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Q1 2019 FIXED INCOME INVESTORS PRESENTATION Here to help you prosper Important information Non-IFRS and alternative performance measures In addition to the financial information prepared in accordance with International Financial Reporting


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FIXED INCOME INVESTORS PRESENTATION

Here to help you prosper

Q1 2019

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Important information

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 on Alternative Performance Measures issued by the European Securities and Markets Authority (ESMA) on 5 October 2015 (ESMA/2015/1415en) and other non-IFRS measures (“Non-IFRS Measures”). The financial measures contained in this presentation that qualify as APMs and non-IFRS measures have been calculated using the financial information from Santander Group but are not defined or detailed in the applicable financial reporting framework and have neither been audited nor reviewed by our auditors. We use these APMs and non-IFRS measures when planning, monitoring and evaluating our performance. We consider these APMs and non-IFRS measures to be useful metrics for management and investors to facilitate

  • perating 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 1Q 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 operations 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 other important factors could cause actual developments and results to differ materially from our expectations. The following important factors, in addition to those discussed elsewhere in this presentation, could affect our future results and could cause outcomes to differ materially from those anticipated in any forward-looking statement: (1) general economic or industry conditions in areas in which we have significant business activities or investments, including a worsening of the economic environment, increasing in the volatility of the capital markets, inflation or deflation, and changes in demographics, consumer spending, investment or saving habits; (2) exposure to various types of market risks, principally including interest rate risk, foreign exchange rate risk, equity price risk and risks associated with the replacement of benchmark indices; (3) potential losses associated with prepayment of our loan and investment portfolio, declines in the value of collateral securing our loan portfolio, and counterparty risk; (4) political stability in Spain, the UK, other European countries, Latin America and the US (5) changes in laws, regulations or taxes, including changes in regulatory capital and liquidity requirements, including as a result of the UK exiting the European Union and increased regulation in light of the global financial crisis; (6) our ability to integrate successfully our acquisitions and the challenges inherent in diverting management’s focus and resources from other strategic opportunities and from operational matters while we integrate these acquisitions; and (7) changes in our ability to access liquidity and funding on acceptable terms, including as a result of changes in our credit spreads or a downgrade in our credit ratings or those of 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.

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Important information

Forward-looking statements speak only as of the date of this presentation and are based on the knowledge, information available and views taken on such date; such knowledge, information and views may change at any time. Santander does not undertake any obligation to update or revise any forward-looking statement, whether as a result of new information, future events or otherwise. No offer The information contained in this presentation is subject to, and must be read in conjunction with, all other publicly available information, including, where relevant any fuller disclosure document published by Santander. Any person at any time acquiring securities must do so only 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 or 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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  • 1. Markets and Macroeconomic Environment
  • 2. Santander Business Model & Strategy
  • 3. Capital
  • 4. Asset Quality
  • 5. Liquidity and Funding
  • 6. Concluding Remarks
  • 7. Appendix

CONTENT

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Markets and Macroeconomic Environment

01

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6 Markets and Macroeconomic Environment

Trade tensions, financial tightening and normalisation of monetary policies in advanced economies are driving weakened growth prospects in the near term

1. World Economic Outlook, April 2019 Update 2. Q1 2019 underlying attributable profit excluding Real Estate Activity Spain and Corporate Centre

IMF 2019 GDP Outlook1

 Global economic growth slowed in 2018, leaving behind the

peak of this expansion, though a relatively dynamic environment is expected to be maintained

 Forecast for global economic growth in 2019: 3.3% (3.6% in

2018), though estimations continue to be revised down

 Mature economies are estimated to grow 1.8%, down from

2.2% in 2018 as cyclical forces begin to wane

 Developing economies will grow by around 4.4%, slightly

below the 4.5% growth in 2018

MATURE MARKETS

Cyclical macro acceleration (52% underlying attributable profit2)

DEVELOPING MARKETS

Structural growth remains strong (48% underlying attributable profit2)

Santander is well-positioned for growth due to its balanced geographic diversification

World Output 3.3% Euro Area 1.3% UK 1.2% United States 2.3% LatAm and the Caribbean 1.4% Mexico 1.6% Brazil 2.1%

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7 Markets and Macroeconomic Environment

The expansionary cycle in Spain is expected to continue, backed by employment creation, higher consumption and real estate & investment recovery

1. Source: Santander Research Department, Bank of Spain

Annual GDP Growth Housing sales and permits Unemployment rate in Spain

Real, % % k

3.2 3.0 2.6 2.1 2.0 1.7

2016 2017 2018 2019 (e) 2020 (e) 2021 (e)

19.6 17.2 14.4 14.1 13.0 12.1

2016 2017 2018 2019 (e) 2020 (e) 2021 (e) 30 40 50 60 70 80 90 100 110 250 300 350 400 450 500 550 600 2010 2011 2012 2013 2014 2015 2016 2017 2018 New building permits Sales

  • 4
  • 2

2 4 6 2013 2014 2015 2016 2017 2018 2019(e) 2020(e) 2021(e) Net external demand Domestic demand

Contribution to GDP Growth

% YoY

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8 Markets and Macroeconomic Environment

Loan stabilisation in Spain is accompanied by the closing of the funding gap and improved credit quality

Non-performing loans

EUR bn and %, Spanish system, latest available data Feb-19

Funding Gap

EUR bn, Spanish system, latest available data Feb-19 Total loans inc. reverse repos (LHS) Total deposits inc. repos (LHS) Funding Gap (RHS)

1. Source: Bank of Spain and Santander calculations

Non-performing loans (LHS) NPL ratio (RHS)

200 400 600 800 1,000 1,200 500 750 1,000 1,250 1,500 1,750 2,000 Dec-06 Jun-07 Dec-07 Jun-08 Dec-08 Jun-09 Dec-09 Jun-10 Dec-10 Jun-11 Dec-11 Jun-12 Dec-12 Jun-13 Dec-13 Jun-14 Dec-14 Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec-17 Jun-18 Dec-18 Feb-19 0% 2% 4% 6% 8% 10% 12% 14% 16% 50 100 150 200 250 Dec-06 Jun-07 Dec-07 Jun-08 Dec-08 Jun-09 Dec-09 Jun-10 Dec-10 Jun-11 Dec-11 Jun-12 Dec-12 Jun-13 Dec-13 Jun-14 Dec-14 Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec-17 Jun-18 Dec-18 Feb-19

