#1Strategic and Financial Analysis. Financial Division Institutional Presentation H1’23 Santander#2Index 1 2 3 4 5 Our business model and strategy Santander Group structure and businesses H1'23 results & activity Final remarks Links to public materials 2#3Santander 1. Our business model ● and strategy#4Santander, a leading group financial Santander H1'23 Highlights Total assets (€ bn) 1,780 Customer loans (€ bn excluding reverse repos) 1,022 Customer deposits + mutual funds (€ bn excluding repos) 1,134 Branches 8,823 H1'23 Net operating income (pre-provision profit) (€ mn) 15,755 H1'23 Attributable profit (€ mn) 5,241 Market capitalization (€ bn; 30-06-23) 55 MA People (headcount) Customers (mn) Shareholders (mn) Financial inclusion starting 2023 (mn people) 212,409 164 3.8 0.9 4#5The Santander Way Our aim To be the best open financial services platform, by acting responsibly and earning the lasting loyalty of our people, customers, shareholders and communities Who we are and what guides us Our purpose To help people and businesses prosper Our how Everything we do should be Simple, Personal and Fair Santander which motivates An engaged talented team generates support for our communities We create value for all customer loyalty so we deliver strong financial results for our shareholders leading to 5#6Santander business model Our business model based on unique competitive advantages is the foundation for generating value for our shareholders SCALE DIVERSIFICATION J 1 CUSTOMER' focus L ✓ Digital bank with branches In-market & Global Geography Business Balance sheet Santander Entering a new phase of value creation 60#701. Customer focus 164 million customers Distribution by market 23% 43% 25% DCB 9% We have grown our customer base over the last seven years, with balanced growth by region and business 99 mn (+2mn) Active customers Customer satisfaction Top 3 NPS1 in 5 markets Do +10% Transactions per active customer 52.5 mn (+5%) Digital customers 55% Digital sales as a % of total sales in H1'23 Santander Note: YoY changes Transactions include merchant acquiring, cards and electronic A2A payments. (1) NPS internal benchmark of individual customers' satisfaction audited by Stiga/Deloitte H1'23. 7#801. Customer focus Traditional banking Branches, ATMs, retail agents, ... Digital banking Internet, mobiles, tablets, smartphones, smartwatches,... To bring all our customers to a common operating model, while converging to a common technology to build a digital bank with branches Branches: >8,000 2 Best omni-channel experience, while we guarantee access to all segments Collaborative spaces and increased digital capabilities WORK CAFE / SANTANDER Sparsely populated communities O Most vulnerable groups Santander Smart and Ágil branches ● Low-income communities O University students WWW Santander Note: data as of Jun-23. T i 8#902. Scale Our unique combination of in-market scale and global scale network allow us to be among the most profitable banks in our markets Market shares Europe North America 10% Loans 4% Auto lending 8% 2% Deposits Deposits Digital Consumer Bank 17% 12% Loans Loans 13% Loans 13% Deposits 11% South America 14% Deposits Deposits 18% #1 European Consumer Loans Bank 9% 21% 17% Loans Loans Deposits 17% Deposits 10% Deposits 10% Loans 10% Deposits Our global and network businesses (SCIB, WM&I, Payments and Auto) drive in-market and Group profitable growth and value. Represent 39% of Santander's total revenue Market share data: as at Mar-23 or latest available. Spain includes Santander España + Hub Madrid + SCF España + Openbank and Other Resident sectors in deposits. The UK: includes London Branch. Poland: Santander including SCF business in Poland. The US: retail auto loans includes Santander Consumer USA and Chrysler Capital combined. Deposits market share in the US as of 30/06/2022 considering all states where Santander Bank operates. Brazil: deposits including debenture, LCA (agribusiness notes), LCI (real estate credit notes), financial bills (letras financeiras), COE (certificates of structured operations) and LIG (Letras inmobiliarias Grantidas). 9#1003. Diversification Profit Customer loans Customer funds 6% 9% 43% 55% 62% 13% 17% Geographical well-diversified profit 25% and balance sheet 23% 16% 16% 15% Europe North America South America Digital Consumer Bank Santander Note: H1'23 underlying attributable profit by region (% operating areas excluding Corporate Centre). Jun-23 customer loans excluding reverse repos and customer funds includes customer deposits excluding repos + mutual funds (% operating areas). 10#1103. Diversification Business diversification among customer segments Corporates, 13% Customer loans Individual mortgages, SMEs, 25% Consumer, 13% 34% Customer funds Mutual funds, 17% Individuals, 48% Other individuals, 15% SCIB, 13% SMEs, Corp & other, 22% Santander Note: data as of Jun-23. Customer loans excluding reverse repos. Customer funds: customer deposits excluding repos + mutual funds. Corporates includes corporates and institutions. 11#1203. Diversification Rock-solid balance sheet with conservative risk management Santander Simple, transparent and easy to analyze balance sheet Medium-low risk profile Strong liquidity ratios well above requirements Strong solvency ratios Focus on capital efficiency and asset rotation Stable and diversified deposit structure High-quality retail customer deposits Highly collateralized and diversified loan portfolio Low-risk loan portfolio Supporting value creation and sustainable remuneration to our shareholders 12#13In summary Reliable risk-return profile Lower volatility of results Differential Pre-provision profit/loans and cost of credit 1.90% 1.89% 1.80% 1.61% 1.65% 1.65% 1.80% 1.70% 1.76% 1.25% 1.21% لالتلالت 0.62% التتا Our results show that our business model works. It is based on unique competitive advantages which differentiate us in terms of growth, cost and profitability 1.60% Cost of risk¹ 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 H1'23 EPS volatility2 Pre-provision profit/loans + 3.25% 3.06% 2.94% 3.04% 2.90% 2.83% 2.97% 2.89% 2.80%. + 2.49% 2.57% 2.70% 2.84% 2.44% 1.65% 1.69% 1.43% 1.25% 1.18% 1.07% 1.00% 1.00% 1.28% 0.77% 0.99% 1.08% 12% 39% 39% 42% 81% 97% 109% 118% 140% 306% 637% Santander (1) Provisions to cover losses due to impairment of loans in the last 12 months / average customer loans and advances of the last 12 months. 13 (2) Calculated using quarterly data from Jan-99 to Q1'23. Source: Bloomberg, with GAAP criteria. Standard deviation of the quarterly EPS starting from the first available data since Jan-99.#14Environmental, Social and Governance We continue to make progress on our ESG agenda Green Finance raised and facilitated (since 2019) H123 €98.6bn = 2025 targets €120bn Socially responsible Investments (AUM) €58.6bn >>> €100bn Financial inclusion (# People) 1 0.9mn >>> 5mn Santander Note: Not taxonomy. Definitions in the Glossary of this presentation. (1) Starting Jan-23. Does not include financial education. Data not audited. 