Institutional Presentation H119 Highlights Santander, a leading - - PowerPoint PPT Presentation
Institutional Presentation H119 Highlights Santander, a leading - - PowerPoint PPT Presentation
Institutional Presentation H119 Highlights Santander, a leading financial group H119 Highlights 1.51 Total assets (EUR trillion) 899 Customer loans (EUR billion excluding reverse repos) Customer deposits + mutual funds (EUR billion
Highlights
Santander, a leading financial group
Total assets (EUR trillion)
1.51
Customer loans (EUR billion excluding reverse repos)
899
Customer deposits + mutual funds (EUR billion excluding repos)
954
Branches
13,081
H1’19 Attributable profit (EUR million)
3,231
H1’19 Underlying attributable profit (EUR million)
4,045
Market capitalisation (EUR billion; 28-06-19)
66
People (headcount)
201,804
Customers (millions)
142
Shareholders (millions)
4.1
Communities (million people helped in 2018)
2.5
H1’19 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. H1’19 Highlights – results and activity
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
7
We maintain a leadership position in our core markets
Customers by country. Jun-19
1.
Santander vision and business model
142
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: 9% Deposits: 9% Loans: 18% Deposits: 16%
Portugal
Loans: 12% Deposits: 12%
Poland2
Top 3
SCF
Market shares
Data: Market-share as at Mar-19 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)
1.1 Scale
Spain 10% SCF 14% UK 18% Poland 3% Portugal 2% USA 4% Mexico 12% Brazil 31% Chile 2% Argentina 3% Others 1%
8
Focus on increasing customer loyalty…
1.
Santander vision and business model
1.2 Unique personal banking relationships
Note: Year-on-year changes
20.6 mn (+10%) 142 mn (+4%)
Loyal / Active customers Loyal customers Total customers
135 136 138 139 141 142
Q1'18 Q2 Q3 Q4 Q1'19 Q2
Companies (k)
17.1 18.9
Jun-18 Jun-19
+11%
Individuals (mn)
+7%
1,626 1,743
Jun-18 Jun-19
29%
30%
Increased loyalty ratio in
8 core markets
Jun-18 Jun-19
9
1.
Santander vision and business model
1.2 Unique personal banking relationships
Note: Year-on-year changes (1) Data as of 30 June. 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: 38.4 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
3,725 mn in H1’19 (+28%) 34.8 mn (+22%)
# Active transactions3 # Accesses2 Digital customers1
27.5 28.4 30.1 32.0 33.9 34.8
Q1'18 Q2 Q3 Q4 Q1'19 Q2
Online and mobile
1,381 1,521 1,624 1,768 1,830 1,895
Q1'18 Q2 Q3 Q4 Q1'19 Q2
1,062 mn in H1’19 (+25%)
409 443 456 498 517
545
Q1'18 Q2 Q3 Q4 Q1'19 Q2
Spain, 13% SCF, 13% UK, 11% Portugal, 5% Poland, 3% USA, 9% Mexico, 8% Uruguay and Andean Region, 2% Argentina, 1% Chile, 6% Brazil, 29%
10
Well-balanced geographic distribution
Contribution to H1’19 underlying attributable profit1
Americas Europe
55% 45%
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
Europe South America North America
2
(1) Excluding Corporate Centre (EUR -1,108 mn) and Santander Global Platform (EUR -51 mn) (2) Uruguay and Andean Region underlying profit (EUR 94 mn)
Individuals demand deposits, 38% Individuals time deposits, 9% Individuals mutual funds, 15% Consumer, 4% SMEs, 10% Corporates, 14% CIB, 10%
11
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 899 bn EUR 954 bn
1.3 Diversification and model of subsidiaries A good mix of products for individuals and companies
Other individuals, 11% Home mortgages, 35% Consumer, 17% SMEs, 11% Corporates, 14% CIB, 12%
12
1.
Santander vision and business model
EUR bn and YoY change in constant EUR, Jun-19 EUR bn and YoY change in constant EUR, Jun-19
Customer funds by geographies Customer loans by geographies
1.3 Diversification and model of subsidiaries Strong balance sheet growth
SCF SCF
232 201 101 90 78 41 37 33 30 6 899 896 0% +10% +9% +7%
- 1%
+8% +26% +14%
- 4%
+7% +4% 899
Group Total1
317 205 121 70 42 42 38 36 35 11 350 954 +5% +10% +7% +2% +3% +22% +5% +40% +2% +11% +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.
