Santander Bank Polska

The strategy of Santander Bank Polska Group for 2021–2023 is a continuation of the previous course of action and is based on the same values and assumptions as applied before. The Group’s purpose, aim and values have not changed for years:

  • Purpose icon


    To help people and businesses prosper

  • Santander logo - icon


    To be the best open financial services platform by acting responsibly and earning the lasting loyalty of employees, customers, shareholders and communities.

  • Values icon


    • Simple
    • Personal
    • Fair


Key strategic dimensions

Key strategic dimensions for 2021-2023


The strategy of Santander Bank Polska Group reflects a customer-centric approach to business management through continuous improvement of service quality and product range. A special focus is placed on digitalisation and simplification of processes from the customer’s perspective, which results in improved customer experience, increased operational efficiency, simple solutions, and transparency of the offer. The delivery of the Group’s strategy is underpinned by innovative solutions and the corporate culture which is focused on increasing engagement and motivation of employees and social responsibility of the organisation.

Six strategic directions

Six strategic directions for 2021-2023

As part of the strategy for 2021–2023, the following six strategic directions have been defined: customer obsession, employee focus, simplification, smart omnichannel, innovate to open platform, safety and trust. They are the key focus areas of the Group’s transformation. The strategic directions set by the Group:

  • consolidate specific objectives set to increase loyalty of individual stakeholder groups: employees (employee focus), customers (customer obsession), communities and shareholders (safety and trust);
  • assign the highest transformational value to the objectives related to development of the Group’s operating model: simplification and smart omnichannel;
  • fully comply with the aim of Santander Group’s regional strategic plan One Europe, emphasising the foundations for the Group’s development (safety and trust), with a particular focus on responsible banking (CSR/Corporate Social Responsibility);
  • indicate the Group’s ambition to build competitive advantages through innovation to open platform.

Strategic objectives

Strategic objectives for 2021-2023

The activities undertaken as part of six strategic directions are based on strategic initiatives, such as strategic programmes, hot spots (initiatives focused on customers and employees), bets (initiatives in the Agile model) and group programmes. They are regularly monitored and their results are reviewed on the basis of qualitative and quantitative metrics. The following are measures defining the Group’s financial ambitions.

Ambitions of Santander Bank Polska Group (financial measures) under strategy for 2021-2023

In view of dynamic and complex changes in the macroeconomic environment, the strategy of Santander Bank Polska S.A. is regularly verified, which helps take prompt action in response to market trends and other changes in the dynamic environment.

Ambitions for 2021–2023 and Delivery of the Strategy

Strategic directions

When setting strategic directions, the Group also defines strategic objectives and key success measures that let it track the progress in delivery of the strategy.

Employee focus

Our achievements

Key success measure

Our ambition

  • Ensured safety and supported wellbeing of our employees during the Covid−19 pandemic
  • Optimised many HR processes
  • Continued development of a work model in accordance with the Agile methodology
  • Promoted diversity, equal treatment and inclusion
  • Supported talent development
  • Leading employer of choice in the banking sector (Top Employer Poland 2021 certificate)
  • Implementation of a remote work culture and design of a hybrid work model
  • Development of wellbeing programmes and promotion of healthy and sustainable lifestyle (BeHealthy, SantanderGO)
  • High level of Agile maturity (ceremonies and tools)
  • Foster the corporate culture based on the Simple, Personal and Fair values
  • Increase employee engagement and retain the employer of choice title
  • Attract and retain best talents
  • Continue to develop key competencies (including leadership skills)


Our achievements

Key success measure

Our ambition

  • Simplified the product range and a number of key customer service and post−sales processes
  • Significantly reduced paper consumption in processes
  • Reduction of paper consumption (by 23.1m sheets by the end of December 2021)
  • Increase in the number of customers using e−communication channels
  • Reduction in the number of products
  • Introduction and gradual expansion of SMS−based authentication of payments and cash transactions at branches and electronic signature of documents
  • Simplification of the complaint process for SME customers
  • Implementation of a new consolidation loan application process in internet and mobile banking
  • Further reduce paper documents and promote electronic communication
  • Continue to simplify processes and products and optimise the organisational structure

Customer obsession

Our achievements

Key success measure

Our ambition

  • Accelerated process digitalisation and optimisation
  • Supported our customers during the Covid−19 pandemic
  • Introduced a plain language in communication with our customers
  • Increase in mass NPS vs 2019 (steady upward trend since the beginning of 2020)
  • Build long-term customer relationships thanks to products created using service design competencies and feedback from customers from individual segments
  • Increase localisation of our products and digitalisation of our customers
  • Increase the customer satisfaction level (NPS)

Smart omnichannel

Our achievements

Key success measure

Our ambition

  • Accelerated process digitalisation
  • Increased the availability of processes in remote channels
  • Reduced the number of processes requiring a visit to a branch
  • Aligned the customer experience standard across all channels
  • 3m digital customers of Santander Bank Polska S.A.
  • Increase in the number of transactions made in remote channels
  • Growth of product sales through self−service channels
  • Increase in the number of paperless transactions and transactions without a traditional hand−written signature
  • Maximise the use of self−service and remote channels in key sales and post−sales processes
  • Increase the number of digital customers
  • Improve customer experience in remote contact channels

Innovate to open platform

Our achievements

Key success measure

Our ambition

  • Supported further evolution to an open platform in cooperation with Santander Group and external partners
  • Developed open banking solutions via Santander Open
  • Launch of GTS platform offering new digital services for corporate customers
  • Extension of cooperation with external partners
  • Growing number of customers using Santander Open (PSD2 aggregator)
  • Further develop and improve the open financial services platform

Safety and trust

Our achievements

Key success measure

Our ambition

  • Developed and strengthened the responsible banking agenda based on ESG metrics
  • Took further steps to meet the objectives of the Group’s Net Zero strategy
  • Implemented the new Environmental, Social and Climate Change Risk Management Policy
  • Introduced a new model for managing the responsible banking agenda
  • Established the ESG Forum and appointed 11 ESG Leads representing each division of the bank
  • Were implementing the corporate Sustainable Finance Classification System
  • Expanded the scope of our green products and services and helped customers in their green transformation and transition to a low− and zero−emission operating model
  • Supported creation of a diverse and friendly working environment
  • Made the second largest issuance of green bonds for a non−financial company with a total value of EUR 311m
  • Provided EUR 109m for renewable energy projects
  • Provided EUR 372m for green finance in 2021
  • Issued first sustainability bonds of Santander Bank Polska S.A. with a total value of PLN 750m
  • First card made of biodegradable plastic
  • ECO Loan on offer
  • Support for green transformation of corporate and investment banking customers
  • 35% of women in managerial positions
  • Minimisation of the EPG (Equal Pay Gap)
  • Extend the range of green products and services
  • Continue to support transition to a low− or zero−emission economy
  • Adapt our measures to meet the requirements of the TCDF (Task Force on Climate−related Financial Disclosures)
  • Continue to develop leadership skills, focus on employees and promote diversity, equal treatment and inclusion in the workplace
  • Build the awareness of fraud risk among the bank’s customers and employees as part of promotion of cybersecurity culture
  • Ensure high stability and security of our systems and take measures to significantly reduce the number of system failures

Financial and non-financial measures
of Santander Bank Polska Group
performance under strategy for 2021-2023

(as of December 2021)

Financial and non-financial measures in the process of implementing the strategy (figures  as of 1h2021)

* Pertains to Santander Bank Polska S.A. only (the number of branches include off−site locations and Santander Zones)