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Annual GDP Growth Bank of England base rate Annual CPI inflation rate1 Average exchange rate

UK economy relatively stable, however uncertainty remains

Markets and Macroeconomic Environment

1.8 1.4 1.2 1.6 1.8

2017 2018 2019 (e) 2020 (e) 2021 (e)

0.50 0.75 0.75 0.75 0.75

2017 2018 2019 (e) 2020 (e) 2021 (e)

2.7 2.5 2.1 1.9 1.8

2017 2018 2019 (e) 2020 (e) 2021 (e)

0.88 0.90 0.87 0.87 0.87

2017 2018 2019 (e) 2020 (e) 2021 (e)

2017 and 2018 source: Office for National Statistics and Bank of England. 2019 (e), 2020 (e) and 2021 (e) source: Santander UK forecasts at March 2019 1. Consumer Price Index

Real % Annual average, % EUR/GBP Year end, %

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Steady loan growth and slight acceleration in deposit growth expected to continue

YoY (%) YoY (%)

Total loans Total deposits

1,946 2,000 2,017 2,031 2,042

3.8 3.8 3.7 4.0 3.8

Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 (e)

1,877 1,909 1,921 1,946 1,955

3.7 3.6 3.6 3.6 3.9

Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 (e)

Mortgage lending growth at c.3% in 2019, with weaker buyer demand and subdued house prices seen to date likely to continue

Consumer credit growth has slowed from double-digit rates to c.7%, and is expected to be c.5% in 2019

Corporate borrowing market is expected to grow by c.2-3%, as uncertainty continues to dampen investment intentions

Retail deposit growth is expected to be c.4% in 2019

Household saving ratio has risen since the start of 2018, from 4.1% in Q1’18 to 4.8% in Q4’18, but remains low by historical standards

Corporate deposit growth expected to remain at c.5%

Source:Bank of England Bankstats (Monetary and Financial Statistics) published at end-Mar 2019, internal estimates for latest month. Annual growth rates are calculated using Bank of England methodology. As a result, stated growth rates may differ from percentage change in assets 1. Total loans includes household (mortgages and consumer credit) plus corporate loans 2. Total deposits include household deposits (with banks and NS&I) and corporate deposits, excluding cash holdings

Markets and Macroeconomic Environment

GBP bn1 GBP bn2

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Expectations indicate a gradual recovery in economic activity

Sources: Brazilian Central Bank, IBGE and “Pesquisa Focus” estimates (April 18, 2019)

Annual GDP Growth Interest rate – Selic Annual inflation rate End of period exchange rate

1.0 1.1 1.7 2.5 2.5

2017 2018 2019 (e) 2020 (e) 2021 (e)

7.00 6.50 6.50 7.50 8.00

2017 2018 2019 (e) 2020 (e) 2021 (e)

3.0 3.8 4.0 4.0 3.8

2017 2018 2019 (e) 2020 (e) 2021 (e)

3.30 3.87 3.75 3.80 3.82

2017 2018 2019 (e) 2020 (e) 2021 (e)

Markets and Macroeconomic Environment

Real, % Year end, % IPCA, % BRL/USD

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Total loans

YoY (%) YoY (%)

Total customer funds

Privately owned banks continue to support loan growth, while customer funds maintained a positive trend

724 735 744 765 761

Mar-18 Jun-18 Sep-18 Dec-18 Feb-19

0.1 1.7 3.9 5.4 5.5 1,629 1,638 1,680 1,721 1,723

Mar-18 Jun-18 Sep-18 Dec-18 Feb-19

7.4 6.8 6.7 8.0 7.3

Loans increased slightly following resumption of the Brazilian economy with different dynamics in the segments

Loans to Individuals grew 9.0%, while Corporate & SME Loans rose 1.4% (YoY)

Privately owned banks grew 13.0% YoY, while state-owned banks dropped 0.7% YoY

Total customer funds increased 7.3%, mostly influenced by Time Deposits (+16.9%), Savings Deposits (+8.7%) and Funds (+9.9%)

Source: Central Bank of Brazil (1) End period exchange rate as of Feb19 (2) Total Deposits+ mutual funds + other funding (debentures, real estate credit notes - LCI, agribusiness credit notes - LCA, treasury notes (letras financeiras) and Certificate of Structured Transactions - COEs)

Markets and Macroeconomic Environment

Constant EUR bn1 Constant EUR bn1,2

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GDP Growth Interest Rate CPI Inflation Rate USD/EUR Exchange Rate

US growth projected to slow as interest rates level off

2.2 2.9 2.3 1.9 1.6

2017 2018 2019 (e) 2020 (e) 2021 (e)

1.26 2.31 3.17 3.14 2.93

2017 2018 2019 (e) 2020 (e) 2021 (e)

2.1 2.4 1.9 2.3 2.2

2017 2018 2019 (e) 2020 (e) 2021 (e)

1.20 1.14 1.15 1.10 1.14

2017 2018 2019 (e) 2020 (e) 2021 (e)

Source: FRB, Knoema.com (U.S. IMF Forecasts), LongForecast.com, and estimates by Santander Research La Semana 26/04/2019

  • 1. 3-month LIBOR rate from ICE Benchmarking Administration

Markets and Macroeconomic Environment

%, real %, period average1 %, period average Period end

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Source: FDIC Statistics on Depository Institutions; data available one quarter in arrears. 1. Gross Loans 2. Annualised large banks ending QoQ growth rate based on Federal Reserve data

Industry Loan growth driven by Commercial balances

YoY (%) YoY (%)

Markets and Macroeconomic Environment

9,723 9,755 9,859 9,942 10,155 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 4.5% 4.9% 4.2% 4.0% 4.4% 13,399 13,529 13,469 13,574 13,866 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 3.9% 3.4% 2.8% 2.7% 3.5%

Quarter over Quarter Growth % 2 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 (est.) Total Loans (3.6%) 4.8% 0.4% 11.2% (3.6%) C&I 4.0% 7.6% (0.4%) 24.0% 1.6% Real Estate (2.4%) 1.2% (0.4%) (2.0%) 1.2% Resi Mortgages 0.0% 0.8% 2.8% (2.0%) 0.8% CRE (0.4%) 6.8% (2.8%) 0.0% 3.6% Home Equity (16.0%) (13.6%) (10.8%) (9.2%) (5.6%) Deposits 0.0% (2.8%) 4.0% 15.6% (3.6%) Loan to Deposit Ratio 70.5% 71.8% 71.2% 70.5% 70.5%

