With the aim of boost<strong>in</strong>g bank<strong>in</strong>g services penetration, a new bus<strong>in</strong>ess segment named“express” was developed. Convenient, easy-access products were created for this specificsegment, such as the “Cuenta Express” (Express Account), the first mobile account <strong>in</strong> Mexico.Moreover, the promotion of the new correspondent network was also given new momentum,which enabled po<strong>in</strong>ts of sale to cont<strong>in</strong>ue grow<strong>in</strong>g. At the end of the year, more than 20,000stores were registered, with over 52 million basic transactions carried out. In addition, the“D<strong>in</strong>ero Móvil <strong>BBVA</strong> Bancomer” (<strong>BBVA</strong> Bancomer Mobile Money) plan was launched <strong>in</strong>September <strong>2012</strong> to foster access to bank<strong>in</strong>g for new users, and thus contribute to <strong>in</strong>creasef<strong>in</strong>ancial <strong>in</strong>clusion and the level of bank<strong>in</strong>g penetration <strong>in</strong> the country. The <strong>in</strong>novation<strong>in</strong>troduced by the service is the ability to send money to any part of Mexico via the Internet,ATMs or cell phones. The recipient of the deposit receives a message with a password giv<strong>in</strong>gaccess to the cash through ATMs <strong>in</strong> <strong>BBVA</strong> Bancomer’s network, without the need for a debitcard or a bank account. F<strong>in</strong>ally, a strategy to enhance service quality through self-servicechannels was implemented with the <strong>in</strong>corporation of “second generation” ATMs called“practicajas” and “recyclers”, through which loan, credit card and service payments, as well asdeposits <strong>in</strong> <strong>BBVA</strong> Bancomer accounts, can be made.Consumer F<strong>in</strong>ance UnitThis unit manages the consumer and credit card portfolio, which was one of the highest growthportfolios <strong>in</strong> <strong>2012</strong>. This boost <strong>in</strong> lend<strong>in</strong>g resulted from alternative channels other than branches andpre-approved loans through the multi-channel distribution network. The percentage of loans issuedthrough alternative channels reached 9% <strong>in</strong> <strong>2012</strong>. In <strong>2012</strong>, more than 80,000 pre-approved loanswere granted through <strong>BBVA</strong> Bancomer’s ATMs.In consumer f<strong>in</strong>ance, more than 929,200 loans (exclud<strong>in</strong>g auto) were granted. Payroll loanperformance was outstand<strong>in</strong>g. Moreover, the positive alliance with car dealers contributed to an<strong>in</strong>crease <strong>in</strong> loans for car purchase. At the end of <strong>2012</strong>, more than 90,300 loans of this type weregranted.The credit card portfolio saw a year-on-year <strong>in</strong>crease of 14% <strong>in</strong> revenues from purchases. In <strong>2012</strong>,more than 1.8 million credit cards were issued through the branch network, <strong>in</strong> the case of bankcards, and through the stands set up by commercial partners for f<strong>in</strong>anzia cards. This progresshas enabled <strong>BBVA</strong> Group to keep its lead<strong>in</strong>g position <strong>in</strong> Mexico <strong>in</strong> both consumer f<strong>in</strong>ance and <strong>in</strong>credit cards.Government & Corporate Bank<strong>in</strong>gThis unit has specialized offices to serve each one of its customer segments: 87 branches forcompanies, 36 branches for the public sector and 14 branches for real-estate developers. As of31-Dec-<strong>2012</strong>, the unit managed a loan-book volume of €10,430m and customer funds total<strong>in</strong>g€14,400m.The Corporate