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We aim to be the best open financial services platform by acting responsibly and earning the lasting loyalty of employees, customers, shareholders and broader society.
At our last Investor Day, we told to the market our strategy and targets for 2023-2025 in pursuit of higher profitability, value creation for all stakeholders and responsible banking.
How we will succeed
We will build on our scale, global network and local market leadership. We aspire to be the most profitable bank in each of our markets, we will automate our businesses even more (especially for individual and corporate customers, in whom we see the most potential) and guarantee that our businesses and global networks work closely with local banks to drive mutual growth.
Our business model has three unmatched competitive advantages that make us unique in times of uncertainty.
total customers
total customers
*Data as of December 2023
1. Customer focus
We will build our “digital bank with branches” faster to create value. We chose this concept because our customers are not merely digital banking users. Our customers are people who trust us with their money, who want Simple, Personal and Fair service, and who expect to have the best experience on all our channels.
With our One Transformation initiative, we aim to create a common operating and business model for retail and commercial banking that will boost our productivity, cut service costs and empower us to improve customer experience. It will enable our in-branch teams to dedicate more time to our customers and offer them the personal service they demand on all channels.
2. Global scale and local reach
Because of our global scale and local market presence, we always reach our goals. Combined, they form a virtuous cycle of value creation and give us a unique competitive advantage. Today, our global scale and businesses (SCIB and WM&I) and our capabilities in payments and auto loans drive profitable growth and value added for our subsidiaries and our Group.
The new platforms we are launching in the Group will cut costs by eliminating overlapping expenses between our local banks.
3. Our diverse geographies and businesses
Diversifying our markets and businesses is the key to our strong balance sheet. It has proved a fundamental competitive advantage in the 2008 financial crisis, the 2011 sovereign debt crisis and the pandemic. It affords Santander higher profitability and a low risk profile to adapt to rising interest rates, with a simple balance sheet made up primarily of loans and deposits, little market exposure, and a strong capital position rooted in efficient asset rotation.
We will continue to execute our strategy responsibly, supporting our customers in their green transition and committed to financial inclusion.
