Oma Säästöpankki (OMASP) CMD 2026 summary

Strategic direction and growth priorities

• Strategy through 2029 shifts from non-organic expansion toward disciplined, sustainable organic growth and operational excellence.

• Growth priorities include deepening customer relationships, capturing more share of wallet, and expanding fee-based services in savings, investing, payments, and insurance.

• Local presence and personalized service complement digital channels; the branch network is planned to remain at 45–50 locations, focused on growth regions.

• Targeting high-potential household and SME segments, including entrepreneur-led businesses; partnerships with Bo LKV and Kesko support customer acquisition and broader services.

• M&A is not a primary growth driver, though bolt-on investments and strategic partnerships remain possible when aligned with the strategy.

Financial targets and performance

• 2029 targets: comparable ROE above 14%, cost/income ratio below 50%, annual fee and commission income growth above 10%, and CET1 at least 2 percentage points above regulatory requirements.

• Q1 2026: profit before tax up nearly 200% year-on-year, fee and commission income up 7.4%, operating expenses down 15.4%, and cost/income ratio at 57.5%.

• Fee growth is driven by cards, payment transactions, fund services, and insurance, with further potential from wider product use among existing customers.

• CET1 was 18.5% and total capital ratio 19.4%; capital targets support growth and a stable dividend policy.

• Cost discipline includes stabilizing headcount and shifting resources toward sales and customer-facing roles.

Risk management and operational improvements

• Risk management strengthened through a new Board Risk Committee, revised strategy, enhanced credit framework, additional FTEs, and stronger risk culture.

• Credit decisions and collateral monitoring are centralized; the loan portfolio is diversified across households (60%) and businesses (40%), with regional diversification.

• NPLs remain elevated but are stabilizing, impairment losses are declining, and new loan vintages show improved credit quality; soft collections are centralized for early intervention.

• Legacy NPLs remain a focus, with payment arrangements and potential portfolio sales under review.

• Credit guardrails and streamlined anti-financial-crime processes, including KYC and AML automation, support efficiency and compliance.