...Caso de estudio: BANCO SANTANDER Responsabilidad Social Empresarial Índice Introducción…………………………….………………………………………….. Página 6 1 Información Básica de la Empresa 1.1) Historia de la Empresa………………………………….…….…….. Pagina 7 1.2) Actividades del Banco Santander………………............................ Página 8 1.3) Sector en el cual opera……………………………... ...................... Página 8 1.4) Productos que ofrece el banco Santander …………………...…... Página 8 1.4.1) Banca Personas…..……………………….…………..…….Página 9 1.4.2) Pequeñas y medianas empresas…………………..….…..Página 9 1.5) Fichas de Bancos fiscalizados por SBIF…..………………………..Página 9 2) Misión, Visión, Objetivos y Estrategia de la Empresa 2.1) Visión …..………………………..…………...…..………………….Página 10 2.2) Misión…..………………………………………………………… ….Página 10 2.3) Valores corporativos………………………………………………..Pagina 11 3) Estrategia de Gobierno Corporativo….………………………..…………….Página 12 4) Stakeholders a los que se Dirige la Empresa …..…………………....…….Página 13 5) Buenas prácticas de RSE o con la sustentabilidad 5.1) Compromiso con la sustentabilidad ………..…………………… Página 14 5.2) Ética Empresarial………………………….………………………...Página 15 5.2.1) Estándares Éticos ….………………………………….…..Página 15 5.2.1)Capacitación en ética….……………………………………Página15 5.3) Compromiso con la comunidad ………………………………..…..Página16 5.3.1) Apoyo a la solidaridad social ……………………………..Página 16 5.3.2) Un techo para chile………………………………….……...Página16 5.3.3)Campaña 1+1 del...
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... －——Banco Santander bank Prepared by: Yang Zhan (Alice) Prepared on: 10th September 2015 Summary Background Spain has the largest financial group in Latin America, one of the world's third-largest bank and fourth largest bank profits, as well as international development of the world's most successful bank, which is Spain's Banco Santander. Santander founded in 1857. By the end of 2013, total assets reached 1.1156 trillion euros, net profit of 4.37 billion euros the year. Santander's network around the world, mainly in continental Europe, Latin America and the United Kingdom three major markets. Its business scope relatively broad international business, retail business, the company's business, SME business, asset management, private banking, university finance business, consumer credit. Santander international development started late, but come from behind. In the 1990s, through the implementation of its expansion strategy of large-scale overseas acquisitions, fast emerging as a major international bank. Santander international development a lot of success factors, including the use of special geographical advantages, with European countries and Latin America as a starting point and focus, seize the favorable opportunity to carry out mergers and acquisitions and cooperation, and to enter the local market is a critical step. Manage and operate Santander bank the most importance step...
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...I work for the Santander Universities Global Division. Santander Universities was created in 1996 and since then the division has formed the backbone of the Bank’s social activity. More than 75% of Banco Santander’s CSR investment is allocated to universities. The Bank maintains strategic, long-term partnerships to support the internationalization and modernization of academic institutions, the mobility of students and teachers, job growth, and entrepreneurial development. For example, in 2013, Santander awarded more than 22,400 grants, and the Bank continues to maintain over 1,100 agreements, through Santander Universities, with educational facilities around the world. Santander has been name by Fortune 500 as the world's largest corporate contributor to education With the conviction that the university is a vital cornerstone of development and progress, it was decided that Santander’s long-term commitment would be materialized through creating a program to help the academic world in its role as a guardian of knowledge and a key agent in achieving progress in terms of economic competitiveness and social well-being....
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...Santander UK plc 2011 Half Yearly Financial Report Intentionally left blank Santander UK plc Half Yearly Financial Report for the six months ended 30 June 2011 Contents Chief Executive Officer’s Review and Forward-looking Statements Chief Executive Officer’s Review 2 Forward-looking Statements 5 General Information 5 Business and Financial Review – Interim Management Report Business Review - Summary 6 Business Review – Divisional Results 9 Other Material Items 18 Balance Sheet Business Review 20 Risk Management 39 Principal Risks and Uncertainties 110 Related Party Transactions 111 Gender Diversity 111 Board of Directors 111 Financial Statements Independent Review Report to Santander UK plc 112 Primary Financial Statements 113 Notes to the Condensed Financial Statements 117 Shareholder Information Risk Factors 152 Glossary of Financial Services Industry Terms 163 Directors’ Responsibility Statement 177 1 Business Review and Forward-looking Statements Chief Executive Officer’s Review Overview Santander UK has delivered profit in the first six months of 2011 maintaining its strong track record of profitability and balance sheet strength. In line with other UK banks, a further provision for payment protection insurance remediation has also been made, resulting in statutory profit after tax attributable to equity shareholders declining by 51% to £413m. Santander UK’s trading profit before tax was £1,142m, 2% lower than the first half of 2010, impacted...