13
Our diversification and model of subsidiaries make us more resilient
Profitability drivers - high and recurring pre-provision profit Low Earning per share (EPS) volatility
EPS volatility calculated using quarterly data from Jan-99 to Q1’19
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
695% 344% 123% 108% 88% 76% 61% 44% 9% 42% 34%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 H1'19
18 23 24 24 24 20 23 24 23 25 26 13 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% 2.84% 1.02% 1.36% 1.40% 1.65% 2.44% 1.69% 1.43% 1.25% 1.18% 1.07% 1.00% 0.98%
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)
- 6th best global financial brand
(BGB 2018, 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
202
thousand
Customers
142
million
Communities
2.5
million people helped in 2018
Shareholders
4.1
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
201,804
Employees Jun-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
142
Million customers
Jun-19
20.6 (+10%)
Million loyal customers
(Jun-19 vs. Jun-18)
Million digital customers
(Jun-19 vs. Jun-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
*
34.8 (+22%)
2.
Aim and value creation
Chile, Brazil, Spain, Portugal, Argentina and the UK
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
4.1
Million Jun-19
+10%
TNAV per share + Cash dividend Jun-19 vs. Jun-18
2.
Aim and value creation Engagement with shareholders, investors and analysts
*
- Among the best banks
in Europe by profitability
Underlying RoTE in H1’19
11.7%
- Share capital distribution
(by investor, Jun-19)
- Shareholder remuneration
Total shareholder remuneration for 2018
EUR 0.23 per share (+4.5%)
Market capitalisation at end Jun-19
EUR 66,253 mn
- Largest bank in the Eurozone
by stock market value 59% 1% 40%
Institutional Board1 Retail
2019 Santander Investor Day: sharing the Bank's strategy and outlook with analysts and investors
(1) Shares whose ownership or permanent representation are held by administrators
General Meeting
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
3
rd
Bank in the world
1
st
Bank in Europe
20
2.
Aim and value creation
Santander Responsible Banking
Adapting to the new business environment We will continue supporting inclusive and sustainable growth Our activity helps us to address a number of the United Nations’ Sustainable Development Goals, and support the Paris Agreement’s aim to combat climate change and adapt to its effects. We are:
…embedding sustainability across business areas and contributing to develop methods to align with the Paris Agreement and contribute to the SDGs1. …fulfilling our fundamental responsibilities in the areas of human rights, labour, environment and anticorruption. …identifying and assessing risk and opportunities developing a forward looking climate strategy and disclosing to stakeholders.
UNEP FI Principles for Responsible Banking UN Global Compact principles Task Force for Climate-related Financial Disclosure
(1) Sustainable Development Goals
21
2.
Aim and value creation 2018 2021 2022 2023 2024 2025 2020 2019
Top 10 country to work for1 (core geographies) 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% 10Mn 120Bn 200K 4Mn
*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
*
11% 19% 33% 36% 33% 33% 2011 2013 2015 2017 2018 Jul-19
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. Jul-19
24
Internal control
Group-subsidiary governance model Presence of Grupo Santander in the subsidiaries' Boards
- f Directors establishing guidelines for board dynamics
and effectiveness Reporting of the CEO / Country Heads to the Group CEO / Regional Heads and Group Executive Committee Interaction between the Group and the subsidiaries control, management and business functions
A B C
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
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) New primary and secondary segments (2) 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 Platform1 Santander Global Platform1
Primary segments – Operating areas
Santander Corporate & Investment Banking Secondary segments – Global businesses Group functions and Corporate Centre activities
10 core markets
Others
SCF2 Risk
4.
A new, simplified management structure based on three geographic segments
Europe North America South America
Total customers
(EUR million)
Loans
(EUR billion)
Customer funds
(EUR billion)
Underlying profit
(EUR billion)
RoTE
(%)
67 638 658 2,354 10% 22 123 112 889 10%1 52 131 173 1,961 21%
Note: Loans excluding reverse repos. Customer funds: deposits excluding repos. Underlying RoTE (1) Adjusted for excess of capital in the US. Otherwise 9.5%.