Home Equity loans continue to decline, driving the reduction in Q1’19 loan growth

Deposit growth slowing after gains in 2018

USD bn 1

Total Loans

USD bn 1

Total Deposits

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2.1 2.0 1.0 1.7 1.7

2017 2018 2019 (e) 2020 (e) 2021 (e)

Expected deceleration of economy along with lower inflation and 8.00% benchmark rate

Source: Deputy General Direction of Analysis, Strategy & Public Affairs

Annual GDP Growth Annual Inflation Rate Central Bank rate Average Exchange Rate

Markets and Macroeconomic Environment

6.8 4.8 3.9 3.5 3.5

2017 2018 2019 (e) 2020 (e) 2021 (e)

7.25 8.25 8.00 7.50 7.00

2017 2018 2019 (e) 2020 (e) 2021 (e)

18.9 19.2 19.7 20.5 20.8

2017 2018 2019 (e) 2020 (e) 2021 (e) Real, % Year end, % % MXN/USD

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Santander Business Model & Strategy

02

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Our business model has unique competitive advantages

Santander Business Model & Strategy

1

Our scale provides potential for organic growth

2

Unique personal banking relationships strengthen customer loyalty

3

Our geographic and business diversification and our model of subsidiaries makes us more resilient under adverse circumstances

1

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18

3%

Loans

3%

Deposits

9%

Loans

11%

Deposits Top 3

13%

Loans

14%

Deposits

10%

Loans

12%

Deposits

19%

Loans

18%

Deposits

17%

Loans

18%

Deposits

18%

Loans

16%

Deposits

10%

Loans

9%

Deposits

12%

Loans

12%

Deposits

Source: Own calculation based on public information of the market (Central banks, regulators, etc.) Data: Mar-19 or latest available. UK: 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; Poland: including Santander Consumer Finance business in Poland; US: in all states where Santander operates; Brazil: deposits includes demand, savings and time deposits, LCA (agricultural credit notes) and LCI (real estate credit notes); Spain: other Resident Sectors in Spain

We have in-market scale in our core markets, with customers distributed across geographies with high growth potential

Santander Business Model & Strategy

1

Customers distributed across geographies

Mar-19

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

1 Billion

Total Population

Total Customers

144 mn

Market shares

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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)

Focus on increasing customer loyalty via unique personal banking relationships, together with increased digitalisation…

Santander Business Model & Strategy

2

~77% of PBT1 among Top 3 in customer satisfaction

20.2 mn (+10%)

Loyal customers Loyal

68.5 mn (+8%)

Active customers

33.9 mn (+24%)

Digital customers

30%

loyal / active customers

+1.8 mn

digital customers

QoQ

Digital Active

+2.2 mn

active customers

QoQ

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20 93% 79% 77% 72% 72% 71% 67% 65% 64% 63% 59% 58% 57% 55% 54% 53% 49% 48%

EU EU UK UK EU EU UK US UK UK US US US EU EU EU EU

… improves operational excellence by helping to deliver sustained top line growth and increase cost savings

…with better cost-to-income than peers2

Cost-to-income, Peers Dec-18, Santander Mar-19

better than peer avg.

1. QoQ decrease as Q4’18 was favoured by Troubled Debt Restructuring reclassification in the US and Q1’19 was impacted by IFRS 16 2. Peers included are: Bank of America, Barclays, BBVA, BNP Paribas, Citibank, Deutsche, HSBC, ING, Intesa Sanpaolo, JP Morgan, Lloyds, RBS, Société Générale, Standard Chartered, UBS, Unicredit and Wells Fargo

Santander Business Model & Strategy

18 pp

2

Increased customer revenue…

Constant EUR mn, % change YoY

Net fee income Net interest income 8,307 9,019 8,682 2,855 2,898 2,931

Q1'18 Q2 Q3 Q4 Q1'19

+3% +5%

1

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Home mortgages; 35% Consumer; 16% SMEs; 11% Corporates; 14% CIB; 12% Other individuals; 12%

Our geographic and business diversification, coupled with our subsidiaries model…

Santander Business Model & Strategy

Loan portfolio by country

Breakdown of total gross loans excluding reverse repos, % of operating areas Mar-19

Total gross loans excluding reverse repos: EUR 896 bn RWAs as of Mar-19: EUR 606 bn

Loan portfolio by business

Breakdown of total gross loans excluding reverse repos, Mar-19

88% of loan portfolio is Retail, 12% Wholesale

Spain; 23% SCF; 11% Portugal; 4% Poland; 3% Other Eur; 2% UK; 28% US; 10% Brazil; 8% Mexico; 4% Chile; 5% Argentina; 1% Other LatAm; 1%

3

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Loans and advances to customers

EUR bn and YoY change in constant EUR

Customer funds

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

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

3

… with strong balance sheet growth…

Santander Business Model & Strategy

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1. Excluding Corporate Centre and Real Estate Activity Spain

Santander Business Model & Strategy

… and underlying attributable profit distributed across regions…

Underlying attributable profit distribution1

48% 52%

Q1’19 Underlying attributable profit in core markets

EUR mn and % change vs. Q1’18 in constant euros

+15%

  • 16%

+12% +35% +1% +7% +1%

  • 68%
  • 11%

+1%

724 403 325 271 206 182 149 135 62 11

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

Other Latam; 2%

Europe Americas

3

% underlying profit, Q1’19

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0.5 1.2 1.2 1.4 1.6 1.6 1.6 1.6 1.9 2.0 2.1 2.1 2.9 3.2

EU UK UK EU UK UK EU EU UK EU EU EU EU

… allow us to generate high and recurring pre-provision profit, leading to resilient growth through the economic cycle…

PPP/Loans well above most European peers1 Resilient profit generation throughout the cycle

Group attributable profit, EUR bn

1. European peers include: Barclays, BBVA, BNP, Deutsche, HSBC, ING, Intesa Sanpaolo, Lloyds, RBS, Société Générale, Standard Chartered, UBS and Unicredit

%, 2018, Santander calculations

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

7.6 9.1 8.9 8.9 8.2 5.3 2.3 4.2 5.8 6.0 6.2 6.6 7.8

Santander Business Model & Strategy

3

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

US IT CH CH FR FR US US NL US

… and to generate stable and predictable growth

Predictable results with the lowest volatility among peers coupled with growth in earnings

