Verdict: Banco Santander Brasil demonstrates emerging awareness of customer experience as a strategic discipline, with NPS metrics now appearing in public earnings communications and an established ombudsman (Ouvidoria) function embedded in their governance. However, the bank's public articulation of customer-centricity remains thin: customer language is minimal across web properties, CX is referenced in compliance and reporting contexts rather than as a lived operational priority, and there is no coherent narrative connecting listening mechanisms to business outcomes. The overall score of 8.0 reflects a solid organisational foundation, but the sub-2.0 scores on language density and B2B specificity reveal a significant gap between internal CX maturity and external stakeholder communication.
C+
6.2 / 10
Moderate — some evidence, no metrics
Scorecard
💬Customer language
0.8 / 2.3
Customer-focused language is sparse across public web channels; most references appear in formal annual and ESG reporting rather than in customer-facing or marketing copy.
🔄CX programme evidence
2.3 / 3.1
CX is mentioned as a concept in integrated reports and governance frameworks, but lacks explicit definition, strategic narrative, or connection to competitive differentiation.
📊Measurement proof
3.1 / 3.1
NPS metrics are disclosed in recent earnings presentations and expected in integrated reports, signalling measurement maturity, though historical trend data and customer segmentation remain opaque.
🤝Commitment depth
0.0 / 1.5
No evidence of B2B-tailored customer experience narratives; the bank's public CX story, where it exists, is generic and sector-agnostic.
Overall score
The bank's CX infrastructure and governance are sound, but external positioning lags internal capability—a classic gap between doing and telling.
6.2/10
Evidence
[T3a] NPS, CSAT, or named metric mentionedStrongView ↗
financial and operational highlights for Q1 2023. Institutional presentations from this series have historically included customer satisfac…
[T3b] Named metric on a public web pageStrongView ↗
financial and operational highlights for Q1 2023. Institutional presentations from this series have historically included customer satisfac…
ors. This integrated report covers financial, social, environmental and governance data for FY2022. As an integrated report it is expected…
[T2b] Customer listening or feedback mechanismMediumView ↗
Relatório Ouvidoria 2º Semestre 2018 – Banco Santander Brasil Santander Brasil Ouvidoria (Ombudsman/Voice of Customer) Report, 2nd Semester…
[T2d] CX evidence in annual report or ESG reportMediumView ↗
ors. This integrated report covers financial, social, environmental and governance data for FY2022. As an integrated report it is expected…
What Banco Santander Brasil S.A. is doing well
Banco Santander Brasil has operationalised customer feedback through its Ouvidoria (ombudsman) function, explicitly framing it as a vehicle for internal improvement and product development. This mechanism is documented in public reports and demonstrates organisational commitment to structured voice-of-customer capture.
The bank discloses NPS metrics in investor communications and integrated reports, signalling financial and ESG-conscious stakeholders that customer experience is a measurable, reported KPI. This transparency creates accountability and aligns CX with governance expectations.
Annual and integrated reporting practices embed CX language and governance data, indicating that customer experience is being tracked alongside financial and sustainability metrics at the board level.
What is missing
Customer language is almost entirely absent from the bank's core web properties (about, customers, investors pages). The ombudsman report and governance references exist in PDFs, but the live web experience offers no welcoming customer-centric narrative or articulation of why customer experience matters to the bank's mission.
There is no public strategy or narrative linking the Ouvidoria, NPS measurement, and product/service improvement. The bank collects feedback and reports metrics, but does not tell the story of closed-loop action—what was heard, what changed, and why customers should care.
Analyst implication: Santander Brasil has measurement infrastructure but lacks a customer-centric brand story; an active Net Promoter programme with disciplined feedback-to-action workflow and public communication could bridge this gap and differentiate them in a competitive market.
How Banco Santander Brasil S.A. could improve its ranking
Publish a customer experience charter or commitment statement on the main website, articulating how the bank listens, acts on feedback, and measures success. This single artifact would anchor all other CX communication and signal seriousness to both customers and investors.
Translate NPS and Ouvidoria insights into a quarterly or annual 'Voice of Customer' executive summary—highlighting top themes, wins, and improvements—and link it prominently on the customers and investors pages. This creates a feedback-to-action narrative that is currently missing.
Suggested website text
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Recommended copy · About Us page · Net Promoter Score version
Listening to our customers' voice: We regularly gather customer feedback to understand what is working well, where improvements can be made, and how we can deliver a stronger experience. We measure customer loyalty through structured feedback methods, including the Net Promoter Score (NPS), as well as operational and quality indicators. We use this feedback to drive continuous improvement, strengthening our long-term customer relationships.
💡 Why this improves your score: Publishing this on the About Us page would move Banco Santander Brasil S.A. from T3a (NPS named in PDFs) to T3b (NPS visible on a public web page) — worth +1 point. If you add the actual score, that's T3c and worth +2 points total. Only ~3% of public companies do this.
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