14#15и тагета RVICIOS ICCION CIONES/ DISEÑO Santander bga 71 Bathoge WORK CAFE SANTANDER 2. Group structure and ⚫ businesses#16Group organizational structure Towards the Santander of Tomorrow Primary segments Europe North America South America Digital Consumer Bank Spain Portugal UK United States Brazil Uruguay SCF SCF Poland Mexico Chile Peru Cw Openbank Other Europe Argentina Colombia Secondary segments WM&I includes Private Banking, Asset Management and Insurance PagoNxt Retail Banking SCIB Includes Cards & Digital Solutions Group functions and Corporate Centre activities Internal Strategy & Audit Chair's office General Secretariat¹ Comms & Marketing Risk & Compliance Corporate Transformation Development Technology & Operations Talent & Human Resources Financial Accounting Finance & Control Regulatory & Supervisory Relations Universities Santander Note: Corporate Centre is allocated to both the primary and secondary segments. (1) Includes Legal, Internal Governance, Tax and Security & Intelligence. Investment Platforms & Corporate Investments Costs & Organization 16#17Santander Primary segments 17#18→ Europe 'We continue to accelerate our business transformation to achieve higher growth and a more efficient operating model' H1'23 Highlights Branches 3,103 ☐ 00 MA Employees 66,819 Total customers (mn) 45.9 Digital customers (mn) 18.0 Customer loans (€ bn) 564 Customer funds (€ bn) 703 Underlying attributable profit (€ mn) 2,536 Strategic priorities Customer centric: grow our active customer base through better customer service and experience ■ Simplification and automation: enhance efficiency through a common operating model in the region Network contribution: grow our global business revenue by increasing connectivity across the region Customer activity: improve loyalty through a value proposition for individuals and SMEs ROTE 13.5% ■ Disciplined capital allocation: improve pricing discipline and risk management Santander More information at https://www.santander.com/en/about-us/where-we-are/europe 18#19H1'23 Highlights * Spain 'Focus on creating a better bank where our customers and people feel a deep connection with Santander España' Branches 1,884 00 Mй Employees 26,679 Total customers (mn) 14.7 2 Digital customers (mn) 6.2 Customer loans (€ bn) 238 Customer funds (€ bn) 374 ◉ Underlying attributable profit (€ mn) 1,132 ■ Strategic priorities ■■ Grow our customer base, providing the best customer experience across all channels Deliver a simpler value proposition for retail and specialized for high-value segments and evolve our customer relationship model towards a digital bank with branches ■ Simplify product portfolio and automate processes to enhance operational excellence Leverage our scale across One Europe to grow our business and build a common operating model ROTE 13.4% ■ Continue optimizing our capital management through better capital allocation and balance sheet mobilization Santander More information at https://www.santander.com/en/about-us/where-we-are/santander-espana 19#20H1'23 Highlights UK 'Santander UK creates value by serving customers with tailored financial products and services' Branches 445 00 Mй Employees 22,163 Total customers (mn) 22.4 2 Digital customers (mn) 7.1 Strategic priorities ■■ Well established UK market position. Customer focused strategy with resilient balance sheet Deliver growth through customer loyalty and outstanding customer experience Customer loans (€ bn) 242 ■ Simplify and digitalize the business for improved efficiency and returns Customer funds (€ bn) 230 Underlying attributable profit (€ mn) 818 Be a responsible and sustainable business. Engage, motivate and develop a talented and diverse team هههه ROTE 13.9% Santander More information at https://www.santander.com/en/about-us/where-we-are/santander-uk 20 20#21Portugal 'Santander Portugal aims to provide best-in-class service to its customers, maintaining a leadership position in lending' H1'23 Highlights Branches 377 00 Mй Employees 4,977 Total customers (mn) 2.9 Digital customers (mn) 1.1 ■ Customer loans (€ bn) 39 Strategic priorities ■■ Continue to implement our transformation plan with the aim of improving service quality and increasing our customer base Grow organically in terms of profitable market share and with adequate capital remuneration Customer funds (€ bn) 41 Maintain our position as market leaders in efficiency, improving the cost base Underlying attributable profit (€ mn) 321 هههه Maintain an appropriate risk policy with high credit quality and strong capital position ROTE 18.7% Santander More information at https://www.santander.com/en/about-us/where-we-are/santander-portugal 21#22H1'23 Highlights Poland 'One of the largest and most innovative financial institutions in Poland' Branches 389 00 Mй Employees 10,682 Total customers (mn) 5.8 Digital customers (mn) 3.4 Strategic priorities ■■ Continue the roadmap to achieve Top 3 NPS position in Poland in terms of quality and customer service experience Strengthen efforts to ensure the best employee experience at the bank, including initiatives that support comfort and work tools Customer loans (€ bn) 33 Customer funds (€ bn) 46 We are continuing to optimize the sales network, changing the model of branch operations, expanding the number of cashless branches Underlying attributable profit (€ mn) 321 هههه ROTE 17.9% We are optimizing and digitalizing sales channels and after-sales processes and driving increased use of digital channels rather than paper communication with customers Santander More information at https://www.santander.com/en/about-us/where-we-are/santander-polska 22#23H1'23 Highlights Branches 1,814 00 MA Employees 45,657 2 Total customers (mn) 25.0 2 Digital customers (mn) 7.7 Customer loans (€ bn) 160 Customer funds (€ bn) 168 Underlying attributable profit (€ mn) 1,346 هههه ROTE 11.1% North America 'We provide a full range of financial services with a particular focus on Retail, Private and Corporate Banking' Strategic priorities Continue to target segments with proven competitive advantages and strong Group network contributions in Mexico and the US Deploy capital to the most profitable businesses, rationalizing businesses and products with limited scale and profitability to generate efficiencies and profitable growth Boost sustainable profitability levels by increasing customer attraction and retention Focus on expanding and implementing sustainable finance opportunities within our businesses Santander More information at https://www.santander.com/en/about-us/where-we-are/north-america 23#24H1'23 Highlights United States 'Santander US combines a strong depositary base in the Northeast with its nationwide auto finance, wealth management and corporate banking capabilities' Strategic priorities ■ Targeting segments with proven competitive advantage and strong Group network contribution Simplification: rationalize businesses and products with limited scale Transformation: leverage Group digital capabilities to drive scalability and lower cost to serve Network Contribution: leverage Group's network to drive top line growth and achieve scale synergies Profitable growth: support growth across target businesses while maintaining disciplined capital management Branches 443 00 Mй Employees 14,250 Total customers (mn) 4.4 ■ Digital customers (mn) 1.1 Customer loans (€ bn) 113 Customer funds (€ bn) 108 ■ Underlying attributable profit (€ mn) ROTE¹ 667 13.1% Santander (1) Adjusted ROTE: adjusted based on Group's deployed capital calculated as contribution of RWAs at 12%. Using tangible equity, ROTE is 8.5%. More information at https://www.santander.com/en/about-us/where-we-are/santander-us 24#25H1'23 Highlights Mexico 'Santander México, one of the leading financial groups in the country, focused on commercial transformation and innovation' Strategic priorities ■■ Advance with the technological transformation to improve the digital channels ■ Simplify products, processes and operations to transform the service model, building on technology and data to improve customer experience Grow the customer base and increase loyalty through integrated digital products and offerings, new service models and mass market value proposition Remain the market leader with value-added products for corporates and by building on existing relationships to attract more customers, particularly individuals Improve deposit mix and contribute to better cost of deposits Branches 1,371 00 Mй Employees 30,280 ◉ Total customers (mn) 20.3 2 Digital customers (mn) 6.4 ■ Customer loans (€ bn) 46 Customer funds (€ bn) 60 Underlying attributable profit (€ mn) 760 هههه ROTE 17.9% Santander More information at https://www.santander.com/en/about-us/where-we-are/santander-mexico 25#26H1'23 Highlights South America 'Moving forward to become the most profitable bank in each of the countries in which we operate in the region while promoting synergies across our global and regional businesses' ◉ Branches 3,543 00 MA Employees 81,413 Total customers (mn) 73.1 Digital customers (mn) 25.8 Customer loans (€ bn) 165 Customer funds (€ bn) 196 Underlying attributable profit (€ mn) 1,458 هههه ROTE 14.0% ■ Strategic priorities ■■ In consumer finance, continue to strengthen our leadership position in the region by automating and scaling our operations Focus on making headway in the development of joint initiatives between CIB and corporates In payment methods, implement a global card platform and improve our already efficient operating model. Continues expanding Getnet In CIB, continue to make headway in our ambition to become the leading CIB operator in most of the products and countries in which we operate, moving towards a common offering for the region Continue to promote inclusive and sustainable businesses, such as micro-credit and green finance offers Santander More information at https://www.santander.com/en/about-us/where-we-are/south-america 26#27exeg Brazil 'Santander Brasil has a solid strategy, which benefits from being part of a large international group' H1'23 Highlights Branches 2,772 00 ■ Mй Employees 58,505 Total customers (mn) 63.3 2 Digital customers (mn) 20.3 Customer loans (€ bn) 101 Customer funds (€ bn) 131 Underlying attributable profit (€ mn) 823 ■ ROTE 12.0% Strategic priorities ■■ Continuing to develop the best integrated distribution platform in the market in order to strengthen connectivity between businesses and capture opportunities more swiftly Increasing and capitalizing on our customer base, primarily through greater loyalty, maximizing growth Simplifying products and processes and boosting operational efficiency and customer experience ■ Keeping credit quality under control by continually anticipating trends and enhancing risk models Focusing on value creation, profitability and superior payout levels. Innovating to adapt and satisfy to new demands Santander More information at https://www.santander.com/en/about-us/where-we-are/santander-brasil 27#28H1'23 Highlights Chile 'We are the leading bank in the country and we always have the customer at the centre of our strategy' Branches 00 MA Employees Total customers (mn) 2 Digital customers (mn) هههه Customer loans (€ bn) 259 9,928 3.7 2.0 47 Customer funds (€ bn) 41 Underlying attributable profit (€ mn) 330 ROTE 16.5% ■ ◉ Strategic priorities ■■ Continue with a leadership position through the commercial network transformation and digital banking proposition Boost the three innovative initiatives: Más Lucas, WorkCafé Expresso and a specialized business service model focus on the agricultural, automotive and Multi-Latinas Specialization and a differential value-added offering and service for corporates in transactional products, FX and consulting Sustained generation of new business opportunities, fostering competition, seeking growth and leading the sustainable finance market Santander More information at https://www.santander.com/en/about-us/where-we-are/santander-chile 88 28#29Argentina 'One of the leading private banks in Argentina by volumes' H1'23 Highlights Branches 362 00 Mй Employees 8,233 Total customers (mn) 4.6 Digital customers (mn) 3.0 Strategic priorities ■■ Grow customer base and ensure the best service through our multi-channel strategy Increase our market share in personal, agro and consumer credit, and position ourselves as a leader in sustainable finance and financial inclusion Customer loans (€ bn) 6 Customer funds (€ bn) 14 Expand our financial platform, simplifying processes and products and improving efficiency through our digital transformation Underlying attributable profit (€ mn) 252 هههه ROTE Increase collaboration between businesses and develop new businesses with focus on profitable growth, optimizing capital allocation and preserving portfolio quality 30.7% Santander More information at https://www.santander.com/en/about-us/where-we-are/santander-argentina 29#30Uruguay 'Santander Uruguay is the country's leading privately-owned bank' H1'23 Highlights (Peru 'Activity focused on corporates, the country's large companies and the Group's global customers (SCIB)' H1'23 Highlights Colombia 'Bank specialized in corporates, CIB and auto finance' H1'23 Highlights Underlying att. profit (€ mn) 84 ROTE 23.4% هههه Underlying att. profit (€ mn) 40 ROTE 23.4% هههه Underlying att. profit (€ mn) 14 ROTE 15.7% Strategic priorities Increase volumes growth, market share and customer activity through a more customer-centric digital model (Soy Santander, F1RST, MiAuto, ...) Strategic priorities Grow our global, corporate and retail customer bases. Focus on expanding and increasing the profitability of our vehicle finance businesses. Strengthen the microfinance business Strategic priorities Focus on profitable products in corporates and SCIB. Consolidate the new and used auto loans position Santander 30#31H1'23 Highlights Digital Consumer Bank 'Europe's consumer finance leader: solid business model, geographic diversification and leading market shares in auto/mobility finance and in personal finance/e-commerce' Strategic priorities ■■ Secure leadership in global digital consumer lending: Branches 363 00 MA Employees 16,624 Total customers (mn) 19.7 Points of sale (k) >130 Customer loans (€ bn) 128 Customer funds (€ bn) 65 Underlying attributable profit (€ mn) 521 ROTE 10.8% ■ Auto: - Progress further with strategic initiatives to build a world-class digital offering in mobility -Provide our OEMs and partners with innovative finance and