1. Source: Bloomberg, with GAAP Criteria. Note: Standard deviation of the quarterly EPS starting from the first available data since Jan-99

Quarterly reported EPS volatility1, 1999-2018

5x 10x 1x 4x 6x 4x 6x 0x 0x 2x 2x Net income increase 1999-2018

Santander Business Model & Strategy 699% 346%

3

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26 Santander Business Model & Strategy

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

Our three-pillar plan for increasing profitability

Improving operating performance

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

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27 Santander Business Model & Strategy

Improving operational performance: Further leveraging our diversification and scale

Building the leading European bank in customer experience and profitability, leveraging our scale & digital Accelerating growth with sustainable profitability A region with structural growth and high and increasing profitability

US LatAm Europe

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28 Santander Business Model & Strategy

Improving operational performance: Key regional expected levers

Latin America

High structural growth: Loans to GDP at 49% Focus on customer experience & digitalisation High & sustainable revenue growth (double digit expected CAGR4) Organically deploying more capital (>30% of RWAs in the medium-term) Stable credit quality Attractive US market: better risk return dynamics Benefitting from Group scale Volume growth expected to be above the market to drive higher revenues Strong operational leverage Stable credit quality Low credit demand & rates: limited revenue growth… …and CoR at lows… …requires a cross-border approach in a fragmented market Further operational integration and cost efficiencies (c.€1Bn) Focus on customer experience & digitisation

USA Europe

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29 Santander Business Model & Strategy

Improving operational performance: adding value through our global businesses and shared capabilities

Existing global businesses Payment related businesses Shared services

Wealth Management Corporate and Investment Banking Consumer Finance Digital | IT&Ops | Procurement Global Trade Services Global Merchant Services One Pay FX

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30 Santander Business Model & Strategy

Accelerating digitalisation: 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

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

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31 Santander Business Model & Strategy

Continuing to improve capital allocation: 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

  • f 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

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Capital

03

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33

4.50% 11.23% 11-12% 1.50% 2.50% 1.00%

CCyB; 0.20%

1.50% 1.66% 1.50% 2.00% 1.93% 2.00%

13.20% 14.82% >15%

Assumed regulatory requirement Mar-19 Group ratios Mar-19 Medium-term target ratios 4.50% 11.23% 1.50% 2.50% 1.00%

CCyB; 0.20%

1.50% 1.80% 2.00% 1.81%

13.20% 14.84%

Regulatory Requirement 2019 Group ratios Mar-19

Santander’s capital levels, both phased-in and fully loaded exceeds minimum regulatory requirements

Capital

SREP capital requirements (phased-in) and MDA

CET1 CCoB Pillar 2 R Pillar 1 AT1 G-SIB buffer T2 T2 AT1

Assumed capital requirements (fully loaded)

Mar-19 Mar-19

CCoB Pillar 2 R Pillar 1 AT1 G-SIB buffer T2 CET1 T2 AT1

Note: Data calculated using 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 March 2019. Previously, the average cash pay-out for the last three years was considered 1. Estimated Countercyclical buffer 2. Parent bank, preliminary data

1

+164 bps +153 bps

+162 bps +153 bps

 The minimum CET1 to be maintained by the Group as for 2019

following the results of the Supervisory Review and Evaluation Process (SREP) is 9.70%

 As of Mar-19, the distance to the MDA for 2019 is 153 bps  AT1 and T2 issuance to target 1.5% and 2% of RWAs

respectively is close to zero assuming constant RWAs

 Santander currently complies with the minimum required

eligible liabilities (MREL)2 following the MREL eligible issuances over the last two years

slide-34
SLIDE 34

34 1T'18 1T'19 Diff. CET1 ratio 11.00% 11.23% 23 bps FL Total capital ratio 14.43% 14.82% 39 bps FL Leverage ratio 5.09% 5.07%

  • 2 bps

RoRWA 1.59% 1.54%

  • 5 bps

RoTE 12.42% 11.15%

  • 127 bps

Density 41.72% 40.25%

  • 147 bps

We consistently generate capital organically

Capital

CET1 ratio

%

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. Dec-18 data Note: Data calculated using the IFRS 9 transitional arrangements. . If the transitional arrangements hadn’t been applied, the CET1 ratio would have been 23 bps less 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

Santander has a high RoTE with strong capital quality:

  • Higher density (40% vs 31% European peers3)
  • Equal FL leverage ratio (5.1% vs 5.0% European

peers3)

11.00 11.30 11.01

11.23

  • 0.29

+0.18 +0.02 +0.02

Dec-18 Mar-19

Others Regulatory impacts1

Mar-18

Perimeter2 Organic generation

slide-35
SLIDE 35

35

2017 2020 10.61 9.20

  • 141 bps

Santander is the bank with lowest fully loaded CET1 capital destroyed in the adverse scenario compared to its peers

  • 694
  • 657
  • 625
  • 576
  • 533
  • 437
  • 381
  • 363
  • 341
  • 334
  • 288
  • 265
  • 219
  • 193
  • 141

Fully loaded CET1: adverse scenario (%) FL CET1: 2017 vs 2020 adverse scenario (bps)

System: -395 bps Peer average: -403 bps

Capital

2018 EBA stress test - Fully loaded CET1: adverse scenario

slide-36
SLIDE 36

36

  • 52
  • 45

43 59 62 82 102 102 108 113 175 196 199 233 326

FL CET1 2017 vs 2020 baseline scenario (bps)

Santander is the bank with the strongest capital generation in the baseline scenario compared to its peers

System: 126 bps Peer average: 114 bps

2017 2020 10.61 13.87

+326 bps

Fully loaded CET1: baseline scenario (%)

Capital

2018 EBA stress test - Fully loaded CET1: baseline scenario

slide-37
SLIDE 37

37

Strong fundamentals for AT1 bond holders

Capital

1. CET1 level below which AT1 capital instruments must either convert into ordinary shares or have their principal about written down 2. MDA trigger = min (A;B;C) = 1.53%; (A) Group CET1 (11.23%) + AT1 (1.80%) + T2 (1.81%) vs. Regulatory Total Capital (13.20%) = 1.64%; (B) Group CET1 (11.23%) + AT1 (1.80%) vs. Regulatory T1 Capital (11.20%) = 1.83%; (C) Group CET1 (11.23%) vs. Regulatory CET1 Capital (9.20%) = 1.53% Note: Data calculated using 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 March 2019. Previously, the average cash pay-out for the last three years was considered

