BRANCH)BREXPLPWCZE83BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)GDANSKBREXPLPWGDA84BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)GDYNIA(GDYNIA BRANCH)BREXPLPWGDY85BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)GORZOW WIELKOPOLSKI(GORZOW WIELKOPOLSKI BRANCH)BREXPLPWGOR86BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KALISZ(KALISZ BRANCH)BREXPLPWKAL87BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KATOWICEBREXPLPWKAT88BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KATOWICE(REGIONAL OPERATION CENTER)BREXPLPWRCO89BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KIELCE(KIELCE BRANCH)BREXPLPWKIE90BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KOSZALIN(CORPORATE BRANCH)BREXPLPWKOS91BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KRAKOWBREXPLPWKRA92BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LODZBREXPLPWLOD93BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LODZ(INTERNET BANKING)BREXPLPWMBK94BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LODZ(RETAIL BANKING)BREXPLPWMUL95BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LUBLINBREXPLPWLUB96BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)NOWY SACZ(CORPORATE BRANCH)BREXPLPWNWS97BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)POZNANBREXPLPWPOZ98BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)RYBNIK(RYBNIK BRANCH)BREXPLPWRYB99BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)RZESZOW(RZESZOW BRANCH)BREXPLPWRZE100BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)SZCZECINBREXPLPWSZC
Источник: https://www.bankswiftcode.org/poland/
1ALIOR BANK SPOLKA AKCYJNAWARSZAWAALBPPLPWXXX2ALLIANZ BANK POLSKA S.A.WARSZAWAALLBPLPWXXX3BANCO ESPIRITO SANTO DE INVESTIMENTO S.A. SPOLKA AKCYJNA ODDZIAL W POLSCEWARSZAWAESSIPLPXXXX4BANK BPH SAKRAKOWBPHKPLPKXXX5BANK BPH SAWARSZAWABPHKPLPKCUS6BANK DNB NORD POLSKA S.A.WARSZAWAMHBFPLPWXXX7BANK GOSPODARKI ZYWNOSCIOWEJ S.A.WARSZAWAGOPZPLPWBRK8BANK GOSPODARKI ZYWNOSCIOWEJ S.A.WARSZAWAGOPZPLPWXXX9BANK GOSPODARSTWA KRAJOWEGOWARSZAWAGOSKPLPWXXX10BANK HANDLOWY W WARSZAWIE SAWARSZAWACITIPLPXXXX11BANK MILLENNIUM S.A.WARSZAWABIGBPLPWCUS12BANK MILLENNIUM S.A.WARSZAWABIGBPLPWXXX13BANK OCHRONY SRODOWISKA S.A.BIALYSTOKEBOSPLPW21614BANK OCHRONY SRODOWISKA S.A.BIELSKO BIALAEBOSPLPW26115BANK OCHRONY SRODOWISKA S.A.BYDGOSZCZEBOSPLPW01816BANK OCHRONY SRODOWISKA S.A.CHELMEBOSPLPWCHA17BANK OCHRONY SRODOWISKA S.A.CZESTOCHOWAEBOSPLPW00518BANK OCHRONY SRODOWISKA S.A.ELBLAGEBOSPLPW27419BANK OCHRONY SRODOWISKA S.A.GDANSKEBOSPLPW08920BANK OCHRONY SRODOWISKA S.A.JELENIA GORAEBOSPLPW19921BANK OCHRONY SRODOWISKA S.A.KATOWICEEBOSPLPW11922BANK OCHRONY SRODOWISKA S.A.KIELCEEBOSPLPWKIA23BANK OCHRONY SRODOWISKA S.A.KONINEBOSPLPW23224BANK OCHRONY SRODOWISKA S.A.KOSZALINEBOSPLPW03425BANK OCHRONY SRODOWISKA S.A.KRAKOWEBOSPLPW10626BANK OCHRONY SRODOWISKA S.A.LEGNICAEBOSPLPW25827BANK OCHRONY SRODOWISKA S.A.LODZEBOSPLPW24528BANK OCHRONY SRODOWISKA S.A.LOMZAEBOSPLPWLOA29BANK OCHRONY SRODOWISKA S.A.LUBLINEBOSPLPW13530BANK OCHRONY SRODOWISKA S.A.OBORNIKI WIELKOPOLKIEEBOSPLPW21031BANK OCHRONY SRODOWISKA S.A.OLSZTYNEBOSPLPW06332BANK OCHRONY SRODOWISKA S.A.OPOLEEBOSPLPW22933BANK OCHRONY SRODOWISKA S.A.OSTROW WIELKOPOLSKIEBOSPLPW22334BANK OCHRONY SRODOWISKA S.A.PILAEBOSPLPWPIA35BANK OCHRONY SRODOWISKA S.A.PLOCKEBOSPLPW29036BANK OCHRONY SRODOWISKA S.A.POZNANEBOSPLPW04737BANK OCHRONY SRODOWISKA S.A.RZESZOWEBOSPLPW12238BANK OCHRONY SRODOWISKA S.A.SUWALKIEBOSPLPWSUA39BANK OCHRONY SRODOWISKA S.A.SZCZECINEBOSPLPW07640BANK OCHRONY SRODOWISKA S.A.TARNOWEBOSPLPW25241BANK OCHRONY SRODOWISKA S.A.TORUNEBOSPLPW30442BANK OCHRONY SRODOWISKA S.A.WARSZAWAEBOSPLPW01743BANK OCHRONY SRODOWISKA S.A.WARSZAWAEBOSPLPW10244BANK OCHRONY SRODOWISKA S.A.WARSZAWAEBOSPLPW15745BANK OCHRONY SRODOWISKA S.A.WARSZAWAEBOSPLPW28746BANK OCHRONY SRODOWISKA S.A.WARSZAWAEBOSPLPWXXX47BANK OCHRONY SRODOWISKA S.A.WLOCLAWEKEBOSPLPW05048BANK OCHRONY SRODOWISKA S.A.WROCLAWEBOSPLPW02149BANK OCHRONY SRODOWISKA S.A.ZAMOSCEBOSPLPWZAA50BANK OF TOKYO-MITSUBISHI UFJ (POLSKA) SPOLKA AKCYJNAWARSZAWABOTKPLPWXXX51BANK POLSKA KASA OPIEKI SA – BANK PEKAO SAKRAKOWPKOPPLPWKRA52BANK POLSKA KASA OPIEKI SA – BANK PEKAO SAWARSZAWAPKOPPLPWCUS53BANK POLSKA KASA OPIEKI SA – BANK PEKAO SAWARSZAWAPKOPPLPWXXX54BANK POLSKIEJ SPOLDZIELCZOSCI SPOLKA AKCYJNAWARSZAWAPOLUPLPRXXX55BANK ZACHODNI WBK SAPOZNANWBKPPLPPCBM56BANK ZACHODNI WBK SAWROCLAWWBKPPLPPXXX57BNP PARIBAS BANK POLSKA S.A.WARSZAWAPPABPLPKXXX58BNP PARIBAS S.A. BRANCH IN POLANDWARSZAWABNPAPLPXXXX59BNP PARIBAS SECURITIES POLAND BRANCHWARSZAWAPARBPLPXXXX60BRE BANK HIPOTECZNY SAWARSZAWARHBHPLPWXXX61BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)BIALYSTOKBREXPLPWBIA62BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)BIELSKO BIALABREXPLPWBIB63BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)BYDGOSZCZBREXPLPWBYD64BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)CZESTOCHOWABREXPLPWCZE65BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)GDANSKBREXPLPWGDA66BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)GDYNIABREXPLPWGDY67BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)GORZOW WIELKOPOLSKIBREXPLPWGOR68BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KALISZBREXPLPWKAL69BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KATOWICEBREXPLPWRCO70BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KATOWICEBREXPLPWKAT71BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KIELCEBREXPLPWKIE72BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KOSZALINBREXPLPWKOS73BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KRAKOWBREXPLPWKRA74BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LODZBREXPLPWMBK75BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LODZBREXPLPWMUL76BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LODZBREXPLPWLOD77BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LUBLINBREXPLPWLUB78BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)NOWY SACZBREXPLPWNWS79BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)OLSZTYNBREXPLPWOLS80BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)OPOLEBREXPLPWOPO81BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)POZNANBREXPLPWPOZ82BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)RYBNIKBREXPLPWRYB83BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)RZESZOWBREXPLPWRZE84BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)SZCZECINBREXPLPWSZC85BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)TORUNBREXPLPWTOR86BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WALBRZYCHBREXPLPWWAL87BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WARSZAWABREXPLPWWA188BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WARSZAWABREXPLPWWA489BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WARSZAWABREXPLPWCUS90BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WARSZAWABREXPLPWXXX91BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WARSZAWABREXPLPWWA292BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WARSZAWABREXPLPWWA393BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WROCLAWBREXPLPWWRO94BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)ZIELONA GORABREXPLPWZIE95CREDIT AGRICOLE BANK POLSKA S.A.WROCLAWLUBWPLPRXXX96CREDIT AGRICOLE CIBWARSZAWACRLYPLPWXXX97CREDIT SUISSE (LUXEMBOURG) S.A., POLAND BRANCHWARSZAWACRESPLPWXXX98DANSKE BANK A/S S.A. ODZIAL W POLSCEWARSZAWADABAPLPWXXX99DEUTSCHE BANK PBC S.A.KRAKOWDEUTPLPKXXX100DEUTSCHE BANK POLSKA S.A.WARSZAWADEUTPLPXXXX101DZ BANK POLSKA S.A.WARSZAWAGENOPLPWXXX102EFG EUROBANK ERGASIAS SA JSC (POLAND BRANCH)WARSZAWAEFGBPLPWXXX103FM BANK S.A.WARSZAWAFMBNPLPWXXX104GETIN NOBLE BANK SAWARSZAWAGBGCPLPKXXX105HSBC BANK POLSKA S.A.WARSZAWAHSBCPLPWXXX106ING BANK SLASKI SAKATOWICEINGBPLPWXXX107INVEST BANK S.A.WARSZAWAIVSEPLPPXXX108INVESTMENT FUND SERVICES SP.Z O.O.WARSZAWAAFSLPLPWXXX109KDPW CCPWARSZAWAKCCPPLPWXXX110KRAKOWSKI BANK SPOLDZIELCZYKRAKOWKRSPPLPKXXX111KREDYT BANK S.A.BIALYSTOKKRDBPLPWBIA112KREDYT BANK S.A.GDANSKKRDBPLPWGDB113KREDYT BANK S.A.GDANSKKRDBPLPWGDA114KREDYT BANK S.A.KATOWICEKRDBPLPWKAT115KREDYT BANK S.A.KOSZALINKRDBPLPWKOS116KREDYT BANK S.A.KRAKOWKRDBPLPWKRA117KREDYT BANK S.A.LODZKRDBPLPWLOD118KREDYT BANK S.A.PILAKRDBPLPWPIL119KREDYT BANK S.A.POZNANKRDBPLPWPOZ120KREDYT BANK S.A.POZNANKRDBPLPWPOB121KREDYT BANK S.A.RASZYNKRDBPLPWRAS122KREDYT BANK S.A.RZESZOWKRDBPLPWRZE123KREDYT BANK S.A.SZCZECINKRDBPLPWSZC124KREDYT BANK S.A.WARSZAWAKRDBPLPWWAA125KREDYT BANK S.A.WARSZAWAKRDBPLPWWAE126KREDYT BANK S.A.WARSZAWAKRDBPLPWWAB127KREDYT BANK S.A.WARSZAWAKRDBPLPWWAC128KREDYT BANK S.A.WARSZAWAKRDBPLPWCUS129KREDYT BANK S.A.WARSZAWAKRDBPLPWXXX130KREDYT BANK S.A.WROCLAWKRDBPLPWWRA131LA CAIXA, ODDZIAL W POLSCEWARSZAWACAIXPLPWXXX132MAZOWIECKI BANK REGIONALNY SAWARSZAWAMBREPLPWXXX133MERITUM BANK ICB S.A.GDANSKBWEUPLPWXXX134MERITUM BANK ICB S.A.POZNANBWEUPLPWPOZ135MERITUM BANK ICB S.A.WROCLAWBWEUPLPWWRO136NARODOWY BANK POLSKIWARSZAWANBPLPLPWXXX137NARODOWY BANK POLSKIWARSZAWANBPLPLPWKIR138NARODOWY BANK POLSKIWARSZAWANBPLPLPAXXX139NARODOWY BANK POLSKIWARSZAWANBPLPLPDXXX140NARODOWY BANK POLSKIWARSZAWANBPLPLPWBAN141NATIONAL DEPOSITORY FOR SECURITIESWARSZAWAKDPWPLPWXXX142NATIONAL DEPOSITORY FOR SECURITIES (KDPW SA)WARSZAWAKDPWPLPAXXX143NORDEA BANK POLSKA S.A.GDYNIANDEAPLP2XXX144PEKAO BANK HIPOTECZNY SAWARSZAWAHYVEPLP2XXX145POCZTOWY BANK SABYDGOSZCZPOCZPLP4XXX146POLSKI BANK PRZEDSIEBIORCZOSCI SPOLKA AKCYJNAWARSZAWAPBPBPLPWXXX147POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SABIALYSTOKBPKOPLPWBIA148POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SABYDGOSZCZBPKOPLPWTOB149POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAGDYNIABPKOPLPWGDG150POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAGORZOW WIELKOPOLSKIBPKOPLPWGOA151POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAKATOWICEBPKOPLPWKAB152POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAKRAKOWBPKOPLPWKRD153POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SALODZBPKOPLPWLDA154POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SALUBLINBPKOPLPWLUA155POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAOLSZTYNBPKOPLPWOLS156POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAPOZNANBPKOPLPWPOA157POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAWARSZAWABPKOPLPWCSD158POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAWARSZAWABPKOPLPWTDH159POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAWARSZAWABPKOPLPWWAA160POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAWARSZAWABPKOPLPWXXX161POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAWROCLAWBPKOPLPWWRD162PROSERVICE AGENT TRANSFEROWY SP Z O.O.WARSZAWAPSATPLPWXXX163RABOBANK POLSKA SPOLKA AKCYJNAWARSZAWARABOPLPWXXX164RAIFFEISEN BANK POLSKA S.A.WARSZAWARCBWPLPWXXX165RBS BANK (POLSKA) S.A.WARSZAWAABNAPLPWXXX166SGB-BANK S.A. (FORMERLY GOSPODARCZY BANK WIELKOPOLSKI S.A.)POZNANGBWCPLPPXXX167SKANDINAVISKA ENSKILDA BANKEN AB, SPOLKA AKCYJNA, ODDZIAL W POLSCEWARSZAWAESSEPLPWXXX168SOCIETE GENERALE SPOLKA AKCYJNA ODDZIAL W POLSCEWARSZAWASOGEPLPWXXX169SVENSKA HANDELSBANKEN AB SPOLKA AKCYJNA ODDZIAL W POLSCEWARSZAWAHANDPLPWXXX
Источник: https://internationalmoneytransfers.org/poland-swift-codes/

