Strategy 2024 - 2026

Mission, vision, values and goals of the strategy

The strategy of Santander Bank Polska Group for 2024-2026 introduces new directions of development, while maintaining the foundations that have remained unchanged for years in the form of the mission, vision and values that accompany our daily work. The strategy is based on three directions: Total Experience, Total Digitalization and Total Responsibility.

We help you achieve more
– Strategy of Santander Bank Group Poland PDF

Mission

We help people and businesses prosper.
Vision

To be the Best Open Financial Services PLATFORM by acting RESPONSIBLY and earning the lasting LOYALTY of our people, customers, shareholders and communities.
Values
- Simple
- Personal
- Fair

The strategy of Santander Bank Polska Group was developed in the spirit of meeting the needs of a modern organization. It is underpinned by the Total Experience direction, where we focus on maximizing the customer and employee experience. As part of the Total Digitalization direction, we continue building digital service channels for our customers and an efficient, digitalized work environment for employees. Total Responsibility, on the other hand, pursues the responsible business agenda not only from an environmental but also from a social perspective.

Helping our customers and employees prosper is our purpose and the foundation of our three-year strategy for 2024 - 2026 .

Our actions are people-oriented: we focus on customers and employees. This is why relationships are the focal point of our strategy. We want them to be long-lasting and based on trust. We aim at evoking positive emotions and projecting the image of a bank that is close to people. We believe that caring about the experience will make us stand out on the market. This is what our first strategic direction – Total Experience – is about.

We also know that positive emotions and experience to a large extent depend on the interactions in the digital world. For this reason, with increased determination, we follow the path of digital innovation offering our customers new possibilities in remote channels and ensuring our employees simple and effective processes. This is what our second strategic direction – Total Digitalisation – is about.

Challenges we face as a bank and society require huge responsibility. And for us, responsibility is not just theory but a rule that guides us in our daily operations. We consciously make ethical decisions, keeping in mind our impact on the community and the environment. With a sustainable business model, we create value for customers, employees, shareholders and local communities, working towards a better future for our children and our planet. This is what our third strategic direction – Total Responsibility – is about.

Our path is clearly set – we believe that cooperation, engagement and determination will help us pursue together our strategy and strengthen our market position.

Actions taken as part of the three strategic directions are implemented through strategic initiatives, such as strategic programs and projects, initiatives under the Agile model and Group programs. These are regularly monitored and their results are reviewed using qualitative and quantitative metrics. The following are measures that define the Group's ambitions.

Due to the pace and complexity of changes in the macroeconomic environment, the strategy of Santander Bank Polska S.A. is subject to regular reviews which ensures a prompt response to market trends and other changes in the dynamic environment.

Ambitions for 2024–2026 and Delivery of the Strategy

Strategic directions

When setting strategic directions, the Group also defines WHAT its objectives are and HOW they will be delivered so that it can track the progress in delivery of the strategy.

Our objectives

How we will deliver it

A unique corporate culture where both customer and employee experience are equally important.
A unique process of building user relationships through which we are an organisation that focuses on people needs, which lays at the heart of our competitive advantage. We ensure pragmatic value and positive emotional connection with customers and employees.

We have combined CX and EX to increase the synergy of our actions:

We have created an integrated Total Experience (TX) approach. This is how we design and deliver unique experience to our customers and employees. This will make us joyfully brave, happily human and seriously impactful.

We care about fundamentals:

We are simple by nature, as we simplify processes, solutions, documents and communication for customers and employees.
We care about work-life balance, competitive remuneration, and physical and mental wellbeing of our employees.

We develop tools:

We always take into account employee perspective when designing solutions for customers. The experience of some is not at the expense of others.
We strengthen process ownership based on comprehensive customer and employee experience: Total Experience Ownership.

We transform our culture:

We strengthen the corporate culture of Santander based on cooperation, trust, diversity, empowerment and continuous development.
We build the culture of cooperation in the spirit of One Team, placing emphasis on experimentation and continuous improvement.
We support leadership as the key element in building a human-centred organisation.

We become a Love Brand:

We support customers and employees by communicating with them using emotional differentiators.
We design and test products and services with customers and employees based on the TX Guide.

Our objectives

How we will deliver it

Digital business model built based on the following goals:

We deliver the best digital experience to our customers and employees, making it unique. This will make us joyfully brave, happily human and seriously impactful.
We strengthen process ownership – business owners have greater decision-making power to manage all employee and customer journeys (sales, post-sales, internal processes). To achieve that, they use KPIs, monitoring, and budget.
We ensure digital, end-to-end self-service of all processes, unless it is not cost-effective or customers prefer in-branch or remote service (Optichannel).
We maximize employee and customer self-service. We migrate customers to digital self-service while assisting them in traditional channels.
We leverage on personalised communication, digital proposition and 360º customer view (hyperpersonalisation) to make us joyfully brave, happily human and seriously impactful in Optichannel.
We have open APIs – we design all interfaces from scratch to be easily shared with external partners.
We use artificial intelligence and machine learning to support cost and operational efficiency.

