Institutional Presentation Q119 Highlights Santander, a leading - - PowerPoint PPT Presentation

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Institutional Presentation Q119 Highlights Santander, a leading - - PowerPoint PPT Presentation

Institutional Presentation Q119 Highlights Santander, a leading financial group Q119 Highlights 1.51 Total assets (EUR trillion) 896 Customer loans (EUR billion excluding reverse repos) Customer deposits + mutual funds (EUR billion


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SLIDE 1

Q1’19

Institutional Presentation

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SLIDE 2

Highlights

Santander, a leading financial group

Total assets (EUR trillion)

1.51

Customer loans (EUR billion excluding reverse repos)

896

Customer deposits + mutual funds (EUR billion excluding repos)

935

Branches

13,277

2018 Attributable profit (EUR million)

7,810

Q1’19 Attributable profit (EUR million)

1,840

Market capitalisation (EUR billion; 29-03-19)

67

People (headcount)

202,484

Customers (millions)

144

Shareholders (millions)

4.1

Communities (million people helped in 2018)

2.5

Q1’19 Highlights

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SLIDE 3

Index

1. Santander vision and business model 2. Aim and value creation 3. Corporate governance and internal control 4. Group structure and business units 5. Q1’19 Highlights – results and activity 6. Summary and mid-term strategy

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SLIDE 4

Santander vision and business model

1.

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SLIDE 5

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

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SLIDE 6

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

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SLIDE 7

7

We maintain a leadership position in our core markets

Customers by country. Mar-19

1.

Santander vision and business model

Spain 12% SCF 13% Poland 3% Portugal 2% UK 18% Brazil 30% Mexico 12% Chile 2% Argentina 3% USA 4% Others 1%

144

Million customers

Brazil

Loans: 9% Deposits4: 11%

Argentina

Loans: 10% Deposits: 12% Loans: 19% Deposits: 18%

Chile

Loans: 13% Deposits: 14%

Mexico United States3

Loans: 3% Deposits: 3% Loans: 17% Deposits: 18%

Spain5 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 Mar-19 or latest available. (1) Loans include household (mortgages and consumer credit) plus corporate loans. Deposits include household deposits (with banks and NS&I) and corporate deposits, excluding cash holdings (2) Including Santander Consumer Finance business (SCF) (3) In all states where Santander Bank

  • perates

(4) Includes demand, savings and time deposits, LCA (agribusiness notes) and LCI (real estate credit notes) (5) Other Resident Sectors in Spain

1.1 Scale

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SLIDE 8

8

Focus on increasing customer loyalty together with increased digitalisation

1.

Santander vision and business model

20.2 mn (+10%)

Loyal customers

68.5 mn (+8%)

Active customers

33.9 mn (+24%)

Digital customers

30%

loyal / active customers

+1.8 mn

digital customers

QoQ

+2.2 mn

active customers

QoQ

Digital Loyal Active

1.2 Unique personal banking relationships

~77% of PBT1 among Top 3 in customer satisfaction

Note: Year-on-year changes Source: Customer satisfaction study (clients and non-clients) audited by Stiga/Deloitte (1) % of operating areas (excluding Corporate Centre and Real Estate Activity Spain)

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SLIDE 9

9

We are transforming our core banks

1.

Santander vision and business model

All our products & services through End To End (E2E) digital channels Deliver all products & services in a fast and efficient way

  • More digital customers
  • Increased customer engagement
  • Stronger loyal relationships

Top 3 bank

in 8 countries in customer satisfaction1

Best-in-class in operational excellence

Two key priorities for digital transformation

  • f the core banks…

…to continue to deliver the best customer service

* *

Priority 1 Priority 2

(1) Source: Customer satisfaction study (clients and non-clients) audited by Stiga/Deloitte

The digital transformation of our core banks (Supertankers) is customer focused with two key priorities

1.2 Unique personal banking relationships

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SLIDE 10

10

1.