Dictionary English-Portuguese

To ensure comparability for this information the structural changes that occurred in the second half of 2009 in the organisation of the segments were reflected in the 2009 figures: Companies were incorporated in the Retail Banking and Companies segment, Corporate became part of the Corporate and Investment

[...]

Banking segment, while

[...] Banque Privée BCP and Millennium bcpBank Trusthavebeen incorporated into Foreign [...]

Business, having previously

[...]

been a part of the Private Banking and Asset Management segment.

atlanticobcp.pt

atlanticobcp.pt

Para efeitos de comparabilidade desta informação foram repercutidas, em 2009, as alterações estruturais ocorridas no segundo semestre de 2009 ao nível da organização dos segmentos: a rede Empresas foi incorporada no segmento Banca de Retalho e Empresas passando a rede Corporate a

[...]

fazer parte do segmento

[...] Corporate e Banca de Investimento enquanto o Banque Privée bcp e o Millennium [...]

bcp Bank & Trust foram

[...]

incorporados nos Negócios no Exterior deixando de fazer parte do Private Banking e Asset Management.

atlanticobcp.pt

atlanticobcp.pt

Germany supports the WorldBank TrustFundfor the national demobilisation [...]

programme in Sierra Leone through a two-year

[...]

project (2003 to 2004); this is supplemented by bilateral projects for the re-integration of former combatants in Sierra Leone.

eur-lex.europa.eu

eur-lex.europa.eu

A Alemanha apoia o Fundo Fiduciário do Banco Mundial para o programa [...]

nacional de desmobilização na Serra Leoa através de

[...]

um projecto de dois anos (2003 a 2004); este programa é complementado por projectos bilaterais para a reintegração de antigos combatentes da Serra Leoa.

eur-lex.europa.eu

eur-lex.europa.eu

They have to find a possibility of lifting the

[...] suspension on WorldBank TrustFundpayments.

europarl.europa.eu

europarl.europa.eu

Têm de encontrar uma possibilidade de levantar a suspensão imposta aos pagamentos do

[...] Fundo Fiduciário junto do Banco Mundial.

europarl.europa.eu

europarl.europa.eu

On the latter aspect the Commission has concluded an

[...]

agreement with the World Bank establishing

[...] a joint EC/WorldBank TrustFundfor Public [...]

Expenditure and Accountability Assessments.

eur-lex.europa.eu

eur-lex.europa.eu

No que diz respeito a este último aspecto, a Comissão

[...] estabeleceu um acordo com o Banco Mundial, que cria um [...]

fundo fiduciário conjunto CE/BM para

[...]

a avaliação da despesa pública e da responsabilização.

eur-lex.europa.eu

eur-lex.europa.eu

The Foreign Business segment, for purposes of the geographical segments, comprises the operations outside Portugal, in particular Bank Millennium in Poland, Millennium bank in Greece, Banque Privée BCP in Switzerland, Banca Millennium in Romania, Millennium bim in

[...]

Mozambique, Banco Millennium

[...] Angola in Angola and Millennium bcpBank&Trustin the Cayman Islands, Millennium bank [...]

in Turkey (in the process

[...]

of being sold) and Millennium bcpbank in the United States of America, whose sale was completed on 15 October 2010.

atlanticobcp.pt

atlanticobcp.pt

O segmento Negócios no Exterior, para efeitos de segmentos geográficos, engloba as diferentes operações do Grupo fora de Portugal, nomeadamente o Bank Millennium na Polónia, o Millennium Bank na Grécia, o Banque Privée BCP na

[...]

Suíça, a Banca Millennium

[...] na Ronia, o BIM - Banco Internacional de Mambique em Moçambique, o Banco Millennium [...]

Angola em Angola, o

[...]

Millennium bcp Bank & Trust nas Ilhas Cayman, o Millennium Bank na Turquia (em processo de alienação) e o Millennium bcpbank nos Estados Unidos da América, cuja alienação foi concretizada em 15 de Outubro último.

atlanticobcp.pt

atlanticobcp.pt

Converting ordinary shares into ADRs must be done through a broker investment advisor or through DeutscheBank TrustCompany Americas.

ri.mrv.com.br

ri.mrv.com.br

A conversão de ações ordinárias em ADR deve ser feita através de uma corretora de investimentos ou do Deutsche Bank Trust Company Americas.

ri.mrv.com.br

ri.mrv.com.br

Ministers endorsed, against the background of the Quartet's appeal for measures to facilitate the work of the interim Palestinian government, the Commission's intention to provide

[...]

additional emergency assistance as well as to authorize the (partial) release of

[...] resources from the WorldBank TrustFund.

europa.eu

europa.eu

Tendo como pano de fundo o apelo do Quarteto para medidas que facilitem o trabalho do Governo Palestiniano provisório, os Ministros subscreveram a intenção da Comissão de prestar

[...]

uma maior assistência de emergência e autorizar a libertação (parcial) de recursos

[...] do Fundo Fiduciário do Banco Mundial.

europa.eu

europa.eu

Additionally, the Group is represented in Mozambique by a universal bank targeting both companies and individual customers, in Angola by a bank focused on private customers and companies and public and private

[...]

institutions, in the Cayman Islands by

[...] Millennium bcpBank&Trust, abankdesigned for international [...]

services in the area of

[...]

