Institutional Presentation 9M19 Highlights Santander, a leading - - PowerPoint PPT Presentation
Institutional Presentation 9M19 Highlights Santander, a leading - - PowerPoint PPT Presentation
Institutional Presentation 9M19 Highlights Santander, a leading financial group 9M19 Highlights 1.52 Total assets (EUR trillion) 900 Customer loans (EUR billion excluding reverse repos) Customer deposits + mutual funds (EUR billion
Highlights
Santander, a leading financial group
Total assets (EUR trillion)
1.52
Customer loans (EUR billion excluding reverse repos)
900
Customer deposits + mutual funds (EUR billion excluding repos)
953
Branches
12,691
9M’19 Attributable profit (EUR million)
3,732
9M’19 Underlying attributable profit (EUR million)
6,180
Market capitalisation (EUR billion; 30-09-19)
62
People (headcount)
201,017
Customers (millions)
144
Shareholders (millions)
4.0
Communities (million people helped in 2018)
2.5
9M’19 Highlights
Index
1. Santander vision and business model 2. Aim and value creation 3. Corporate governance and internal control 4. Group structure and businesses 5. 9M’19 Highlights – results and activity 6. Summary and medium-term goals
Santander vision and business model
1.
5
Santander vision
OUR PURPOSE OUR AIM AS A BANK OUR HOW To help people and businesses prosper To be the best open financial services platform, by acting responsibly and earning the lasting loyalty of our people, customers, shareholders and communities Simple Personal Fair
1.
Santander vision and business model
Building a responsible bank from our core strengths
In everything we do
6
Santander is a retail bank with a unique business model underpinned by three strengths
1 2 3
Our scale provides potential for organic growth Unique personal banking relationships strengthen customer loyalty Our geographic and business diversification and our model of subsidiaries make us more resilient under adverse circumstances
1.
Santander vision and business model
Spain 10% SCF 13% UK 18% Poland 4% Portugal 2% USA 4% Mexico 12% Brazil 31% Chile 2% Argentina 3% Others 1%
7
We maintain a leadership position in our core markets
Customers by markets. Sep-19
1.
Santander vision and business model
144
Million customers
Brazil
Loans: 10% Deposits4: 11%
Argentina
Loans: 10% Deposits: 12% Loans: 18% Deposits: 17%
Chile
Loans: 13% Deposits: 14%
Mexico United States3
Loans: 3% Deposits: 3% Loans: 17% Deposits: 19%
Spain United Kingdom1
Loans: 10% Deposits: 9% Loans: 18% Deposits: 16%
Portugal
Loans: 12% Deposits: 12%
Poland2
Top 3
SCF
Market shares
Data: Market-share as at Jun-19 and SCF and the US latest available. (1) Includes London Branch (2) Including SCF business in Poland (3) In all states where Santander Bank operates (4) Includes debenture, LCA (agribusiness notes), LCI (real estate credit notes), financial bills (letras financieras) and COE (certificates of structured operations) (5) Includes Santander Global Platform
1.1 Scale
5
8
Focus on increasing customer loyalty…
1.
Santander vision and business model
1.2 Unique personal banking relationships
Note: Year-on-year changes
21.0 mn (+10%) 144 mn (+4%)
Loyal / Active customers Loyal customers Total customers
Companies (k)
17.5 19.2
Sep-18 Sep-19
+10%
Individuals (mn)
+5%
1,676 1,762
Sep-18 Sep-19
29.5%
30.2%
Increased loyalty ratio in
8 core markets
Sep-18 Sep-19
135 136 138 139 141 142 144
Mar-18 Jun Sep Dec Mar-19 Jun Sep
9
1.
Santander vision and business model
1.2 Unique personal banking relationships
Note: Year-on-year changes (1) Data as of 30 September. Every natural or legal person that, being part of a commercial bank, has logged in to their personal area of internet banking or mobile phone (or both) in the last 30 days. Digital customers in the last 90 days: 39.9 mn. (2) Private accesses. Logins of bank’s customers on Santander internet banking or apps. ATM accesses by mobile are not included. (3) Customer interaction through mobile or internet banking which resulted in a change of balance (monetary and voluntary). ATM transactions are not included.
…as well as increasing the number
- f digital customers and activity
5,742 mn in 9M’19 (+27%) 36.2 mn (+20%)
# Transactions3 # Accesses2 Digital customers1
Online and mobile
1,634 mn in 9M’19 (+25%)
1,381 1,521 1,624 1,768 1,830 1,895
2,016
Q1'18 Q2 Q3 Q4 Q1'19 Q2 Q3
27.5 28.4 30.1 32.0 33.9 34.8 36.2
Mar-18 Jun Sep Dec Mar-19 Jun Sep
409 443 456 498 517 545 573
Q1'18 Q2 Q3 Q4 Q1'19 Q2 Q3
10
Well-balanced geographic distribution
Contribution to 9M’19 underlying attributable profit1
Americas Europe
54% 46%
Balanced distribution between mature markets, which provide stability, and developing markets, which fuel growth in revenue
*
1.
Santander vision and business model
1.3 Diversification and model of subsidiaries
(1) Excluding Corporate Centre (EUR -1,637 mn) and Santander Global Platform (2) Uruguay and Andean Region underlying profit (EUR 159 mn)
Spain, 15% SCF, 13% UK, 10% Portugal, 5% Poland, 3% USA, 8% Mexico, 8%
Uruguay and Andean Region, 2%
Argentina, 1% Chile, 6% Brazil, 29%
46% 38% 16%
Europe South America North America
2
11
1.
Santander vision and business model
% operating areas. Sep-19 % operating areas. Sep-19
Customer funds by markets Customer loans by markets
1.3 Diversification and model of subsidiaries
Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds
Balance sheet distribution by markets
Brazil, 12% Spain, 33% SCF, 4% UK, 22% Portugal, 4% Poland, 4% Other Europe, 2% US, 8% Mexico, 4% SGP, 1% Uruguay and Andean Reg., 1% Argentina, 1% Chile, 4% Spain, 22% SCF, 11% UK, 26% Portugal, 4% Poland, 3% Other Europe, 4% US, 11% Mexico, 4% Brazil, 8% Chile, 5% Argentina, 1% Uruguay and Andean Reg., 1%
Individuals demand deposits, 37% Individuals time deposits, 11% Individuals mutual funds, 14% Consumer, 4% SMEs, 10% Corporates, 14% CIB, 10% Other individuals, 10% Home mortgages, 36% Consumer, 17% SMEs, 11% Corporates, 14% CIB, 12%
12
Customer loans by business Customer funds by business
Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds
1.
