Case Studies

Restructuring the decision-making mechanisms


Company: Santander Totta
Sector: Banking
Sector: Portugal


Santander’s information was not centralized and often existed only on paper or by email systematically failing in information flow and in repetitions.


Infosistema proposed to Santander a solution based on an application developed – iFlowBPM.

  • Computerization of the decision-making processes of the institution;
  • Intranet Area with the list of processes that can be performed (business cards, stamps and daters; orders management; contacts; management plans; requests for approvals, etc.);
  • Structured routing of each process to specific approvals;
  • Obtaining information through iFlowBPM integration using the company’s internal systems;
  • Centralizing all the information on the platform enabling the aggregation of requests/orders with dates of entry and state as well as with an ID;
  • Information of the states of each process;
  • Dispatching orders and correspondence through the workflow features of the iFlowBPM platform.

Santander occupies a unique position in international banking, with a solid base of recurring business affairs and a high degree of geographical diversification which is guarantee for the future.

Santander has built a business model itself, which relies on the following pillars: concentration of activity in retail banking, through the largest branch network among international banks (more than 14,000, including Sovereign), geographic diversification, prudent risk management, cutting edge technology at the service of business efficiency, capital discipline and better management team.

The Bank is thus to provide the greatest added value to its 90 million customers, 3 million shareholders and 170,961 employees.


Santander faced a problem with its approval mechanisms in decision-making. Whenever authorizations were necessary, to comply with certain processes (approval of business cards, stamps …), these were made via email or paper which in turn were accumulated and scattered across the institution. This information was not centralized and therefore difficult to be consulted.

Then there arose a need to take advantage of a platform with workflow functionalities, mainly in order to support the process of receiving and sending letters and the life cycle of purchase invoices (for Business Cards, Stamps and Daters, Orders) from the reception until its accounting and payment.

Main Problems
  • Requests for approvals by e-mail or in-person delivery of physical paper going through various departments, subject to human error;
  • Re-ordering due to dispersion of information;
  • Failures in information flows due to lack of centralization, leading to delayed responses;
  • Lack of efficient search mechanisms and process aggregation, orders, by data, dates of entry and state, statistics;
  • Impossible to determine the location of the physical document.
  • Centralization of information;
  • Organized and structured orders, thereby reducing costs;
  • Structured and properly identified mail flow;
  • Elimination of the possibility of loss of orders through computerized system with identification of issued labels;
  • Access to all the information and decision-making through efficient and effective mechanisms of research on open and closed processes;
  • Monitoring of the current state of the various requests for the various existing applications;
  • Elimination of a great portion of the bureaucracy of the institution.
infosistema Inet