Private Banking clients with high net worth (Affluent segment).

atlanticobcp.pt

atlanticobcp.pt

O Grupo encontra-se ainda representado em Moçambique por um banco universal, direccionado para clientes particulares e empresas, em Angola por um banco enfocado em clientes particulares e em empresas e instituições do sector público e privado e

[...]

nas Ilhas Cayman pelo Millennium bcp

[...] Bank & Trust, um banco especialmente vocacionado [...]

para a prestação de serviços internacionais

[...]

na área de "Private banking" a clientes com elevado património financeiro (segmento "Affluent").

atlanticobcp.pt

atlanticobcp.pt

The reduction of 14.6% in impairment charges resulted from lower impairments charges

[...] posted in Poland, at Banque Privée and atBank&Trust.

atlanticobcp.pt

atlanticobcp.pt

A redução da imparidade em 14,6%, beneficiou das menores necessidades de reforço

[...] observadas na Polónia, no Banque Privée e no Bank & Trust.

atlanticobcp.pt

atlanticobcp.pt

the WorldBank trustfundfor the national demobilization [...]

programme in Sierra Leone, supplemented by bilateral projects

[...]

for the re-integration of former combattants in Sierra Leone

eur-lex.europa.eu

eur-lex.europa.eu

o programa

[...] do fundo fudiciário do Banco Mundial para a desmobilização [...]

nacional na Serra Leoa, complementado por projectos

[...]

bilaterais para a reintegração de antigos combatentes naquele país

eur-lex.europa.eu

eur-lex.europa.eu

Banco Bradesco S.A. is the custodian

[...]

institution of our common shares in

[...] Brazil and DeutscheBank TrustCompany Americas the [...]

depositary institution in the United

[...]

States, responsible for the issuance of the respective depositary shares, at the ratio of one depositary share for each two common shares.

ri.mrv.com.br

ri.mrv.com.br

Para esse fim, o Banco Bradesco S.A. é a instituição [...]

custodiante das ações ordinárias da MRV no Brasil, e o Deutsche Bank

[...]

Trust Company Americas a instituição depositária nos Estados Unidos da América, responsável pela emissão das respectivas ações depositárias, à razão de uma Depositary Share para cada duas ações ordinárias.

ri.mrv.com.br

ri.mrv.com.br

Welcomes, in the context of innovative financing, the newly

[...]

announced launching of a

[...] CommissionEuropean InvestmentBank TrustFundto finance [...]

African infrastructure; calls for an increase

[...]

in the lending activities of the EIB in developing countries

eur-lex.europa.eu

eur-lex.europa.eu

Saúda, no contexto de mecanismos inovadores de financiamento, o

[...]

lançamento recentemente anunciado de um fundo

[...] fiduciário Comissão-Banco Europeu de Investimento [...]

para financiar infra-estruturas em

[...]

África; solicita um aumento das actividades de concessão de empréstimos do Banco Europeu de Investimento nos países em desenvolvimento

eur-lex.europa.eu

eur-lex.europa.eu

On the authorization form, you must provide your employer with your Card number, plus the

[...]

following routing number and address for

[...] Central NationalBank&TrustCompany, ABA [...]

Routing No. 103100195; Address: 324 West Broadway, Enid, OK 73701.

talcard.com

talcard.com

No formulário de autorização, você deve fornecer a seu empregador o número do seu Cartão, além do número de

[...]

roteamento (routing number) e endereço do

[...] Central National Bank & Trust Company, ABA Routing [...]

No. 103100195; Endereço: 324 West Broadway, Enid, OK 73701.

talcard.com

talcard.com

Award for the seventh consecutive year of the Straight

[...]

Through Processing Excellence Award

[...] given by DeutscheBank TrustCompany in recognition [...]

of the fact that 99.1 % of the

[...]

payment orders issued by the Bank were processed automatically, without the need for any subsequent correction.

bfa.ao

bfa.ao

Atribuição, pela sétima vez consecutiva, do prémio Straight Through Processing Excellence Award pelo Deutsche Bank Trust Company

[...]

reconhecendo o facto de 99.1 % das ordens de

[...] pagamento emitidas pelo Banco terem sido processadas [...]

de forma automática, sem necessidade

[...]

de qualquer correcção posterior.

bfa.ao

bfa.ao

It has contributed over USD 900

[...] million to the WorldBank TrustFundfor debt relief.

europarl.europa.eu

europarl.europa.eu

Contribuiu com mais de 900 milhões de dólares para o

[...] Fundo Fiduciário do Banco Mundial destinado [...]

ao perdão da dívida.

europarl.europa.eu

europarl.europa.eu

For the seventh consecutive year, BFA received in 2009 the prize

[...] awarded by DeutscheBank TrustCompany for the [...]

best automatic processing of foreign operations

[...]

(Straight Through Processing - Excellence Award).

bfa.ao

bfa.ao

Pela sétima vez consecutiva, o

[...]

BFA recebeu, em 2009, o prémio atribuído

[...] pelo Deutsche Bank Trust Company respeitante [...]

ao melhor processamento automático de

[...]

operações de estrangeiro (Straight Through Processing - Excellence Award).

bfa.ao

bfa.ao

We are developing a good record in

[...]

disbursing this assistance, having paid more than EUR 200 million into the United

[...] Nations and WorldBank trustfunds over the [...]

course of the past year.

europarl.europa.eu

europarl.europa.eu

A União tem tido um bom desempenho na prestação da sua

[...]

ajuda, tendo já contribuído, ao longo do ano passado, com mais de 200 milhões de euros para os fundos fiduciários

[...] das Nações Unidas e do Banco Mundial.

europarl.europa.eu

europarl.europa.eu

The segment Other comprises the Group's operations not included in the remaining segments, namely the activities developed in other countries, such as Banque Privée BCP in

[...]

Switzerland, Banca

[...] Millennium in Romania, Millennium Bank in Turkey, Millennium bcpBank&Trustin the Cayman Islands and Millennium bcpbank in the United [...]

States of America.

atlanticobcp.pt

atlanticobcp.pt

O segmento Outros considera as operações do Grupo que não estão incluídas nos restantes segmentos, nomeadamente as actividades desenvolvidas em outros países, tais

[...]

como pelo Banque Privée

[...] BCP na Suíça, pela Banca Millennium na Roménia, pelo Millennium Bank na Turquia, pelo Millennium bcp Bank & Trust nasIlhas [...]

Cayman e pelo Millennium

[...]

bcpbank nos Estados Unidos da América.

atlanticobcp.pt

atlanticobcp.pt

Alternatively you may contact DeutscheBank TrustCompany Americas Shareholder Services on +1 (866) 249-2593.

ri.mrv.com.br

ri.mrv.com.br

Em alternativa, poderá contatar o Atendimento ao Acionista do Deutsche Bank Trust Company Americas , telefone +1 (866) 249-2593.

ri.mrv.com.br

ri.mrv.com.br

Trust funds with the countries concerned, based

[...] either on UN and/or WorldBank trustfundformulae, may be [...]

a good answer to this concern.

europarl.europa.eu

europarl.europa.eu

Estabelecer fundos fiduciários com os países em questão, baseados em

[...] fórmulas da ONU ou do Banco Mundial, pode ser uma boa [...]

resposta.

europarl.europa.eu

europarl.europa.eu

The Foreign Business segment, in terms of the business segments, comprises the Group operations outside of Portugal referred to above,

[...]

excluding BCP Banque Privée in Switzerland and

[...] Millennium bcpBank&Trustin the Cayman [...]

Islands, which are included in the Private

[...]

Banking & Asset Management segment.

atlanticobcp.pt

atlanticobcp.pt

Para efeitos de segmentos de negócios, o segmento Negócios no Exterior, contempla as diferentes operações do Grupo

[...]

fora de Portugal anteriormente referidas

[...] com excepção do Banque Prie BCP na Suíça [...]

e do Millennium bcp Bank & Trust nas

[...]

Ilhas Cayman que, neste âmbito, fazem parte do segmento Private Banking & Asset Management.

atlanticobcp.pt

atlanticobcp.pt

However, we also have to see what can be done with the

[...] money in our WorldBank TrustFund.

europarl.europa.eu

europarl.europa.eu

Temos igualmente de ponderar sobre como pretendemos utilizar o dinheiro existente no nosso

[...] Fundo Fiduciário junto do Banco Mundial.

europarl.europa.eu

europarl.europa.eu

Subsequent to the publication of those guidelines, the Court of Appeals

[...]

for the Federal Circuit issued opinions in

[...] State StreetBank&TrustCo. v. Signature [...]

Financial Group Inc., these decisions

[...]

explained that, to be eligible for patent protection, the claimed invention as a whole must accomplish a practical application.

abreumerkl.com

abreumerkl.com

Após a publicação dessas diretrizes, a Corte de Apelações do Circuito

[...]

Federal emitiu pareceres sobre o caso

[...] "State Street Bank & Trust Co. v.Signature [...]

Financial Group Inc.", essa decisão explicava

[...]

que, para ser qualificado para proteção de patentes, a invenção reivindicada como um todo precisa ter aplicação prática.

abreumerkl.com

abreumerkl.com

Finally, we insist before the Council, as we did before the Commission, that the budget allocated to the reconstruction of Iraq is entirely managed by the United Nations and not in part by the WorldBank TrustFund, as Parliament has already requested on two occasions.

europarl.europa.eu

europarl.europa.eu

Por fim, insistimos junto do Conselho, como fizemos junto da Comissão, para que o orçamento afectado à reconstrução do Iraque seja integralmente gerido pelas Nações Unidas e não parcialmente pelo World Bank Trust Fund , como o Parlamento já solicitou duas vezes.

europarl.europa.eu

europarl.europa.eu

Do not ask me to hide the fact that

[...]

European Union money is lying unspent in

[...] Mr Wolfowitz's WorldBank TrustFund, despite the call [...]

made by the European Parliament,

[...]

in its resolution of September 2003, for all of its donations to be managed by the United Nations.

europarl.europa.eu

europarl.europa.eu

Não me peçam para calar que há

[...]

dinheiro da União Europeia que

[...] dorme sem ser gasto no Banco Mundial, dirigido pelo senhor [...]

Wolfowitz, quando, na sua resolução

[...]

de Setembro de 2003, o Parlamento reclamava que todos os seus donativos fossem geridos pelas Nações Unidas.

europarl.europa.eu

europarl.europa.eu

Is surprised that, in spite of its resolution of 16 September 2004 on the situation in Iraq(6) , the funds allocated to reconstruction are being

[...]

partly administered

[...] by the WorldBank Trustand not entirely by the United Nations; is concerned at the fact that, to date, the WorldBank Trusthas only utilised [...]

a minute proportion

[...]

of the funds set aside; insists that the EU's 2006 budget must take account of Iraq's take-up capacity and, given the widespread corruption in the country, recommends having an independent audit carried out on the use of these funds

europarl.europa.eu

europarl.europa.eu

Manifesta a sua perplexidade pelo facto de, pese embora a sua resolução de 16 de Setembro de 2004 sobre a situação no Iraque(6)

[...]