Santander vision and business model
EUR 900 bn EUR 953 bn
1.3 Diversification and model of subsidiaries A good mix of products for individuals and companies
13
Our diversification and model of subsidiaries make us more resilient
Profitability drivers - high and recurring pre-provision profit Low Earnings per share (EPS) volatility
EPS volatility calculated using quarterly data from Jan-99 to Q2’19
5x 10x 1x 4x 6x 4x 6x 0x 0x 2x 2x
Net profit increase 1999-2018
1.
Santander vision and business model
Source: Bloomberg Note: GAAP criteria. Standard deviation of the quarterly EPS starting from the first available data since Jan-99
691% 341% 122% 108% 87% 76% 64% 44% 9% 42% 35%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 9M'19
18 23 24 24 24 20 23 24 23 25 26 20 Pre-provision profit, EUR bn
3.03% 3.28% 3.26% 3.25% 3.06% 2.94% 3.04% 2.90% 2.83% 2.97% 2.89% 2.85% 1.02% 1.36% 1.40% 1.65% 2.44% 1.69% 1.43% 1.25% 1.18% 1.07% 1.00% 1.00%
Cost of credit Pre-provision profit / loans
1.3 Diversification and model of subsidiaries
- Risk pro defines the way in which we understand
and manage risks in our day-to-day activities
Aim and value creation
2.
15
Simple Personal Fair
2.
Aim and value creation
Santander is one of the most valued brands in the world
- 5th best global bank brand
(BrandZ ranking, 2019)
- 5th best global banking brand
(BGB 2019, Interbrand Ranking) Our brand embeds the essence of the Group's culture and identity
The Santander brand, one of the Bank’s greatest assets, embodies our culture: purpose, aim and way of doing things. It transmits our global dimension, trustworthiness and commitment to act responsibly.
People
201
thousand
Customers
144
million
Communities
2.5
million people helped in 2018
Shareholders
4.0
million
Employees who are more motivated and committed ... ... make our customers more satisfied and loyal ... ... and results in more investment in communities. ... which drives profitability and sustainable growth ...
16
201,017
Employees Sep-19
96% 10.4 years
Employees with permanent contracts in 2018 Average length of employment in 2018
2018 Global engagement survey
82%
Engaged employees
The SPF culture is based on our corporate behaviours
*
One of the Top 3 leading banks to work for in 7 countries
Our corporate management evaluation model
60% what
we do
40% how
we do it
Show respect Truly listen Talk straight Keep promises Support people Embrace change Actively collaborate Bring passion
2.
Aim and value creation To be an employer of choice
*
People
HR Strategy
Aim:
HR Digital Transformation
OneTeam Santander
*
Enablers:
Strategic Workforce Planning
Talent for the future
Our Common Culture
The Santander Way
Culture & Engagement
*
Priorities:
Attract & Recruit Retain & Develop Diversity & Inclusion
New collaborative spaces focused on customer experience and increased digital capacities
17
Customers
Innovative, simple, personalised solutions
144
Million customers
Sep-19
21.0 (+10%)
Million loyal customers
(Sep-19 vs. Sep-18)
Million digital customers
(Sep-19 vs. Sep-18)
Our value proposition aims to meet the needs of our different customer profiles
*
Operational excellence to maximise the Bank’s efficiency and customer service quality
*
36.2 (+20%)
2.
Aim and value creation
Chile, Brazil, Spain, Portugal, Argentina, the UK and Poland
Santander Smart and Ágil branches
Spain, the UK, Mexico, …
Branches and ATMs Internet + mobile banking
Traditional banking Digital banking Guaranteeing access for all segments
Sparsely populated communities Low-income communities Most vulnerable groups University students
18
Shareholders
4.0
Million Sep-19
+8%
TNAV per share + Dividend per share1 Sep-19 vs. Sep-18
2.
Aim and value creation Engagement with shareholders, investors and analysts
*
- High and resilient
profitability
Underlying RoTE in 9M’19
11.9%
- Share capital distribution
(by investor, Sep-19)
- Shareholder remuneration
Total shareholder remuneration for 2018
EUR 0.23 per share (+4.5%)
Market capitalisation at end Sep-19
EUR 62,094 mn
- Largest bank in the Eurozone
by stock market value 60% 1% 39%
Institutional Board2 Retail
2019 Santander Investor Day: sharing the Bank's strategy and outlook with analysts and investors
(1) Last four dividends paid (2) Shares whose ownership or permanent representation are held by administrators
General Meeting
1st dividend against 2019 earnings paid on 1 Nov.
EUR 0.10 per share
19
Communities
We support and promote financial inclusion
2.5
Million people helped in 2018
>7.6 k
Social entities we partnered with in 2018
>1.2 k
Agreements with academic institutions in 33 countries in 2018
Contributing to the economic and social progress of people and businesses in a responsible and sustainable way
*
Firm commitment to the environment Community investment: invest more in supporting education than any other private company in the world
*
Firm supporter of higher education In the DJSI socially responsible investment index (since 2000) and in the FTSE4Good (since 2002)
(1) #1 position based on number of operations; #2 position based on volume; Source: Dealogic Note: 2018 data
2.
Aim and value creation
Leading Global Bank
in the financing of renewable energy projects1
Santander X
96
from 8 different countries
Universities
The most sustainable bank in the world
20
2.
Aim and value creation
Santander Responsible Banking
(1) This appointment will be submitted for ratification at the next General Shareholders’ Meeting (2) H1’19
Our activity helps us to address today’s main global challenges, a number of the United Nations’ Sustainable Development Goals, and support the Paris Agreement’s aim to tackle climate change and adapt to its effects. We are building a more responsible bank …
Most sustainable bank in the world in the 2019 Dow Jones Sustainability Index ranking Founding signatory of the Principles for Responsible Banking Santander’s Global Sustainable Bonds Framework: First Santander green bond issuance (EUR 1 bn) on 1 October Signatory of the UNEP FI Collective Commitment on Climate One of the top 25 companies to work for in the world by Great Place to Work 40% women on the Board, after appointment1 of the new director in September +470k people in our microfinance programmes2 +840k people helped through our community Investment programmes2
21
2.
Aim and value creation 2018 2021 2022 2023 2024 2025 2020 2019
Top 10 country to work for1 Women on the Board Women in senior leadership positions2 (%) Equal pay gap3 Financially empowered people4 Green finance raised and facilitated5 (euros) Electricity used from renewable energy sources6 Unnecessary single use plastic free in corporate buildings and branches Scholarships, internships & entrepreneurs programmes7 People helped through our community programmes8
4 33% 20% 3% 43%
6 40%-60% 30% ~0% 0 tons 60% 100% 10 mn 120 bn 200 k 4 mn
*We will report our progress in these targets in our Annual Report
(1) According to a well-known external source in each country (e.g. Great Place to Work, Merco); (2) Senior positions represent 1% of total workforce; (3) Compares employees of the same job, level and function; (4) Mostly unbanked and underbanked, empowered through products, services and social investment initiatives – to get access to the financial system, receive tailored finance and increase knowledge and resilience through financial education; (5) Includes SAN overall contribution to green finance: project finance, syndicated loans, green bonds, capital finance, export finance, advisory, structuring and other products to help our clients transition to a low carbon economy. Commitment from 2019 to 2030 is 220Bn; (6) For countries where it is possible to certify the source of the electricity for the Group’s properties; (7) Supported through SAN Universities (students who receive a Santander scholarship, are interns in an SME or participate in entrepreneurship programmes supported by SAN); (8) Excluding people helped through SAN Universities and financial education initiatives
From…To…. Cumulative target
Corporate governance and internal control
3.
