These figures mean that the mix of customer funds cont<strong>in</strong>ues to ma<strong>in</strong>ta<strong>in</strong> a profitable structure. Atotal of 77% of all deposit gather<strong>in</strong>g was <strong>in</strong> low-cost deposits, while the rema<strong>in</strong><strong>in</strong>g 23% was <strong>in</strong> timedeposits.32 Mexico. Structure of customer funds. Deposit gather<strong>in</strong>g (1)(Percentage)December 2011December <strong>2012</strong>Current and sav<strong>in</strong>gsaccounts 26Current and sav<strong>in</strong>gsaccounts23Time deposits74Time deposits77(1) Includ<strong>in</strong>g current and sav<strong>in</strong>g accounts, time deposits both <strong>in</strong> local currency and dollar.Earn<strong>in</strong>gs<strong>2012</strong> was a year <strong>in</strong> which <strong>in</strong>vestment <strong>in</strong> Mexico cont<strong>in</strong>ued to take advantage of marketopportunities <strong>in</strong> order to ma<strong>in</strong>ta<strong>in</strong> a sound f<strong>in</strong>ancial position.Net <strong>in</strong>terest <strong>in</strong>come <strong>in</strong> the area amounted to €4,164m, 7.8% up on 2011. The activity volume,comb<strong>in</strong>ed with good price management, have offset the impact of low <strong>in</strong>terest rates throughoutthe year. As a result, despite the <strong>in</strong>terest-rate environment mentioned above, profitability, calculatedas the net <strong>in</strong>terest <strong>in</strong>come over average total assets, showed a stable trend.33 Mexico. Net <strong>in</strong>terest <strong>in</strong>come over ATA(Percentage)5.55.45.35.55.65.45.15.2654321MarchJuneSeptemberDecemberMarchJuneSeptemberDecember02011 <strong>2012</strong>Income from fees and commissions <strong>in</strong>creased by 4.0% to €1,087m, due to <strong>in</strong>creased transactionsby customers with credit and debit cards, and a higher volume of assets under management <strong>in</strong>mutual funds. In contrast, NTI registered a fall because of the comparison with the high level of<strong>in</strong>come <strong>in</strong> 2011. The trend <strong>in</strong> other <strong>in</strong>come and expenses cont<strong>in</strong>ued to be positive, thanks aboveall to the favorable performance of the <strong>in</strong>surance bus<strong>in</strong>ess. As a result of the above, gross <strong>in</strong>comewas €5,758m, 5.8% up on the figure for 2011.164 Bus<strong>in</strong>ess areas
The <strong>in</strong>crease of operat<strong>in</strong>g expenses is the result of the <strong>in</strong>vestment <strong>in</strong> technology and<strong>in</strong>frastructure over recent years. Because of this, operat<strong>in</strong>g expenses <strong>in</strong> <strong>2012</strong> were up 9.7%to €2,172m. The number of ATMs cont<strong>in</strong>ued to grow over the year to 7,733 units, while POSterm<strong>in</strong>als <strong>in</strong>creased by 9,176 units over the last twelve months. With these figures forrevenue and costs, the efficiency ratio rema<strong>in</strong>s one of the best <strong>in</strong> the Mexican system, at37.7% as of the close of <strong>2012</strong>. Operat<strong>in</strong>g <strong>in</strong>come totaled €3,586m, 3.6% up on the figure for2011. Exclud<strong>in</strong>g the most volatile revenues from NTI, operat<strong>in</strong>g <strong>in</strong>come <strong>in</strong>creased over theyear by 6.6%.34 Mexico. Distribution network evolution(Branches, ATMs and po<strong>in</strong>ts of sale)BranchesATMsPo<strong>in</strong>t of sale1,9851,990 2,000 1,999 1,999 2,004 2,005 2,0141,9886,760 6,97916161041047,104161017,293161037,710182927,806171467,830181577,831181647,73318181125,252116,076 119,053 120,713 122,366111,666103,838 106,40195,4786,640 6,859 6,987 7,174 7,400 7,643 7,655 7,649 7,534Dec. Mar. Jun. Sep. Dec. Mar. Jun. Sep. Dec. Dec. Mar. Jun. Sep. Dec. Mar. Jun. Sep. Dec. Dec. Mar. Jun. Sep. Dec. Mar. Jun. Sep.20102011<strong>2012</strong> 20102011<strong>2012</strong> 20102011<strong>2012</strong>ATMs Cash-Deposit Cash recycl<strong>in</strong>gDec.35 Mexico. Efficiency58(1) Incluye ATMs, practicajas y recicladoras.(Million euros at constant2500exchange rate)20001500Gross<strong>in</strong>come1000Operat<strong>in</strong>gcosts5005,2265,4435,758800070006000500040003000200034.6Efficiency ratio(Percentage)36.4140000120713122366 125252120000103838 106401111666116076119053100000 95478800006000037.740000200000403034,636,437,7-217201,808 1,980 2,1722010 2011 <strong>2012</strong>100002010 2011 <strong>2012</strong>2036 <strong>BBVA</strong> Bancomer and Mexican bank<strong>in</strong>g system efficiency (1)(Percentage)57.8 57.9 57.558.2605857,8 57,9<strong>BBVA</strong> 53.0Bancomer (2)53.652.4 52.8 53.256545253,0Mexicanbank<strong>in</strong>gsystem41.943.742.943.7 43.445.6 45.7 45.4 45.0504846444241,943,742,9DecemberMarch June September December March June September December4020102011<strong>2012</strong>(1) Mexican bank<strong>in</strong>g system formed by 5 banks: Banamex, Santander, Banorte-Ixe, HSBC and Scotiabank.Source: CNBV. Data from banks without subsidiaries.(2) Data collected under local account<strong>in</strong>g pr<strong>in</strong>ciples.Mexico165