, os fundos

[...] concedidos à reconstrução serem parcialmente administrados pelo World Bank Trust eo inteiramente pelas Nações Unidas; manifesta a sua inquietação [...]

pelo facto de que,

[...]

até à data, o World Bank Trust apenas executou uma ínfima parte dos fundos recolhidos; reitera a necessidade de o orçamento 2006 da UE ter em conta a capacidade de absorção dos fundos pelo Iraque e recomenda, face à corrupção generalizada que existe neste país, uma auditoria independente sobre a utilização desses fundos

europarl.europa.eu

europarl.europa.eu

In accordance with the business area restructuring in 2009, the subsidiary companies

[...]

Millennium Banque Privée Switzerland and

[...] Millennium bcpBank&TrustCayman are no [...]

longer considered as complementary commercial

[...]

networks of the activity in Portugal and will be included in the foreign business activity.

millenniumbcpageas.com

millenniumbcpageas.com

No âmbito da reestruturação das áreas de negócio em 2009, as

[...] subsidiárias Millennium Banque PrivéeSuíça e Millennium [...]

bcp Bank & Trust Cayman deixaram

[...]

de ser consideradas actividades complementares das redes comerciais em Portugal e passaram a integrar o perímetro dos negócios no exterior, encontrando-se recalculada, para efeito de comparabilidade, a informação consolidada desagregada entre actividade em Portugal e actividade internacional referente ao exercício de 2008.

millenniumbcpageas.com

millenniumbcpageas.com

On 21 February 2006,

[...] the DeutscheBank TrustCompany Americas [...]

of New York confiscated a remittance of 330 dollars deposited

[...]

in the Union National Bank of Abu Dhabi, United Arab Emirates, for a Cuban citizen, so that this person could carry out procedures to request a passport in the Cuban Embassy in Egypt, citing the provisions of the blockade as the reason for their action.

cubavsbloqueo.cu

cubavsbloqueo.cu

Em 21 de fevereiro de

[...] 2006, o Deutsche Bank Trust Company Americas [...]

de Nova York, confiscou um envio de 330 dólares depositados

[...]

no Union National Bank de Abu Dhabi, nos Emirados Árabes Unidos, a favor de uma cidadã cubana, com o objetivo de realizar trâmites de requerimento de passaporte na Embaixada de Cuba no Egito, alegando as disposições do bloqueio.

cubavsbloqueo.cu

cubavsbloqueo.cu

The Foreign Business segment comprises the operations outside Portugal, in particular Bank Millennium in Poland, Millennium bank in Greece, Banque Privée BCP in Switzerland, the Banca Millennium in

[...]

Romania, Millennium bim in Mozambique, Banco Millennium Angola in Angola and

[...] Millennium bcpBank&Trustin the Cayman [...]

Islands.

atlanticobcp.pt

atlanticobcp.pt

Os Negócios no Exterior englobam as diferentes operações do Grupo fora de Portugal, nomeadamente o Bank Millennium na Polónia, o Millennium bank na Grécia, o Banque Privée bcp na Suíça, a Banca Millennium na

[...]

Roménia, o Millennium bim

[...] em Mambique, o Banco Millennium Angola [...]

em Angola e o Millennium bcp Bank & Trust nas Ilhas Cayman.

atlanticobcp.pt

atlanticobcp.pt

For the fourth consecutive time, in 2006 and relative to 2005, BFA was awarded by DeutscheBank TrustCompany Americas the best foreign operations automatic processing - STP (Straight Trough Processing).

bfa.ao

bfa.ao

Pela quarta vez consecutiva, em 2006 e referente ao ano de 2005, o BFA foi galardoado pelo Deutsche Bank Trust Company Americas com o prémio correspondente ao melhor processamento automático de operações de estrangeiro STP (Straight Trough Processing).

bfa.ao

bfa.ao

Источник: https://www.linguee.com/english-portuguese/translation/a+bank+trust.html

Transfers - Daily banking - Bank Millennium

If the bank account number (unique identifier) provided when sending a transfer, is incorrect, the Bank shall not be liable (for executing a payment transaction with use of an incorrect unique identifier) under art. 144–146 of the Act of 19 August 2011 on Payment Services, however it is required to take steps to recover the amount of such transaction. For this purpose the Bank, not later than within 3 business days from the day of reporting such transaction, when:

1) it keeps the transfer recipient’s account - shall notify the transfer recipient in writing of:

a) the reporting of information about an incorrectly executed transaction and the possibility of returning the amount of this transaction without charging fees,
b) the obligation to make available to the transfer sender the recipient’s personal information for the purpose of enabling the claiming of return of the amount of this transaction, if the recipient fails to return within one month,
c) the last day of the deadline of one month to make the return,
d) number of account to make the return.

If the recipient returned the transaction amount the Bank no later than within 1 business day shall return the amount to the sender’s account.

2) does not keep the transaction recipient’s account - it shall ask the transfer recipient’s provider to take actions to recover the transaction amount, at the same time providing the essential information in its possession about the transaction.

If the recipient returned the transaction amount the recipient’s provider shall send the returned funds to the Bank, and the Bank no later than within 1 business day shall return this amount to the transfer sender’s account.

If the recipient refuses to make the return, the Bank shall inform the sender about it and the sender may apply in written form for providing information about the data of the recipient who did not return the transfer. Also, if within a month from the day of making the report the transaction amount was not returned, the recipient’s data shall be disclosed no later than within 3 business days from the day of receipt of the sender’s written demand for their disclosure.

In the above situations the Bank:

1) if it keeps the recipients account, shall disclose:

a) the recipient’s name and surname or business name
b) place of residence and address or seat and address of the recipient

2) if it does not keep the recipient’s payment account – it shall ask the recipient’s provider to disclose the recipient’s above data for the purpose of enabling the claiming of the amount of the transaction. The recipient’s provider shall disclose the recipient’s data, not later than within 3 business days from the day of receiving the demand. The Bank shall send the data received not later than within 3 business days from the day of receiving them.

If the recipient’s account is kept in the Bank then no fee shall be charged for taking actions to recover the transaction amount. If the mistaken transaction was executed to an account other than in the Bank the fee shall be 30 PLN, to which costs of other banks in actual amounts incurred by the Bank shall be added. The fee shall not be collected, when explanation does not require establishment of a contact (e.g. correspondence) with another bank. If in result of intervention the return is not made by the recipient/his provider, and the sender requests disclosure of the data of the recipient, who refused to make the return, an additional fee for data disclosure alone shall not be charged.

Источник: https://www.bankmillennium.pl/en/individuals/support/daily-banking/transfers