Non-executive directors (independent) Executive directors Non-executive directors (neither proprietary nor independent)
60% 13% 27%
23
Corporate governance
Clear and robust governance with well- defined accountability and prudent management of risks and opportunities
*
Balanced Board composition Respect for shareholders’ rights At the forefront of best practices and long-term vision Maximum transparency in terms of remuneration
3.
Corporate governance and internal control
Percentage of women on the Board
*
Composition of the Board. Oct-19
11% 19% 33% 36% 33% 40% 2011 2013 2015 2017 2018 Oct-19
24
Internal control
Group-subsidiary governance model Group
Board of Directors Group Executive Chairman1 Group CEO2 Regional Heads3 Control, management and business functions
- Compliance
- Audit
- Risk
- Finance
- Financial Control /
Accounting
- Others4
Subsidiary B
Control, management and business functions CEO / Country Head Board of Directors
Subsidiary A
A B C
3.
Corporate governance and internal control
The Group-subsidiary governance model enhances control and oversight through:
(1) First executive (2) Second executive (3) Europe, North America and South America, reporting to Group CEO. (4) IT & Operations, Human Resources, General Secretariat, Marketing, Communications, Strategy, Santander Corporate & Investment Banking, Wealth Management & Insurance, Digital & Innovation and Global Platforms
- Compliance
- Audit
- Risk
- Finance
- Financial Control /
Accounting
- Others4
Presence of Grupo Santander in the subsidiaries' Boards
- f Directors establishing guidelines for board structure,
dynamics and effectiveness Reporting of the CEO / Country Heads to the Group CEO / Regional Heads and Group Executive Committee Interaction between the Group’s and the subsidiaries’ control, management and business functions
A B C
Group structure and businesses
4.
Santander Wealth Management & Insurance Retail Banking
26
Group organisational and management structure
Primary segments Structure based on three geographic segments (with 10 core markets) plus Santander Global Platform, supported by global business segments, which add further value, and the Corporate Centre and other functions servicing the whole Group
(1) Santander Consumer Finance (SCF) with presence in Austria, Belgium, Denmark, Finland, France, Germany, Italy, the Netherlands, Norway, Poland, Portugal, Spain, Sweden, Switzerland and the UK
*
Communication, Corporate Marketing and Research Universities Compliance Audit Costs Technology and Operations General Secretariat and Human Resources Financial Accounting & Control Finance Strategy, Corporate Dev.& Financial Planning
4.
Group structure and businesses
- Exec. Chairman´s Office
& Responsible Banking
North America South America Europe Santander Global Platform Santander Global Platform
Primary segments – Operating areas
Santander Corporate & Investment Banking Secondary segments – Global businesses Group functions and Corporate Centre activities
10 core markets
Others
SCF1 Risk
27
4.
Group structure and businesses
3 regions: Europe, North America and South America Converging the business model, IT&Ops and shared services UK aligned with ring-fencing structure and Spain with the local customer related business
Accelerate progress towards being the best
- pen financial services platform
Our digital services are consolidated under a single unit:
- Openbank and Open Digital Services (ODS)
- Global Payments Services
- Digital Assets
Main changes in the
- rganisational structure
Creation of Santander Global Platform (SGP)
Group organisational and management structure
Strategy actions carried out in 2019
28
4.
Group structure and businesses
In a lower for longer interest rate and low growth environment, we are working to simplify and integrate our structure
Europe
#5 #1 Our priorities are:
- Integration of the different technological platforms and
acceleration of the bank's digital transformation
- We also continue to work on obtaining additional synergies from
the ongoing integration processes (Popular in Spain and Deutsche Bank Polska in Poland)
- Simplification of our business model, reducing the number of
products to gain efficiency and agility, but while maintaining a full value proposition
SCF
29
4.
Group structure and businesses
The US and Mexico are increasing coordination capturing new opportunities
North America
We are analysing new joint projects and initiatives:
- Continued develop the USMX trade corridor
- SCIB and Commercial Banking are working to deepen relationships with existing
customers and increase customer acquisition in both countries, which is reflected, among others, in corridor revenue growth (SCIB: +39%; Commercial: +19%)
- Launch of a same-day remittance service from Santander US to
Mexican beneficiaries in the fourth quarter 2019
- Joint technology initiatives between the countries
30
4.
Group structure and businesses
Focus on accelerating profitable growth and leading the retail financial industry, with a strategy that seeks to strengthen a more connected regional network
South America
- Using experience Group and Brazil to boost growth in other countries –e.g.
Colombia signed two alliances with digital vehicle platforms
- From Uruguay to Brazil and to other major regions. Consumer finance will also
be boosted in Peru and Colombia
- We are one of the largest card issuers & merchant acquirers in the region. We
are exploring e-commerce strategies, instant domestic & international transfers, and the roll-out of Getnet and Superdigital to the rest of Latin America
- Strengthen new channels in the mass-market segment (microfinance with
Prospera, agribusiness and digital - e.g. Chilean Life model) and Work Café branches opening in Chile, Brazil and Argentina Auto financing Financing goods and services Payments methods New channels We are working to facilitate the expansion of successful businesses to other countries in the region, such as:
31
Santander España maintains its loyalty-centred strategy while optimising its commercial network after the completed Banco Popular’s integration
Branches 3,852 Employees 29,713 Loyal customers (thousands) 2,504 Digital customers (thousands) 4,654 Gross loans* 194,485 Customer funds* 312,918 Underlying attributable profit* 1,185 Contribution to Group’s profit 15% (*) EUR million Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds
Spain
4.
Keep on growing SMEs and Corporate segments Focus on optimising the commercial network Accelerate the Bank’s digital transformation in order to improve the customer experience
9M’19 Highlights
Strategic priorities
Group structure and businesses
32
SCF is the consumer finance leader in Europe with best in class profitability and efficiency
Branches 426 Employees 14,496 Customers (millions) 19.2 Gross loans* 100,463 Customer funds* 37,944 Underlying attributable profit* 995 Contribution to Group’s profit 13% (*) EUR million. Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds (1) UK data included in Santander UK
Santander Consumer Finance
- Germany
- Spain
- Italy
- Portugal
- Poland
- France
- Finland
- Norway
- Sweden
- Denmark
- The Netherlands
- Austria
- Belgium
- Switzerland
- The United Kingdom1
E-commerce open platform Digital interaction Mobile payments Awards
4.