Distance to trigger1

 Santander Group’s CET1 levels are well above the minimum loss absorption trigger of 5.125%: >EUR 37 bn  The first line of defense is the Group’s strong pre-provision profitability providing a high capacity to absorb provisions during the

crisis and should continue to underpin the Group’s earnings generation capacity MDA

 As of Mar-19, the distance to the MDA for 2019 is 1.53%2  Targeting a comfortable management buffer to MDA of >100 bps at all times, in line with Santander’s business model and

predictable results ADIs

 Santander Parent Bank has EUR 56.2 bn in Available Distributable Items, “Best in Class”  This amount of ADI represent more 110x times the 2019 full AT1 cost of the Parent  Santander has never been prohibited from making a Tier 1 payment or dividend due to insufficient ADIs. Santander has never

cancelled the payment of coupons of any of its Tier 1 securities

slide-38
SLIDE 38

38

AT1 issuances distributed by call date

AT1 issuances outstanding at Mar-19

2,835 1,500 750 1,000 1,048 1,500

2019 2021 2022 2023 2024 2025 Call date

EUR mn

Currency Nominal Coupon Structure Call date Reset Spread

Santander S.A. EUR 1,500

5.48%

PNC5 12-Jun-19 541 bps Santander S.A. USD 1,335

6.38%

PNC5 19-May-19 478.8 bps Santander S.A. EUR 1,500

6.25%

PBC7 11-Sep-21 564 bps Santander S.A. EUR 750

6.75%

PNC5 25-Apr-22 680.3 bps Santander S.A. EUR 1,000

5.25%

PNC6 29-Sep-23 499.9 bps Santander S.A. EUR 1,500

4.75%

PNC7 19-Mar-25 409.7 bps Santander S.A. USD 1,048

7.50%

PNC5 8-Feb-24 498.9 bps

Capital

1. On 16 April 2019, Santander announced the full amortisation of the note on its call date

1

slide-39
SLIDE 39

39

FX hedging policy on capital ratio and P&L…

Capital

Group CET1 11.23%1 Hedged Exposure

 Strategic management of the exposure to exchange

rates on equity and dynamic on the countervalue of the units’ results in euros for the next 12 months

 Mitigate impact of FX volatility  Corporate Centre assumes all hedging costs  Manages FX volatility in our CET1 ratio  Based on Group regulatory capital and

RWAs Stable capital ratio hedge Our P&L Policy

1. Data calculated using 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 March 2019. Previously, the average cash pay-out for the last three years was considered.

slide-40
SLIDE 40

40

… and interest rate risk hedging

Capital

1. Parent bank 2. SBNA

ALCO portfolios reflect our geographic diversification

Mostly positive interest rate sensitivity

Net interest income sensitivity to a +100 bp parallel shift EUR mn, Feb-19 Distribution of ALCO portfolios by country %, Mar-19

+21 +298 +1272

  • 52

+1,0301

Spain 26% Portugal 4% UK 18% Poland 9% USA 12% Brazil 22% Mexico 5% Chile 4%

EUR 91 bn

  • /w HTC&S EUR 71 bn
slide-41
SLIDE 41

Asset Quality

04

slide-42
SLIDE 42

42

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

Continued credit quality improvement on a YoY and QoQ basis…

Asset Quality

slide-43
SLIDE 43

43

…to levels well below previous years, supported by generalised improvements across geographies

Asset Quality

Credit quality ratios NPL ratios by country

%

NPL ratio Cost of credit

Cost of credit ratios by country

% %

3.93% 4.08% 4.02% 3.92% 3.87% 3.73% 3.62%

2016 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 Q1 2019

1.18% 1.07% 1.04% 0.99% 0.98% 1.00% 0.97%

2016 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 Q1 2019

Q1 2018 Q1 2019 Spain 6.27 6.19 SCF 2.48 2.33 Poland 4.77 4.39 Portugal 8.29 5.77 United Kingdom 1.17 1.14 Brazil 5.26 5.26 Mexico 2.68 2.12 Chile 5.00 4.67 Argentina 2.54 3.50 USA 2.86 2.41 Q1 2018 Q1 2019 Spain 0.29 0.34 SCF 0.36 0.38 Poland 0.69 0.61 Portugal 0.08 0.03 United Kingdom 0.10 0.07 Brazil 4.35 3.88 Mexico 2.95 2.62 Chile 1.22 1.13 Argentina 2.06 4.02 USA 3.29 3.11

1. Acquisition of Banco Popular in 2017

1 1

slide-44
SLIDE 44

Liquidity and Funding

05

slide-45
SLIDE 45

45

The Group’s business model combines local knowledge with global best practices through legally, financially and operationally autonomous subsidiaries…

Santander Group Banco Santander Totta.

Santander Bank Polska

Santander UK Group Holdings Santander Holdings USA Banco Santander Brasil Grupo Financiero Mexico Banco Santander Chile Banco Santander Río 100% 99% 67% 100% 100 % 89% 75% 67% 99% Santander Consumer Finance

Legal autonomy structure

Dec-18

 Legal autonomy: There are no legal commitments that imply financial support  Financial autonomy: Financial interconnections are limited and at market prices  Operational autonomy: Shared services are limited and carried out through autonomous factories. Access to FMIs through other

Group entities is very limited

Liquidity and Funding

slide-46
SLIDE 46

46

12

… divided into different resolution groups that can be resolved separately though multiple entry points

MPE resolution strategy

Dec-18, EUR bn

 We have defined the Resolution Groups (RGs) mirroring the model of autonomous financial groups so that all entities have

been assigned to one RG

 Each RG comprises the entity identified as the entry point in resolution and the entities that belong to it

PE Point of Entry Resolution Group

Spain (Parent) United Kingdom Brazil USA Chile Mexico Poland Argentina

Size of Resolution Groups (Total assets by geography)

709 324 163 118 61 49 48

Portugal

52

Spain PE Portugal PE

Banking Union

UK PE Poland PE

European Union 3rd Countries

Brazil PE Mexico PE Argentina PE Chile PE USA PE

Liquidity and Funding

slide-47
SLIDE 47

47

Santander’s MPE approach follows its autonomous capital and liquidity model, though there are still issues under discussion with regards to TLAC application