Santander vision and business model Transforming the FRONT

All products and services to be available in digital channels (end-to-end)

Transforming the BACK

Re-engineering, digitizing and automatizing all our processes

Evolving our IT architecture and systems

Our Core banking system is a structural advantage

Onboarding new technologies

Rapid integration of new technologies in our day-to-day

  • perations

Becoming an agile and data-driven organisation

  • 15% cloud adoption
  • 15-30% efficiencies over IT infrastructure cost
  • 1,200 robots allow c.10% cost reduction of processes
  • -40% customer churn
  • +20% conversion rate improvement

Machine Learning

  • 35% of projects in agile (450 teams)

Santander Agile Way

We are re-engineering our core banks leveraging Group scale and innovation

1.2 Unique personal banking relationships

* * We are also launching innovative ventures (Speedboats) to address

challenges emerging from the new digital era

While we are transforming our core banks, we are also launching innovative ventures

Note: data as of 2018

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SLIDE 11

11

Well-balanced geographic distribution

Contribution to Q1’19 underlying attributable profit1

Americas Europe

52% 48%

Balanced distribution between mature markets, which provide stability, and developing markets, which fuel growth in revenue

*

(1) Excluding Corporate Centre and Real Estate Activity Spain

1.

Santander vision and business model

UK, 11% Spain; 16% SCF, 13% Portugal, 5% Poland, 3% USA, 7% Mexico, 8% Brazil, 29% Chile, 6%

Other Latam, 2%

1.3 Diversification and model of subsidiaries

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SLIDE 12

Individuals demand deposits, 40% Individuals time deposits, 10% Individuals mutual funds, 15% Consumer, 4% SMEs, 9% Corporates, 12% CIB, 10% Other individuals, 12% Home mortgages, 35% Consumer, 16% 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 896 bn EUR 935 bn

1.3 Diversification and model of subsidiaries A good mix of products for individuals and companies

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SLIDE 13

13

1.

Santander vision and business model

EUR bn and YoY change in constant EUR EUR bn and YoY change in constant EUR

247 210 98 88 76 41 36 33 29 6 300

+1% +11% +10% +8%

  • 3%

+10% +29% +50%

  • 3%

+7%

325 213 114 68 42 40 37 35 34 10 350

+4%

896

+4% +6% +5% +8% 0% +28% +4% +55% +1% +11% +5%

935

Customer funds by geographies Customer loans by geographies

1.3 Diversification and model of subsidiaries We have a strong balance sheet growth

SCF SCF

Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds

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SLIDE 14

14

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 2018

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

699% 346% 124% 109% 88% 77% 58% 44% 9% 42% 34%

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

18 23 24 24 24 20 23 24 23 25 26 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% 1.02% 1.36% 1.40% 1.65% 2.44% 1.69% 1.43% 1.25% 1.18% 1.07% 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

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SLIDE 15

Aim and value creation

2.

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SLIDE 16

16

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, 2018)

  • 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

thousands

Customers

144

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 ...

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SLIDE 17

17

202,484

Employees Mar-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

1 2 3 4

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SLIDE 18

New collaborative spaces focused on customer experience and digital capacities

18

Customers

Innovative, simple, personalised solutions

144

Million customers

Mar-19

20.2 (+10%)

Million loyal customers

(Mar-19 vs. Mar-18)

Million digital customers

(Mar-19 vs. Mar-18)

Our value proposal aims to meet the needs of our different customer profiles

*

Operational excellence to maximise the Bank’s efficiency and customer service quality

*

Top 3 in customer satisfaction1 in 8 countries

33.9 (+24%)

2.

Aim and value creation

Chile, Brazil, Spain, Portugal and Argentina

Smart and Santander Ágil branches

Spain, 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

(1) Source: Customer satisfaction study (clients and non-clients) audited by Stiga/Deloitte

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SLIDE 19

19

Shareholders

4.1

Million Mar-19

+9%

TNAV per share + Cash dividend Mar-19 vs. Mar-18

2.