SCF Analytics & digital marketing Maintain high profitability and efficiency, while reorganising business in Germany under the same brand New digital business model and signing agreements with the main retailers Help our partners with their transformation plans. Collaboration with fintechs Remain the leader in new auto financing and boost growth in consumer finance
9M’19 Highlights
Strategic priorities
15 countries
Group structure and businesses
33
One of the leading banks in the United Kingdom, with an innovative value proposition for retail customers and small businesses
(*) EUR million Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds.
United Kingdom
Branches 629 Employees 24,999 Loyal customers (millions) 4.6 Digital customers (millions) 5.8 Gross loans* 235,831 Customer funds* 208,839 Underlying attributable profit* 828 Contribution to Group’s profit 10%
4.
Improve customer experience & satisfaction Increase profitability through efficiency and capital allocation Enhance efficiency by simplifying, digitalising and automating the bank
9M’19 Highlights
Strategic priorities
Support communities through skills, knowledge and innovation
Group structure and businesses
Digital mortgages
34
Santander is the second largest bank in Poland in terms of assets and maintains its leadership position in digital banking
(*) EUR million Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds
Poland
Branches 525 Employees 11,026 Loyal customers (thousands) 1,965 Digital customers (thousands) 2,459 Gross loans* 29,955 Customer funds* 35,445 Underlying attributable profit* 245 Contribution to Group’s profit 3%
4.
#1 in mobile banking Account as I Want It (Konto Jakie Chcę)
Apple Pay, Google Pay, Garmin Pay, BLIK, HCE
Become a more agile
- rganisation in order to increase
customer loyalty and retention Enhance our position in Private Banking and Asset Management Remain the leader in digital channels in Poland
9M’19 Highlights
Strategic priorities
Strengthen Santander brand
Group structure and businesses
35
In Portugal we consolidated our position as the country’s1 largest privately
- wned bank while improving profitability
(*) EUR million. Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds. (1) Domestic activity
Portugal
Branches 549 Employees 6,678 Loyal customers (thousands) 775 Digital customers (thousands) 773 Gross loans* 36,536 Customer funds* 42,167 Underlying attributable profit* 385 Contribution to Group’s profit 5%
4.
Popular Portugal integration
Gaining market share improving
- ur position, especially in SMEs
Improve efficiency and maintain low cost of credit Progress in our digital transformation and streamlining workflow
9M’19 Highlights
Strategic priorities
Group structure and businesses
36
Santander US has built a strong presence in the Northeast of the United States with strong growth in volumes and increased profitability
(*) EUR million. Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds On 21 October 2019, it was announced that Grupo Santander has agreed to sell its retail and commercial banking franchise in Puerto Rico to FirstBank Puerto Rico for approximately USD 1.1 bn. The sale includes Santander’s 27 bank branches in Puerto Rico and total assets of USD 6.2 billion. The transaction is expected to close in the middle of 2020, subject to regulatory approvals.
United States
Branches 624 Employees 17,586 Loyal customers (thousands) 323 Digital customers (thousands) 1,008 Gross loans* 94,753 Customer funds* 73,585 Underlying attributable profit* 619 Contribution to Group’s profit 8%
4.
Cost management and efficiency improvement Improve customer experience in order to drive volume growth Continue resolving legacy regulatory issues Seize collaboration
- pportunities across
- ur businesses in
- rder to drive value
9M’19 Highlights
Strategic priorities
Group structure and businesses
37
Santander México, a leading financial group in the country, focused on commercial transformation and innovation, with strong digital customer growth
Mexico
Branches 1,434 Employees 20,520 Loyal customers (thousands) 2,979 Digital customers (thousands) 3,815 Gross loans* 33,606 Customer funds* 40,609 Underlying attributable profit* 659 Contribution to Group’s profit 8%
Select Me – Women proposition
4.
(*) EUR million Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds. Santander Group’s stake in Santander México increased to 91.65%
Continue the retail banking transformation: enhancing our attention model and expand new businesses Enhance customer service quality across the Bank Focus on attracting payrolls, drawing on our strong position in SMEs and Corporates
9M’19 Highlights
Strategic priorities
Group structure and businesses
38
Santander Brasil has a customer-centric model and a strategy focused on sustainable and profitable growth
Brazil
Branches 3,686 Employees 48,347 Loyal customers (millions) 5.5 Digital customers (millions) 13.4 Gross loans* 76,714 Customer funds* 115,781 Underlying attributable profit* 2,249 Contribution to Group’s profit 29%
Santander Way
SMEs
Agribusiness Payrolls
4.
(*) EUR million Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds.
SuperGet
More innovations in the sales management app
Select Direct
Greater convenience and agility
Meus Compromissos
Enhanced financial management on mobile devices Maximise loyalty, increase
- pportunities among our
business units Attract new customers while cultivating the existing relationships Maintain operational efficiency Leverage our business in current markets and also expand with new ventures
9M’19 Highlights
Strategic priorities
Employee benefits Fully digital investment platform
Group structure and businesses
39
Santander Chile is the country’s leading privately owned bank by assets and customers
Chile
Branches 380 Employees 11,642 Loyal customers (thousands) 703 Digital customers (thousands) 1,214 Gross loans* 41,619 Customer funds* 36,622 Underlying attributable profit* 473 Contribution to Group’s profit 6%
4.
(*) EUR million Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds.
Focus on mass market through Santander Life. Develop the acquiring business and Superdigital Accelerate the commercial transformation via the new branch network model and digital banking Improve customer service quality and grow loyal and digital customer base
9M’19 Highlights
Strategic priorities
Group structure and businesses
40
Santander Argentina is the country's largest privately owned bank by banking business
Argentina
Branches 470 Employees 9,208 Loyal customers (thousands) 1,362 Digital customers (thousands) 2,167 Gross loans* 5,136 Customer funds* 7,726 Underlying attributable profit* 97 Contribution to Group’s profit 1%
4.
(*) EUR million Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds.
Transform our core businesses, adapting them to the digital environment Selective growth: capture new business at the right price Focus on customer service to build long-term relationships
9M’19 Highlights
Strategic priorities
Group structure and businesses
Capital and liquidity management
41
SCIB is the global business division for corporate and institutional customers who require tailored service and value-added wholesale products suited to their complexity and sophistication
(*) EUR million (1) Implementation of the Global Infrastructure Programme (GIP) following the regulatory agenda
Santander Corporate & Investment Banking
Underlying attributable profit* 1,335 Contribution to Group’s underlying profit 17% 36% 28% 28% 8% Global Transaction Banking Global Debt Financing Global Markets Capital & Other Revenue
(9M’19)
4.