Millennium bank routing number poland -

NoInstitutionCity HeadingBranch NameSwift Code1ALIOR BANK SPOLKA AKCYJNAWARSZAWAALBPPLPWXXX2ATLANTIC FUND SERVICES SP. Z O.O.WARSZAWAAFSLPLPWXXX3BANCO ESPIRITO SANTO DE INVESTIMENTO S.A. SPOLKA AKCYJNA ODDZIAL W POLSCEWARSZAWAESSIPLPXXXX4BANK BPH SAKRAKOWBPHKPLPKXXX5BANK BPH SAWARSZAWA(CUSTODY DEPARTMENT)BPHKPLPKCUS6BANK DNB NORD POLSKA S.A.WARSZAWAMHBFPLPWXXX7BANK GOSPODARKI ZYWNOSCIOWEJ S.A.WARSZAWA(BROKERAGE OFFICE)GOPZPLPWBRK8BANK GOSPODARKI ZYWNOSCIOWEJ S.A.WARSZAWAGOPZPLPWXXX9BANK GOSPODARSTWA KRAJOWEGOWARSZAWAGOSKPLPWXXX10BANK HANDLOWY W WARSZAWIE SAWARSZAWACITIPLPXXXX11BANK MILLENNIUM S.A.WARSZAWA(CUSTODY DEPARTMENT)BIGBPLPWCUS12BANK MILLENNIUM S.A.WARSZAWABIGBPLPWXXX13BANK OCHRONY SRODOWISKA S.A.BIALYSTOKEBOSPLPW21614BANK OCHRONY SRODOWISKA S.A.BIELSKO BIALAEBOSPLPW26115BANK OCHRONY SRODOWISKA S.A.BYDGOSZCZEBOSPLPW01816BANK OCHRONY SRODOWISKA S.A.CHELMEBOSPLPWCHA17BANK OCHRONY SRODOWISKA S.A.CZESTOCHOWAEBOSPLPW00518BANK OCHRONY SRODOWISKA S.A.ELBLAGEBOSPLPW27419BANK OCHRONY SRODOWISKA S.A.GDANSKEBOSPLPW08920BANK OCHRONY SRODOWISKA S.A.JELENIA GORA(JELENIA GORA)EBOSPLPW19921BANK OCHRONY SRODOWISKA S.A.KATOWICEEBOSPLPW11922BANK OCHRONY SRODOWISKA S.A.KIELCEEBOSPLPWKIA23BANK OCHRONY SRODOWISKA S.A.KONINEBOSPLPW23224BANK OCHRONY SRODOWISKA S.A.KOSZALINEBOSPLPW03425BANK OCHRONY SRODOWISKA S.A.KRAKOWEBOSPLPW10626BANK OCHRONY SRODOWISKA S.A.LEGNICAEBOSPLPW25827BANK OCHRONY SRODOWISKA S.A.LODZEBOSPLPW24528BANK OCHRONY SRODOWISKA S.A.LOMZAEBOSPLPWLOA29BANK OCHRONY SRODOWISKA S.A.LUBLINEBOSPLPW13530BANK OCHRONY SRODOWISKA S.A.PILAEBOSPLPWPIA31BANK OCHRONY SRODOWISKA S.A.PLOCKEBOSPLPW29032BANK OCHRONY SRODOWISKA S.A.POZNANEBOSPLPW04733BANK OCHRONY SRODOWISKA S.A.RZESZOWEBOSPLPW12234BANK OCHRONY SRODOWISKA S.A.SUWALKIEBOSPLPWSUA35BANK OCHRONY SRODOWISKA S.A.SZCZECINEBOSPLPW07636BANK OCHRONY SRODOWISKA S.A.TARNOWEBOSPLPW25237BANK OCHRONY SRODOWISKA S.A.TORUNEBOSPLPW30438BANK OCHRONY SRODOWISKA S.A.WARSZAWA(CORPORATE CLIENTS UNIT)EBOSPLPW01739BANK OCHRONY SRODOWISKA S.A.WARSZAWA(I/O WARSZAWA)EBOSPLPW10240BANK OCHRONY SRODOWISKA S.A.WARSZAWA(II/O WARSZAWA)EBOSPLPW15741BANK OCHRONY SRODOWISKA S.A.WARSZAWA(III/O WARSZAWA)EBOSPLPW28742BANK OCHRONY SRODOWISKA S.A.WARSZAWAEBOSPLPWXXX43BANK OCHRONY SRODOWISKA S.A.WLOCLAWEKEBOSPLPW05044BANK OCHRONY SRODOWISKA S.A.WROCLAWEBOSPLPW02145BANK OCHRONY SRODOWISKA S.A.ZAMOSCEBOSPLPWZAA46BANK OF CHINA (LUXEMBOURG) S.A. POLAND BRANCHWARSZAWABKCHPLPXXXX47BANK OF TOKYO-MITSUBISHI UFJ (POLSKA) SPOLKA AKCYJNAWARSZAWABOTKPLPWXXX48BANK POLSKA KASA OPIEKI SA – BANK PEKAO SAKRAKOW(KRAKOW REGIONAL OFFICE)PKOPPLPWKRA49BANK POLSKA KASA OPIEKI SA – BANK PEKAO SAWARSZAWA(CUSTODY)PKOPPLPWCUS50BANK POLSKA KASA OPIEKI SA – BANK PEKAO SAWARSZAWA(HEAD OFFICE)PKOPPLPWXXX51BANK POLSKIEJ SPOLDZIELCZOSCI SPOLKA AKCYJNAWARSZAWAPOLUPLPRXXX52BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)BIALYSTOKKRDBPLPWBIA53BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)GDANSKKRDBPLPWGDA54BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)GDANSK(BRANCH 2)KRDBPLPWGDB55BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)KATOWICE(BRANCH)KRDBPLPWKAT56BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)KOSZALINKRDBPLPWKOS57BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)KRAKOWKRDBPLPWKRA58BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)LODZKRDBPLPWLOD59BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)PILAKRDBPLPWPIL60BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)POZNAN(SECOND BRANCH)KRDBPLPWPOB61BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)POZNAN(FIRST BRANCH)KRDBPLPWPOZ62BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)RASZYNKRDBPLPWRAS63BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)RZESZOWKRDBPLPWRZE64BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)SZCZECIN(BRANCH)KRDBPLPWSZC65BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)WARSZAWA(CUSTODY DEPARTMENT)KRDBPLPWCUS66BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)WARSZAWA(BRANCH 1)KRDBPLPWWAA67BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)WARSZAWA(BRANCH NR. 2)KRDBPLPWWAB68BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)WARSZAWA(BRANCH NR. 3)KRDBPLPWWAC69BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)WARSZAWA(BRANCH 5)KRDBPLPWWAE70BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)WROCLAW(BRANCH NR 1)KRDBPLPWWRA71BANK ZACHODNI WBK S.A.(FORMERLY KREDYT BANK S.A.)WROCLAWKRDBPLPWXXX72BANK ZACHODNI WBK SAPOZNAN(BZWBK BROKERAGE HOUSE)WBKPPLPPCBM73BANK ZACHODNI WBK SAWROCLAW(HEAD OFFICE)WBKPPLPPXXX74BNP PARIBAS BANK POLSKA S.A.WARSZAWAPPABPLPKXXX75BNP PARIBAS S.A. BRANCH IN POLANDWARSZAWABNPAPLPXXXX76BNP PARIBAS SECURITIES POLAND BRANCHWARSZAWAPARBPLPXXXX77BONDSPOT S.A.WARSZAWABONPPLP9XXX78BRE BANK HIPOTECZNY SAWARSZAWARHBHPLPWXXX79BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)BIALYSTOK(BIALYSTOK BRANCH)BREXPLPWBIA80BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)BIELSKO BIALA(BIELSKO BIALA BRANCH)BREXPLPWBIB81BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)BYDGOSZCZ(BYDGOSZCZ BRANCH)BREXPLPWBYD82BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)CZESTOCHOWA(CZESTOCHOWA BRANCH)BREXPLPWCZE83BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)GDANSKBREXPLPWGDA84BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)GDYNIA(GDYNIA BRANCH)BREXPLPWGDY85BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)GORZOW WIELKOPOLSKI(GORZOW WIELKOPOLSKI BRANCH)BREXPLPWGOR86BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KALISZ(KALISZ BRANCH)BREXPLPWKAL87BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KATOWICEBREXPLPWKAT88BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KATOWICE(REGIONAL OPERATION CENTER)BREXPLPWRCO89BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KIELCE(KIELCE BRANCH)BREXPLPWKIE90BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KOSZALIN(CORPORATE BRANCH)BREXPLPWKOS91BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KRAKOWBREXPLPWKRA92BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LODZBREXPLPWLOD93BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LODZ(INTERNET BANKING)BREXPLPWMBK94BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LODZ(RETAIL BANKING)BREXPLPWMUL95BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LUBLINBREXPLPWLUB96BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)NOWY SACZ(CORPORATE BRANCH)BREXPLPWNWS97BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)POZNANBREXPLPWPOZ98BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)RYBNIK(RYBNIK BRANCH)BREXPLPWRYB99BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)RZESZOW(RZESZOW BRANCH)BREXPLPWRZE100BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)SZCZECINBREXPLPWSZC
Источник: https://www.bankswiftcode.org/poland/
1ALIOR BANK SPOLKA AKCYJNAWARSZAWAALBPPLPWXXX2ALLIANZ BANK POLSKA S.A.WARSZAWAALLBPLPWXXX3BANCO ESPIRITO SANTO DE INVESTIMENTO S.A. SPOLKA AKCYJNA ODDZIAL W POLSCEWARSZAWAESSIPLPXXXX4BANK BPH SAKRAKOWBPHKPLPKXXX5BANK BPH SAWARSZAWABPHKPLPKCUS6BANK DNB NORD POLSKA S.A.WARSZAWAMHBFPLPWXXX7BANK GOSPODARKI ZYWNOSCIOWEJ S.A.WARSZAWAGOPZPLPWBRK8BANK GOSPODARKI ZYWNOSCIOWEJ S.A.WARSZAWAGOPZPLPWXXX9BANK GOSPODARSTWA KRAJOWEGOWARSZAWAGOSKPLPWXXX10BANK HANDLOWY W WARSZAWIE SAWARSZAWACITIPLPXXXX11BANK MILLENNIUM S.A.WARSZAWABIGBPLPWCUS12BANK MILLENNIUM S.A.WARSZAWABIGBPLPWXXX13BANK OCHRONY SRODOWISKA S.A.BIALYSTOKEBOSPLPW21614BANK OCHRONY SRODOWISKA S.A.BIELSKO BIALAEBOSPLPW26115BANK OCHRONY SRODOWISKA S.A.BYDGOSZCZEBOSPLPW01816BANK OCHRONY SRODOWISKA S.A.CHELMEBOSPLPWCHA17BANK OCHRONY SRODOWISKA S.A.CZESTOCHOWAEBOSPLPW00518BANK OCHRONY SRODOWISKA S.A.ELBLAGEBOSPLPW27419BANK OCHRONY SRODOWISKA S.A.GDANSKEBOSPLPW08920BANK OCHRONY SRODOWISKA S.A.JELENIA GORAEBOSPLPW19921BANK OCHRONY SRODOWISKA S.A.KATOWICEEBOSPLPW11922BANK OCHRONY SRODOWISKA S.A.KIELCEEBOSPLPWKIA23BANK OCHRONY SRODOWISKA S.A.KONINEBOSPLPW23224BANK OCHRONY SRODOWISKA S.A.KOSZALINEBOSPLPW03425BANK OCHRONY SRODOWISKA S.A.KRAKOWEBOSPLPW10626BANK OCHRONY SRODOWISKA S.A.LEGNICAEBOSPLPW25827BANK OCHRONY SRODOWISKA S.A.LODZEBOSPLPW24528BANK OCHRONY SRODOWISKA S.A.LOMZAEBOSPLPWLOA29BANK OCHRONY SRODOWISKA S.A.LUBLINEBOSPLPW13530BANK OCHRONY SRODOWISKA S.A.OBORNIKI WIELKOPOLKIEEBOSPLPW21031BANK OCHRONY SRODOWISKA S.A.OLSZTYNEBOSPLPW06332BANK OCHRONY SRODOWISKA S.A.OPOLEEBOSPLPW22933BANK OCHRONY SRODOWISKA S.A.OSTROW WIELKOPOLSKIEBOSPLPW22334BANK OCHRONY SRODOWISKA S.A.PILAEBOSPLPWPIA35BANK OCHRONY SRODOWISKA S.A.PLOCKEBOSPLPW29036BANK OCHRONY SRODOWISKA S.A.POZNANEBOSPLPW04737BANK OCHRONY SRODOWISKA S.A.RZESZOWEBOSPLPW12238BANK OCHRONY SRODOWISKA S.A.SUWALKIEBOSPLPWSUA39BANK OCHRONY SRODOWISKA S.A.SZCZECINEBOSPLPW07640BANK OCHRONY SRODOWISKA S.A.TARNOWEBOSPLPW25241BANK OCHRONY SRODOWISKA S.A.TORUNEBOSPLPW30442BANK OCHRONY SRODOWISKA S.A.WARSZAWAEBOSPLPW01743BANK OCHRONY SRODOWISKA S.A.WARSZAWAEBOSPLPW10244BANK OCHRONY SRODOWISKA S.A.WARSZAWAEBOSPLPW15745BANK OCHRONY SRODOWISKA S.A.WARSZAWAEBOSPLPW28746BANK OCHRONY SRODOWISKA S.A.WARSZAWAEBOSPLPWXXX47BANK OCHRONY SRODOWISKA S.A.WLOCLAWEKEBOSPLPW05048BANK OCHRONY SRODOWISKA S.A.WROCLAWEBOSPLPW02149BANK OCHRONY SRODOWISKA S.A.ZAMOSCEBOSPLPWZAA50BANK OF TOKYO-MITSUBISHI UFJ (POLSKA) SPOLKA AKCYJNAWARSZAWABOTKPLPWXXX51BANK POLSKA KASA OPIEKI SA – BANK PEKAO SAKRAKOWPKOPPLPWKRA52BANK POLSKA KASA OPIEKI SA – BANK PEKAO SAWARSZAWAPKOPPLPWCUS53BANK POLSKA KASA OPIEKI SA – BANK PEKAO SAWARSZAWAPKOPPLPWXXX54BANK POLSKIEJ SPOLDZIELCZOSCI SPOLKA AKCYJNAWARSZAWAPOLUPLPRXXX55BANK ZACHODNI WBK SAPOZNANWBKPPLPPCBM56BANK ZACHODNI WBK SAWROCLAWWBKPPLPPXXX57BNP PARIBAS BANK POLSKA S.A.WARSZAWAPPABPLPKXXX58BNP PARIBAS S.A. BRANCH IN POLANDWARSZAWABNPAPLPXXXX59BNP PARIBAS SECURITIES POLAND BRANCHWARSZAWAPARBPLPXXXX60BRE BANK HIPOTECZNY SAWARSZAWARHBHPLPWXXX61BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)BIALYSTOKBREXPLPWBIA62BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)BIELSKO BIALABREXPLPWBIB63BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)BYDGOSZCZBREXPLPWBYD64BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)CZESTOCHOWABREXPLPWCZE65BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)GDANSKBREXPLPWGDA66BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)GDYNIABREXPLPWGDY67BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)GORZOW WIELKOPOLSKIBREXPLPWGOR68BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KALISZBREXPLPWKAL69BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KATOWICEBREXPLPWRCO70BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KATOWICEBREXPLPWKAT71BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KIELCEBREXPLPWKIE72BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KOSZALINBREXPLPWKOS73BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)KRAKOWBREXPLPWKRA74BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LODZBREXPLPWMBK75BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LODZBREXPLPWMUL76BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LODZBREXPLPWLOD77BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)LUBLINBREXPLPWLUB78BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)NOWY SACZBREXPLPWNWS79BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)OLSZTYNBREXPLPWOLS80BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)OPOLEBREXPLPWOPO81BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)POZNANBREXPLPWPOZ82BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)RYBNIKBREXPLPWRYB83BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)RZESZOWBREXPLPWRZE84BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)SZCZECINBREXPLPWSZC85BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)TORUNBREXPLPWTOR86BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WALBRZYCHBREXPLPWWAL87BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WARSZAWABREXPLPWWA188BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WARSZAWABREXPLPWWA489BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WARSZAWABREXPLPWCUS90BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WARSZAWABREXPLPWXXX91BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WARSZAWABREXPLPWWA292BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WARSZAWABREXPLPWWA393BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)WROCLAWBREXPLPWWRO94BRE BANK S.A. (FORMERLY BANK ROZWOJU EKSPORTU S.A.)ZIELONA GORABREXPLPWZIE95CREDIT AGRICOLE BANK POLSKA S.A.WROCLAWLUBWPLPRXXX96CREDIT AGRICOLE CIBWARSZAWACRLYPLPWXXX97CREDIT SUISSE (LUXEMBOURG) S.A., POLAND BRANCHWARSZAWACRESPLPWXXX98DANSKE BANK A/S S.A. ODZIAL W POLSCEWARSZAWADABAPLPWXXX99DEUTSCHE BANK PBC S.A.KRAKOWDEUTPLPKXXX100DEUTSCHE BANK POLSKA S.A.WARSZAWADEUTPLPXXXX101DZ BANK POLSKA S.A.WARSZAWAGENOPLPWXXX102EFG EUROBANK ERGASIAS SA JSC (POLAND BRANCH)WARSZAWAEFGBPLPWXXX103FM BANK S.A.WARSZAWAFMBNPLPWXXX104GETIN NOBLE BANK SAWARSZAWAGBGCPLPKXXX105HSBC BANK POLSKA S.A.WARSZAWAHSBCPLPWXXX106ING BANK SLASKI SAKATOWICEINGBPLPWXXX107INVEST BANK S.A.WARSZAWAIVSEPLPPXXX108INVESTMENT FUND SERVICES SP.Z O.O.WARSZAWAAFSLPLPWXXX109KDPW CCPWARSZAWAKCCPPLPWXXX110KRAKOWSKI BANK SPOLDZIELCZYKRAKOWKRSPPLPKXXX111KREDYT BANK S.A.BIALYSTOKKRDBPLPWBIA112KREDYT BANK S.A.GDANSKKRDBPLPWGDB113KREDYT BANK S.A.GDANSKKRDBPLPWGDA114KREDYT BANK S.A.KATOWICEKRDBPLPWKAT115KREDYT BANK S.A.KOSZALINKRDBPLPWKOS116KREDYT BANK S.A.KRAKOWKRDBPLPWKRA117KREDYT BANK S.A.LODZKRDBPLPWLOD118KREDYT BANK S.A.PILAKRDBPLPWPIL119KREDYT BANK S.A.POZNANKRDBPLPWPOZ120KREDYT BANK S.A.POZNANKRDBPLPWPOB121KREDYT BANK S.A.RASZYNKRDBPLPWRAS122KREDYT BANK S.A.RZESZOWKRDBPLPWRZE123KREDYT BANK S.A.SZCZECINKRDBPLPWSZC124KREDYT BANK S.A.WARSZAWAKRDBPLPWWAA125KREDYT BANK S.A.WARSZAWAKRDBPLPWWAE126KREDYT BANK S.A.WARSZAWAKRDBPLPWWAB127KREDYT BANK S.A.WARSZAWAKRDBPLPWWAC128KREDYT BANK S.A.WARSZAWAKRDBPLPWCUS129KREDYT BANK S.A.WARSZAWAKRDBPLPWXXX130KREDYT BANK S.A.WROCLAWKRDBPLPWWRA131LA CAIXA, ODDZIAL W POLSCEWARSZAWACAIXPLPWXXX132MAZOWIECKI BANK REGIONALNY SAWARSZAWAMBREPLPWXXX133MERITUM BANK ICB S.A.GDANSKBWEUPLPWXXX134MERITUM BANK ICB S.A.POZNANBWEUPLPWPOZ135MERITUM BANK ICB S.A.WROCLAWBWEUPLPWWRO136NARODOWY BANK POLSKIWARSZAWANBPLPLPWXXX137NARODOWY BANK POLSKIWARSZAWANBPLPLPWKIR138NARODOWY BANK POLSKIWARSZAWANBPLPLPAXXX139NARODOWY BANK POLSKIWARSZAWANBPLPLPDXXX140NARODOWY BANK POLSKIWARSZAWANBPLPLPWBAN141NATIONAL DEPOSITORY FOR SECURITIESWARSZAWAKDPWPLPWXXX142NATIONAL DEPOSITORY FOR SECURITIES (KDPW SA)WARSZAWAKDPWPLPAXXX143NORDEA BANK POLSKA S.A.GDYNIANDEAPLP2XXX144PEKAO BANK HIPOTECZNY SAWARSZAWAHYVEPLP2XXX145POCZTOWY BANK SABYDGOSZCZPOCZPLP4XXX146POLSKI BANK PRZEDSIEBIORCZOSCI SPOLKA AKCYJNAWARSZAWAPBPBPLPWXXX147POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SABIALYSTOKBPKOPLPWBIA148POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SABYDGOSZCZBPKOPLPWTOB149POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAGDYNIABPKOPLPWGDG150POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAGORZOW WIELKOPOLSKIBPKOPLPWGOA151POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAKATOWICEBPKOPLPWKAB152POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAKRAKOWBPKOPLPWKRD153POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SALODZBPKOPLPWLDA154POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SALUBLINBPKOPLPWLUA155POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAOLSZTYNBPKOPLPWOLS156POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAPOZNANBPKOPLPWPOA157POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAWARSZAWABPKOPLPWCSD158POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAWARSZAWABPKOPLPWTDH159POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAWARSZAWABPKOPLPWWAA160POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAWARSZAWABPKOPLPWXXX161POWSZECHNA KASA OSZCZEDNOSCI BANK POLSKI SAWROCLAWBPKOPLPWWRD162PROSERVICE AGENT TRANSFEROWY SP Z O.O.WARSZAWAPSATPLPWXXX163RABOBANK POLSKA SPOLKA AKCYJNAWARSZAWARABOPLPWXXX164RAIFFEISEN BANK POLSKA S.A.WARSZAWARCBWPLPWXXX165RBS BANK (POLSKA) S.A.WARSZAWAABNAPLPWXXX166SGB-BANK S.A. (FORMERLY GOSPODARCZY BANK WIELKOPOLSKI S.A.)POZNANGBWCPLPPXXX167SKANDINAVISKA ENSKILDA BANKEN AB, SPOLKA AKCYJNA, ODDZIAL W POLSCEWARSZAWAESSEPLPWXXX168SOCIETE GENERALE SPOLKA AKCYJNA ODDZIAL W POLSCEWARSZAWASOGEPLPWXXX169SVENSKA HANDELSBANKEN AB SPOLKA AKCYJNA ODDZIAL W POLSCEWARSZAWAHANDPLPWXXX
Источник: https://internationalmoneytransfers.org/poland-swift-codes/