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...Global Business Global Business 08 Fall 08 Fall Banco Santander’s Globalization Amir Golafshan - Santander expands abroad – The key factors for its success. Banco Santander’s Globalization Amir Golafshan - Santander expands abroad – The key factors for its success. Fall 11 Fall 11 The Santander Corporation is a banking organization, originated in Santander, Cantabria, north of Spain in 1857. The organization is the largest bank currently in the Eurozone and one of the largest banks in the world considering its market capitalization. Forbes Magazine Global has listed Banco Santander at the 13th largest public organizations in the world with $94.74 Billion market capacity. The company has currently 178,869 employees. The Chairman of the company is Emilio Botin and Alfredo Saenz Abad the CEO. The organization offers the following products, retail banking, commercial banking, asset management, investment banking, private banking, private equity and insurance. However mostly concentrating on retail banking. The merge of Banco Santander, Central Hispano, Central and Banco Hispanoamericano originated BSCH (Banco Santander Central Hispano) in 1999 was the key facture of its growth. Then there was the merge of Santander and Banco Central Hispano (BCH), which later came to conflicts where the BCH executives Jose Amusategui and Angel Corcostegui agreed to accept compensation and retire from the organization. They left the control to chairman Emilio Botin. The...
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...European Equity Research UK – Food & Drugs Retailers Madrid, October 6, 2010 TESCO Better International Should Help Re-rating RECOMMENDATION UPGRADED TO BUY FROM HOLD TARGET PRICE RAISED TO GBP490 FROM GBP450 BUY CURRENT PRICE: GBP430 TARGET PRICE: GBP490 Jaime Vázquez (+34) 91 289 5436 javazquez@gruposantander.com Borja Olcese (34) 91 289 1853 fdolcese@gruposantander.com We upgrade Tesco from Hold to Buy and raise our Dec-11 TP from GBp450 to GBp490. The two key highlights from the 1H11 results are the better than expected international LFLs in 2Q and the increased confidence in the US. Management provided more detail than usual at the presentation, which we believe denotes confidence. International LFL: 4.1% in 2Q after 0% in 1Q. We believe LFL is the key driver of CROI and not scale via openings. With better LFLs, the ‘maturing effect’ looks more credible to us. In the four most mature countries, the CROI of the mature assets (>4 years) is 220bp higher than the CROI of all assets. US to break even in 2012E/13E: the improvement in LFLs and other underlying metrics show that the key components of a profitable model are coming together. The worsening of overall losses in 1H from US$132mn to US$143mn is explained by the adverse leverage from new space and the acquisition of two supplier factories (US$10-15mn loss). This is a highly operationally geared business and improving LFLs is therefore key. UK: we agree with management that LFLs (Tesco’s and the industry’s)...
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...RBS- takeover by ABN AMRO Consortium bid by 3 banks: Fortis NV, Banco Santander, and Royal Bank of Scotland Contested bid for several months (April 2007 – October 2007) with Barclays Lasalle of Chicago used as poison pill/crown jewel defense mechanism to ward off the hostile, cross border bid Consortium eventually won bid against Barclays but there were elements of risk involved, including excessive focus on profit growth and enlarging shareholder value through reckless, prolonged M&A activity under George Mathewson and his predecessor Fred Goodwin from the late 1990s through October 2008, when the bank was taken into conservatorship by the British government. Fortis was fully nationalized as a consequence of the deal. Bid breakdown: EUR 35.60 in cash (risky short term funding, eroding RBS’s common tier 1 equity position) and .296 RBS shares valued at EUR 71.1 B, excluding the sale of Lasalle. Net of the sale of Lasalle, RBS’s consideration was ~16 billion. Complex structure of consortium (RFS Holdings) may have masked risks and contributed to investor skittishness and erosion of confidence. This, combined with RBS’s role as lead consortium partner led to it absorbing the downside liquidity and credit risks associated with enormous write downs on ABN AMRO’s toxic assets. Timing of deal highly problematic. Deal occurred in the aftermath of the Northern Rock bank run and just as the global financial crisis, perpetuated by mortgage trading in US subprime investments...
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...Mo 30.09.2013 | Case study: MNE competitive advantages | CASES Grolsch: Growing Globally Pankaj Ghemawat, Jordan Mitchell ------------------------------------------------- Top of Form DESCRIPTION Grolsch reassesses its international strategy in light of the company's recent acquisition by SABMiller, the world's second-largest brewer. Grolsch was the 21st-largest global beer brand, sold 51.5 percent of its volume in international markets, and exported to 70 countries. However, its poor profitability in international markets--four countries alone accounting for two-thirds of foreign sales--and churn of markets and distribution partners raised concerns about the company's international strategy and execution. Grolsch's 60 years of history in foreign markets provides a rich backdrop to introduce a range of international strategy topics, including performance assessment, rationale for expansion, market selection, and choice of entry mode. Questions 1) Why did Grolsch globalize, and how well has it performed internationally? 2) What are the key elements and limitations of its emphasis on adaptation, in particular? 3) What changes would you suggest to Grolsch’s historical strategy? Mo 14.10.2013 | Case study: International alliance | UTV and Disney: A Strategic Alliance (A) Atanu Adhikari, Rama Deshmukh ------------------------------------------------- Top of Form DESCRIPTION The case describes the dilemma faced by the senior vice-president of business...