SCIB Continue the implementation
- f the GIP1, while embracing
the digital transformation Fully leverage our customer-centric model, to drive greater penetration
- f our franchise and faster growth
in retail banking business (collaboration revenue) Maintain disciplined use
- f capital, while keeping
strict cost control Strengthen the global value proposition, focusing on increasing our presence in the US, the UK and Continental Europe
9M’19 Highlights
Strategic priorities
Group structure and businesses
Continued support to global customers in their capital issuances through our financing solutions and transactional services, whilst adapting our product offering to the digital transformation taking place, and accelerating our collaboration across geographies and business divisions Environmental Social & Governance (ESG) product offering: Green and Social bonds, Transition bonds and Green and ESG-linked loans, contribute to provide value-added content to customers and drive sustainability agenda Santander launched the first ever end-to-end Blockchain Bond in September 2019 Banco Santander issued the USD 20 million bond, opening the door to new disruptive technology that can make issuing bonds faster, more efficient and simpler. SCIB acted as dealer for the issuance, continuing the work started in Santander’s blockchain lab in 2016
42
Santander Wealth Management & Insurance
(1) Private Banking + SAM excluding AUM of Private Banking customers (2) Profit after tax + net fee income generated by this business (3) Santander GO product range: Absolute return (by Amundi), North American Equity (Morgan Stanley), Global Equities ESG (Robeco) and Short Duration Dollar (J.P.Morgan) (4) Data as of 9M’19
4.
Group structure and businesses
Single truly global Private Banking platform First choice of insurance for Santander customers Best provider of savings and investments solutions in Iberoamerica
Our aim: become the best responsible Wealth Manager in Europe and the Americas
9M’19 Highlights
Progress on our strategic priorities
- Global Value proposition:
- Develop a global Private Wealth
proposition to c.1,700 clients with
- ver Eur 20mm growing +20%
- Execute the digital transformation
Our customers will have access to a single value proposition
- Become the best local supplier
We have been growing market share strengthening leadership and commitment in our 10 core markets
- Implement the new IT platform
- Build a competitive edge on our
global capabilities with the launch of the product range3:
- Reach our full potential by
completing our value proposition Insurance premiums4: c. EUR 5 bn (+9% YoY) Value proposition:
- Segments:
- Countries:
Motor Home Health Accidents SME Term life Savings
- Foster collaboration
- Responsible banking: Environmental, Social and Governance (ESG)
Private Banking customers c.210 k Assets under management1 EUR 383 bn Contribution to Group’s underlying profit2 EUR 1,843 mn
Fully digital banking platform and value proposition in
- ur existing and new markets
Payments platform to better serve existing and new customers with best-in-class value propositions developed globally Our common digital assets and Centres of Digital Expertise help
- ur banks in their digital
transformation
Santander Global Platform
4.
We are furthering our digital transformation, extending the Group’s talent and scale to high growth payments and digital businesses, targeting retail customers, merchants and SMEs
(1) SaaS: Software as a Service (2) Contact Centre Digitalisation; Conversion Rate Optimisation; Machine Learning; …
Santander Global Platform (SGP)
Openbank
Openbank Open Digital Services (ODS) Centres of Expertise2 Digital assets – SaaS model1 InnoVentures Superdigital Pago FX Global Merchant Services (GMS) Global Trade Services (GTS)
Digital Assets Global Payments Services A B C
43
Group structure and businesses
Santander Global Platform -
4.
A
Continued strong growth backed by the wide range of products and services. The leading bank in customer experience1
… with Germany as the first destination:
- Total customers: 1.2 mn
- # products per loyal customer: 4.6
Large customer base in Spain … … and high growth and productivity
- Loans: +135%; Deposits: +18% YoY
- Business: EUR 35,700 per loyal customer
… reflected in transactionality …
- # transactions1: +32% YoY
BaaS = Banking as a Service (1) Recognised by Consumer Associations as the leading bank in customer experience, and has the highest Customer NPS of all Spanish banks (2) Monetary total transactions through all channels, including ATMs. (3) Tentative agenda.
Open Digital Services (ODS) – BaaS model Openbank in Spain – fully digital bank
44
Group structure and businesses
Data as of Sep-19 and YoY changes
ODS is creating a new banking platform used for Openbank’s international expansion …
Europe and the Americas in M/T in 20203 And launching in later this year
- Fee-free current account
- Free transfers to any EU country
- Roboadvisor, goal-based investments and micro-investing platform
- Donate money to charities and focus on sustainable investments
Santander Global Platform -
4.
B
(1) Tentative agenda (2) In November 2019, we announced a strategic investment in Ebury, a best-in-class trade and foreign exchange facilitator for SMEs, to strengthen its Global Trade Services
- ffer. Santander will acquire 50.1% of Ebury for EUR 400m, of which approximately EUR 80m will be to support Ebury’s plans to enter new markets in Latin America and
- Asia. Ebury already operates in 19 countries.
>600k active users
Request license for payments in Continued strong growth in
>1 million active customers
in the first phase1: From to
Rest of South America
>200k companies customers
Initial roll-out1 Platform development in 2019
Open market
to rest of Santander countries and open market
Superdigital - “Banking without a bank” Pago FX - International transfers Global Merchant Services - Acquiring solutions Global Trade Services - International trade products
Global Payments Services and Santander InnoVentures
45
Group structure and businesses
Recently launched in
European passport
> USD 100 mn invested in 28 companies from 8 countries
Santander InnoVentures - Investments in fintech
4 new investments
2
9M’19 Highlights – results and activity
5.
47
Group highlights
5.
9M’19 Highlights – results and activity
Note: Changes in constant euros (1) Last four dividends paid
Our loyal and digital customer base continues double digit growth, increasing digital activity Volumes increased: loans (+4% YoY) and customer funds (+6% YoY)
Activity Profitability and solvency Results
Continued growth in customers, volumes and underlying profit in a volatile environment
Q3'19 attributable profit: EUR 501 mn impacted by a EUR 1,634 mn charge, mainly UK goodwill impairment (EUR 1,491 mn) Q3'19 underlying profit of EUR 2,135 mn up 4% vs. Q2’19 and Q3’18 9M'19 underlying profit: EUR 6,180 mn backed by higher customer revenue, cost control and low cost of credit
We continued to generate capital organically: +19 bps in Q3; +48 bps YTD CET1 Sep-19: 11.30% impacted by regulatory effects and restructuring costs of -17 bps in Q3 and -66 bps YTD High profitability: 11.9% underlying RoTE
Shareholders
First dividend against 2019 earnings of EUR 0.10 per share paid on 1 November, maintaining our 40-50% payout
ratio strategy over the underlying attributable profit from 2019
TNAV per share + Dividend per share1: +8% YoY
48
9M’19 underlying P&L YoY performance
5.