segment serves 40,949 customers, 12% more than <strong>in</strong> 2011. In <strong>2012</strong>, 1,344 customerswho were not previously loan customers became so, mak<strong>in</strong>g the total number of loan userstotal 8,899, or 22% of the total customer base <strong>in</strong> this unit. This unit also cont<strong>in</strong>ued to supportits customers through its range of solutions to make their operations much easier and faster.Currently, customers <strong>in</strong> this unit use 5.04 groups of products on average per corporate group, and66% of the groups are l<strong>in</strong>ked to the entity with 5 or more products.The real-estate developers portfolio redesigned its strategy and customer-support model to<strong>in</strong>corporate new acceptance and monitor<strong>in</strong>g processes to ma<strong>in</strong>ta<strong>in</strong> portfolio quality.Throughout <strong>2012</strong>, the government segment experienced constant growth <strong>in</strong> the number ofcustomers. At the end of the year, it reached 3,232, represent<strong>in</strong>g 58% of all offices <strong>in</strong> the Mexicangovernment. Both <strong>in</strong>novation and the extensive range of services offered, like payrolls for168 Bus<strong>in</strong>ess areas
government employees and tax collection solutions for states and municipalities, have resulted <strong>in</strong>one of the highest rates of bank loyalty: 4.57 product families on average per customer.The f<strong>in</strong>ancial leas<strong>in</strong>g bus<strong>in</strong>ess was strengthened buy the purchase of FacilLeas<strong>in</strong>g <strong>in</strong> 2011. It alsoextended its product range to <strong>in</strong>clude not only auto leases, but also specialized leases (planes,boats), for equipment and fleets.Corporate & Investment Bank<strong>in</strong>g (CIB)This unit specializes <strong>in</strong> the management of global corporate customers who are offered valueadded <strong>in</strong>vestment bank<strong>in</strong>g and cash management products.The three CIB bus<strong>in</strong>ess l<strong>in</strong>es are:• Client Coverage, manag<strong>in</strong>g the <strong>BBVA</strong> Group’s relationship with large global corporations.• Global Markets, provid<strong>in</strong>g <strong>in</strong>vestment and risk management solutions for corporate and<strong>in</strong>stitutional customers.• Transactional Bank<strong>in</strong>g, offer<strong>in</strong>g products and services for attract<strong>in</strong>g competitive, <strong>in</strong>novative funds.CIB <strong>in</strong> Mexico has implemented a solid bus<strong>in</strong>ess model that has provided an excellent capacityto generate recurr<strong>in</strong>g revenues and to create value susta<strong>in</strong>ably. This model has three basicpillars: 1) a clear customer focus, 2) <strong>in</strong>vestment <strong>in</strong> talent and 3) discipl<strong>in</strong>e <strong>in</strong> risk management. Theeffectiveness of this bus<strong>in</strong>ess model has withstood the test even <strong>in</strong> complex f<strong>in</strong>ancial contexts,as reflected <strong>in</strong> the ma<strong>in</strong>ta<strong>in</strong>ed leadership position of the unit <strong>in</strong> several market segments, suchas: debt capital markets (28% share, accord<strong>in</strong>g to the latest data available from Dealogic), projectf<strong>in</strong>ance (27% share, accord<strong>in</strong>g to Negocio), structured bills (37% share, accord<strong>in</strong>g to Negocio) andexchange rates and foreign currencies (21% share, accord<strong>in</strong>g to Banxico).In <strong>2012</strong>, CIB <strong>in</strong> Mexico took part <strong>in</strong> a number of significant