At the upstream level of the value chain, we collaborate with a wide range of suppliers, partners, and regulatory institutions. Key contributors include providers of technology, services, and infrastructure that support banking operations. In our partnerships, we place particular emphasis on adherence to ESG standards to ensure that our supply chain supports sustainability goals.
Strategy, business model and value chain (SBM‑1)
- ESRS:
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Strategy, business model and value chainSBM-1Strategy, business model and value chain
Description of the business model – products and services offered
The business model of the Group is based on providing financial solutions to individual clients, micro, small, and medium-sized enterprises, as well as Polish and international corporations. We offer a wide range of banking and financial services for both domestic and international markets. Our priority is to foster customer loyalty and employee engagement, which drives growth in revenue, receivables, and deposits.
The Bank’s offering is comprehensive and tailored to meet diverse customer needs, covering banking accounts, credit products, savings and investment products, payment solutions, insurance, and card services. The Bank’s services are developed based on technology, innovation and open platforms. They include cash management, payment processing, foreign trade support, operations in the capital, money, and foreign exchange markets, derivatives transactions, as well as guarantee and brokerage activities.
The Bank’s own offering is complemented by specialized products provided by entities capital-linked to and forming the Group, such as Santander TFI (Santander Investment Fund Company), Santander Leasing, Santander Factoring, and Santander Consumer Bank. Through collaboration with these entities, the Bank enables its customers to access investment funds, asset portfolios, leasing and factoring products, and consumer loans:

- Santander Bank Polska S.A. – Universal bank, which provides a full range of services for individual clients, small and medium-sized enterprises, large companies, corporations, and public sector institutions.
- Santander Towarzystwo Funduszy Inwestycyjnych S.A. – The company manages assets of investment funds. It has extensive experience in creating and managing Employee Pension Plans (EPPs) and Individual Pension Accounts (IPAs).
- Santander Leasing S.A. – It offers financing for a wide range of fixed assets to clients from the small and medium-sized business sector as well as corporate clients. Santander Leasing’s main products include operating leasing, financial leasing, loans for purchasing fixed assets and land, as well as vehicle rentals.
- Santander Factoring Sp. z o.o. – It provides sales financing (receivables factoring) for domestic and international buyers and purchase financing (payables factoring) for suppliers operating in Poland and abroad. The company serves small and medium-sized enterprises, corporations, and international firms with a global reach.
- Santander Consumer Bank S.A. – A. Focused on meeting the credit needs of households, mainly in the consumer finance sector and the car loan market. It also finances business entities, primarily car dealers and importers. Santander Consumer Bank’s offering includes consumer loans, car financing (via car loans, leasing, and factoring), dealer financing, retail and business deposits, and insurance products.
More information about the customer profile of the Group, the main product lines, and the service model can be found in Chapter IX in the section ”Organisational and infrastructure development”. As a Group, we operate in compliance with local and international regulations and therefore do not offer products or services prohibited in respective jurisdictions.
Value Creation in the Group
- Wartość biznesowa – Maksymalizacja ROE, NPS, eNPS
- Technologia
- Digitalizacja
- Innowacje
- Otwarte platformy
- Bezpieczeństwo
- Ochrona systemów
- Stabilność
- Zaufanie
- Technologia
- Ludzie – Tworzą produkty i usługi
- Wysoki poziom ambicji w zakresie eNPS
- Zmotywowani i sprawiedliwie wynagradzani
- Z zaangażowaniem kreują rozwiązania
- Wysoki poziom ambicji w zakresie eNPS
- Klienci – Korzystają z produktów i usług
- Budowa bazy lojalnych klientów aktywnych cyfrowo
- Lojalni i usatysfakcjonowani
- Nawiązujący długoterminową relację z Bankiem
- Budowa bazy lojalnych klientów aktywnych cyfrowo
- Społeczność/Środowisko – Wywiera pozytywny wpływ
- Zielone finansowanie, wzmacnianie finansowe
- Zrównoważony model biznesowy i odpowiedzialność
- POdejmowanie estetycznych decyzji
- Zielone finansowanie, wzmacnianie finansowe
- Akcjonariusze – Inwestują w korzyści
- Wypłata znacznej części zysków w formie dywidendy
- Zadowoleni z inwestycji
- Współuczestniczący w sukcesie Banku
- Wypłata znacznej części zysków w formie dywidendy
The foundations of the value built by the Group are as follows:
- Stable funding sources,
- A strong capital and liquidity base, Management Board Report on Santander Bank Polska Group Performance in 2024 (including Report on Santander Bank Polska S.A. Performance) 200
- A diversified asset portfolio,
- A clear, cohesive, and consistently implemented strategic vision, focused on customer and operational efficiency
- Streamlined processes, digital technologies, and the adoption of agile principles,
- An effective and straightforward business model,
- A diversified scope of operations and belonging to the global Banco Santander Group, which allows us to leverage international experience.
