Strategy 2024 - 2026

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).

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 maintain net zero emissions and keep increasing power usage effectiveness.
  • 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.