Key achievements
(1) Q3’19: Goodwill UK in C.C. (-EUR 1,491 mn); UK PPI (-EUR 103 mn); Restructuring costs (-EUR 12 mn in UK and -EUR 8 mn in Poland); Prisma (peso depreciation -EUR 20 mn); Q2’19: Restructuring costs (-EUR 600 mn in Spain; EUR 26 mn in UK), PPI in UK (-EUR 80 mn); Q1’19: Prisma sale in Argentina (EUR 150 mn), real estate sale in Spain (-EUR 180 mn); Restructuring costs (-EUR 66 mn in UK; -EUR 12 mn in Poland); Q2’18: Portugal integration (EUR 20 mn); Restructuration costs (-EUR 280 mn in Spain and -EUR 40 mn in the C.C.). Pending accounting of capital gain from custody transaction: EUR 700 mn – The amount is estimated and on the proviso that the transaction is carried out in Q4’19.
Cost control with an individualised and targeted cost management across the board Good credit quality evolution, with low cost of credit and better NPL ratio In 2019, mainly UK goodwill impairment and restructuring costs
Lower market revenue and higher cost of FX hedging
Higher customer revenue due to increased business volumes and spread management
EUR million
Net interest income 26,442 25,280 5 5 Net fee income 8,818 8,529 3 4 Gains on fin. trans. and other 1,642 2,073
- 21
- 21
Total income 36,902 35,882 3 3 Operating expenses
- 17,309
- 16,843
3 3 Net operating income 19,593 19,039 3 3 Loan-loss provisions
- 6,748
- 6,418
5 5 Other results
- 1,422
- 1,391
2 3 Underlying PBT 11,423 11,230 2 2 Taxes
- 3,994
- 4,053
- 1
- 1
Minority interests
- 1,249
- 1,135
10 9 Underlying attributable profit 6,180 6,042 2 3 Net capital gains and provisions1
- 2,448
- 300
- Attributable profit
3,732 5,742
- 35
- 35
Constant euros Euros
9M’19 % vs. 9M’18 9M’18
9M’19 Highlights – results and activity
8,232 8,663 8,895 8,966
Customer revenue growth QoQ (+2%) and YoY (+5%) driven by developing markets and consumer businesses
5.
49
Note: Constant euros Customer revenue: net interest income + net fee income (1) Other revenue includes gains/losses on financial transactions, income from the equity accounted method, dividends and other operating results. Contribution to the SRF recorded in Q2'18 and Q2’19. Contribution to the DGF in Spain recorded in Q4’18
731 786 473 697
Q1'18 Q2 Q3 Q4 Q1'19 Q2 Q3
Net fee income Other revenue1 Net interest income Key achievements
9M’19 Highlights – results and activity YoY increase accelerating vs. previous quarters QoQ improvement boosted by South America 9M'19 vs. 9M’18 affected by lower activity, markets and FX hedges QoQ increase due to portfolio sales and the annual SRF contribution recorded in Q2’19 YoY growth due to higher volumes and spread management, with improvements in 6 of our 10 core markets QoQ positive evolution in developing markets while mature markets are impacted by lower interest rates
2,821 2,774 2,910 3,024
50
Costs (-1% YoY in real terms) reflect integration synergies, maintaining a best-in-class cost-to-income and high quality customer service
Cost evolution
5.
Key achievements
Costs in real terms
- 1% YoY
Nominal In real terms1 9M’19 vs. 9M’18, %
SCF
Note: YoY changes in constant euros (1) Excluding inflation (2) Impacted by DB Polska integration. Excluding it, +3% in nominal terms and +1% in real terms.
Targeted cost management by geographies:
2
9M’19 Highlights – results and activity
- 7.0
- 8.0
3.4 1.9
- 0.8
- 2.8
11.9 9.9
- 3.1
- 3.6
2.8 0.9 7.0 2.8 3.8
- 0.1
2.1
- 0.2
84.9 32.5
- 11.3
- 12.3
Europe: -2.5% in real terms, enhancing operating efficiency North America: we continue investing to update distribution capacity in Mexico South America: costs under control combined with business growth
Cost-to-income (%)
47.6 47.4
46.9
Q1'19 H1'19 9M'19
2
51
Sound credit quality underpinned by lower NPL and high coverage ratios. Cost of credit remained at very low levels
5.
Key achievements Cost of credit Coverage ratio NPL ratio
%
Lower or stable cost of credit in 8 core markets NPL ratio fell YoY in most markets High level of allowances to total loans: strong first line of defense
9M’19 Highlights – results and activity
68 68
67
Sep-18 Jun-19 Sep-19
3.87 3.51
3.47
0.98 0.98
1.00
11.30 11.83 11.30
+0.48
- 0.05
+0.10
- 0.53
CET1 ratio YTD evolution
52
We continued to generate capital organically (+19 bps QoQ; +48 bps YTD) CET1 ratio impacted by regulatory effects and restructuring costs
5.
Key achievements
%
9M’19 Highlights – results and activity Sep-19
Organic generation Market and others Regulatory impacts2 Perimeter and restructuring costs1
Dec-18
QoQ evolution
Organic generation +19 bps Others
- 2 bps
Regulatory impacts
- 17 bps
Santander currently complies with MREL requirement3
Sep-19
- Excl. Regulatory
impacts
(1) Restructuring costs (-13 bps); Prisma (+2 bps); Share buyback Mexico (+4 bps), Other (+2 bps) (2) IFRS 16 (-19 bps); models and TRIM (-28 bps); Other (-6 bps) (3) Parent bank. Preliminary data. Data applying the IFRS 9 transitional arrangements. As indicated by the consolidating supervisor a pay-out of 50%, the maximum within the target range (40%-50%), was applied for the calculation of the capital ratios in 2019. Previously, the average cash pay-out for the last three years was considered. Note: The agreement to sell the retail & commercial bank in Puerto Rico was announced in October, expected to close mid-2020, subject to regulatory approvals and with an estimated impact of +5-6 bps in the Group’s CET1 ratio.
53
Creating shareholder value whilst maintaining high profitability
TNAV per share
5.
Key achievements
Profitability ratios
Underlying RoTE1 Underlying RoRWA1
EUR
Notes: The averages for the 9M RoTE and RoRWA denominators are calculated on the basis of 10 months from December to September. For periods of less than a year, and in the event of non-recurring results existing, the profit used to calculate the statutory RoTE is the annualised underlying attributable profit (excluding non-recurring results), to which are added non-recurring results without annualising them. For periods of less than a year, and in the event of non-recurring results existing, the profit used to calculate the statutory RoRWA is the annualised underlying consolidated result (excluding non-recurring results), to which is added non-recurring results without annualising them.