cross-border deals, such as the IPOs ofCemex <strong>in</strong> Colombia, FibraHotel and Alsea, as well as <strong>in</strong> diverse foreign-trade f<strong>in</strong>ance transactionswith Cemex, Ebramex, IBM and América Móvil.In terms of commercial activity, it strengthened its collection products with new solutions <strong>in</strong>clud<strong>in</strong>g:“CIE Interbancario”, which allows corporate customers to extend the collection po<strong>in</strong>ts for its<strong>in</strong>voices to the networks of other banks, with <strong>BBVA</strong> Bancomer as the collection consolidator, and“Cobranza Referenciada CIE”, which offers the possibility of receiv<strong>in</strong>g payments via credit cards,even over months with no <strong>in</strong>terest.Insurance bus<strong>in</strong>essIn <strong>2012</strong>, the <strong>in</strong>surance bus<strong>in</strong>ess experienced positive commercial growth, with a total of €1,014mpremiums issued. This figure was boosted by the extraord<strong>in</strong>ary earn<strong>in</strong>gs from the ILP (Free EquityInvestment), as well as a strong performance of the “VidaSegura”, “HogarSeguro” and “TransacciónSegura” products.The low claims rate <strong>in</strong> the car <strong>in</strong>surance segment is the reflection of the excellent results obta<strong>in</strong>ed<strong>in</strong> the recovery of units and sale of auto salvages.HighlightsA number of awards and special mentions were received, of which we may highlight:• <strong>BBVA</strong> Bancomer received the award for “Socially Responsible Company” from the CentroMexicano para la Filantropía (Cemefi) <strong>in</strong> recognition of its extraord<strong>in</strong>ary social work as “goodMexico169
- Page 2 and 3:
BBVA Group Highlights
- Page 4 and 5:
“ In 2012 the Group generateda ne
- Page 6:
2
- Page 9 and 10:
Letter from the Chairman 5
- Page 11 and 12:
All this is the result of a strateg
- Page 13 and 14:
1 As the main expression of t
- Page 15 and 16:
Our communication in 2012 has conti
- Page 17 and 18:
Brand management in 2012 was highly
- Page 19 and 20:
BBVA Board CommitteesIn order to be
- Page 21 and 22:
• Across-the-board operational co
- Page 23 and 24:
Primary stakeholdersIntroduction: t
- Page 25 and 26:
BBVA earnings figures presented in
- Page 28 and 29:
High liquidity ofBBVA shareBBVA is
- Page 30 and 31:
Management modelA model of peoplema
- Page 32 and 33:
To sum up, the combination of the a
- Page 35 and 36:
South AmericaIn 2012, a common syst
- Page 37 and 38:
Number of claims filed at the Banki
- Page 39 and 40:
Environmentand BBVA positioningThe
- Page 41 and 42:
the measures taken to correct imbal
- Page 44 and 45:
The easing of financial tensions in
- Page 46 and 47:
Positioning of BBVA GroupBBVA conti
- Page 48 and 49:
20 2. A business model based on th
- Page 50 and 51:
- Innovate with teams dedicated exc
- Page 52 and 53:
25 In short, this banking model
- Page 54 and 55:
2. …reflected ingross income…28
- Page 56 and 57:
Risk under controlBBVA NPAs versusp
- Page 58 and 59:
Business areasSpainStrong franchise
- Page 60 and 61:
EurasiaAn area ofgrowth andpositive
- Page 62 and 63:
South AmericaBusiness activity(Year
- Page 64 and 65:
In short, abusinesstransformationre
- Page 67 and 68:
Group financialinformation65 Earnin
- Page 69 and 70:
EarningsIn 2012, BBVA Group reporte
- Page 71 and 72:
Consolidated income statement: quar
- Page 73 and 74:
• Resilience in Spain, in a conte
- Page 75 and 76:
allocations to the deposit guarante
- Page 77 and 78:
8 • Maintain its leadership p
- Page 79 and 80:
13 Provisions and othersCumulativ
- Page 81 and 82:
Lastly, earnings per share (EPS) fr
- Page 83 and 84:
In short, a year in which there has
- Page 85 and 86:
20 Lastly, non-performing loans ha
- Page 87 and 88:
Off-balance-sheet customer funds st
- Page 89 and 90:
Capital baseThe main highlight in 2
- Page 91 and 92:
26 RatingsIn 2012, BBVA’s ratin
- Page 93 and 94:
Risk management90 Global Risk Manag
- Page 95 and 96:
Integration of risks andoverall ris
- Page 97 and 98:
Credit riskCredit risk quantificati
- Page 99 and 100:
Behavioral scoring is used to revie
- Page 101 and 102:
The economic cycle in PDThe current
- Page 103 and 104:
13LGD for Autos Finanzia, BBVA Spai
- Page 105 and 106:
The portfolio model and concentrati
- Page 107 and 108:
The exposure breakdown by rating of
- Page 109 and 110:
22 Real-estate exposure and coverag
- Page 111 and 112:
ConcentrationExcluding sovereign ri
- Page 113 and 114:
27 BBVA Group. Net NPA entries(Mill
- Page 115 and 116:
Structural risksStructural interest
- Page 117 and 118:
Interest rate risk measurement is s
- Page 119 and 120:
Structural risk in the equity portf
- Page 121 and 122: BBVA continues working to improve a
- Page 123 and 124: Credit risk in market activitiesThe
- Page 125 and 126: Operational riskOperational risk is
- Page 127 and 128: Operational risk management in the
- Page 129 and 130: Reputational riskThis is another ty
- Page 131 and 132: The economic capital of the Pension
- Page 133 and 134: Categories of financing and advice
- Page 135 and 136: Business areas135 Spain149 Eurasia1
- Page 137 and 138: Furthermore, as usual in the case o
- Page 139 and 140: SpainIncome statement(Million euros
- Page 141 and 142: • On July 20, the Government requ
- Page 143 and 144: 3 Spain. Efficiency ratio versus pe
- Page 145 and 146: These lines axes of action will con
- Page 147 and 148: 10 Spain. Operating income(Million
- Page 149 and 150: - Creation of a SICAV module on the
- Page 151 and 152: As of 31-Dec-2012, BBVA Seguros has
- Page 153 and 154: EurasiaIncome statement(Million eur
- Page 155 and 156: Management prioritiesIn 2012, the E
- Page 157 and 158: 17 Eurasia. Efficiency(Million euro
- Page 159 and 160: • The above, together with the hi
- Page 161 and 162: Highlights• The Bank has been rec
- Page 163 and 164: MexicoIncome statement(Million euro
- Page 165 and 166: area has been positive year-on-year
- Page 167 and 168: 30 Mexico. Consumer finance plus cr
- Page 169 and 170: The increase of operating expenses
- Page 171: As a result of the above, the net a
- Page 175 and 176: South AmericaIncome statement(Milli
- Page 177 and 178: advancing together with economic ac
- Page 179 and 180: 43 South America. Net attributable
- Page 181 and 182: Grupo BBVA. Business share ranking
- Page 183 and 184: Colombia Peru Venezuela2012 ∆%
- Page 185 and 186: The macroeconomic and competitive e
- Page 187 and 188: VenezuelaIn 2012, the growth of the
- Page 189 and 190: By companies, Seguros Argentina, fo
- Page 191 and 192: Significant ratios(Percentage)The U
- Page 193 and 194: opportunities in key markets throug
- Page 195 and 196: 51 The United States. NPA and cover
- Page 197 and 198: The area was able to successfully m
- Page 199 and 200: HighlightsThe most relevant awards
- Page 201 and 202: Definition of the aggregateCorporat
- Page 203 and 204: held by retail investors. The conve
- Page 205 and 206: Additional information:Corporate &
- Page 207 and 208: greater efficiency, cost control an
- Page 209 and 210: The trend in operating expenses sho
- Page 211 and 212: Main Corporate Finance transactions
- Page 213 and 214: Corporate LendingCorporate Lending
- Page 215 and 216: In Latin America, the funding of Li
- Page 217 and 218: In Mexico, Global Markets maintains
- Page 219 and 220: Supplementaryinformation216 Consoli
- Page 221 and 222: IFRS (Bank of Spain’s Circular 4/
- Page 223:
JapanTokyoFukoku Seimei Bldg. 12 th