Aim and value creation Shareholder engagement

*

  • Among the best banks

in Europe by profitability

Underlying RoTE in Q1’19

11.3%

  • Share capital distribution

(by investor, Mar-19)

  • Shareholder remuneration

Total shareholder remuneration for 2018

EUR 0.23 per share (+4.5%)

Market capitalisation at end Mar-19

EUR 67,292 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 owned or represented by directors

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SLIDE 20

20

Communities

We support and promote financial inclusion

2.5

Million people helped in 2018

>7.6 k

Social entities we have 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

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

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SLIDE 21

Corporate governance and internal control

3.

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SLIDE 22

Non-executive directors (independent) Executive directors Non-executive directors (neither proprietary nor independent)

60% 20% 20%

22

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 Apr-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. Apr-19

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SLIDE 23

23

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

  • Internal Audit
  • Risk & Compliance
  • Finance
  • Financial Accounting

& Control

  • Others

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:

  • Internal Audit
  • Risk
  • Compliance
  • Finance
  • Financial Accounting

& Control

  • Others4

(1) First executive (2) Second executive (3) Europe, North America and South America, reporting to Group CEO. The Group-subsidiary governance model will be updated as part of its annual review (4) IT & Operations, Human Resources, General Secretariat, Marketing, Communications, Strategy, Santander Corporate & Investment Banking, Wealth Management, Digital & Innovation and Global Platforms

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SLIDE 24

Group structure and business units

4.

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SLIDE 25

United States Mexico Brazil Chile Argentina Uruguay & Andean Region

25

Group structure

Geographic and global businesses Based on 9 markets and on the consumer finance business in Europe, adding value through

  • ur global businesses and supported by the Corporate Centre activities and other functions

(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 (2) In 2019 the insurance business will be included in Santander Wealth Management unit, which will increase the unit’s contribution to the Group and its global synergies (3) New global unit

Spain SCF1 Portugal Poland United Kingdom Asia-Pacific Representative offices

Group functions and Corporate Centre activities

*

Communication, Corporate Marketing and Research Universities Risk & Compliance Santander Digital Internal Audit Costs Technology and Operations General Secretariat and Human Resources Financial Accounting & Control Finance Strategy, Corporate Dev.& Financial Planning

4.

Group structure and business units

Santander Corporate & Investment Banking Santander Wealth Management & Insurance2

  • Exec. Chairman´s Office

& Responsible Banking

North America South America Europe

Santander Global Payments Services3

SCF

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SLIDE 26

26

Santander España maintains its loyalty-centred strategy while making progress on its digital transformation

Branches 4,366 Employees 32,366 Loyal customers (thousands) 2,605 Digital customers (thousands) 5,105 Customer loans* 209,608 Customer funds* 324,903 Underlying attributable profit* 403 Contribution to Group’s profit 16% (*) EUR million Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds

Spain

4.

Group structure and business units

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

Q1’19 Highlights

Strategic priorities

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27

SCF is the consumer finance leader in Europe with best in class profitability and efficiency

Branches 433 Employees 14,796 Customers (millions) 19.4 Customer loans* 98,144 Customer funds* 36,849 Underlying attributable profit* 325 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 SAN UK

Santander Consumer Finance

  • Germany
  • Spain
  • Italy
  • Portugal
  • Poland
  • France
  • Finland
  • Norway
  • Sweden
  • Denmark
  • Netherlands
  • Austria
  • Belgium
  • Switzerland
  • United Kingdom1

E-commerce open platform Digital interaction Mobile payments Awards

4.

Group structure and business units

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

Q1’19 Highlights

Strategic priorities

15 countries

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SLIDE 28

28

Position in Poland reinforced by the integration of the retail and SME businesses of DBP1. 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 571 Employees 12,551 Loyal customers (thousands) 1,921 Digital customers (thousands) 2,401 Customer loans* 29,319 Customer funds* 35,186 Underlying attributable profit* 62 Contribution to Group’s profit 3%

4.

Group structure and business units

#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

Q1’19 Highlights

Strategic priorities

Strengthen Santander brand

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29

In Portugal, with Banco Popular's integration, we consolidated our position as the country’s1 largest privately owned bank

(*) EUR million. Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds. (1) Domestic activity

Portugal

Branches 561 Employees 6,735 Loyal customers (thousands) 760 Digital customers (thousands) 757 Customer loans* 36,478 Customer funds* 40,242 Underlying attributable profit* 135 Contribution to Group’s profit 5%

4.

