This process also extends to the group's companies. Nación Servicios, for example, has already processed more than one million trips through its new open payment system for public transportation.
In line with the government's austerity policy, the entity seeks to reduce costs and modernize its operations
This process also extends to the group's companies. Nación Servicios, for example, has already processed more than one million trips through its new open payment system for public transportation.
In line with the austerity policies promoted by the national government, the Banco de la Nación Argentina (BNA) has launched a deep redesign of its operational structure, which includes the closure of branches, the reduction of regional management offices, and a strong commitment to digital channels. The reforms are part of the 2024-2027 Strategic Plan, aiming to modernize the institution and improve its profitability.
One of the central points of the new scheme is the reduction in the number of customer service points. According to official data, in December 2023 the bank had 769 operational units throughout the country. The new goal is to reduce that figure to 709, a number similar to that recorded in 2015. The strategy includes the merger of branches, the closure of overlapping units, and the reassignment of staff, which will allow—according to internal estimates—a monthly saving of approximately $139 million, a figure that, projected to the second half of the year, represents a cut of nearly $837 million.
Meanwhile, changes have begun in the SME Service Centers. Of the 45 existing centers, 14 currently operate in rented premises. Under the new model, the bank will adopt an itinerant scheme, with executives visiting clients directly. This will allow the bank to do without those rentals, generating an additional saving of $30 million per month, or $180 million over six months.
The transformation also includes a strong commitment to digitalization. According to data from May, 98% of transactions by BNA clients were carried out through electronic platforms. In-person treasury transactions, meanwhile, are falling at a rate of 25% year-on-year, as a result of the migration to paperless solutions, with no fixed schedules or need for physical travel.
In organizational terms, the bank has reduced the number of Regional Management Offices, which went from 33 to 29, based on a territorial reorganization supported by Indec's economic segmentations. Some branches have been reassigned to new zones, with the goal of unifying teams and optimizing resources.
This redesign is part of a broader context of reviewing Banco Nación's role. According to official spokespersons, the plan seeks to balance the bank's historic social function with a more efficient and sustainable business model. One of the steps that is already generating debate in Congress is the possible transformation of BNA into a corporation, which would require legislative reform.
From the Executive Branch, officials state that the process aims to "rationalize the functioning of the State" and promote more professional management, capable of facing the growing competition in the financial system. Analysts warn that the key will be to achieve that balance without weakening the bank's presence in the country's less profitable regions.