sale solutions (lending, leasing, renting and subscription) on dealer websites and in auto marketplaces Consumer (non-auto): gain market share though specialization and tech platforms in buy now, pay later (BNPL), checkout lending, credit cards and direct loans Digital Bank: continuing to increase loyalty among our Openbank and SC Germany retail customers and boosting digital banking Santander More information at https://www.santander.com/en/about-us/where-we-are/digital-consumer-bank 31#32Santander Secondary segments 32#33H1'23 Highlights Total revenue (€ mn) Efficiency ratio ROTE Underlying attributable profit (€ mn) 4,353 35% 29% 1,876 SCIB Corporate & Investment Banking 'Santander CIB supports corporate and institutional customers, offering tailored services and value-added wholesale products suited to their complexity and sophistication' Strategic priorities Become a World-class CIB business focused on positioning ourselves as a strategic advisor to our clients - Become a reference franchise in Europe by leveraging our regional platform Raise the level of our US franchise and continue to grow Santander Capital Markets Consolidate our leadership position in South America and evolve into a pan-regional CIB Recent Awards Total revenue breakdown by business Revenue YoY growth by region Other 3% GTR Global Trade Review Best Bank for Supply Chain Finance The Banker Equities for Porsche Deal of the Year - Best Bank for ESG GlobalCapital Capital Markets in €9.4bn IPO Latam +16% Global Markets 37% Global Transaction Banking 37% +34% Structured Finance Leading positions in League Tables H1'23 Debt Capital Markets Top 3 Equity Capital Markets M&A Global Debt Financing 23% Santander +28% Green Global Source: Dealogic, Infralogic, Bloomberg More information at https://www.santander.com/en/about-us/where-we-are/santander-corporate---investment-banking 33#34H1'23 Highlights WM&I Wealth Management & Insurance "We want to become the best responsible Wealth and Protection Manager in Europe and the Americas" Strategic priorities Total assets under management1 (€ bn) 440 Total fees generated as % of the Group's total fees² 30% Santander ROTE Private Banking 2013 Continue building our global platform leveraging the connectivity of our teams Keep developing a more sophisticated value proposition EUROMONEY GLOBAL PRIVATE BANKING AWARDS 2023 BANK 89% ■ Nurture our PB segments, with a global service supporting cross-border clients in Private Wealth BEST PR KAWARD 2023 GLOBAL Underlying attributable profit (€ mn) 819 شية Total contribution to Group's profit² (€ mn) ■ Continue to be the preferred funds partner for our retail network РШТ WEALTH TECH AWARDS 2025 Pum WEALTH TECH AWARDS 2025 1,637 Total contribution to Group's profit growth? Private Banking customers (k) Santander Asset Management +30% YoY ■ Become a relevant player in the Alternatives business ■ Grow in the Institutional and Private Banking segments Bark For S 251 Private Banking net new money (€ bn) 6.4 Santander Asset Management net sales (€ bn) 3.2 ΩΩ Insurance Gross written premiums growth Santander Insurance Enable digital investment platform in all countries ■ Work to be the preferred insurance provider for our customers ■ Focus on improving customer lifetime value and user experience through innovative programs Leverage data analytics to deliver better service to our customers XXXIV Premios Fondos 2023 Expansión allfunds PREMIO SALMÓN 2023 DIARIO FINANCIERO LVAINDICES GLOBAL Private Banking INNOVATION AWARDS 2023 +11% YoY Our ESG commitment: reach €100bn SRI AuMs by 2025 Santander (1) Total assets marketed and/or managed. Private Banking + SAM excluding AuMs of Private Banking customers managed by SAM. (2) Including fees generated by asset management and insurance transferred to the commercial network. More information at https://www.santander.com/en/about-us/where-we-are/wealth-management-insurance 34#35H1'23 Highlights PagoNxt revenue (€ mn) 521; +27% YoY Merchants Total payments volume (€ bn) 95; +25% YoY #transactions Getnet Santander PagoNxt 'One-of-a-kind paytech business that offers innovative payment solutions' We are a one-of-a-kind paytech business backed by Santander Helping our customers prosper and accelerate their growth through a one-stop shop, providing solutions beyond payments to merchants, SMEs & corporates and consumers Strategic priorities: scaling up our global technology platform; accelerating our commercial growth and pursuing the open market opportunity +32% YoY Business lines Ebury Merchants International Trade Payments Global and integrated acquiring, processing and value-added solutions for physical and e- comm merchants Specialized cross-border trading solutions for businesses in a global market yet to be fully digitalized Wholesale account-to-account payment processing and instant connectivity to schemes in multiple countries Note: revenue and TPV in constant euros. More information at https://www.santander.com/en/about-us/where-we-are/PagoNxt 35#36Santander Group functions and Corporate Centre activities Global T&O strategy HR strategy Risk management and compliance Corporate governance and internal control . Our brand 36#37Technology and Operations (T&O) 'The T&O mission is to enable the Group strategy by building customer- oriented, secure, efficient and innovative technology working with the business units in a flexible and agile way' Global T&O capabilities are key for our commercial and digital transformation Composed of four main domains that contribute to the digital transformation Focused on five technological pillars to respond to the changing business needs Operating model oriented to develop global products and digital services, guaranteeing their quality and security Technology Cybersecurity Business needs Speed Innovation Security by design Cost Service quality Open business model Operations Data ATMs บ *** Common Architecture Operational Excellence Agile (Business Embedding) Core Cloud Deep systems technology Data evolution skills Risk Management (incl. cybersecurity)... c.4,500 tech professionals a The robust T&O service allows us to run the bank and serves our customers with high standards of quality and efficiency Santander 37#38日は SHALOM ALOHA MERHABA HR strategy: Our aim is to be an employer of choice 'Focus on employee engagement, leveraging our SPF culture to retain and attract the best talent' 0 0 MA 212,409 Employees (Jun-23) 97% workforce with a permanent contract (as of end 2022) 54% women in our workforce (as of end 2022) The SPF culture is based on our 5 corporate behaviours Think customer Embrace change TE Act now Move together Speak AMS Your VOICE Continuous Employee Listening(*) Up Our corporate management evaluation model 50% what we do 40% how we do it Santander scores above benchmark in engagement and key dimensions Average score (out of 10) Vs. benchmark +0.2 +0.6 +0.4 +1.2 8.9 O 8.5 8.3 8.0 10% Engagement Diversity & Inclusion Health & Wellbeing Transformation & Change Santander (*) Data from latest Your Voice engagement survey issued to the full organization from 29 March to 8 June 2023.. Workday/Peakon benchmark for Finance Companies, except for