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Informe Con Relevancia Prudencial 2019 INTRODUCCIÓN Informe Con Relevancia Prudencial Pilar 3 2019

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Informe Con Relevancia Prudencial 2019 INTRODUCCIÓN Informe Con Relevancia Prudencial Pilar 3 2019 Índice Informe con Relevancia Prudencial Pilar 3 AAAA AAAAA BBVA Introducción (Cap. 1) Capital (Cap. 2) 9 Resumen ejecutivo 23 Capital 12 Aspectos generales Pilar 3 Grupo 32 Capital regulatorio - Pilar 1 Santander 14 Perímetro de consolidación 43 Capital económico - Pilar 2 16 Marco regulatorio Riesgos (Cap. 3, 4, 5, 6, 7 y 8) Grupo Santander (Cap. 9 y 10) 47 Riesgo de crédito 151 Política de remuneraciones 89 Riesgo de crédito de contrapartida 159 Anexos 101 Riesgo de crédito - Titulizaciones 119 Riesgo de mercado 137 Riesgo operacional Resto de anexos en la Web del Grupo Santander. 143 Otros riesgos Tablas en formato editable Acceder a los archivos Anexos Pilar 3 2019 y tablas Pilar 3 2019 disponibles en la web de Grupo Santander. Navegabilidad del documento Marcadores (versión web del Informe) Se incluyen marcadores de los distintos apartados del Informe de Pilar 3, mejorando la navegabilidad del mismo. Tablas en excel Se publican todas las tablas del Informe Pilar 3 en formato Excel (editable) para facilitar su análisis. Códigos QR (versión impresa del Informe) Se incluyen códigos QR, facilitando el acceso a otros documentos de Grupo Santander con información relevante. Trazabilidad con el Reglamento de Capital Se incluye un anexo con los desgloses de información exigidos por la Parte Octava del Reglamento de Capital (CRR) y su localización en el Informe Pilar 3. 1 Introducción 1.1. Resumen ejecutivo 9 1.2. Aspectos generales Pilar 3 Grupo Santander 12 1.2.1. Información general Grupo Santander 12 1.2.2. Governance: aprobación y publicación 13 1.2.3. Mejoras en transparencia 13 1.2.4. Criterio de información utilizado en el informe 14 1.3. Perímetro de consolidación 14 1.3.1. Diferencias entre el método de consolidación 14 contable y el método de consolidación para el cálculo de capital regulatorio 1.3.2. Modificaciones sustanciales por cambio de 16 perímetro y operaciones corporativas 1.4. Marco regulatorio 16 1.4.1. Novedades regulatorias en 2019 17 INTRODUCCIÓN Informe con Relevancia Prudencial Pilar 3 2019 1. Introducción 1.1. Resumen ejecutivo Santander es uno de los mayores bancos de la zona euro. A Del mismo modo, nuestros clientes realizan una media de cierre de 2019, la capitalización bursátil era de 61.986 cinco accesos digitales por semana y las ventas digitales millones de euros, contando con, aproximadamente, cuatro representan ya el 36% del total. Además, el Grupo tiene como millones de accionistas. Santander contabiliza 1.522.695 objetivo situarse entre los tres primeros bancos en satisfacción millones de euros en activos y controla 1.050.765 millones de de clientes en sus principales países. euros de recursos totales de la clientela. Santander presentó en abril de 2019 un plan estratégico a La misión principal del Banco Santander es contribuir al medio plazo para impulsar el crecimiento y aumentar la progreso de las personas y las empresas. No nos limitamos a rentabilidad mediante la aceleración de su digitalización y cumplir con nuestras obligaciones legales y regulatorias, sino nuevas mejoras operativas y de asignación de capital. El Grupo que aspiramos a superar las expectativas depositadas en anunció una inversión en transformación digital y tecnología nosotros. Para ello, nos centramos en áreas en las que, como de más de 20.000 millones de euros en los cuatro años Grupo, nuestra actividad pueda tener un mayor impacto, siguientes, con el fin de mejorar y personalizar la experiencia contribuyendo al progreso de más personas y empresas, de del cliente y con ello aumentar su confianza y vinculación, al una manera inclusiva y sostenible. mismo tiempo que reducimos los costes. En este sentido, el Grupo lleva a cabo todo tipo de actividades, En este plan estratégico, Santander estableció una nueva operaciones y servicios que son propios del negocio bancario estructura organizativa apalancada en tres áreas geográficas y en general. Nuestra escala, modelo de negocio y en la creación de Santander Global Platform (SGP), lo que nos diversificación nos permiten aspirar a ser la mejor plataforma permitirá acelerar nuestra transformación comercial y digital, digital y abierta de servicios financieros, actuando con a la vez que avanzamos en la consecución de nuestros responsabilidad y ganándonos la confianza de nuestros objetivos financieros y no financieros. stakeholders (clientes, accionistas, empleados y de la Esta nueva estructura directiva más sencilla para Europa, sociedad). Norteamérica y Sudamérica , junto con un comité de dirección Tenemos cerca de 200.000 empleados que atienden a 145 con mayor foco de negocio permitirán una mejor y más rápida millones de clientes en todo