All our actions are guided by the needs and expectations of our customers. We design products, processes, and communication channels using service design principles to ensure that our customers will have high-level satisfaction and interest in continued cooperation. Our employees are a key driver of the value we create for our customers. As a Group, we place emphasis on building friendly work environment and organizational culture that promotes collaboration, equality, diversity, and inclusivity, while enhancing employee motivation, engagement, and professional development.
Our team
As of 31 December 2024, the Group employed 11,959 people in Poland, many of whom are specialists in customer service, financial analysis, and risk management. Detailed information about the employment structure can be found in the ”Our Employees” section further in the statement.
More information about the profile of our operations can be found in Chapter II ”Basic Information about the Bank and Santander Bank Polska Group”.
Group Strategy for 2024–2026
- Realizujemy misję pomagania klientom i pracownikom w osiąganiu codziennych sukcesów, aby zostać najbardziej dochodowym bankiem w Polsce
- Misja – Pomaganie klientom indywidualnym i biznesowym w osiąganiu codziennych sukcesów
- Wizja – Najlepsza otwarta platforma usług finansowych, działająca odpowiedzialnie i ciesząca się trwała lojalnością pracowników, klientów, akcjonariuszy i społeczeństwa
- Wartości
- Przyjazny
- Rzetelny
- Dla Ciebie
- Zachowania
- Myślę o kliencie
- Angażuję się w zmiany
- Podejmuję działania
- Współprację
- Zabieram głos
- Risk pro
- Kierunki strategiczne
- TOTAL Doświadczenie
- TOTAL Digitalizacja
- TOTAL Odpowiedzialność
For the years 2024-2026, the Bank’s Management Board adopted the strategy titled ”We help you achieve more”, which is based on the mission: ”Helping customers and employees prosper” and focuses on three strategic directions: ”Total Experience”, ”Total Digitalisation” and ”Total Responsibility”. This strategy applies to the entire Group, except for Santander Consumer Bank, which holds its own banking license and therefore independently develops its own operational strategy.
Key Assumptions of the ”We help you achieve more” strategy:
- People – Customers and Employees – are at the core of our strategy. As a Group, we are committed to creating positive emotions by offering exceptional experiences that exceed the expectations of our stakeholders. We aim to deliver these experiences in the world our customers live in-a world that is increasingly digital yet still requires human interaction. We understand that customer satisfaction and employee engagement are critical to achieving success. This is embodied in the first strategic direction – ”Total Experience”,
- We know that positive emotions and experiences depend largely on digital interactions. With growing determination, we pursue the path of digital innovation, providing new opportunities to customers through remote channels and ensuring efficient processes for employees. This commitment is reflected in the second strategic direction – ”Total Digitalisation”,
- The challenges we face as a Bank and as a society demand great responsibility. We consciously make ethical decisions, ensuring we consider our impact on communities and the environment. Through a sustainable business model, we create value for customers, employees, shareholders, and local communities, while working toward a better future for us, our children, and our planet. This idea is captured in the third strategic direction – ”Total Responsibility”
More details about our strategy can be found in Chapter IV of the Management Report titled ”Development strategy”.
Integration of sustainability goals into the strategy
All three strategic directions included in the strategy complement each other. Sustainability has been embedded in each of them, particularly in the strategic direction Total Responsibility, which defines a series of ambitions across the ESG areas:
- Environmental: We aim to be a role model for sustainability and transformation, supporting its clients in navigating the green transition.