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... TITLE: SANTANDER (D) - TRANSFORMATION AND GROWTH IN THE UK BY NAME: IREDIA OSAGIE MODULE: SERVICES STRATEGY TABLE OF CONTENT 1. Abstract 2. Introduction to Strategy 3. Industry and Market in which Santander competes 4. Structure and dynamics of the market in which Santander competes 5.1 The threat of entry 5.2 Bargaining power of Supplier 5.3 Bargaining Power of Buyers 5.4 Threat of Substitutes 5.5 Rivalry among existing competitors 5. Critical success factors for competing in the industry 6. Its resources, competences, capabilities and how Santander differentiates itself from competitors 7. Its sources of competitive advantage 8. The major Macro/Micro environmental strategic marketing issues facing Santander, its view as an opportunity or threat, time frame for which each issue will be most relevant and the level of priority to be assigned to them 9.6 Political issues 9.7 Environmental issues 9.8 Social issues 9.9 Technological issues 9. To what extent can Santander’s strategy be described as being marketing oriented, what other strategic orientations could be considered 10. Other strategic orientation that could be considered 11. Strategy evaluation methods utilised 12. Similarities and differences of the different schools in analysing Santander 13. ...
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...Malcolm Barraza FIN4606 23 April, 2013 Case Study Santander Consumer Finance 1. Please describe and evaluate the Country/Political Risk faced by this organization and describe its successes and failures. Having established itself as a strong financial leader within the financing sector of Spain, Santander has shown great strides in the overall growth towards becoming a worldly recognized leader concerning their involvement in finance on a global scale. The globalization process demonstrated by Santander is of grand success in comparison to many financial business endeavors throughout a multitude of various demographics, lifestyle and economic sectors. It is because of this extreme diversity within the business structure that Santander faces many obstacles in their decision making process. The level of difficulty in understanding each financial and economic sector relative to the various outreaches of each individual company demonstrates the need for strong initiative and research in assessing the components of each economy. Of these various concerns, once studied and researched, will provide answers to the questions presented within the case study. The decision of continuing to consolidate or expand and venture into new financial markets will be based on current performers within each market with respect to the competition branches within each individual segment. Understanding the influence of political powers within each business sector will allow the decision of flow...
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...Análisis de Procesos Taller Productividad, innovación y Mejoramiento continuo presentado por: Arley Gaona O. codigo: 2094521 Profesora: Ana Carmenza Buitrago S Universidad Industrial de Santander Escuela de Estudios Industriales y Empresariales 2015 a. Para un producto elegido, describan el proceso en grandes etapas. Ejemplo: Corte, pintura, relleno, empaque. LIBRERÍA BILLI 1. los cortes son hechos por maquinas computarizadas según el diseño 2. en una cinta transportadora los tableros aglomerados son cubiertos por unos rodillos aplicando una lamina roja por cada lado 3. un vagón automático transporta los tableros a una línea de corte de 150 mt, unos brazos las sostienen mientras una cierra corta las piezas. 4. los costados de la librería pasan por unos rodillos haciendo enchapado por los orillos. 5. el ultimo corte se sacan los paneles de la librera 6. paquete plano es muy sencillo de guardar y transportar con solo 8 piezas, cada paquete plano pesa 38 kg 7. el embalaje se aplica a un grupo de paquetes planos de 18 cajas de cartón b. En su concepto, ¿Qué estrategias consideran que ha implementado IKEA para incrementar su competitividad?, Mencione máximo dos, de algunos ejemplos. a. la innovación de diseños que puedan ser agradables a la vista y que el cliente pueda transportarlos muebles con facilidad b. trabajar con maquinas computarizadas ha hecho que sea muy versátil y eficaz y pueda responder con mas rapidez...