Send Money To Poland

What Are the Ways of Receiving Money in Poland?

There are two ways you can receive money in Poland. Depending on the provider, you may have a cash pickup option and the direct bank deposit option.

Cash Pickup

Xoom has 4,544 locations in Poland from where you can collect your transfer in cash. Western Union has 8,300 pickup locations and MoneyGram has 6,000 locations. Xoom has a partnership with Poczta Polska, the postal office of Poland to serve as its pickup locations.

MoneyGram also has key partnerships with Poczta Polska, Bank Pocztowy SA, and Bank Polskiej Spoldzielczosci.
Cash pickup is a preferred payout method for small amounts of money. Handling large sums of money in cash can be risky. If you can, get someone to accompany you when picking up the cash. Cash pickups arrive in minutes or can take a few hours. In the case of Western Union and MoneyGram, transfers can take one business day.

Bank Deposit

Online money transfer providers can send a transfer directly to the recipient’s bank. All major banks in Poland accept direct deposits. It is a safer method and most preferred when receiving large amounts of money.

What is Required to Receive Money in Poland?

If the money has been deposited into the recipient’s bank, there is nothing else to do other than waiting for the credit. However, for cash pickups, there is some information you need for the agent to verify your identity and give you the cash.

• Your government-issued ID
• The transaction number- In the case of Western Union, the number is called the Money Transfer Control Number (MTCN). For MoneyGram, you’ll fill in the number when filling out the simple form they will give you

Источник: https://moneytransfers.com/send-money/poland

Customers want banking services to work like the payment, music, and shopping apps they use every day.