- Social: We support society by promoting education, preventing financial and digital exclusion, and implementing social investments. It fosters inclusivity and diversity among employees and ensures a high level of cybersecurity.
- Governance: We fulfil our commitments to all stakeholders by complying with regulatory requirements, ensuring security and stability, and building customer trust. Additionally, we engage in dialogue with regulators and industry organizations on new legislative directions and develop the risk management culture.
Through our activities as a Group, we focus on the eight UN Sustainable Development Goals. These goals also reflect our impact on our key stakeholder groups:
- Cel 3 – Dobre zdrowie i jakość życia
- Cel 4 – Dobra jakość edukacji
- Cel 5 – Równość płci
- Cel 8 – Wzrost gospodarczy i godna praca
- Cel 9 – Innowacyjność, przemysł, infrastruktura
- Cel 11 – Zrównoważone miasta i społeczności
- Cel 13 – Działania w dziedzinie klimatu
- Cel 17 – Partnerstwa na rzecz celów
Revenues of the Group
In 2024, the total revenues of the Group amounted to PLN 23,440,451 thousand. Our consolidated revenues primarily stem from banking activities and operations in capital markets (mainly through Santander TFI). This year, we are not publishing a quantitative analysis of revenues by industry sectors in which we operate, due to the lack of published sectoral ESRS.
More information about our financial performance can be found in Chapter I ”Overview of activities of Santander Bank Polska S.A. and its Group in 2024”.
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The Group's activities in the fossil fuels sector and controversial industries
The Group’s activities in these sectors are governed by internal policies, such as the ”Social, Environmental and Climate Risk Management Policy”, the ‘Sensitive sector financing policy’, and the ‘Defence sector policy’. According to these policies:
- Fossil fuels (coal, oil, gas): in 2020 we committed to eliminate all exposures financing thermal coal mining by 2030, regardless of location. Currently, as a Group, we do not hold such exposures and have introduced a zero limit for the exposures in the acceptable risk level Declaration.
- Weapons: we do not collaborate with entities involved in the production or distribution of controversial weapons, including anti-personnel mines, cluster munitions, nuclear weapons, chemical and biological weapons, and depleted uranium ammunition. Prior to entering into cooperation, entities from the defence sector are required to sign a declaration that they will not produce, sell, or distribute these products.
- Tobacco cultivation and production: we enforce a strict prohibition on financing and investment activities in the tobacco sector if their production, trade, or distribution violates the World Health Organisation Framework Convention on Tobacco Control or fails to meet legal standards regarding packaging and health warnings. The prohibition also includes next-generation products such as nicotine inhalers and e-cigarettes. Products containing cannabinoids are subject to additional regulations under the criteria for the cannabis industry.

Value Chain
The value chain of the Group encompasses three key areas: upstream activities, internal operations, and downstream activities. These areas reflect our position in relationships with suppliers, customers, and stakeholders at every stage of our operations. When defining the value chain, we considered the requirements of ESRS and the EFRAG Implementation Guidance on the Value Chain.
- Upstream
- Instytucje finansowe i nadzorcze
- Regulatorzy
- Dostawcy produktów i usług
- Operacje własne
- Aktywa Grupy Kapitałowej
- Departamenty i funkcje w centralach
- Downstream
- Retail (Bankowość detaliczna)
- Consumer (Santander Consumer Bank)
- CIB (Bankowość Korporacyjna i Inwestycyjna)
- RCB (Bankowość Biznesowa i Korporacyjna
- Spółki stowarzyszone
- Punkty sprzedaży (wraz z placówkami partnerskimi)
- Płatności i wypłaty z bankomatów
Our own operations encompass the Group’s activities related to managing financial products and services. Our resources are focused on delivering innovative solutions, supporting clients in achieving their financial goals, and implementing principles of responsible business. This part of the value chain includes strategic actions related to risk management, operational efficiency, and the implementation of solutions that comply with regulatory requirements and ESG principles.
At the downstream level of the value chain, we work directly with clients, offering a broad range of financial services. Our key customer groups include individual clients, small and medium-sized enterprises, corporations, and public institutions. Downstream activities also involve developing long-term relationships with business partners and financing projects that promote sustainability, such as the green transition, investments in renewable energy, and support for local communities.