Transformation & Change for which benchmark is Peakon companies. Engagement score is the average of 4 engagement questions around loyalty, belief and satisfaction. D&I score relates to the question "I'm satisfied with Santander's efforts to support diversity and inclusion". Health & Wellbeing score relates to the question "Employee health and wellbeing is a priority at Santander". T&C score relates to the question "Organizational transformation and change is managed well at Santander". risks 38#39Risk management & compliance 'Our risk management & compliance function is key to remain a strong, secure and sustainable bank that helps people and businesses prosper' A risk management & compliance model that relies on: Common Risk Principles aligned with regulatory requirements and inspired by best market practices A 3 lines of defence model with a robust risk committees structure ទម Advanced risk and compliance management tools Risk Profile Assessment Systematic exercise to assess the risk profile, including all risk types defined in the Corporate framework, through a single methodology Risk Appetite Statement & Structure of Limits Aggregate level and types of risk we deem prudent for our business strategy, even in unforeseen circumstances Scenario Analysis Anticipating potential impacts to take preventive action Risk Reporting Structure Comprehensive, versatile with deep analysis to facilitate decision-making 000 A proactive risk & compliance management, customer-centric, with the goal of maintaining our medium-low risk profile A continuous enhancement of our capabilities for embedding ESG factors in our risk management processes ✓✓Clearly defined management and control processes Models & data unit Oversee Plan We use data and advanced analytics to develop our business strategy, be more efficient, enhance quality, and tackle our customers' and employees' challenges Risk & compliance annual plans to better oversight and follow up on the implementation of long-term strategies risk pro A risk culture based on the principle that all employees are risk managers Santander More information on the Group's Overview of our Corporate Governance presentation. See link to this document on slide 55. 39#40Diversified and well-balanced shareholder base Corporate governance and internal control 'As a responsible bank, we have clear and robust governance to ensure a long-term sustainable business model' Composition of the board of directors, Jun-23 20.0% Board committees Executive Audit Effective engagement with our shareholders and investors 66.7% 13.3% Effective board of directors Focus on responsible business practices and attention to all stakeholders' interests 11% Non-executive directors (independent) Executive directors Non-executive directors (neither proprietary nor independent) 40% 40% 33% Women on the board 2011 2015 2022 Q2'23 Nomination Remuneration Risk supervision, regulation and compliance Innovation and technology Responsible banking, sustainability and culture External advisory board International advisory board Santander More information on the Group's Overview of our Corporate Governance presentation. See link to this document on slide 55. 40#41Corporate governance and internal control 'Best practices on robust governance are channelled to all subsidiaries' Group-subsidiary governance model Group Board of Directors Group Executive Chair¹ Group CEO² Subsidiary B The Group-subsidiary governance model enhances control and oversight through: Subsidiary A A Board of Directors A Presence of the Group in the subsidiaries' boards of directors establishing guidelines for board structure, dynamics and effectiveness B CEO/Country Head B Regional Heads³ Reporting of the CEO / Country Heads to the Group CEO/ Regional Heads and Group executive committee Control, management and business functions Control, management and business functions C Interaction between the Group's and the subsidiaries' control, management and business functions Compliance Audit Risk Finance Financial Control/ Accounting Others4 Santander Compliance C Audit Risk Finance Financial Control / Accounting Others4 The Group's appointment and suitability assessment procedure is a key element of Governance (1) First executive. (2) Second executive who reports to the board of directors. (3) Europe, North America and South America, reporting to Group CEO. (4) Technology & Operations, Human Resources, General Secretariat, Marketing, Communications, Strategy, Santander Corporate & Investment Banking and Wealth Management & Insurance and Cards & Digital solutions. 41#42Santander E 1414 Let's make it Simple Santander Products #123LiteAccount The cument account cashback on your household Moble Barkan Let's make it simple Santander insurance Santander brand 'Our brand embeds the essence of the Group's culture and identity' Santander is one of the most valued brands in the world rd best global retail bank brand 3rd by Interbrand's Best Global Brands Ranking, 2022 Work Cafe P Santander As one of our most important strategic assets, our brand helps us connect with people and businesses, demonstrating our commitment to prosperity and determination to bring it to life in a positive and sustainable manner every day. Santander More information at https://www.santander.com/en/about-us/our-brand Santander Blu 75 ® NEW Santander Ray-Ban brembo NGK RKF Ceva VISTAJET Let's keep working for a better World #TheRightWay aws 42#43Santander 3. H1'23 results & ● activity#44H1'23 highlights Strong H1 results with 9 million new customers YoY contributing to a 12% revenue increase Q2 Attributable Profit H1 Attributable Profit €2.7bn €5.2bn +14% vs. Q2'22 +7% YoY ONE TRANSFORMATION driving efficiency improvement and growth in profitability EPS +13% YOY ROTE 14.5% +80bps YoY Strong balance sheet supporting value creation and shareholder remuneration FL CET1 12.2% +0.2 pp YoY TNAVps + DPS +11% YOY Santander Note: in constant euros: H1 Attributable Profit +7% YoY; H1 Revenue +13% YoY; Q2 Attributable Profit +17% vs. Q2'22. TNAVps + DPS includes the last two cash dividends against 2022 results (€5.95 cents and €5.83 cents). 44#45Profit increased in H1'23, supported by customer revenue and efficiency improvement, with double-digit growth in net operating income Underlying P&L € million H1'23 H1'22 Current % Constant % Attributable profit € mn NII 20,920 18,409 14 15 +14% Net fee income 6,103 5,852 4 LO 5 2,670 2,543 2,571 Other income 1,211 859 41 27 2,422 2,351 2,289 +4% Total revenue 28,234 25,120 12 13 QoQ Operating expenses -12,479 -11,435 9 11 Net operating income 15,755 13,685 15 15 LLPs -5,771 -4,735 22 21 Q1'22 Q2 Q3 Q4 Q1'23 Q2 Other results* -1,655 -1,035 60 69 Attributable profit 5,241 4,894 7 7 2,608 2,282 Attributable profit (Constant € mn) 2,330 2,272 2,563 2,678 Santander (*) Including the temporary levy in Spain (-€224mn) in Q1'23. 45#46Well on track to achieve our 2023 financial targets ... Revenue¹ Efficiency ratio COR Santander FL CET1 ROTE ^ ^ ^ ^ ^ FY 2023 targets H123 Double-digit growth +13% 44-45% 44.2% <1.2% 1.08% >12% 12.2% >15% 14.5% Note: targets market dependent. Based on macro assumptions aligned with international economic institutions. (1) YoY change in constant euros. 