(1) Statutory RoTE: 2018 11.7%; 9M'19 8.3%. Statutory RoRWA: 2018 1.55% and 9M'19 1.22%
9M’19 Highlights – results and activity
12.1% 11.9%
2018 9M'19
1.59% 1.63%
2018 9M'19
4.16 4.25
Sep-18 Sep-19 TNAV per share + Dividend per share:
+8% YoY
+2%
54
5.
Group structure and businesses
Details by areas
5.
Europe: focus on operating in a more integrated way. The Americas: solid volume and profit growth while capturing new opportunities
Europe North America South America
Total customers1
(millions)
Loans
(EUR billion)
Customer funds
(EUR billion)
Underlying profit
(EUR million)
RoTE
(%)
67 635 662 3,640 10% 23 128 114 1,278 13%2 53 130 166 2,977 21%
Note: YoY changes in constant euros. Loans excluding reverse repos. Customer funds: deposits excluding repos. Underlying RoTE (1) Additionally, 1 million customers in SGP (2) Adjusted for excess of capital in the US. Otherwise 9%.
Geographic regions’ summary
*
+2% +9% +9% +5% +7% +9%
- 4%
+20% +18%
9M’19 Highlights – results and activity
55
56
5.
Overall profit growth by markets and global businesses
(1) Excluding Corporate Centre (EUR -1,637 mn) and Santander Global Platform (2) Uruguay and Andean Region underlying profit (EUR 159 mn)
9M’19 Highlights – results and activity
Spain, 15% SCF, 13% UK, 10% Portugal, 5% Poland, 3% USA, 8% Mexico, 8%
Uruguay and Andean Region, 2%
Argentina, 1% Chile, 6% Brazil, 29%
2,249 1,185 995 828 659 619 473 385 245 97 5,862 1,335 697
EUR mn and % change vs. 9M’18 in constant euros
+19%
- 19%
+14% +27% +6% +12% +6% +111% +3% +0.2%
46% 38% 16%
Europe South America North America
2
Retail CIB WM&I +6% +10% +10% 9M'19 Underlying attributable profit 9M'19 Underlying attributable profit1
SCF
57
5.
EUR bn and YoY change in constant EUR, Sep-19 EUR bn and YoY change in constant EUR, Sep-19
Customer funds core markets Customer loans by core markets
Strong balance sheet growth
SCF SCF
236 194 100 95 77 42 37 34 30 5 900 896 2% +10% +8% +7%
- 1%
+4% +26% +17%
- 6%
+7% +4% 900
Group Total1
313 209 116 74 42 41 38 35 37 8 350 953 +3% +12% +8%
- 1%
+4% +17% +21% +10% +3% +6% +6%
Group Total1
Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds (1) Group Total also includes Other Europe, Other South America, Santander Global Platform and Corporate Centre.
9M’19 Highlights – results and activity
58
Grupo Santander financial information
For additional information on the Group and countries, please click on the links ( ) to see the following Group’s reports and countries’ presentations
*
Financial report Earnings presentation Country presentations
SCF
5.
2018 Annual report Document Online version
Poland UK US Mexico Brazil Argentina Chile Spain Portugal
TNAV per share
9M’19 Highlights – results and activity
Summary and medium-term goals
6.
60
Main takeaways
- Increasing profitability and coordination between both countries capturing new opportunities
- Double digit profit growth in the US and Mexico together with business growth
- Focus on simplifying and integrating our structure to deliver on our committed efficiencies
- Continued to reduce our cost base, manage margins (NII +1%) and maintain low cost of credit
Europe South America North America
- High profitability in a region with structural growth
- Unique levers for future development: expansion of successful businesses to other countries in
the region, such as payments, auto financing, Prospera, Superdigital, …
- Underlying profit growth in 8 of our 10 core markets YoY
- Customer revenue up (NII +5%; fee income +4%). Of note was the growth in net fee income in Q3
- Costs reflecting synergies (-1% in real terms) and low levels of cost of credit (c.1%)
Resilient results
in a volatile environment
Group
We continue to make progress towards our commitments
Note: YoY changes in constant euros
6.
Summary and medium-term goals
61
(1) Over the underlying attributable profit from 2019 (2) Last four dividends paid
Accelerating our digitalisation
- 1st dividend against 2019 earnings: EUR 0.10 per share
- 40-50% payout ratio1 strategy maintained, with the proportion of cash dividend per share at least that
- f the last year
- Creating shareholder value with a TNAV per share + Dividend per share +8% YoY2
- Consistent organic capital generation: +53 bps in 2017; +64 bps in 2018 and +48 bps in 2019 YTD
Profitability enhancement and efficient capital allocation Remunerating
- ur shareholders
- Santander Global Platform (SGP) continued to progress according to the envisaged schedule
- We launched Openbank in Germany, Superdigital in Chile and the Trade Club Alliance platform
within the Global Trade Services (GTS) strategy. Increased InnoVentures investments
Underlying RoRWA
1.48% 1.59% 1.63%
2017 2018 9M'19
Improved capital allocation with natural reweighting towards more profitable geographies: Higher RoRWA due to RWA management
Developing markets and consumer loans / Total Group
33% 34% 36%
Sep-17 Sep-18 Sep-19
We continue to make progress towards our commitments
6.
Main takeaways
Summary and medium-term goals
62
Medium-term goals
Note: underlying RoTE South America includes Brazil, Chile, Argentina and Uruguay North America includes USA and Mexico Europe includes Spain, UK, Portugal, Poland, SCF and SCIB
Further leveraging our diversification and scale…
Building the leading European bank in profitability and customer experience, leveraging scale & digital capabilities A region with structural growth and high profitability Increasing coordination and cooperation between the two countries
Europe North America South America
6.
Summary and medium-term goals
63
Medium-term goals
…to achieve our Group medium-term goals while building a responsible bank
Customers Shareholders
- Loyal customers3: c.26 Mn
- Digital customers4: c.50 Mn
- Top 3 in customer satisfaction:
All markets2
- Digital sales5: >50%
- C/I: 42 - 45%
- FL CET1: 11% - 12%
- RoTE6: 13% - 15%
- RoRWA6: 1.8% - 2.0%
- Dividend pay-out: 40% - 50%
Communities
- Financially
empowered people1: 10 Mn
People
- Top 10 company to work: 6
geographies
Shareholders Customers Communities People
(1) Cumulative number of people whom we serve with our financial empowerment and inclusion initiatives in any of our geographies during the period 2019-2025. These initiatives target mostly unbanked, underbanked and vulnerable groups. (2) CSAT: Customer Satisfaction internal benchmark of active customers’ experience and satisfaction audited by Stiga / Deloitte. In the medium term we will be also following NPS as indicator; Ex US; (3) Active customer who receive most of their financial services from the Group according to the commercial segment that they belong to. (4) Every physical or legal person, that, being part of a commercial bank, has logged in its personal area of internet banking or mobile phone or both in the last 30 days. (5) The percentage of new business carried out through digital channels in the period (6) Underlying
6.