Group organisational and management structure
*
Group structure and businesses
28
Santander España maintains its loyalty-centred strategy while making progress on its digital transformation
Branches 4,247 Employees 30,682 Loyal customers (thousands) 2,464 Digital customers (thousands) 4,642 Gross loans* 201,058 Customer funds* 317,169 Underlying attributable profit* 694 Contribution to Group’s underlying profit 13% (*) 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 Complete Banco Popular’s integration, maintaining quality service and customer relationship Accelerate the Bank’s digital transformation in order to improve the customer experience
H1’19 Highlights
Strategic priorities
Group structure and businesses
29
SCF is the consumer finance leader in Europe with best in class profitability and efficiency
Branches 424 Employees 14,494 Customers (millions) 19.2 Gross loans* 100,752 Customer funds* 37,896 Underlying attributable profit* 658 Contribution to Group’s underlying profit 13% (*) EUR million. Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds (1) UK data included in SAN 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
H1’19 Highlights
Strategic priorities
15 countries
Group structure and businesses
30
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 659 Employees 25,761 Loyal customers (millions) 4.5 Digital customers (millions) 5.7 Gross loans* 232,150 Customer funds* 205,064 Underlying attributable profit* 582 Contribution to Group’s underlying profit 11%
4.
Improve customer experience & satisfaction Increase profitability through efficiency and capital allocation Enhance efficiency by simplifying, digitalising and automating the bank
H1’19 Highlights
Strategic priorities
Support communities through skills, knowledge and innovation
Group structure and businesses
Digital mortgages
31
Position in Poland reinforced by the integration of DBP’s1 retail and SME
- businesses. BZ WBK was renamed Santander Bank Polska in 2018
(*) EUR million Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds (1) Deutsche Bank Polska
Poland
Branches 532 Employees 11,488 Loyal customers (thousands) 1,929 Digital customers (thousands) 2,408 Gross loans* 30,278 Customer funds* 36,060 Underlying attributable profit* 150 Contribution to Group’s underlying 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
H1’19 Highlights
Strategic priorities
Strengthen Santander brand
Group structure and businesses
32
In Portugal we consolidated our position as the country’s1 largest privately
- wned bank
(*) EUR million. Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds. (1) Domestic activity
Portugal
Branches 553 Employees 6,736 Loyal customers (thousands) 768 Digital customers (thousands) 756 Gross loans* 36,691 Customer funds* 41,784 Underlying attributable profit* 260 Contribution to Group’s underlying 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
H1’19 Highlights
Strategic priorities
Group structure and businesses
33
Santander US has built a strong presence in the Northeast of the United States
(*) EUR million. Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds
United States
Branches 646 Employees 17,381 Loyal customers (thousands) 340 Digital customers (thousands) 987 Gross loans* 89,636 Customer funds* 69,967 Underlying attributable profit* 465 Contribution to Group’s underlying profit 9%
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
H1’19 Highlights
Strategic priorities
Group structure and businesses
34
Santander México, a leading financial group in the country, focused on commercial transformation and innovation
Mexico
Branches 1,416 Employees 19,536 Loyal customers (thousands) 2,878 Digital customers (thousands) 3,504 Gross loans* 33,234 Customer funds* 41,577 Underlying attributable profit* 424 Contribution to Group’s underlying profit 8%
Select Me – Women proposition
4.
(*) EUR million Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds.
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
H1’19 Highlights
Strategic priorities
Group structure and businesses
35
Santander Brasil has a customer-centric model and a strategy focused on sustainable and profitable growth
Brazil
Branches 3,643 Employees 48,118 Loyal customers (millions) 5.4 Digital customers (millions) 12.7 Gross loans* 77,835 Customer funds* 121,485 Underlying attributable profit* 1,482 Contribution to Group’s underlying 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 Continue efficiency and cost of credit improvement Increase customer satisfaction and loyalty Innovative solutions (digital & disruptive bank) Profitable market share gains
H1’19 Highlights
Strategic priorities
Employee benefits Fully digital investment platform
Group structure and businesses
36
Santander Chile is the country’s leading privately owned bank by assets and customers
Chile
Branches 380 Employees 11,797 Loyal customers (thousands) 677 Digital customers (thousands) 1,167 Gross loans* 41,182 Customer funds* 35,215 Underlying attributable profit* 311 Contribution to Group’s underlying 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
H1’19 Highlights
Strategic priorities
Group structure and businesses
37
Santander Argentina is the country's largest privately owned bank by banking business
Argentina
Branches 469 Employees 9,183 Loyal customers (thousands) 1,345 Digital customers (thousands) 2,127 Gross loans* 5,858 Customer funds* 11,030 Underlying attributable profit* 73 Contribution to Group’s underlying profit 1%
4.