46#47backed by consistent execution of One Transformation and value added from our Global and Network businesses Execution YTD Efficiency FY'22 45.8% . One Transformation -85 bps Product simplification: 362 fewer products, -5% YTD ⚫ Digital self-service model: -17% use contact centres YTD • In US, c. $70 mn efficiencies captured YTD in Consumer and Commercial • Global & network businesses -43 bps Multilatinas / Multieuropeans: +70% revenue growth YTD • WM&I: new global alternative asset manager, €2bn commitments Auto: expansion of agreements with OEMS, +c.$4bn volume p.a. • Global Tech capabilities & others H123 44.2% -36 bps Global approach to technology: c. €80 mn efficiencies YTD Gravity (back-end) efficiencies Global vendor agreements IT&Ops shared-services Reminder from Investor Day Efficiency 45.8% FY'22 Santander H1'23 or latest available data 200-250 bps 100-150 bps 50-75 bps c. 42% 2025 target 47#48Digital bank with branches: One Transformation delivering results H1'23 data. Changes in constant euros 200-250p 50-75 bps Dan Techies 2005 others Simplification Cost¹ per active customer -2% YOY Process automation # Operational FTEs per mn customers -3% YTD Best-in-class Tech Platform Gravity Deployed in 3 countries 米糰 50bn Transactions YTD Revenue per active customer +11% YOY Transactions per active customer +10% YOY Integration between ODS and Gravity Santander (1) In real terms. 48 44#49Global and Network businesses: revenue growing above Group H1'23 data. Changes YoY in constant euros SCIB WM&I Payments Total revenue Auto Network revenue PB network AuMs # Transactions Auto loans and leases €2.0bn +27% €50bn 17bn €174bn +10% +13% +7% +24% +25% +27% PagoNxt -3% ID Targets (CAGR 22-25) c.10% c.10% c.30% PagoNxt c.7% Santander Note: total transactions include merchant payments, cards and electronic A2A payments. 49 (1) Including fees generated by asset management and insurance ceded to the commercial network. If not included, +44%.#50Progressing towards our 2025 profitability targets ROTE H1'23 2025 Target ROTE Europe 13.5% c.15% H1'23 2025 Target SCIB 29.2% >20% SCIB North 11.1% c.15%¹ WM&I 89.3% c.60% America WM&I South 14.0% c.19% America 18.3% >15% Auto Digital DCB Consumer 10.8% c.15% EBITDA Margin H1'23 2025 Target Bank Group 14.5% 15-17% PagoNxt Santander (1) Adjusted ROTE: adjusted based on Group's deployed capital calculated as contribution of RWAs at 12%. 11.2% >30% 50#51Santander 4. ◆ Final remarks#52Well-positioned to create shareholder value and sustainable profitability Our profitability was up YoY, supported by customer growth and double-digit increase in revenue H123 14.5% +13% Acceleration of our structural changes to a simpler & more integrated model through ONE TRANSFORMATION is driving efficiency and profitable growth ROTE EPS Strong balance sheet with robust capital and credit quality, contributes to growth and value creation Given these results, we are confident we will reach our 2023 targets and remunerate our shareholders in line with our 50% payout policy +11% TNAVPs + DPS Santander 52#53Double-digit growth in value creation Profitability Customer centric ROTE (%) Payout (Cash + SBB)1 (%) EPS Growth (%) Total customers (mn) 2022 H1'23 2025 targets 13.4 14.5 15-17 40 50 23 13 50 Double-digit 160 164 c.200 Active customers (mn)² 99 99 c.125 Simplification & Efficiency ratio (%) 45.8 44.2 c.42 automation Network contribution Customer activity Capital Global & network businesses' contribution to total revenue (%) Global & network businesses' contribution to total fees (%) >30 39 >40 c.40 42 >50 Transactions volume per active customer (% growth)³ 10 c.8 FL CET1 (%) 12.0 12.2 >12 RWA with RoRWA>COE (%) 80 83 c.85 Green financed raised & facilitated (€bn)4 94.5 98.6 120 Socially responsible Investments (AuM) (€bn) 53 58.6 100 ESG Financial inclusion (# People) (mn) 5 0.9 5 Women in senior positions (%) c.29 30.8% 35 Equal pay gap (%) c.1 TNAVps+DPS (Growth YoY) +6% +11% c.0 Double-digit growth average through-the-cycle (1) Target payout will be c.50% of group reported profit (excluding non-cash, non-capital ratios impact items), distributed in approximately 50% in cash dividend and 50% in share buybacks. Execution of the shareholder remuneration policy is subject to future corporate and regulatory decisions and approvals. Santander (2) Those customers who meet transactionality threshold in the past 90 days. (3) Total transactions include merchant payments, cards and electronic A2A payments. (4) Since 2019. (5) Starting Jan-23. Does not include financial education. Note: ESG - Not taxonomy. Definitions in the Glossary of this presentation. 53#54Santander Help millions around the world realise their dreams and prosper. L 5.uir ● Links to public materials#55Links to Grupo Santander public materials For additional information on the Group, please click on the images, icons or flags below H1'23 financial results Financial report Earnings presentation Series (Excel) Shareholders report (interactive) Financial Report 2023 January-June Santander Country presentations USA Portugal 26 July 2023 Earnings Presentation H123 Santander Press release UK Poland Digital Consumer CEO video (3 minutes) Mexico Spain Brazil Chile ⚫ Argentina Santander 000 Bank XLS Fixed income presentation FIXED INCOME INVESTORS PRESENTATION H123 Santander 02 QUARTER SHAREHOLDER REPOR Apt-kee 232 Pillar 3 Santander Par 3 Diclesure Report 2022 Santander Ratings www.santander.com Follow us on in Other information 2022 Digital Annual review Santander For a brighter tomorrow 2022 Annual Review 01 Executive 02 Chief Exative Offlor's Letter 03 Santander in 2022 04 2022 Annual report For a brighter tomorrow 2022 Annual report Santander Overview of our Corporate Governance presentation 55#56Santander Glossary#57557 . Glossary - Acronyms ALCO: Assets and Liabilities Committee AM: Asset management • AT1: Additional Tier 1 • . AuMs: Assets under Management • BFG: Deposit Guarantee Fund in Poland • • bn: Billion • • BNPL: Buy now, pay later • • bps: Basis points • c.: Circa GDF: Global Debt Finance • GDP: Gross domestic product GTB: Global Transaction Banking • GWPs: Gross written premiums • HQLA: High quality liquid asset HTC&S: Held to collect and sell IFRS 9: International Financial Reporting Standard 9, regarding financial instruments IPS: Institutional Protection Scheme LCR: Liquidity coverage ratio • • CAL: Customer assets and liabilities • • CET1: Common equity tier 1 LLPS: Loan-loss provisions • LTV: Loan to value • CHF: Swiss franc • • CIB: Corporate & Investment Bank M/LT: Medium-and long-term • mn: million • CoE: Cost of equity • COR: Cost of risk • • • Covid-19: Coronavirus Disease 19 CRE: Commercial Real Estate DCB: Digital Consumer Bank • DGF: Deposit guarantee fund • DPS: Dividend per share eNPS: Employee net promoter score EPS: Earning per share . MREL: Minimum requirement for own funds and eligible liabilities NII: Net interest income • NIM: Net interest margin . NOI: Net operating income • NPL: Non-performing loans NPS: Net promoter score OEM: Original equipment manufacturer • PB: Private Banking • ESG: Environmental, social and governance . PBT: Profit before tax FL: Fully-loaded • P&L: Profit and loss • FX: Foreign exchange • POS: Point of Sale • FY: Full year • pp: Percentage points Santander Ps: Per share QoQ: Quarter-on-Quarter Repos: Repurchase agreements ROA: Return on assets RoE: Return on equity RoRWA: Return on risk-weighted assets ROTE: Return on tangible equity RWA: Risk-weighted assets SAM: Santander Asset Management SAN: Santander SBB: share buybacks SCIB: Santander Corporate & Investment Banking SC USA: Santander Consumer USA SME: Small and Medium Enterprises SRF: Single Resolution Fund ST: Short term T1/T2: Tier 1/Tier 2 TLAC: Total loss absorbing capacity TLTRO: Targeted longer-term refinancing operations TNAV: Tangible net asset value TPV: Total Payments Volume YoY: Year-on-Year YTD: Year to date WM&I: Wealth Management & Insurance#58• Glossary - Definitions PROFITABILITY AND EFFICIENCY ROTE: Return on tangible capital: Group attributable profit / average of: net equity (excluding minority interests) - intangible assets (including goodwill) • RoRWA: Return on risk-weighted assets: consolidated profit/ average risk-weighted assets Efficiency: Operating expenses/ total income. Operating expenses defined as general administrative expenses + amortisations VOLUMES • • Loans: Gross loans and advances to customers (excl. reverse repos) Customer funds: Customer deposits excluding repos + marketed mutual funds CREDIT RISK • • NPL ratio: Credit impaired loans and advances to customers, customer guarantees and customer commitments granted / Total risk. Total risk is defined as: Total loans and advances and guarantees to customers (including credit impaired assets) + contingent liabilities granted that are credit impaired NPL coverage ratio: Total allowances to cover impairment losses on loans and advances to customers, customer guarantees and customer commitments granted / Credit impaired loans and advances to customers, customer guarantees and customer commitments granted Cost of risk: Provisions to cover losses due to impairment of loans in the last 12 months / average customer loans and advances of the last 12 months CAPITALIZATION Tangible net asset value per share - TNAVps: Tangible stockholders' equity / number of shares (excluding treasury shares). Tangible stockholders' equity calculated as shareholders equity + accumulated other comprehensive income - intangible assets ESG METRICS Green Finance raised and facilitated = Nominal amount of PF, PF Advisory, PF bonds, Green bonds, ECA, M&A, ECM transactions classified by SCFS panel and reported in the League Tables since the beginning of the exercise. SRI = Volume of assets under management classified as article 8 - promoting ESG objectives - and 9 - with explicit sustainability objectives - of the SFDR regulation (EU Reg. 2019/2088). Includes assets managed by Santander Asset Management (SAM), third-party funds and SAM funds managed with equivalent criteria in those geographies where SFDR does not apply (mainly LatAm). Financial inclusion (# People) = Number of people who are unbanked, underbanked, in financial difficulty, with difficulties in accessing credit or with limited financial literacy who, through the Group's products, services and social investment initiatives, are able to access the financial system, receive tailored finance. Financially underserved groups are defined as people who do not have a current account, or who have an account but obtained alternative (non-bank) financial services in the last 12 months. Beneficiaries of various programs are included in the quantification process only once in the entire period. Only new empowered people are counted, taking as a base year those existing since 2019. Women in senior positions = Percentage of women in senior executive positions over total headcount. This segment corresponds to less than 1% of the total workforce. Santander Notes: The averages for the ROTE and RoRWA denominators are calculated using the monthly average over the period, which we believe should not differ materially from using daily balances. The risk-weighted assets included in the denominator of the RoRWA metric are calculated in line with the criteria laid out in the CRR (Capital Requirements Regulation). 58#59Important information Non-IFRS and alternative performance measures This presentation contains financial information prepared according to International Financial Reporting Standards (IFRS) and taken from our consolidated financial statements, as well as 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, and other non-IFRS measures. The APMs and non- IFRS measures were calculated with information from Grupo Santander; however, they are neither defined or detailed in the applicable financial reporting framework nor audited or reviewed by our auditors. We use these APMs and non-IFRS measures when planning, monitoring and evaluating our performance. We consider them to be useful metrics for our management and investors to compare operating performance between periods. Nonetheless, the APMs and non-IFRS measures are supplemental information; their purpose is not to substitute IFRS measures. Furthermore, companies in our industry and others may calculate or use APMs and non-IFRS measures differently, thus making them less useful for comparison purposes. APMs using ESG labels have not been calculated in accordance with the Taxonomy Regulation or with the indicators for principal adverse impact in SFDR. For further details on APMs and Non-IFRS Measures, including their definition or a reconciliation between any applicable management indicators and the financial data presented in the consolidated financial statements prepared under IFRS, please see the 2022 Annual Report on Form 20-F filed with the U.S. Securities and Exchange Commission (the SEC) on 1 March 2023 (https://www.santander.com/content/dam/santander- com/en/documentos/informacion-sobre-resultados-semestrales-y-anuales-suministrada-a-la-sec/2023/sec- 2022-annual-20-f-2022-en.pdf), as well as the section "Alternative performance measures" of Banco Santander, S.A. (Santander) Q2 2023 Financial Report, published 26 July 2023 (https://www.santander.com/en/shareholders-and-investors/financial-and-economic-information#quarterly- on results). Underlying measures, which are included in this document, are non-IFRS measures. The businesses included in each of our geographic segments and the accounting principles under which their results are presented here may differ from the businesses included 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. Non-financial information This presentation contains, in addition to financial information, non-financial information (NFI), including environmental, social and governance-related metrics, statements, goals, commitments and opinions. NFI is included to comply with Spanish Act 11/2018 on non-financial information and diversity and to provide a broader view of our impact. NFI is not audited nor reviewed by an external auditor. NFI is prepared following various external and internal frameworks, reporting guidelines and measurement, collection and verification methods and practices, which