Group structure and business units

Popular Portugal integration

Gaining market share in mortgages and SMEs, with low cost of credit Improve efficiency obtaining additional cost decline from Banco Popular integration Progress in our digital transformation and streamlining workflow

Q1’19 Highlights

Strategic priorities

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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 755 Employees 25,778 Loyal customers (thousands) 4,516 Digital customers (thousands) 5,648 Customer loans* 246,820 Customer funds* 212,786 Underlying attributable profit* 271 Contribution to Group’s profit 11%

4.

Group structure and business units

Digital mortgages

Improve customer experience & satisfaction Increase profitability through efficiency and capital allocation Enhance efficiency by simplifying, digitalising and automating the bank

Q1’19 Highlights

Strategic priorities

Support communities through skills, knowledge and innovation

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31

Santander Brasil has a customer-centred model and a strategy focused on sustainable and profitable growth

Brazil

Branches 3,562 Employees 46,793 Loyal customers (thousands) 5,287 Digital customers (thousands) 12,265 Customer loans* 76,336 Customer funds* 113,769 Underlying attributable profit* 724 Contribution to Group’s profit 29%

Santander Way

SMEs

Agribusiness Payrolls

4.

Group structure and business units

(*) 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

Q1’19 Highlights

Strategic priorities

Employment benefits Fully digital investment platform

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32

Santander Mexico, a leading financial group in the country, focused on commercial transformation and innovation

Mexico

Branches 1,412 Employees 19,870 Loyal customers (thousands) 2,652 Digital customers (thousands) 3,227 Customer loans* 32,866 Customer funds* 41,624 Underlying attributable profit* 206 Contribution to Group’s profit 8%

Select Me – Women proposition

4.

Group structure and business units

(*) EUR million Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds.

Promote SCIB business Drive digitalisation, remote attention models and customer experience Continue the retail banking transformation: enhancing

  • ur attention model and

expand new businesses Focus on attracting payrolls, drawing on our strong position in SMEs and Corporates

Q1’19 Highlights

Strategic priorities

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33

Chile’s leading privately owned bank by assets and customers

Chile

Branches 380 Employees 11,888 Loyal customers (thousands) 675 Digital customers (thousands) 1,089 Customer loans* 40,795 Customer funds* 34,166 Underlying attributable profit* 149 Contribution to Group’s profit 6%

4.

Group structure and business units

(*) 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 Continue the commercial transformation via the new branch network model and digital banking Increase profitability, improving efficiency and cost of credit Improve customer service quality and grow loyal and digital customer base

Q1’19 Highlights

Strategic priorities

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34

Santander Río is the country's largest privately owned bank by banking business

Argentina

Branches 468 Employees 9,271 Loyal customers (thousands) 1,362 Digital customers (thousands) 2,109 Customer loans* 5,906 Customer funds* 10,385 Underlying attributable profit* 11 Contribution to Group’s profit 0.4%

4.

Group structure and business units

(*) EUR million Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds.

Action plans to generate savings and improve efficiency Continue the transformation of the branch network, focused on improving customer experience Improve the value offer, prioritising Select, SMEs Advance and mid-income segments

Q1’19 Highlights

Strategic priorities

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35

Santander US has built a strong presence in the Northeast of the US

(*) EUR million. Note: Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + marketed mutual funds. Santander Bank customers

United States

Branches 659 Employees 17,279 Loyal customers (thousands) 322 Digital customers (thousands) 909 Customer loans* 87,759 Customer funds* 67,968 Underlying attributable profit* 182 Contribution to Group’s profit 7%

4.

Group structure and business units

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

Q1’19 Highlights

Strategic priorities

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SLIDE 36

36

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* 457 Contribution to Group's profit 18% 34% 25% 31% 10% Global Transaction Banking Global Debt Financing Global Markets Capital & Other Revenue

(Q1’19)

4.