Issues still under discussion

Mexico USA UK Poland Chile Brazil Santander S.A. Argentina

15.36 16.65 18.14 12.19 13.50 16.90 10.79 10.79 13.59 13.23 14.33 15.43 9.82 10.47 13.07 14.90 17.92 18.14 14.63 14.63 16.47 13.31 16.46 20.21 17.83 20.43 22.57

CET1 T1 Total

Portugal

Local figures as of Mar-19 in percent (phased-in)

 Final TLAC transposition to EU and

relevant jurisdictions

 TLAC level and perimeter of resolution

groups

 Internal TLAC requirement  Deductions and mitigants final treatment

SCF

12.44 14.06 14.76

Liquidity and Funding

slide-48
SLIDE 48

48

Santander’s liquidity management is based on the following principles:

 Decentralised liquidity model  Needs derived from medium- and long-term activity must be financed by medium- and long-term instruments  High contribution from customer deposits, due to the retail nature of the balance sheet  Diversification of wholesale funding sources by instruments/investors, markets/currencies and maturities  Limited recourse to wholesale short-term funding  Availability of sufficient liquidity reserves, including the discount window / standing facility in central banks to be

used in adverse situations

 Compliance with regulatory liquidity requirements both at Group and subsidiary level, as a new conditioning

management factor

Liquidity and Funding

slide-49
SLIDE 49

49

Conservative and decentralised liquidity and funding model

EUR 7 bn1 issued in public markets in 2019 YTD

1. Data include public issuances from all units with period-average exchange rates. Excludes securitisations

EUR bn, Mar-19

Very manageable maturity profile

EUR bn, Mar-19

2019 2020 2021 2022 2023 2023+

San S.A. UK

4.2 12.0 12.6 3.1 4.8 17.0 2019 2020 2021 2022 2023 2023+

SCF

2.7 5.8 3.0 3.6 2.4 1.6 2019 2020 2021 2022 2023 2023+

Brazil

1.5 4.2 1.1 0.1 0.0 0.0 2019 2020 2021 2022 2023 2023+

USA

0.8 1.3 0.9 1.7 0.9 2.0 2019 2020 2021 2022 2023 2023+ 2.4 6.3 3.4 9.1 7.8 36.7

 Other public market issuances in Brazil and Chile

1.1 0.3 0.04 1.1 0.6 0.1 2.5 0.9

1.7 1.2 2.7 0.0 1.0

Spain UK SCF USA Other

Liquidity and Funding

slide-50
SLIDE 50

50

1. Santander’s understanding of current policy under the existing recovery and resolution rules 2. Issuance plan subject to, amongst other considerations, market conditions and regulatory requirements 3. EUR 1.1 bn AT1 issued in February 2019 however EUR 1.3bn AT1 will be amortised on 19 May 2019 * Net issuance. Includes AT1 (EUR 500 mn) and T2 (EUR 1 bn)

Santander S.A. meets current MREL requirement1 and Group capital buffers (AT1: 1.5%; T2: 2%) During the last 2 years Santander S.A.’s Funding Plan was focused on TLAC-eligible instruments… … and in 2019 the Funding Plan is expected to cover debt maturities, and manage our funding structure

2018 2019 2019 EUR bn issued issued YtD issuance plan2 Covered bonds 1.6 0.0 3 - 5 Senior preferred 0.5 0.6 3 - 5 Senior non-preferred 6.1 0.0

  • Hybrids

2.8 1.1 1.5*

TOTAL 10.9 1.7 7.5 - 11.5

  • /w Subordinated

8.9 1.1 1.5

Santander S.A. funding plan

3

Liquidity and Funding

slide-51
SLIDE 51

51

Issuances show diversification across instruments and entities

Debt outstanding by issuer entity Debt outstanding by type

EUR bn and %, Mar-19 EUR bn and %, Mar-19 Senior; 64.4; 38% Covered bonds; 47.5; 28% Senior non- preferred; 34.9; 20% Sub debt; 12.9; 8% Preference shares; 11.1; 6% San S.A.; 65.7; 39% UK; 53.8; 32% SCF; 19.1; 11% Chile; 10.6; 6% Brazil; 6.9; 4% USA; 7.6; 4% Other; 7.1; 4%

Liquidity and Funding

slide-52
SLIDE 52

52

Well-funded, prudent and highly liquid balance sheet with high contribution from customer deposits and diversified wholesale instruments

ST Funding Securitisations and others Equity and other liabilities Loans and advances to customers Financial assets Fixed assets & other Customer deposits M/LT debt issuances

Liquidity Coverage Ratio (LCR)

Note: Liquidity balance sheet for management purposes (net of trading derivatives and interbank balances) 1. Provisional data 2. Parent bank 3. 12 month average

Liquidity Balance Sheet

EUR bn, Mar19 Group

Net Stable Funding Ratio (NSFR)

98 135 191 32 910 171 54 808 1,200 1,200 Assets Liabilities Mar-19

150% 146% 120% 147%

Dec-18

114% 128% 109% 105%

2 2

HQLAs Level 1 184.5 HQLAs Level 2 14.6  Level 2A 7.5  Level 2B 7.2

EUR bn, Mar-19

HQLAs3

1

Liquidity and Funding

slide-53
SLIDE 53

53

2015 2016 2017 2018 Mar-19 75% 75% 75% 76% 76% 116% 114% 109% 113% 113% 114% 114% 115% 114% 113% 2% 3% 2% 2% 3% 14% 14% 15% 13% 13% 26% 25% 28% 25% Loans / net assets Loan-to-deposit ratio (LTD) Customer deposits and medium- and long-term funding / loans Short-term wholesale funding / net liabilities Structural liquidity surplus / net liabilities Encumbrance

The main metrics show the strength and stability the Group’s liquidity position

Evolution of key liquidity metrics1

1. Balance sheet for liquidity management purposes 2. Loans and advances to customers

LTD and MLT funding metrics by geography

Mar-19

2

LTD Ratio Spain 80% SCF 260% Poland 88% Portugal 93% UK 123% Brazil 102% Mexico 93% Chile 148% Argentina 69% USA 141% GROUP 113% 149% 111% 113% 120% 104% 120% 115% 94% (Deposits + M/LT funding) / Loans 158% 66% 119%

2 2 2

Liquidity and Funding

slide-54
SLIDE 54

54

Banco Santander S.A. ratings

Rating Date last change Direction last change Rating Date last change Direction last change Rating Date last change Direction last change Covered Bonds

Aa1 17/04/2018 ↑

  • Aa "u"