(*) EUR million Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds.
Action plans to improve efficiency and productivity Continue the transformation of the branch network, focused on improving customer experience Improve the value offer, prioritising Select, SMEs Advance and mid-income segments
H1’19 Highlights
Strategic priorities
Group structure and businesses
38
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* 889 Contribution to Group’s underlying profit 17% 35% 26% 28% 11% Global Transaction Banking Global Debt Financing Global Markets Capital & Other Revenue
(H1’19)
4.
SCIB Continue the implementation of 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
H1’19 Highlights
Strategic priorities
Selected SCIB awards 2019 YTD
Best Investment Bank in Spain and Poland Euromoney Best Supply Chain Finance Bank Trade Finance Best Trade Finance Bank in Latam GTR
Leading positions in Latam and Europe, particularly in Export & Agency Finance and Structured
- Financing. In capital markets, we are one of the main bookrunners of green bonds in Spain and Europe
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
Private Banking customers
c.211 k
Assets under management1
EUR 377 bn
Contribution to Group’s underlying profit2
EUR 1,227 mn
39
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) Environmental, Social and Governance
4.
Our aim: become the best responsible Wealth Manager in Europe and the Americas
H1’19 Highlights
First choice of insurance for Santander customers Best provider of savings and investments solutions in Iberoamerica Single truly global PB platform
- 1. Reach our full potential by
completing our value proposition
- 2. Develop end-to-end digital journeys
and online open platforms
- 3. Transform distribution
- 4. Become the best local supplier
- 5. Build a competitive edge on our
global capabilities + develop institutional & pensions
- 6. Develop digital investment platforms
- 7. Launch our operational
transformation
- 8. Implement the new IT platform
9. Enhance and connect our local models
- 10. Develop a global Private Wealth
proposition
- 11. Execute the digital transformation
- 12. Build our brand
- 13. Enhance our teams
- 14. Foster collaboration among countries’ private banking, SAM, SCIB and SMEs
- 15. Responsible banking: ESG3
Strategic priorities Group structure and businesses
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
Note: Digital Services definitions on page 48 of the Group H1’19 Earnings presentation (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
40
Group structure and businesses
Santander Global Platform -
4.
A
Attract, engage and retain customers without a branch network, best user experience and profitability … and become the leading “Banking as a Service” platform to serve third parties
… by Openbank in its international expansion … in the first phase2: One of the largest full service digital banks in Europe, with best in class UX and a profitable business model A technology company developing a “Banking as a Service” state-of-the-art platform to be used …
- Total customers: 1.2 mn
- # products per loyal customer: 4.6
Large customer base in Spain … … and high growth and productivity
- Loans: +164%; Deposits: +22% YoY
- Business: EUR 36,200 per loyal customer
… reflected in transactionality …
- # transactions1: +29% YoY
BaaS = Banking as a Service UX = user experience (1) Monetary total transactions through all channels, including ATMs (2) Tentative agenda
From to
Open Digital Services (ODS) – BaaS model Openbank
41
Group structure and businesses
Santander Global Platform -
4.
B
(1) Tentative agenda
>500k active users
First phase1: in the first phase1: From to
>1 million active customers
in the first phase1: From to
Rest of Latam
>200k companies customers
Initial roll-out1 Platform development in 2019
Open market
Three European countries to rest of Santander geographies and
- pen market
Superdigital - “Banking without a bank” Pago FX - International transfers Global Merchant Services - Acquiring solutions Global Trade Services - International trade products
Global Payments Services - Payments platform to better serve existing and new customers with best-in-class value propositions developed globally
42
Group structure and businesses
Santander Global Platform -
4.