Group structure and business units

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, UK and Continental Europe

Q1’19 Highlights

Strategic priorities

SCIB has a unique global footprint, with presence in 17 countries

China

(Beijing, Shanghai, Hong Kong)

Singapore Germany Poland UK Portugal Spain France USA Mexico Italy Colombia Brazil Uruguay Argentina Peru Chile

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SLIDE 37

Build, scale and connect local models in

  • ne platform

Become the best local provider in our footprint Develop the Private Wealth proposition Build competitive edge on our global capabilities Digital transformation New IT model and digital investment platform Foster collaboration among countries’ private banking, SAM, SCIB and SMEs Responsible banking: ESG3 In 2019 the insurance business will be included in Santander Wealth Management unit, which will increase the unit’s contribution to the Group and its global synergies

Private Banking customers

c.208 k

Assets under management1

EUR 348 bn

Contribution to Group’s profit2

EUR 260 mn

37

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.

Group structure and business units

Our aim: become the best responsible Wealth Manager in Europe and the Americas

Strategic priorities

Q1’19 Highlights

Single truly global PB Platform

Best provider of savings and investments solutions in Iberoamerica

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38

Santander Global Payments

(1) SAN includes volumes generated through third parties with Santander customers (Elavon and First Data); Ranking excludes Chinese banks (2) Annual transaction volume across cards, account-based payments and merchant acquiring

4.

Group structure and business units

Santander Global Payments will be the cornerstone of our open financial services platform and loyalty strategy

Santander Group position

>4 mn SMEs >80 mn cards

Top 10 worldwide in

acquiring volume1

EUR 500 bn

in payments p.a.2 across customers

A

A Global Trade Services B Global Merchant Services C We have valuable assets as foundations

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SLIDE 39

Q1’19 Highlights – results and activity

5.

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40

Key achievements

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 (2) All 2018 and 2019 data calculated using the IFRS 9 transitional arrangements, unless otherwise indicated. 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 March 2019. Previously, the average cash pay-out for the last three years was considered.

*Growth *Profitability *Strength

5.

Q1’19 Highlights – results and activity Customer funds: +5% Customer loans: +4%

Customers Volumes

Digital: +24% Loyal: +10% RoRWA: 1.56% RoTE: 11.3%

Results Profitability ratios1

Underlying att. profit: -2% Customer revenue: +4%

NPL: 3.62% (-40 bps)

Solvency Credit quality

TNAVps: 4.30 (+4%)

CET12: 11.23% (+23 bps) Cost of credit: 0.97% (-7 bps)

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41

Q1’19 P&L YoY performance

5.

Key achievements

(1) Capital gains due to the sale of part of our stake in Prisma in Argentina (2) Santander sold a Spanish portfolio of residential properties to Cerberus

Q1’19 Highlights – results and activity

EUR million

Amount % Q1’19 % EUR Constant EUR Net interest income 8,682 +3 +375 +5 Net fee income 2,931

  • 1

+76 +3 Gains on fin. trans. and other 472

  • 36
  • 264
  • 36

Total income 12,085

  • 1

+187 +2 Operating expenses

  • 5,758
  • 101

+2 Net operating income 6,327

  • 1

+85 +1 Loan-loss provisions

  • 2,172
  • 5

+85

  • 4

Other results

  • 471

+13

  • 71

+18 PBT 3,684 +99 +3 Tax

  • 1,326

+4

  • 87

+7 Minority interests

  • 410

+15

  • 57

+16 Underlying profit 1,948

  • 5
  • 45
  • 2

Net capital gains and provisions

  • 108

  • 108

— Attributable profit 1,840

  • 10
  • 153
  • 8

change vs Q1’18

Cost control with an individualised and targeted cost management across the board Good credit quality evolution, with better cost of credit and NPL ratio

Prisma sale1 (EUR 150 mn), real estate disposal2

(EUR -180 mn) and restructuring costs in the UK

and Poland (EUR -78 mn) Lower market revenues and higher cost of FX hedging

Higher customer revenue due to increased business volumes and spread management

Q1’19 change vs Q1’18

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SLIDE 42

2,855 2,898 2,931 8,307 9,019 8,682

Revenue YoY growth driven by stronger customer activity. QoQ drop due to non-business related impacts

5.