25/09/2014 ↑

Senior Debt

(P) A2 17/04/2018 ↑ A 05/04/2018 ↑ A 17/07/2018 ↑

Senior Non-preferred

Baa1 27/09/2017 ↑ A- 05/04/2018 ↑ A- 09/02/2017 Initial

Subordinated

(P) Baa2 04/03/2014 ↑ BBB+ 05/04/2018 ↑ BBB+ 29/05/2014 ↑

AT1

Ba1 27/09/2017 ↑

  • BB

29/05/2014 ↑

Short Term Debt

P-1 17/04/2018 ↑ A-1 06/04/2018 ↑ F2 11/06/2012 ↓

Moody's S&P Fitch

Liquidity and Funding

slide-55
SLIDE 55

55

Santander Parent & Subsidiaries’ Senior Debt Ratings

Note: Santander Mexico decided to withdraw the S&P ratings

Rating Date last change Direction last change Outlook Rating Date last change Direction last change Outlook Rating Date last change Direction last change Outlook Group

A2 17/04/2018 ↑ STABLE A 06/04/2018 ↑ STABLE A 17/07/2018 ↑ STABLE

San UK PLC

Aa3 21/12/2016 ↑ POSITIVE A 09/06/2015 ↓ STABLE A+*- 03/01/2019 ↑

  • San UK Group Holding PLC

Baa1 16/09/2015 ↑ POSITIVE BBB 10/04/2015 ↑ STABLE A*- 01/03/2019 Initial

  • Santander Consumer Finance SA

A2 17/04/2018 ↑ STABLE A- 06/04/2018 ↑ STABLE A- 09/05/2014 ↑ STABLE

Banco Santander Totta SA

Baa3 16/10/2018 ↑ STABLE BBB 18/03/2019 ↑ STABLE BBB+ 21/12/2017 ↑ STABLE

Santander Holding US

Baa3 18/10/2016 ↓ STABLE BBB+ 06/04/2018 ↑ STABLE BBB+ 17/11/2017 → STABLE

Banco Santander Mexico

A3 14/06/2016 ↑ STABLE

  • BBB+

13/06/2012 ↓ STABLE

Banco Santander Chile

A1 27/07/2018 ↓ STABLE A 04/08/2017 ↓ STABLE A 17/08/2017 ↓ STABLE

Santander Bank Polska

Baa1 31/08/2018 Initial POSITIVE

  • BBB+

18/09/2018 Initial STABLE

Banco Santander Brasil

Ba1 25/02/2016 ↓ STABLE BB- 12/01/2018 ↓ STABLE

  • Kingdom of Spain*

Baa1 13/04/2018 ↑ STABLE A-u 23/03/2018 ↑ POSITIVE A- 19/01/2018 ↑ STABLE

Moody's S&P Fitch

Liquidity and Funding

slide-56
SLIDE 56

Concluding Remarks

06

slide-57
SLIDE 57

57

Concluding Remarks

 The Group’s stable capital generation is supported by strong pre-provision profits providing Santander with a high

capacity to absorb provisions and underpins the Group's capacity to generate future earnings

 Strong capital levels in line with Santander’s business model based on geographic diversification, solid market

positions in areas where it operates and independent subsidiary model in terms of capital and liquidity

 The Group is above the regulatory capital requirement with significant payment capacity from available distributable

items, while maintaining comfortable margins to conversion and MDA triggers

 Santander S.A. already meets with its MREL requirements and Group capital buffers  Comfortable liquidity position: Compliance with regulatory liquidity requirements established at Group and

subsidiary levels ahead of schedule, with high availability of liquidity reserves

Concluding Remarks

slide-58
SLIDE 58

Appendix

07

slide-59
SLIDE 59

59

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

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 P&L YoY performance

Appendix: Q1’19 P&L

slide-60
SLIDE 60

60

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

Nominal In real terms1 Q1’19 vs. Q1’18, %

Cost evolution

Costs in real terms

  • 2% YoY

Cost-to-income

47.6% in Q1’19

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:

  • 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

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

Appendix: Costs

slide-61
SLIDE 61

61

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.

Underlying RoTE1 12.1% 11.3%

2018 Q1'19

1.59% 1.56%

2018 Q1'19

Underlying RoRWA1 TNAV per share

EUR

4.12 4.19 4.30

Mar-18 Dec-18 Mar-19

Profitability ratios

1. Statutory RoTE 2018 11.7% and Q1’19 11.2%. Statutory RoRWA 2018 1.55% and Q1’19 1.54%

Creating shareholder value whilst maintaining high profitability

Appendix: Profitability

slide-62
SLIDE 62

62

Total assets and profit generation by geography

Appendix: Balance sheet size and profits by geography

Profitability by geography

Underlying attributable profit in constant EUR mn, Underlying RoTE in %, Q1’19 Constant EUR bn, Mar-19

Total assets by geography

Total abs. % Spain 442,498

  • 2,386
  • 0.5

SCF 109,275 6,710 6.5 Poland 44,208 11,779 36.3 Portugal 56,620 2,182 4.0 UK 363,439

  • 1,796
  • 0.5

Brazil 163,627 10,585 6.9 Mexico 67,037 4,961 8.0 Chile 53,517 3,785 7.6 Argentina 12,244 5,318 76.8 USA 143,321 23,154 19.3 YoY Change ex. FX

Total abs. % RoTE Spain 403

  • 52
  • 11.4

10.5 SCF 325 4 1.1 14.9 Poland 62 1 1.0 7.8 Portugal 135 8 6.7 13.1 UK 271

  • 53
  • 16.3

7.0 Brazil 724 93 14.8 21.1 Mexico 206 22 12.0 20.2 Chile 149 2 1.3 16.4 Argentina 11

  • 23
  • 67.9

5.3 USA 182 47 34.7 5.1 YoY Change ex. FX

  • 1. Adjusted RoTE for 11.30% CET1, 14% 2. Adjusted RoTE for 11.3% CET1, 9%

1 2

slide-63
SLIDE 63

63

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Credit Risk Operational Risk Market Risk

On average, credit risk represents 81% for Global Peers RWAs (vs.78% in 2017), with Santander at

86% as of Q2’18

Operational risk at the bank remains as the last year at 10% (vs. 14% average, 3 pp lower than last

year)

RWAs: Split by risk

Ave.

