Operational Levers to Enhance Profitability
Our medium-term goals.
People
Top 10 company to work:
•
6 geographies
Communities
People
Customers
·
Customers
•
Loyal customers³: c.26 Mn
Digital customers4: c.50 Mn
Top 3 in customer satisfaction:
All markets2
Digital sales5: >50%
Shareholders
·
Financially empowered
customers1: 10 Mn
Communities
Shareholders
·
C/I: 42-45%
• FL CET1: 11% -12%
Santander
•
ROTE: 13% - 15%
•
RoRWA6: 1.8% -2.0%
•
Dividend pay-out: 40% - 50%
(1) Cumulative number of people whom we serve with our financial empowerment and inclusion initiatives in any of our geographies during the period 2019-2025. These initiatives target
mostly unbanked, underbanked and vulnerable groups.
OGET NE
CSAT: Customer Satisfaction internal benchmark of active customers' experience and satisfaction audited by Stiga / Deloitte. In the medium term we will be also following NPS as
indicator; Ex US;
Active
customer who receive most of their financial services from the Group according to the commercial segment that they belong to.
Every physical or legal person, that, being part of a commercial bank, has logged in its personal area of internet banking or mobile phone or both in the last 30 days.
The percentage of new business carried out through digital channels in the period
(6) Underlying
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