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BBVA Group Highlights
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“ In 2012 the Group generateda ne
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Letter from the Chairman 5
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All this is the result of a strateg
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1 As the main expression of t
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Our communication in 2012 has conti
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Brand management in 2012 was highly
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BBVA Board CommitteesIn order to be
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Primary stakeholdersIntroduction: t
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BBVA earnings figures presented in
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High liquidity ofBBVA shareBBVA is
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Management modelA model of peoplema
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To sum up, the combination of the a
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South AmericaIn 2012, a common syst
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Number of claims filed at the Banki
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Environmentand BBVA positioningThe
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the measures taken to correct imbal
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The easing of financial tensions in
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Positioning of BBVA GroupBBVA conti
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20 2. A business model based on th
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- Innovate with teams dedicated exc
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25 In short, this banking model
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2. …reflected ingross income…28
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Risk under controlBBVA NPAs versusp
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Business areasSpainStrong franchise
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EurasiaAn area ofgrowth andpositive
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South AmericaBusiness activity(Year
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In short, abusinesstransformationre
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Group financialinformation65 Earnin
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EarningsIn 2012, BBVA Group reporte
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Consolidated income statement: quar
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• Resilience in Spain, in a conte
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allocations to the deposit guarante
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In short, a year in which there has
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20 Lastly, non-performing loans ha
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Off-balance-sheet customer funds st
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Capital baseThe main highlight in 2
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26 RatingsIn 2012, BBVA’s ratin
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Risk management90 Global Risk Manag
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Integration of risks andoverall ris
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Credit riskCredit risk quantificati
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Behavioral scoring is used to revie
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The economic cycle in PDThe current
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13LGD for Autos Finanzia, BBVA Spai
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The portfolio model and concentrati
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The exposure breakdown by rating of
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22 Real-estate exposure and coverag
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ConcentrationExcluding sovereign ri
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27 BBVA Group. Net NPA entries(Mill
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Structural risksStructural interest
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Supplementaryinformation216 Consoli
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IFRS (Bank of Spain’s Circular 4/
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JapanTokyoFukoku Seimei Bldg. 12 th