Time to Value through which:

We accelerate Time to Value and Time to Market without compromising on quality.
We ensure a flexible approach to experiments according to the needs of their owners.
We implement and use modern layers of integration and data access (New Backends).

Customer and employee relations through which:

We have all the necessary information about customer preferences and behaviours to provide them with a smooth and personalised service journey.
We wish to maintain interpersonal relationships with customers, especially through branches, managers and product experts (BCB & CIB). At the same time, we help them settle into the digital world.
Our customers are not afraid to give us their data.
We provide excellent quality journeys that make customers and employees want us to be their partner in non-banking services. That said, our services include more than just banking.

Digital business model – common areas:

We have specific owners and tools to manage processes – sales, post-sales and internal processes.
We have KPIs and targets in place for all customer and employee journeys.
We automate repetitive, low added-value processes by using a robotics platform.
We centralise post-sales services from physical channels to automate them.
Capabilities in digital and process management including robotisation, are key to successful transformation. We focus on their development and connection with employee objectives.
We strive for quick elimination of legacy solutions from our processes and systems.
We have open APIs – we design our solutions to make interfaces available to external partners.
We maximize the use of digital channels by customers, offering assistance from our advisors if needed.
We focus on simplification of documents and processes and using plain language in communication with customers and employees.
We favour cross-segment cooperation to use the same solutions whenever this is viable. We ensure smooth migration between segments.

Time to value:

We start measuring Time to Value, not just Time to Delivery/Market, and accelerate this process based on data.
We are business-minded: we make decisions about investments and priorities based on data from business cases.
We promote experiments to test response from customers and employees. For this reason we ensure:
- light experiment management – clear hypotheses and measurements, defined duration and conclusion-drawing – all fit for purpose;
- a central budget for experiments.
We promote quick migration of digital processes to new backends.

Customer and employee relations:

Process owners capture and use data relating to all customer and employee interactions across all journeys.
We implement new CRM, modelling and experimentation tools as a lever for hyperpersonalisation and optichannel.
We create an ecosystem of services through value-added services (VAS).

Our objectives

How we will deliver it

We defined goals based on the areas outlined in ESG.

E (Environmental):

We are a role model in terms of sustainability and transformation.
We help and guide customers through green transition.
We build business networks, finding trusted partners and helping them arrange finance.

S (Social):

We support society by providing education, preventing financial exclusion, and making social investments.
We provide comprehensive communication on our social activities that build the awareness of our impact.
We promote equality and diversity among employees.
We counteract digital exclusion, offering friendly digital products and advising customers.
We ensure a high level of cybersecurity and transparent communication with customers, talking straight about risks.

G (Governance):

We live up to our commitments to all stakeholders and are transparent about our plans and activities.
Our regulatory compliance and strong risk culture ensure security and stability, whereby we can strengthen customer trust.
We talk with regulators and industry organisations about new legislative directions that favour a sustainable transition.

E (Environmental):

Transformation of the Bank:
- We limit our own emissions, inter alia, by increasing the energy efficiency. In 2024 100% of the energy used by the Bank comes from the renewable sources, with the cancellation of guarantees of origin.
- We start a production of our own energy from photovoltaics in the buildings we operate and test solutions in order to decrease the energy used for heating in our locations.
- Our business model takes into account environmental risks.
- We train and support employees in green transactions, identifying ESG risks and greenwashing practices.
- We increase the Green Asset Ratio and diversify the portfolio of green assets and products.
- We analyse “Scope 3” emissions as part of the portfolio and identify decarbonisation levers.
- We develop transformation plans that cover objectives with respect to the adaptation and mitigation of climate change in accordance with Santander Group’s strategy.
- We are working on a preferential offer for employees connected with environmentally friendly goals
Transformation of customers:
- We develop transformation products and advisory services across segments.
- We identify and use synergies in supply chains.
- We are working on a city transformation programme.
- We deliver solutions for agricultural business.
- We support the energy transformation of buildings.

S (Social):

We conduct educational programmes on finance and cybersecurity.
We reduce financial exclusion and care about vulnerable customers.
We continue development of social support initiatives.
We promote diversity, equality and inclusion among employees.
We increase investments into the communities that focus on social care, entrepreneurship and the environment.
We care about the security of customers in our digital channels.

G (Governance):

We build customer, employee, investor and regulator trust projecting our image as a safe and trustworthy bank.
We support the proactive process of managing regulatory initiatives.
We strengthen our risk culture by ensuring effective control environment.
We prevent greenwashing risk.
We talk about our ESG actions, plans and aspirations.
We focus on sustained profitability that allows us to finance non-business activities.
We work with development banks and capital providers, distributing the capital raised from them at a lower cost (greenium).
We integrate the process of reporting ESG data and support the adaptation of systems and processes for collecting ESG data.

Strategy 2024 - 2026

Mission

Vision

Values

Key Dimensions

Strategic Directions

Strategic Goals

Ambitions for 2024–2026 and Delivery of the Strategy

Strategic directions

Total Experience

Total Digitalisation

Total Responsibility