el mundo, incluyendo clientes ejecución en todo el Grupo. particulares, de banca privada, pymes, empresas y grandes Europa incluye principalmente las unidades de España, Reino empresas, con el objetivo de satisfacer sus necesidades Unido, Portugal, Polonia y el negocio de Santander Consumer cuando, donde y de la manera en la que los clientes lo Finance (SCF). Este último con un papel significativo en la necesiten. Para lograrlo, nuestra estrategia mantiene el foco financiación al consumo en 15 países europeos. en fortalecer la vinculación y la digitalización. Teniendo en cuenta el actual entorno caracterizado por un El Grupo se relaciona con nuestros clientes a través de una red prolongado periodo de bajos tipos de interés, estamos de 11.952 sucursales, siendo el banco internacional con mayor progresando hacia una estructura organizativa común bajo la red comercial. La red de distribución cuenta tanto con oficinas cual podamos aprovechar nuestras fortalezas, la innovación y universales como con otras especializadas dirigidas a el liderazgo de cada mercado, exportando lo aprendido en determinados segmentos de clientes y nuevos espacios cada país al resto de geografías y evitando solapamientos. colaborativos que cuentan con mayores capacidades digitales. Ejemplos de ello son las oficinas Work Café, las SmartBank y Norteamérica incluye Estados Unidos y México. Ambos países las oficinas Ágil. están incrementando el nivel de coordinación para capturar nuevas oportunidades de negocio, eliminar duplicidades de Junto a la red de oficinas, Santander cuenta con contact costes y mejorar la eficiencia. centres que han recibido diversos galardones externos por la calidad de sus servicios. Sudamérica incluye Brasil, Chile, Argentina, Uruguay y la Región Andina (Perú y Colombia). Adicionalmente, nuestro avance en el proceso de digitalización que aúna la fortaleza de nuestra red de distribución con la de El foco de la región está puesto en acelerar el crecimiento nuestra tecnología, es clave para seguir incrementando el rentable y liderar la industria financiera minorista. Para ello, número de clientes y mejorando su experiencia. contamos con una estrategia que busca potenciar una red regional más conectada y facilitar la expansión de negocios de Como resultado de todo lo anterior, el número de clientes éxito a otros países de la región. digitales y vinculados, así como la actividad digital continúan aumentado en el último año. Los clientes vinculados ya alcanzan los 21,6 millones (+9% en el año) con incremento tanto de particulares como de empresas. Y los clientes digitales suben un 15% en el año, hasta cerca de los 37 millones. 9 INTRODUCCIÓN Informe con Relevancia Prudencial Pilar 3 2019 Por último, con la creación de Santander Global Platform SCIB cuenta con los negocios de banca corporativa global para damos un paso más en nuestra transformación digital grandes empresas e instituciones financieras que requieren combinando nuestra experiencia en banca y tecnología. servicios a medida y productos mayoristas de valor añadido Nuestro objetivo es extender los beneficios de la escala y el adecuados a su complejidad y sofisticación. Es un negocio de talento del Grupo a los negocios de pagos y digitales con elevada rentabilidad que ha dado retornos sostenibles a lo mayor potencial de crecimiento. Estamos construyendo largo del ciclo. plataformas una sola vez para su uso por todos los países, que Por su parte, WM&I integra los negocios de gestión de activos, nos permitirán ser best-in-class, y ofrecer soluciones digitales banca privada y seguros. Es un negocio muy eficiente en bancarias y de pagos globales para particulares y pymes de capital, con elevado potencial de crecimiento y alta una forma más rápida y mejor. rentabilidad. Adicionalmente, Santander cuenta con dos negocios globales transversales que añaden valor a nuestros bancos locales: Santander Corporate and Investment Banking (SCIB) y Wealth Management and Insurance (WM&I). La ratio de capital CET1 fully loaded aumentó hasta el 11,65% Evolución de las principales ratios de capital Ratios de capital (Fully loaded) Ratios de capital (Phased in) Ratios % Tier 2 Tier 1 CET1 Fully loaded Phase-in Millones de euros Dic-19 Dic-18 Dic-19 Dic-18 Common Equity (CET1) 70.497 66.904 70.497 67.962 Tier 1 78.964 75.838 79.536 77.716 Capital Total 90.937 87.506 91.067 88.725 Activos ponderados por riesgo 605.244 592.319 605.244 592.319 Ratio CET1 11,65% 11,30% 11,65% 11,47% Ratio Tier1 13,05% 12,80% 13,14% 13,12% Ratio de capital Total 15,02% 14,77% 15,05% 14,98% Ratio de apalancamiento 5,11% 5,10% 5,15% 5,22% Todas las cifras de 2019 y 2018 han sido calculadas aplicando las disposiciones transitorias de la NIIF 9 salvo indicación en contrario. 10 Informe con Relevancia Prudencial 2019 INTRODUCCIÓN Informe con Relevancia Prudencial Pilar 3 2019 Ratios de capital (Fully loaded) Ratios de capital (Phased in)
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