Summary and medium-term goals
64
Important information
i.
Non-IFRS and alternative performance measures In addition to the financial information prepared in accordance with International Financial Reporting Standards (“IFRS”) and derived from our financial statements, this presentation contains certain financial measures that constitute alternative performance measures (“APMs”) as defined in the Guidelines on Alternative Performance Measures issued by the European Securities and Markets Authority (ESMA) on 5 October 2015 (ESMA/2015/1415en) and other non-IFRS measures (“Non-IFRS Measures”). The financial measures contained in this presentation that qualify as APMs and non-IFRS measures have been calculated using the financial information from Santander Group but are not defined or detailed in the applicable financial reporting framework and have neither been audited nor reviewed by our auditors. We use these APMs and non-IFRS measures when planning, monitoring and evaluating our performance. We consider these APMs and non-IFRS measures to be useful metrics for management and investors to facilitate operating performance comparisons from period to period. While we believe that these APMs and non-IFRS measures are useful in evaluating our business, this information should be considered as supplemental in nature and is not meant as a substitute of IFRS
- measures. In addition, other companies, including companies in our industry, may calculate or use such
measures differently, which reduces their usefulness as comparative measures. For further details of the APMs and Non-IFRS Measures used, including its definition or a reconciliation between any applicable management indicators and the financial data presented in the consolidated financial statements prepared under IFRS, please see the 2018 Annual Financial Report, filed with the Comisión Nacional del Mercado de Valores of Spain (CNMV) on 28 February 2019, as well as the section “Alternative performance measures” of the annex to the Banco Santander, S.A. (“Santander”) 2019 3Q Financial Report, published as Relevant Fact on 30 October 2019. These documents are available on Santander’s website (www.santander.com). The businesses included in each of our geographic segments and the accounting principles under which their results are presented here may differ from the included businesses and local applicable accounting principles of our public subsidiaries in such geographies. Accordingly, the results of
- perations and trends shown for our geographic segments may differ materially from those of such
subsidiaries Forward-looking statements Santander cautions that this presentation contains statements that constitute “forward-looking statements” within the meaning of the U.S. Private Securities Litigation Reform Act of 1995. Forward- looking statements may be identified by words such as “expect”, “project”, “anticipate”, “should”, “intend”, “probability”, “risk”, “VaR”, “RoRAC”, “RoRWA”, “TNAV”, “target”, “goal”, “objective”, “estimate”, “future” and similar expressions. These forward-looking statements are found in various places throughout this presentation and include, without limitation, statements concerning our future business development and economic performance and our shareholder remuneration policy. While these forward-looking statements represent
- ur
judgment and future expectations concerning the development of our business, a number of risks, uncertainties and other important factors could cause actual developments and results to differ materially from our expectations. The following important factors, in addition to those discussed elsewhere in this presentation, could affect our future results and could cause outcomes to differ materially from those anticipated in any forward-looking statement: (1) general economic or industry conditions in areas in which we have significant business activities or investments, including a worsening of the economic environment, increasing in the volatility of the capital markets, inflation or deflation, and changes in demographics, consumer spending, investment or saving habits; (2) exposure to various types of market risks, principally including interest rate risk, foreign exchange rate risk, equity price risk and risks associated with the replacement of benchmark indices; (3) potential losses associated with prepayment of our loan and investment portfolio, declines in the value of collateral securing our loan portfolio, and counterparty risk; (4) political stability in Spain, the UK, other European countries, Latin America and the US (5) changes in laws, regulations or taxes, including changes in regulatory capital and liquidity requirements, including as a result of the UK exiting the European Union and increased regulation in light of the global financial crisis; (6) our ability to integrate successfully our acquisitions and the challenges inherent in diverting management’s focus and resources from other strategic opportunities and from operational matters while we integrate these acquisitions; and (7) changes in our ability to access liquidity and funding on acceptable terms, including as a result of changes in our credit spreads or a downgrade in our credit ratings or those of
- ur more significant subsidiaries. Numerous factors could affect the future results of Santander and
could result in those results deviating materially from those anticipated in the forward-looking
- statements. Other unknown or unpredictable factors could cause actual results to differ materially from
those in the forward-looking statements.
65
Important information
i.
Forward-looking statements speak only as of the date of this presentation and are based on the knowledge, information available and views taken on such date; such knowledge, information and views may change at any time. Santander does not undertake any obligation to update or revise any forward-looking statement, whether as a result of new information, future events or otherwise. No offer The information contained in this presentation is subject to, and must be read in conjunction with, all other publicly available information, including, where relevant any fuller disclosure document published by Santander. Any person at any time acquiring securities must do so
- nly on the basis of such person’s own judgment as to the merits or the suitability of the
securities for its purpose and only on such information as is contained in such public information having taken all such professional or other advice as it considers necessary or appropriate in the circumstances and not in reliance on the information contained in this
- presentation. No investment activity should be undertaken on the basis of the information
contained in this presentation. In making this presentation available Santander gives no advice and makes no recommendation to buy, sell or otherwise deal in shares in Santander
- r in any other securities or investments whatsoever.
Neither this presentation nor any of the information contained therein constitutes an offer to sell or the solicitation of an offer to buy any securities. No offering of securities shall be made in the United States except pursuant to registration under the U.S. Securities Act of 1933, as amended, or an exemption therefrom. Nothing contained in this presentation is intended to constitute an invitation or inducement to engage in investment activity for the purposes of the prohibition on financial promotion in the U.K. Financial Services and Markets Act 2000. Historical performance is not indicative of future results Statements as to historical performance or financial accretion are not intended to mean that future performance, share price or future earnings (including earnings per share) for any period will necessarily match or exceed those of any prior period. Nothing in this presentation should be construed as a profit forecast. Third Party Information In particular, regarding the data provided by third parties, neither Santander, nor any of its administrators, directors or employees, either explicitly or implicitly, guarantees that these contents are exact, accurate, comprehensive or complete, nor are they obliged to keep them updated, nor to correct them in the case that any deficiency, error or omission were to be
- detected. Moreover, in reproducing these contents in by any means, Santander may
introduce any changes it deems suitable, may omit partially or completely any of the elements of this presentation, and in case of any deviation between such a version and this
- ne, Santander assumes no liability for any discrepancy.
Thank you
Our purpose is to help people and business prosper Our culture is based on believing that everything we do should be