42

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. Contribution to the DGF in Spain recorded in Q4’18 (2) TDR (Troubled Debt Restructuring)

YoY increase in the majority of our main markets QoQ improvement boosted by SCF, the US and Mexico Brazil lower QoQ due to insurance seasonality in Q4 Q1’19 affected by markets environment and lower ALCO sales Q1’19 FX hedging costs of EUR 60 mn 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 decrease as Q4’18 was favoured by TDR2 reclassification in the US and Q1’19 was impacted by IFRS 16 Q1’19 Highlights – results and activity

736 533 472

Q1'18 Q2 Q3 Q4 Q1'19

Net fee income Other revenue1 Net interest income Key achievements

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43

Cost management reflects integration synergies, maintaining a best-in-class cost-to-income, whilst enhancing customer experience

Cost evolution

5.

Key achievements

Costs in real terms

  • 2% YoY

Cost-to-income 47.6% in Q1’19

  • 5.7
  • 7.4
  • 1.1
  • 2.0

0.0

  • 1.8

15.42 13.82 1.2

  • 1.1
  • 2.7
  • 5.0

3.1

  • 0.9

9.9 5.3 1.0

  • 1.6

81.3 40.9

  • 1.3
  • 3.1

Nominal1 In real terms2 Q1’19 vs. Q1’18, %

SCF

Note: Constant euros (1) Excluding inflation (2) Impacted by DB Polska integration. Efficiency ratio improved 0.5 pp

Q1’19 Highlights – results and activity

Synergies from integrations in Europe Better operational leverage in the US Costs under control in the units where we are investing to update distribution capacity, such as in Mexico

Targeted cost management by geographies:

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44

Continued credit quality improvement on a YoY and QoQ basis

5.

Key achievements

Q1’19 Highlights – results and activity

Cost of credit Coverage ratio NPL ratio

%

70 67

68

Mar-18 Dec-18 Mar-19

  • 2 pp

4.02 3.73

3.62

  • 40 bps

1.04 1.00

0.97

  • 7 bps

YoY cost of credit ratio improved, maintaining low levels in Q1’19 NPL ratio fell YoY in most units High level of allowances to total loans: strong first line of defense

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SLIDE 45

11.00 11.30 11.01

11.23

  • 0.29

+0.18 +0.02 +0.02

45

Strong organic capital generation in Q1 (+18 bps). CET1 ratio impacted by accounting and regulatory effects (mainly IFRS 16 and TRIM)

CET1 ratio evolution

5.

Key achievements

(1) IFRS 16: -19 bps; IFRS 9 phased-in: -3 bps; models in Spain (-2 bps) and TRIM (-5 bps) (2) Mainly Prisma (+2 bps) (3) Parent bank. Preliminary data Note: All 2018 and 2019 data calculated using the IFRS 9 transitional arrangements, unless otherwise indicated. 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 March 2019. Previously, the average cash pay-out for the last three years was considered.

%

Q1’19 Highlights – results and activity

Santander currently complies with MREL requirement3

Dec-18 Mar-19

Organic generation Others Regulatory impacts1

Mar-18

Perimeter2

Mar-19 FL Total capital ratio Leverage ratio YoY change FL Tier 1 capital ratio 5.1% 14.82% 0 bp +39 bps 12.89% +40 bps

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46

Creating shareholder value whilst maintaining high profitability

TNAV per share

5.

Key achievements

Profitability ratios

Q1’19 Highlights – results and activity

Underlying RoTE1 12.1% 11.3%

2018 Q1'19

1.59% 1.56%

2018 Q1'19

Underlying RoRWA1

EUR

4.12 4.19 4.30

Mar-18 Dec-18 Mar-19

Notes: The averages for the Q1 RoTE and RoRWA denominators are calculated on the basis of 4 months from December to March. 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 Q1’19 11.2%. Statutory RoRWA 2018 1.55% and Q1’19 1.54%

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47

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.

