Our business model

Our purpose is to enable our customers to achieve their personal and business goals by providing access to fair financial services.

For Charter Court Financial Services Group Business Model please see www.chartercourtfs.co.uk

Brands and heritage

We have a family of specialist lending brands supported by our savings franchise with a 150-year heritage.


Our team of highly-skilled employees possess expertise and in-depth knowledge of the property and savings markets.


We benefit from cost and efficiency advantages provided by our wholly-owned subsidiary OSBIndia.

Relationships with intermediaries

We have strong and deep relationships with the mortgage intermediaries who distribute our products.


We have a strong CET1 ratio and proven capital generation capability to support significant loan book growth through profitability.


Attractive retail savings

Our key strengths

  • Stable funding platform
  • Customer focused
  • Transparent, good value savings products

Our channels:

  • Online 39%
  • Direct 38%
  • High street branches 23%

Strategic priorities

  • Provide a stable funding platform for the Bank to grow its loan book
  • Maintain and build upon over 150 years of heritage in savings
  • Deliver good and consistent value savings products

Strategy in action

Customer satisfaction and retention

  • Improved ISA transfer process leading to successful ISA season raising deposits at below our target cost of funds
  • Increased bond retention to 95%2 despite high profile competitor launches supported by significant marketing spend

Specialist lending business

Our key strengths

  • Excellent loan performance
  • Award-winning products
  • Strong relationships with intermediaries

Our segments are:

  • Buy-to-let/ SME lending 82%
  • Residential 18%

Strategic priorities

  • Be a leading specialist lender in our chosen markets
  • Retain focus on bespoke and responsive underwriting
  • Further deepen relationships and reputation for delivery with intermediaries

Strategy in action

Exploring core and adjacent areas for growth

  • Successfully launched InterBay asset finance targeting hard assets critical to businesses
  • Successful pilot introduction of new residential product range

Unique operating model

Our key strengths

  • Integrated multi-brand approach
  • Best-in-class customer service
  • High employee retention rates
  • OSBIndia

Cost to income ratio. 28%

Strategic priorities

  • Deliver distribution, sales and risk processes under a coordinated structure
  • Leverage our unique and cost efficient operating model
  • Maintain an efficient, scalable and resilient infrastructure

Strategy in action

OSBIndia – unique competitive advantage

  • Excellent customer experience
  • High customer Net Promoter Score
  • Highly qualified and dedicated staff with market leading employee retention rate

1. 25% of underlying profit after tax attributable to ordinary shareholders.

2. Retention is defined as average maturing fixed contractual retail deposits that remain with the Bank on their maturity date.

For shareholders

Underlying basic EPS1 DPS



For employees

Employees promoted in 2018 Number of learning events attended by employees in 2018



For customers

Customer NPS Customer retention2



For intermediaries

Broker NPS


For communities

Sponsorship donations



1. 25% of underlying profit after tax attributable to ordinary shareholders.

2. Retention is defined as average maturing fixed contractual retail deposits that remain with the Bank on their maturity date.

Our vision is to become our customers’ favourite bank; one that delivers its very best, challenges convention and opens doors that others can’t.

Strong relationships with our stakeholders are fundamental to achieving this vision, and are central to the Bank’s culture. We encourage effective and honest engagement from all of our people when dealing with stakeholders including customers, shareholders, business partners, colleagues, and the communities in which we operate.


We pride ourselves on delivering straightforward and transparent products and propositions to both our borrowers and our savers.

Our value ‘Aim High’ encourages us to keep our customers at the centre of everything we do. Every time a customer calls or interacts with the Bank we offer them the opportunity to let us know how we did. We listen to them and act upon what they tell us. Customer satisfaction is high and our customer Net Promoter Score increased to +63 which is testament to the outstanding customer service we provide.

We added over 40,000 new savings customers in the year and we pride ourselves on high retention rates for savings and borrowing customers.


OSB maintains an open dialogue with its shareholders and is recognised for its straightforward and uncomplicated approach.

Clear and comprehensive reporting is supported by the OSB Investor Relations team. Management is available for meetings with shareholders through investor roadshows, conferences and one to one meetings. These interactions provide us with direct feedback on the market and Bankspecific issues that interest our shareholders.

The Annual General Meeting is attended by the members of the Board and Management.

The Investor Relations team also maintains strong relationships with analysts and attends relevant conferences. In 2018, OSB met 130 individual investors.

The Group’s results are available on our website at www.osb.co.uk/investors.


OSB cares about the communities in which it is based. Each year OSB engages with the people in the county of Kent taking part in a variety of charitable events and partnerships.

In 2018, the Bank raised £260,000 for its charity partners and our employees dedicated time in a variety of volunteering activities. OSBIndia is also heavily involved with the community local to the office in Bangalore, as well as in areas where there are critical needs. For more information on how the Group engages with the communities it operates in.


Our straightforward lending proposition is based on our goal to make it easier for intermediaries to serve our borrowers. We continuously enhance relationships with our intermediaries through training and growing our team as the number of intermediaries grow. Our business development managers listen and work with intermediaries, making themselves available to discuss cases and helping to obtain swift and reliable decisions.

The OSB Sales team attended 170 intermediary events during 2018, interacting with brokers and keeping abreast of industry developments and intermediary requirements. The broker NPS score was +28 at the end of 2018.


Our experienced and dedicated colleagues work together to create a business in which we can all take pride and prosper. Our people are a key asset and our success depends on the talented individuals we employ.

In 2018, we reached a milestone of 1,000 employees across the UK and India. What our employees think is paramount to us and we regularly ask for their opinion in company-wide surveys. Responses from UK employees enabled us to enhance the working experience, resulting in the Bank being included for the first time in The Sunday Times 100 Best Companies to Work For in 2018. We take the same approach at OSBIndia, which was officially certified as a ‘Great place to work’ in 2018.

The Group also engages with employees via a new dedicated intranet site launched in 2018, regular newsletters and companywide events, including the Mission, Vision and Values events, for more details.

Our history

Find out more about our history

Specialist lending

Find out more about our specialist lending