Source: EBA transparency exercise 2018 for EU and UK banks. UBS and US banks latest data available from Pillar 3 disclosures. Peers: BAML, Barclays, BBVA, BNP, Deutsche, HSBC, ING, Intesa SP, JP Morgan, Lloyds, RBS, Société Générale, UBS, UniCredit and Wells Fargo

Appendix: Risk profile

17% 78% 5%

Risk profile: RWAs mostly formed by credit risk…

slide-64
SLIDE 64

64

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Standarised Aproach IRB

Santander, with c. 56% of credit risk under the standard method (55% in 2017 and 60% in 2016), is

better positioned than its European peers (33% average vs. 30% in 2017 and 35% in 2016) for potential regulatory changes

Credit risk: Standardized vs. IRB approach

Ave.

Appendix: Risk profile

67% 33%

Source: EBA transparency exercise 2018 for EU and UK banks. UBS and US banks latest data available from Pillar 3 disclosures. Peers: BAML, Barclays, BBVA, BNP, Deutsche, HSBC, ING, Intesa SP, JP Morgan, Lloyds, RBS, Société Générale, UBS, UniCredit and Wells Fargo

… and highly biased to the standardised approach

Standardised approach IRB

slide-65
SLIDE 65

65

604 689 838 353 Dec-15 Dec-16 Dec-17 Dec-18

Strong credit performance in retail and corporate businesses

1. Corporate defined as the combined lending to business banking customers in Retail Banking and all customers in our Corporate & Commercial Banking and Corporate & Investment Banking business segments 2. Increase in Corporate NPLs was predominantly due to the Carillion plc exposures that moved to non-performance in 2017

2,520 2,340 2,104 2,126 Dec-15 Dec-16 Dec-17 Dec-18 Retail Banking NPLs and NPL ratio 1.51 1.39 1.25 1.23

NPL ratio (%) NPLs (£mn)

2.28 2.51 3.07 1.46

NPLs (£mn)

2

Corporate NPLs and NPL ratio1

NPL ratio (%)

Appendix: UK loan portfolio: Mortgage and Corporate RE

slide-66
SLIDE 66

66

Consistently prudent mortgage lending criteria

1. Unweighted average loan-to-value of all accounts 2. Not seasonally adjusted Source: HM Land Registry, United Kingdom

2 4 11 13 14 25 31

Northern Ireland Scotland South West, Wales and Other Midlands and East Anglia North London South East

Rest of the UK London and South East £203k £270k £150k All UK £196k £260k £146k Total new lending 62% 63% Stock 42% 42% London new lending 56% 58%

Average loan size

(new business)

Geographical distribution

(stock %, Dec-18)

Simple average loan-to-value (LTV)1

Dec-18 Dec-17 Dec-18 Dec-17

6 5 5 4 4 4 3 3 3 2 1

  • 1

Wales Northern Ireland West Midlands East Midlands South West North East North West Scotland East Yorkshire South East London

House price change by region

(annual %, Nov-18, nsa2)

Appendix: UK loan portfolio: Mortgage and Corporate RE

slide-67
SLIDE 67

67

5 19 32 44

Home movers Remortgagers 73 15 12

Prime residential mortgage book of £158.0bn

1. Variable rate includes tracker and base rate linked 2. SVR attrition includes loan balances which have reverted on to SVR and balances moved to the Follow-on-Rate which was introduced in January 2018

  • Net mortgage growth of £3.3bn; strongest lending in
  • ver three years despite the highly competitive market
  • SVR attrition2 of £4.9bn (2017: £5.5bn)
  • ~78% of maturing mortgages retained
  • 55% (+6pp YoY) of refinancing mortgage loans

retained online

Product profile

(stock %, Dec-18)

Lending breakdown

(£bn, Dec-18)

Borrower profile

(stock %, Dec-18)

Standard Variable Rate (SVR) Variable rate1 Fixed rate Buy to Let (BTL) First-time buyers

Net lending £3.3bn

157.2 154.7 158.0

28.8 27.7 (25.5)

Dec-17 New business Redemptions & repayments Internal transfer Dec-18

Appendix: UK loan portfolio: Mortgage and Corporate RE

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Greater focus on risk-weighted returns in CRE portfolio

1. Consists of smaller value transactions, mainly commercial mortgages 2. All non-standardised stock

  • No new business written above 70% LTV (Dec-17: 0%)
  • All new business written at or below 60% LTV

(Dec-17: 91%)

  • Weighted average LTV on exposures of 47%

(Dec-17: 48%)2

  • Average loan size of £3.2mn (Dec-17: £4.7mn)

NPL ratio 0.85% 0.45% Up to 70% LTV 88% 87% 70% to 100% LTV

  • 1%

> 100% LTV 1%

  • Standardised portfolio1

8% 10% Total committed exposure £8.1bn £6.4bn 97% 99% Development loans 3% 1% 100% 100% Total with collateral

Credit performance Sector analysis

(stock %, Dec-18)

Dec-18 Dec-17 Dec-18 Dec-17

Appendix: UK loan portfolio: Mortgage and Corporate RE

24 16 14 14 14 10 5 2 1

Office Retail Industrial Mixed use Residential Standardised portfolio Hotels and leisure Student accomodation Other

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Glossary and Acronyms

Appendix: Glossary ADIs: Available distributable items bn: Billion bps: Basis points BTL: Buy-to-Let CCoB: Capital Conservation Buffer CCyB: Countercyclical buffer CET1: Common equity tier 1 CIB: Corporate & Investment Banking DGF: Deposit Guarantee Fund DPS: Dividend per share EPS: Earning per share FL: Fully loaded G-SIBs: Global Systemically Important Banks HTC: Held to collect portfolio HTC&S: Held to collect & sell portfolio k: thousands LTV: Loan-to-Value LLPs: Loan-loss provisions MDA: Maximum distributable amount M/LT: Medium- and long-term mn: Million MPE: Multiple Point of Entry MREL: Minimum Required Eligible Liabilities NII: Net interest income NPL: Non-performing loans PBT: Profit before tax P&L: Profit and loss PPP: Pre-Provision Profit QoQ: Quarter-on-Quarter RoRWA: Return on risk-weighted assets RWA: Risk-weighted assets RoTE: Return on tangible equity SCF: Santander Consumer Finance SMEs: Small and Medium Enterprises SRF: Single Resolution Fund ST: Short term SVR: Standard variable rate TDR: Troubled Debt Restructuring TLAC: Total Loss-Absorbing Capacity TNAV: Tangible net asset value YoY: Year-on-Year

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Thank you.

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