C
(1) Software as a Service (SaaS)
- c. USD 100 mn invested in 24 companies from 7 countries
Centres of Digital Expertise - Global capabilities Santander InnoVentures - Investments in fintech Digital Assets - Technology projects & solutions1
Digital Assets - Common solutions (“built once, used by many”) - Our common digital assets and Centres of Digital Expertise help our banks in their digital transformation
Globile - mobile platform. All countries and business collaborating to develop
and reuse global App components (agile projects)
Open Platform - common services
>20 components implemented across 6 countries Modern cloud-native, mobile first technology infrastructure Contact Centre Conversion Rate Optimisation Machine Learning
33 9 9 9
Programmes Markets
>30 21 Continue leveraging the Group’s scale and ensuring all countries have access to the most innovative technology
Main centres
43
Group structure and businesses
H1’19 Highlights – results and activity
5.
45
Highlights
5.
H1’19 Highlights – results and activity
(1) QoQ and YoY volume changes in constant euros
Our loyal and digital customer base continues double digit growth, increasing digital activity Volumes increased1: loans (+2% QoQ; +4% YoY) and customer funds (+3% QoQ; +6% YoY) Q2’19 attributable profit: EUR 1,391 mn impacted by a EUR 706 mn charge, mainly restructuring costs Q2’19 underlying profit of EUR 2,097 mn up 8% QoQ. Excluding the SRF contribution: +16% H1’19 underlying profit: EUR 4,045 mn backed by higher customer revenue, cost control and lower cost of credit We continued to generate capital organically in Q2: +11 bps (+29 bps YTD) CET1 Jun-19: 11.30% impacted by regulatory effects and restructuring costs (-20 bps in Q2; -49 bps YTD) High profitability: 11.7% underlying RoTE
Activity Profitability and solvency Results QoQ strong growth in volumes (+2% loans ; +3% customer funds), underlying profit (+8%) and continued generation of capital organically (+11 bps)
46
Key achievements
*Growth *Profitability *Strength
5.
H1’19 Highlights – results and activity Customer funds: +6% Customer loans: +4%
Customers Volumes
Digital: +22% Loyal: +10% RoRWA: 1.62% RoTE: 11.7%
Results Profitability ratios1
Underlying att. profit: +2% Customer revenue: +5%
NPL: 3.51% (-41 bps)
Solvency Credit quality
TNAVps: 4.30 (+5%)
CET1: 11.30% (+50 bps) Cost of credit: 0.98% (-1 bp)
Note: YoY changes. Results and volume changes in constant euros. Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds (1) Underlying
47
H1’19 underlying P&L YoY performance
5.
Key achievements
(1) 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 Mainly restructuring costs
Lower market revenue and higher cost of FX hedging
Higher customer revenue due to increased business volumes and spread management
H1’19 Highlights – results and activity
EUR million
Net interest income 17,636 16,931 4 6 Net fee income 5,863 5,889 2 Gains on fin. trans. and other 937 1,342
- 30
- 29
Total income 24,436 24,162 1 3 Operating expenses
- 11,587
- 11,482
1 2 Net operating income 12,849 12,680 1 3 Loan-loss provisions
- 4,313
- 4,297
1 Other results
- 957
- 903
6 10 Underlying PBT 7,579 7,480 1 3 Taxes
- 2,679
- 2,659
1 3 Minority interests
- 855
- 769
11 11 Underlying attributable profit 4,045 4,052 2 Net capital gains and provisions1
- 814
- 300
171 171 Attributable profit 3,231 3,752
- 14
- 12
Constant euros Euros
H1’19 % vs. H1’18 H1’18
8,278 8,650 8,986 2,843 2,917 2,946
Customer revenue growth QoQ (+3%) and YoY (+5%) driven by stronger customer activity
5.
48
Note: Constant euros (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
YoY increase in the majority of our main markets QoQ improvement boosted by Brazil and Mexico H1’19 vs H1’18 affected by lower ALCO portfolio sales and FX hedges Q2’19 recorded the annual SRF contribution Very low weight as a percentage of total income (<4%) YoY growth due to higher volumes and spread management, with improvement in 7 of our 10 core markets QoQ increase backed by South America and North America, particularly Brazil, Chile, the US and Argentina
735 472 465
Q1'18 Q2 Q3 Q4 Q1'19 Q2
Net fee income Other revenue1 Net interest income Key achievements
H1’19 Highlights – results and activity
49
Costs (-1.8% YoY in real terms) reflect the first integration synergies, maintaining a best-in-class cost-to-income and high quality customer service
Cost evolution
5.