In today’s digitally obsessed world, retail banks are struggling to keep pace. Customers expect smart digital banking that is available across channels and tailored to their immediate needs. They want banking services to work like the payment, music, and shopping apps they use every day. But banks, on the whole, have failed to deliver.

The challenge for retail-banking leaders is to manage a shift away from a distribution paradigm that, in just a few years, has become almost obsolete. In many markets, people bank almost exclusively through phone apps, and many would probably go 100% mobile if the opportunity were available. The branch is increasingly an expensive, though sometimes still necessary, luxury.

We expect the branch-centered distribution model to evolve by 2025 in almost every country. That does not mean that there will be no branches. However, radically reformed branches that conduct in-person and remote relationships—along with customer contact centers and specialist sales teams—will play second fiddle to a digitally dominated proposition.

It won’t be easy for banks to change so quickly. But those that embrace disruption will get the highest payoffs, meeting customer needs and achieving operating-model efficiencies. The net impact, in our view, will be that profitability will increase as much as 25%.

Banks can use five levers to make this happen:

  • Implementing the intelligent routing of customer requests between digital and assisted channels, yielding a profitability increase of 5% to 15%
  • Shifting from contact centers to customer care platforms, 2% to 8%
  • Embedding “distribution” on partner platform services through application-programming interfaces (APIs), 2% to 8%
  • For most banks and in most markets, reducing branch networks while, at the same time, taking steps to optimize the remaining branches, 2% to 8%
  • Harnessing the creativity and passion of frontline colleagues to meet customers’ needs, providing support for the four other levers

These five levers can make the difference between the building of a retail bank that meets the needs of the digital generation and a gradual slide into irrelevance. Many banks, under pressure from regulation, competition, and changing customer expectations, have progressed in the journey. The priority for most, however, should be to accelerate efforts immediately.

A New Distribution Model

Today’s customers expect to be able to access banking services on their own terms—when and where they want. They expect a pleasant digital experience and the offer of products, information, and advice appropriate to their needs. The origin of these expectations: their daily experience buying from other industries. Tech companies, in particular, have raised the bar on service, leveraging big data to offer customers a smarter, more relevant service that is helping them compete in areas including savings, payment, and credit.

In an age of digital convenience, consumers are notably unimpressed by banks’ clunky processes. A BCG survey found that, in terms of customers’ willingness to advocate for banks’ services, retail banks rank ninth of ten industries. It is worth noting that in the banking cohort, the highest scoring are digital-only players. (See Exhibit 1.)

Digital capabilities across channels provide a route to personalized interactions, products, and pricing, enabling of high-volume solutions—mobile apps, websites, and robo-advisers—that allow for minimal manual intervention at a relatively low cost. Moreover, digital is essential for cutting distribution costs and boosting revenues.

We expect that by 2025, a new distribution model will be the norm—if banks act now. The new model will be more automated, channel agnostic, and capable of meeting individual needs. The human touch will still play a valuable role, particularly at certain critical moments, but it will recede into the background. Successfully implemented, the digital-first approach can catalyze a profitability boost of as much as 25%.

Key Trends

The new model will be built alongside, and in response to, six key trends that we believe will reshape the banking industry. As these trends become realities, the silos that currently define the banking business model will break down. In their place, a more flexible approach to distribution will emerge, reflecting more closely the way that people make decisions. It may be by making an offer when people are researching a purchase, budgeting for family expenses, or assessing pension options. By 2025, leading banks will be “ubiquitous,” engaging with customers much more actively and being sure to respond to each situation appropriately and in good time. Of course, they must guarantee the protection of customers’ data as they do so.

Multiple Customer Touch Points. Banks will connect with customers using a multitude of channels, modalities, and devices. They will leverage a broad array of tools, including mobile apps, the Internet of Things, APIs, aggregators, internet searches, and social networks. The absolute and relative volume of digital touch points will increase from year to year; they are already doing so. (See Exhibit 2.) A major Nordic bank, for example, has reported that, on average, its customers have physical meetings with bank personnel once every five years. However, the average customer uses the bank’s mobile solutions about once every two days. Still, we expect human contact will remain important, particularly at key moments in the sales process. In addition, banks of various countries will move at different paces as they transition away from face-to-face customer meetings.

Blurred Lines Between Humans and Machines.Analytics and artificial intelligence (AI), which increasingly will enhance decision making and communications, will blur the lines between man and machine. In many cases, however, the consumer will fail to see a difference. The most recent technology applications can respond to hundreds of thousands of emails a day, freeing up at least ten days a year for every relationship manager (RM). France’s Crédit Mutuel, for example, reported using IBM’s Watson solution to support 20,000 customer advisors in responding to 350,000 daily inquiries related to 200 products. Whenever Watson doesn’t have an answer, it does the next-best thing: it offers a suggestion to its human operators. Such capabilities will become sharper and more powerful over time, providing a more consistent and fluid customer proposition. Banks will be on customers’ radar every day, offering options that range from 100% digital self-service to face-to-face encounters informed by automation.

Multiple Delivery Options Across Channels. Channel decisions right now are singular and linear. A customer can go to a branch, speak to a call center, or chat online. However, the content of these interactions is rarely shared across channels. In the near future, these distinct offerings will be integrated. Customers will have access to information and advice through the most convenient channel. Banks will communicate using text, voice (human or automated, online or in person), and video. They will leverage AI, automatically routing a customer to the most relevant option, identified on the basis of cost to serve, the complexity and nature of the customer’s request, and client preference. The cost of distribution will continue to vary drastically among channels, emphasizing the need for a smart routing engine that can determine hierarchies on the basis of the nature of requests. This ability will, in turn, require omnichannel orchestration and mutualized channel management. Benefits will include faster service, higher conversion rates, and increased customer satisfaction. (See Exhibit 3.)

Service Model Differentiation Based on Customers’ Profiles and Preferences. Today’s banks offer too many products, many of which see little demand. By 2025, banks will present a much simpler proposition. On the one hand, that proposition will comprise a mass-market offering that is distributed digitally across channels and at low cost. On the other, it will consist of fewer, more complex products that target niche segments of the more affluent customers and are backed by human expertise as appropriate. Anything else will likely be unprofitable.

Mass Personalization. Customers’ demands for personalization are changing. Nearly two-thirds of millennials say that they are willing to share personal data in return for more personalized service.1Notes:1Devon McGinnis, “ Please Take My Data: Why Consumers Want More Personalized Marketing,” Salesforce (blog), December 2, 2016. They are happy that their banks understand their projects and their history. Banks, in response, will strive to make every interaction valuable, using data analytics to aid decision making and offer relevant insights, products, and services. Customers will get the experience, channel, products, and pricing that correspond to their needs, and, in high-value interactions, humans will intervene at key moments. Tech giants and new entrants have raised the bar, and banks must keep pace. Personalization is an equally effective lever in customer acquisition, increasing frequency of contact, cross-selling, and churn prevention.

In Poland, Bank Millennium is at the vanguard, having implemented personalization at scale on the basis of client behavior segmentation. The bank now sells almost half of its consumer loans through digital channels.

Extended Reach and Seamless Integration. In the future, banks will not only reach out to the world from their own branches, websites, and apps, they will also engage through a variety of touch points, including third-party offerings, ecosystems, and fintechs. The “conversation” will start even before the customer engages directly: banks will be alive to their customers’ priorities, interests, and activities. In the French market, nearly two-thirds of retail-banking product sales start with a Google search, a proportion likely to be similar across many markets.2Notes:2Google, 2017 data. For that reason, banks need to be present and valuable at that stage of the journey.

Furthermore, they should act as enablers of behaviors rather than as providers of products in response to requests. As customers research mortgages, loans, and other products, banks must optimize the presence of their search engines and be ready to offer support across channels. Customers’ digital activity outside the banking system should drive engagement—when, for example, a customer accesses a mortgage calculator or makes inquiries at a real estate agency or car dealership.

Zillow, an online real estate database company, reports that in 2019 it has become a major distributor of mortgages through partnerships with banks and, more recently, on its own account. Data mining, which will inform knowledge related to life events such as the birth of a child or a residential move, will also make it possible for banks to detect potential changes in sentiment or the possibility of churn. Open banking and the growth of ecosystems will nurture this kind of awareness.

How Will Banks Drive Transformation?

Retail banks have become accustomed to inhabiting competitive fortresses, where their strong brands, close relationships with customers, and high barriers to entry protect them. This has been evident in the industry’s extremely low levels of churn—generally, less than 5%. However, the old certainties are fading, and parts of the value chain are under pressure. As the six trends play out in the years leading up to 2025, banks should respond by focusing on distribution. They must be ubiquitous, personalize their services, and ensure that their offerings make economic sense. Many are already taking steps. Those that have been slow to move should act on five key imperatives. (See Exhibit 4.)

Automate the orchestration and routing strategy. Effective orchestration must be driven by automated-routing capabilities. So-called smart routing means banks should create seamless customer journeys and at the same time choose the best delivery option for each situation on the basis of customer potential, the nature of the request, and the capabilities available. The key is to offer customers any channel as an entry point and then to assign a contact on the basis of the analysis of existing or potential value, the product in question, the likely outcome, customer preferences, and cost to serve. (See Exhibit 5.)

The model, which is a far cry from current approaches, can be achieved only through profound transformation. The bank must be able to offer all products and services across channels—no matter how the customer makes contact. Routing among channels should be fully automated, but there should be the option of human contact when the cost to serve allows it.

Data collection is key, and banks must take in all interactions, including self-care channels and a variety of external sources. Customer recognition should be backed by microsegmentation, and requests should be automatically qualified on the basis of such factors as complexity, opportunity, and even emotional state. Learning mechanisms should be applied to requalify requests on the basis of past interactions.

Extend reach through open-banking APIs. Open banking is set to play a vital role in helping banks become members of extended ecosystems. By joining forces with third parties, banks can reap benefits including cross-selling opportunities, knowledge sharing, and access to new cohorts of potential customers. Partnership also reflects the Zeitgeist: in an ecosystem world, it makes sense to participate or orchestrate rather than go it alone. Banks can do this by embedding new functionalities or adding their services to third-party platforms. For example, a bank that shares data with a travel agency could easily imagine expanding its market for foreign-exchange services, both on its own and on the agency’s platform. One likely impact of this kind of initiative will be a stronger and more secure client relationship.