are materially different from those applicable to financial information and are in many cases emerging and evolving. NFI is based on various materiality thresholds, estimates, assumptions, judgments and underlying data derived internally and from third parties. NFI is thus subject to significant measurement uncertainties, may not be comparable to NFI of other companies or over time or across periods and its inclusion is not meant to imply that the information is fit for any particular purpose or that it is material to us under mandatory reporting standards. NFI is for informational purposes only and without any liability being accepted in connection with it except where such liability cannot be limited under overriding provisions of applicable law. Forward-looking statements Santander hereby warns that this presentation contains "forward-looking statements" as per the meaning of the U.S. Private Securities Litigation Reform Act of 1995. Such statements can be understood through words and expressions like "expect", "project", "anticipate", "should", "intend", "probability", "risk", "VaR", "RORAC", "RORWA", "TNAV", "target", "goal", "objective", "estimate", "future", "commitment", "commit", "focus", "pledge" and similar expressions. They include (but are not limited to) statements on future business development, shareholder remuneration policy and NFI. However, risks, uncertainties and other important factors may lead to developments and results to differ materially from those anticipated, expected, projected or assumed in forward-looking statements. Santander 59#60Important information The following important factors (and others described elsewhere in this presentation and other risk factors, uncertainties or contingencies detailed in our most recent Form 20-F and subsequent 6-Ks filed with, or furnished to, the SEC), as well as other unknown or unpredictable factors, could affect our future development and results and could lead to outcomes materially different from what our forward-looking statements anticipate, expect, project or assume: (1) general economic or industry conditions (e.g., an economic downturn; higher volatility in the capital markets; inflation; deflation; changes in demographics, consumer spending, investment or saving habits; and the effects of the war in Ukraine or the COVID-19 pandemic in the global economy) in areas where we have significant operations or investments; (2) climate-related conditions, regulations, policies, targets and weather events; (3) exposure to various market risks (e.g., risks from interest rates, foreign exchange rates, equity prices and new benchmark indices); (4) potential losses from early loan repayment, collateral depreciation or counterparty risk; (5) political instability in Spain, the UK, other European countries, Latin America and the US; (6) legislative, regulatory or tax changes (including regulatory capital and liquidity requirements), especially in view of the UK's exit from the European Union and increased regulation prompted by financial crises; (7) acquisition integration challenges arising from deviating management's resources and attention from other strategic opportunities and operational matters; (8) our own decisions and actions including those affecting or changing our practices, operations, priorities, strategies, policies or procedures; (9) uncertainty over the scope of actions that may be required by us, governments and others to achieve goals relating to climate, environmental and social matters, as well as the evolving nature of underlying science and industry and governmental standards and regulations; and (10) changes affecting our access to liquidity and funding on acceptable terms, especially due to credit spread shifts or credit rating downgrades for the entire group or core subsidiaries. Forward looking statements are based on current expectations and future estimates about Santander's and third-parties' operations and businesses and address matters that are uncertain to varying degrees, including, but not limited to developing standards that may change in the future; plans, projections, expectations, targets, objectives, strategies and goals relating to environmental, social, safety and governance performance, including expectations regarding future execution of Santander's and third-parties' energy and climate strategies, and the underlying assumptions and estimated impacts on Santander's and third-parties' businesses related thereto; Santander's and third-parties' approach, plans and expectations in relation to carbon use and targeted reductions of emissions; changes in operations or investments under existing or future environmental laws and regulations; and changes in government regulations, regulatory requirements and internal policies, including those related to climate-related initiatives. Forward-looking statements are aspirational, should be regarded as indicative, preliminary and for illustrative purposes only, speak only as of the date of this presentation, are informed by the knowledge, information and views available on such date and are subject to change without notice. Santander is not required to update or revise any forward-looking statements, regardless of new information, future events or otherwise, except as required by applicable law. Not a securities offer This presentation and the information it contains does not constitute an offer to sell nor the solicitation of an offer to buy any securities. Past performance does not indicate future outcomes Statements about historical performance or growth rates must not be construed as suggesting that future performance, share price or results (including earnings per share) will necessarily be the same or higher than in a previous period. Nothing in this presentation should be taken as a profit and loss forecast. Third Party Information In this presentation, Santander relies on and refers to certain information and statistics obtained from publicly-available information and third-party sources, which it believes to be reliable. Neither Santander nor its directors, officers and employees have independently verified the accuracy or completeness of any such publicly-available and third-party information, make any representation or warranty as to the quality, fitness for a particular purpose, non-infringement, accuracy or completeness of such information or undertake any obligation to update such information after the date of this presentation. In no event shall Santander be liable for any use by any party of, for any decision made or action taken by any party in reliance upon, or for inaccuracies or errors in, or omission from, such publicly-available and third-party information contained herein. Any sources of publicly-available information and third-party information referred or contained herein retain all rights with respect to such information and use of such information herein shall not be deemed to grant a license to any third party. Santander 60 60#61Thank You. Our purpose is to help people and businesses prosper. Our culture is based on believing that everything we do should be: Simple Personal Fair Santander