Key achievements
Costs in real terms
- 1.8% YoY
Cost-to-income 47.4% in H1’19
Nominal In real terms1 H1’19 vs. H1’18, %
SCF
Note: Constant euros (1) Excluding inflation (2) Impacted by DB Polska integration. Efficiency ratio improved 0.6 pp
Europe: -3.2% cost reduction in real terms, enhancing
- perating efficiency
Better operational leverage in the US, while we are investing to update distribution capacity in Mexico Costs under control in the South American markets SGP up EUR 46 mn due to the higher ongoing investments in its initial stage
Targeted cost management by geographies:
H1’19 Highlights – results and activity
- 7.3
- 8.8
2.0 0.3
- 0.6
- 2.8
12.0 10.3
- 3.8
- 4.7
0.1
- 2.0
7.1 2.6 3.1
- 1.2
1.7
- 0.8
89.0 41.3
- 9.1
- 10.6
2
50
Continued credit quality improvement, underpinned by the good evolution of the NPL, coverage and cost of credit ratios
5.
Key achievements Cost of credit Coverage ratio NPL ratio
%
69 68
68
Jun-18 Mar-19 Jun-19
3.92 3.62
3.51
0.99 0.97
0.98
Cost of credit ratio flat YoY, maintaining low levels in H1’19 NPL ratio fell YoY in most markets High level of allowances to total loans: strong first line of defense
H1’19 Highlights – results and activity
51
Continued to generate capital organically (+11 bps QoQ; +29 bps YTD). CET1 ratio impacted by regulatory effects and restructuring costs
CET1 ratio evolution
5.
Key achievements
%
Santander currently complies with MREL requirement3
Dec-18 Jun-19
Organic generation Market and others Regulatory impacts1
Jun-18
Perimeter and restructuring costs2
Jun-19 FL Total capital ratio Leverage ratio YoY change FL Tier 1 capital ratio 5.0% 14.80%
- 1 bp
+56 bps 12.73% +44 bps
(1) IFRS 16 (-19 bps); models and TRIM (-15 bps); Other (-2 bps) (2) Restructuring costs (-13 bps); Prisma (+2 bps); Other (+3 bps) (3) Parent bank. Preliminary data Note: 2019 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.
H1’19 Highlights – results and activity
10.80 11.30 10.94
11.30
- 0.36
+0.29
- 0.08
+0.15
52
Creating shareholder value whilst maintaining high profitability
TNAV per share
5.
Key achievements
Profitability ratios
Underlying RoTE1 12.1% 11.7%
2018 H1'19
1.59% 1.62%
2018 H1'19
Underlying RoRWA1
EUR
4.10 4.19 4.30
Jun-18 Dec-18 Jun-19
Notes: The averages for the H1 RoTE and RoRWA denominators are calculated on the basis of 7 months from December to June. 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% and H1’19 10.5%. Statutory RoRWA 2018 1.55% and H1’19 1.48%
H1’19 Highlights – results and activity
53
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 Countries' presentations
SCF
5.
2018 Annual report Document Online version
Poland UK US Mexico Brazil Argentina Chile Spain Portugal
TNAV per share
H1’19 Highlights – results and activity
54
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 document 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)
- n 5 October 2015 (ESMA/2015/1415en) and other non-IFRS measures (“Non-IFRS Measures”). The
financial measures contained in this document 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 2019 2Q Financial Report, published as Relevant Fact on 23 July 2019 and 2018 Annual Financial Report, filed with the Comisión Nacional del Mercado de Valores of Spain (CNMV) on 28 February 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 document 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 document and include, without limitation, statements concerning our future business development and economic performance and our shareholder remuneration policy. While these forward-looking statements represent our 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 document, 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 our 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.
55
Important information
i.
Forward-looking statements speak only as of the date of this document 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 document 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
- document. No investment activity should be undertaken on the basis of the information
contained in this document. In making this document available Santander gives no advice and makes no recommendation to buy, sell or otherwise deal in shares in Santander or in any other securities or investments whatsoever. Neither this document nor any of the information contained therein constitutes an offer to sell
- r 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 document 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 document should be construed as a profit forecast.
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