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...TABLE OF CONTENTS: INTRODUCTION 1 1. CREATIVTY TOOLS, INNOVATION MANAGEMENT & FINANCIAL SERVICES 1 2. RBS INTRODUCTION 3 2.1 RBS Innovations 3 2.2 RBS Creativity Tools 4 3. SANTANDER INTRODUCTION 5 3.1 Santander Innovations 5 3.2 Santander Creativity Tools 6 4. SUGGESTIONS FOR FURTHER CRETIVITY TOOLS 6 FINDINGS AND CONCLUSIONS 8 REFERENCES 9 INTRODUCTION The aim of this report is to introduce the latest innovation end products and service and identify and describe creativity tools used by Royal Bank of Scotland (RBS) and by Banco Santander (Santander). Furthermore this report seeks to explain why the tools applied are useful for a particular organisation’s innovation management. This report will also suggest 2 additional creativity tools for each organisation and will also explain why these tools are useful. To achieve the above a short introduction about organisations will be provided and secondary research resources: companies’ websites, journals, books and articles will be used. 1. CREATIVTY TOOLS, INNOVATION MANAGEMENT & FINANCIAL SERVICES Creativity tools can be described as combinations of factors that can help to engender new ideas (Fig 1). Fig.1. Creativity tools in organisations Source Aurnhammer, 2013 There are different factors that can contribute to successful innovation in organisations. Fig.1 shows tools covering People, Methods and Platform combining to create the optimal conditions for the creation of innovative ideas and concepts...
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...information held by organisation from being misused. The information stored by organisations on databases must be obtained lawfully and updated. This act makes regulation on disclosure of people’s information. | Santander protects all the information of their customers as it should be confidential and should not be shared with anybody else outside the organisation for personal uses. In order to this, the staff has their own login password and they lock their screens off when they go away to make sure that no one can access it to their customers details. | Freedom Of Information Act 2000 | This act enables people to get their information from council as it is a part of public authority. However, they could be asked to pay money for the costs if it exceeds appropriate limit. The public authority should tell if they have any information and if they do then they must send it to the person who has made a request within 20 working days. | Santander Bank has a lot of information about their customers when they open up a bank account for them and it’s necessary for them to gather information so that they could offer their customers latest products and services. This act enables their customers to make a request of their information pack that Santander Bank holds. Santander Bank should send the details/ information they have to their customers within 20 working days in the requested format. The request must be in writing either letter or an email and should contain the name of the applicant...
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...2015 Half Yearly Financial Report Santander UK plc PART OF THE SANTANDER GROUP HY 2015 business and financial highlights We are pleased to report strong results for the first half of 2015, with continued improvement in profitability and strong commercial momentum. Net interest income Profit before tax Banking net interest margin (‘NIM’) £1,783m £929m Up 7% on the first half of 2014, driven by margin improvements and increased retail and corporate lending. Up strongly on the first half of 2014, with continued growth in net interest income, and well-performing retail and corporate loan portfolios. Cost-to-income ratio CET 1 capital ratio Loan-to-deposit ratio 53% 11.7% 124% Improved from the first half of 2014, with administrative expenses tightly managed absorbing ongoing investment. Strong capital position with an improved PRA end-point Tier 1 leverage ratio of 4.1%. Unchanged from the end of 2014, with strong growth in Retail Banking assets and liabilities. Gross mortgage lending Lending to corporates Retail customer satisfaction £11.9bn +11% year-on-year 61.7% We helped 15,800 first-time buyers and 2,800 Help to Buy customers purchase a home. During the first half of 2015, we extended £4.5bn of new facilities to SMEs and mid-sized corporates, an increase of 15% on the first half of 2014. Gap between Santander UK and the average of three highest performing peers closed1...
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...PORTAFOLIO DE TRES ACTIVOS FINANCIEROS Contenido: 1. Introducción. 2. Fondos Mutuos. Rendimiento y Riesgo. 3. Parámetros estadísticos de un Portafolio de Tres Activos. a) El Retorno de un Portafolio. b) El Riesgo de un Portafolio. c) Esquema Generalizado del cálculo del Riesgo de un Portafolio. d) Determinación práctica del Riesgo de un Portafolio de Tres Activos. 4. La Frontera Eficiente para un Portafolio de Tres Activos. 5. Línea de Mercado y el Retorno del Mercado. 6. Determinación del Punto Tangente del Portafolio. 7. Determinación del Punto de Mínima Varia nza. Sergio Bravo Orellana Profesor ESAN 1 2 RESÚMEN En el documento “Determinación de Portafolios de Activos Financieros, la Frontera Eficiente y la Línea de Mercado” se presentaron los conceptos y técnicas para la conformación de portafolios en un mercado de dos acciones. Ese documento permitió conocer las herramientas que se utilizan para la formación de portafolios de activos financieros con riesgo, y la combinación de éstos con activos libre de riesgo. También se vio la conformación de la Frontera Eficiente y la Línea de Mercado y la determinación del punto T (punto tangente definido por la intersección entre la Línea de Mercado y la Frontera Eficiente). En este documento se generalizará los conceptos para la conformación de portafolios de “n” activos financieros y se detallará el procedimiento para el caso particular de un portafolio de 3 activos. 1. Introducción. En el mercado financiero existen...
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