Q1’19 Highlights – results and activity

2018 Annual report  Document  Online version

Poland UK US Mexico Brazil Argentina Chile Spain Portugal

TNAV per share

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SLIDE 48

Summary and mid-term strategy

6.

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SLIDE 49

49

6.

  • In a scenario of lower economic growth, all our core markets are projected to grow (except Argentina until 2020).

In Santander’s footprint, 1.9% GDP1 growth in 2019

  • In an environment with mixed trends in volumes, we expect to grow in revenue supported by higher volumes

(mainly in the Americas) and larger customer base (active, loyal and digital customers)

  • We expect controlled costs, capturing synergies and efficiencies, and a cost of credit which should remain at

low levels

  • We aim to gain market share, improve our profitability and strengthen our capital management
  • We have announced two operations, in line with our strategy of improving our profitability and deploying

capital to countries with the highest growth & profitability and to capital light businesses

  • In an challenging market, we have increased our customer base and volumes
  • Solid underlying trends in the income statement: YoY growth in customer revenue, cost control and lower LLPs
  • Strong organic capital generation and TNAVps increase
  • 11.3% underlying RoTE affected by market weakness and accounting impacts

Short-term view Q1’19 summary

(1) GDP April 2019 WEO IMF estimated as a weighted average of countries in our footprint

Main takeaways for the short-term

Summary and mid-term strategy

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SLIDE 50

50

6.

The Group’s medium-term strategy is based on three main pillars

Accelerating digitalisation: building an open financial services platform Continuing to improve capital allocation Improving operating performance

Our three-pillar plan for increasing profitability 1 2 3

Medium-term strategy plan

Summary and mid-term strategy

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SLIDE 51

51

6.

Further leveraging our diversification and scale

1

USA Mexico South America Europe Accelerating growth with sustainable profitability A region with structural growth and high and increasing profitability Building the leading European bank in customer experience and profitability, leveraging

  • ur scale & digital

IT & Operations Shared services & Others Improving operating performance

Summary and mid-term strategy

Global capabilities to enhance operating efficiency across the Group Medium-term efficiency expected, mainly in Europe:

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52

6.

(1) Global Trade Services, Global Merchant Services and One Pay FX are all incorporated in the new Santander Global Payments Services unit

Building an open financial services platform via a twin-track approach to transformation to improve customer experience and lower cost of delivery

Accelerate through high growth ventures “Speedboats”

Fast experimentation to serve

  • ur banks with new solutions while

competing in the

  • pen market to attract

new customers

Transform

  • ur Core banks

“Supertankers”

Be the best for our customers and deliver profitable growth 1st Blockchain-based retail payments solution One of Europe’s largest full service digital banks Financial solutions targeting the over 30 million underbanked in Latin America

Global Trade Services1

One global platform offering fast and efficient Trade Finance, Supply chain and FX Payments products to SMEs

Global Merchant Services1

Global acquiring platform that leverages Getnet’s world-class capabilities

Investment in IT and digital transformation in the coming years

2

Accelerating digitalisation

1

Summary and mid-term strategy

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53

6.

Summary and mid-term strategy

Executing the following levers to drive further improvement in profitability, aligned with our strategic plan

Higher profitability leads to higher capital generation capacity and potential to increase growth & shareholder remuneration

Improved capital allocation: Capital efficiency: Digitalisation:

Further alignment of

senior management

remuneration with capital goals more capital to our most profitable geographies minimum profitability thresholds and faster asset rotation driving higher revenue growth & operational efficiency

3

Continuing to improve capital allocation

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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”), this presentation contains certain financial measures that constitute alternative performance measures (“APMs”) as defined in the Guidelines

  • n 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 Q1 2019 Financial Report, published as Relevant Fact on 30 April 2019 and 2018 Annual Financial Report, published as Relevant Fact 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 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 our judgment and future expectations concerning the development of our business, a number of risks, uncertainties and

  • ther 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,

  • ther 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. 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.

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55

Important information

i.

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.

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SLIDE 56

Thank you

Our purpose is to help people and business prosper Our culture is based on believing that everything we do should be