Wells Fargo has, for example, focused on ramping up its API capabilities. In 2018, the bank offered 13 public products—6 for payments and 7 for data services. The bank’s head of the API Gateway Channel reported that the bank views APIs as “the next step in distribution.”

APIs also generate opportunities to expand products and services, and several banks have launched API-driven products such as secure data validation, digital wallets, mobile dashboards, and treasury management services. Of course, banks must be sure to expand their capabilities while protecting their existing franchises.

Create virtual customer care platforms. As banks recalibrate their portfolios, they should aim to do a better job of reflecting digital lifestyles, offering customers seamlessly joined mobile, online, phone, and face-to-face services. We see three axes of transformation:

  • Multiple Entry Routes to the Platform. These include phone, apps, chat, mail, and email, as well as social media and videoconferencing from home or from branches and contact with partners. The virtual customer care platform will also play a role in managing outbound activity, including, for example, loan distribution through third parties such as auto dealers or sharing live simulations of loan repayment.
  • A Modern and Streamlined User Experience. The up-to-date user experience should transform the current contact center—slow, standardized, uninformed—into a fully integrated channel. Functionalities to streamline the customer journey will include visual interactive voice response technology that guides inbound callers to a web-based support experience, multichannel call back, wait time information, automated identification and authentication, natural-language processing and virtual agents (chatbots), smart pairing (linking customers’ devices to video systems), and next-best-action and sentiment analysis.
  • An Enhanced and Expanded Care Platform. This should include, for example, e-signatures, selfie identification tools, and robotized email management to streamline the customer experience and increase self-care options. This will free up capacity for RMs to invest in higher-impact activities.

Streamline a multiformat branch network. Banks around the world have been shutting branches at a rapid pace. However, some countries have moved much further down the line than others. Norwegian banks, for example, closed half of their branches from 2009 through 2017. German banks, on the other hand, shut just 20% of their branches during the same period. The variation can be explained by a number of factors, including the country’s rate of digital adoption, entrenched frameworks (Germany historically has had a strong regional branch network), and economic and social pressure. Spanish banks, for example, saw mass closures as the banking system consolidated after the recent financial crisis. Outside Europe, the picture is equally patchy. Australian banks have enthusiastically cut branches. US banks have been less committed. However, we expect the pace of closures to accelerate. (See Exhibit 6.)

For branches that are retained, banks need to embrace new formats, offering a menu of channels and ensuring that customers have access to each. Simple measures such as branch hours of operation should be adjusted: new entrants in some markets are pushing hard, offering evening and weekend service. Modernized branches should meet the needs of local markets by including franchises, mobile branches, 24-7 digital-only branches, and partnerships with retailers.

Retrain and reskill the workforce. Transformational change requires adjustments to the strategic mindset. Part of that equation should be a dedicated talent strategy—an old-school skill that remains a critical cog for retail banks aiming to remain competitive over the coming years.

Digitization and automation should allow banks to operate leaner distribution networks. The accompanying shift in personnel requirements will free up RMs to engage in higher value and customer-facing activities. For their new roles, RMs will need new-skill training, backed by advanced analytics to aid marketing, pricing, and decision making.

Workforce evolution calls for dealing with three kinds of challenges:

  • Optimization of the Service Network. Banks must be sure that their allocation of resources and skills evolves with network reorganization.
  • Competency. The skill sets required for transformation and distribution (for example, remote-sales skills for RMs) must be identified early on, and training and hiring must address the specified needs.
  • Timing. The complete transformation must be supported by well-orchestrated hiring, training, restructuring, and mobility.

Remuneration policy must reflect the new workforce roles and responsibilities, and performance targets must be aligned with standards and guidelines.


In an increasingly competitive, technology-driven, and dynamic banking landscape, the distribution models of the past no longer fit their purpose. Omnichannel banking is set to evolve into a flexible and fluid distribution model that situates banks so that they operate efficiently and are prepared to cater to individual customer needs. To achieve this, banks need clever, connected, and responsive digital offerings; smart routing; new customer care platforms; inspired branch strategies; and a constructive approach to partnerships. The most effective approach to implementation will likely be based on agile principles: banks will aim to leverage quick wins, building momentum and conviction. The prize for those that get it right is remaining competitive, serving customers better, and a significant boost to the bottom line.

Muriel Dupas

Retail Banking Senior Sector Manager

London

Juan Uribe

Managing Director & Partner

New York

Frédéric Brugère

Principal

Paris

About Boston Consulting Group

Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. BCG was the pioneer in business strategy when it was founded in 1963. Today, we work closely with clients to embrace a transformational approach aimed at benefiting all stakeholders—empowering organizations to grow, build sustainable competitive advantage, and drive positive societal impact.

Our diverse, global teams bring deep industry and functional expertise and a range of perspectives that question the status quo and spark change. BCG delivers solutions through leading-edge management consulting, technology and design, and corporate and digital ventures. We work in a uniquely collaborative model across the firm and throughout all levels of the client organization, fueled by the goal of helping our clients thrive and enabling them to make the world a better place.

© Boston Consulting Group 2021. All rights reserved.

For information or permission to reprint, please contact BCG at [email protected] To find the latest BCG content and register to receive e-alerts on this topic or others, please visit bcg.com. Follow Boston Consulting Group on Facebook and Twitter.

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Источник: https://www.bcg.com/publications/2019/retail-banking-distribution-2025-up-close-personal

BANK MILLENNIUM S.A., Warszawa - SWIFT/BIC Code

SWIFT Code / BICBIGBPLPW
Money TransferSave on international fees by using Wise, which is 5x cheaper than banks.
Receive MoneyGet paid at the real exchange rate by using Wise.
Bank / InstitutionBANK MILLENNIUM S.A.
Branch NameCentrala
AddressUL. STANISLAWA ZARYNA 2A, HARMONY CENTER
CityWARSZAWA
Postcode02-593
CountryPoland
ConnectionActive

SWIFT CodeBIGBPLPW or BIGBPLPWXXX
Bank CodeBIGB - code assigned to BANK MILLENNIUM S.A.
Country CodePL - code belongs to Poland
Location & StatusPW - represents location, second digit 'W' means active code
Branch CodeXXX or not assigned, indicating this is a head office



What is a SWIFT Code?

A SWIFT Code is a standard format of Bank Identifier Code (BIC) used to specify a particular bank or branch. These codes are used when transferring money between banks, particularly for international wire transfers. Banks also use these codes for exchanging messages between them.

SWIFT codes comprise of 8 or 11 characters. All 11 digit codes refer to specific branches, while 8 digit codes (or those ending in 'XXX') refer to the head or primary office. SWIFT codes are formatted as follows:

AAAABBCCDDD

  • First 4 characters - bank code (only letters)
  • Next 2 characters - ISO 3166-1 alpha-2 country code (only letters)
  • Next 2 characters - location code, passive participant will have "1" in the second character (letters and digits)
  • Last 3 characters - branch code, optional - 'XXX' for primary office (letters and digits)

The downside of international transfers with your bank

When you send or receive money using your bank, you might lose out on a bad exchange rate and pay hidden fees as a result. That's because the banks still use an old system to exchange money. We recommend you use Wise (formerly TransferWise), which is usually much cheaper. With their smart technology:

  • You get a great exchange rate and a low, upfront fee every time.
  • You move your money as fast as the banks, and often faster – some currencies go through in minutes.
  • Your money is protected with bank-level security.
  • You join over 2 million customers who transfer in 47 currencies across 70 countries.

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The registrations of SWIFT codes are handled by Society for Worldwide Interbank Financial Telecommunication (SWIFT) and their headquarters is located in La Hulpe, Belgium. SWIFT is the registered trademark of S.W.I.F.T. SCRL with a registered address at Avenue Adèle 1, B-1310 La Hulpe, Belgium.

Источник: https://www.theswiftcodes.com/poland/bigbplpw/
Millennium BCP

Banco Comercial Português, S.A. (operates under the Millennium brand) is the largest private-owned bank in Portugal in terms of market share. It serves about 5.3 million customers through over 600 domestic branches and 540 branches in Poland, Switzerland, Angola and Mozambique. It also has on-shore branch in Macau and representative offices in São Paulo and Rio de Janeiro. The company offers various deposits products, mortgages, personal and car loans, credit cards, insurance, leasing, factoring, asset management, investment banking, private banking, internet banking and other services. In 2016, Banco Millennium Angola (the 6th largest bank in Angola) merged with Banco Privado Atlântico (the 5th largest bank in Angola) with creating Banco Millennium Atlantico. As of March 31, 2017, Banco Comercial Português S.A. had total assets of EUR 72.077 billion, total customer funds of EUR 65.1 billion and gross customer loans of EUR 52.2 billion, including EUR 24 billion in mortgage loans. Banco Comercial Portugues was established in 1985 and employs over 15,700 people.

Shareholder structure:
Fosun International - 23.9%
Sonangol Group - 15.24%
Millennium Management - 2.12%
Norges Bank - 2.09%
Energias de Portugal (EDP) - 2%

Domestic Subsidiaries:
Millennium bcp Asset management
ActivoBank
Banco de Investimento Imobiliário (Mortgage Loans)
Millenniumbcp Ageas (Insurance)
Interfundos (Gestão Fundos Investimento Imobiliário)

Foreign Operations:
Bank Millennium (Poland)
Mozambique International Bank (Millenium BIM) - The largest bank in Mozambique.
Banco Millennium Atlântico (Angola)
Millennium Banque Privée BCP (Switzerland)

Head office address:
Pc. Dom Joao I Nr. 28
Porto 4000-295, Portugal
Phone number: +351 22 207 2000
Website: www.millenniumbcp.pt

Switzerland
Banque Privée BCP (Suisse) SA
Place du Molard,
4 CH-1204 Genève
www.millenniumbp.ch

Poland
Bank Millennium SA
ul. Stanisława Żaryna 2A
02-593 Warszawa

Mozambique
Avenue Karl Marx
Maputo, Mozambique

Brazil
R Iguatemi, 192, 7º Andar - Conjunto 73
Itaim Bibi, 01451-010, São Paulo

Praia de Botafogo
228 - Ala B - Piso 9
Conj 908, 22250-040, Rio de Janeiro

Millennium bcp Bank & Trust
3rd Floor, Strathvale House
90 North Church Street
George Town, Grand Cayman
Cayman Islands

Источник: https://www.relbanks.com/europe/portugal/millennium-bcp
millennium bank routing number poland

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Как открыть счет в банке Millennium в Польше? Можно ли снять деньги в Украине?

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