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financial statements 2014

7. Risk management

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7.1 General risk management and control model

The BBVA Group has an overall control and risk management model (hereinafter 'the model') tailored to their business, their organization and the geographies in which it operates, allowing them to develop their activity in accordance with their strategy and policy control and risk management defined by the governing bodies of the Bank and adapt to a changing economic and regulatory environment, tackling management globally and adapted to the circumstances of each instance.

This model is applied comprehensively in the Group and consists of the basic elements listed below:

  • Governance and organization
  • Risk appetite
  • Decisions and processes
  • Assessment, monitoring and reporting
  • Infrastructure

The Group encourages the development of a risk culture to ensure consistent application of the control and risk management model in the Group, and to ensure that the risk function is understood and assimilated at all levels of the organization.

7.1.1 Governance and organization

The governance model for risk management at BBVA is characterized by a special involvement of its corporate bodies, both in setting the risk strategy and in the ongoing monitoring and supervision of its implementation.

Thus, as developed below, the corporate bodies are the ones that approve this risk strategy and corporate policies for the different types of risk, being the risk function responsible for the management, its implementation and development, reporting to the governing bodies.

The responsibility for the daily management of the risks lies on the businesses which abide in the development of their activity to the policies, standards, procedures, infrastructure and controls, based on the framework set by the governing bodies, which are defined by the function risk.

To perform this task properly, the risk function in the BBVA Group is configured as a single, comprehensive and independent role of commercial areas.

Corporate governance system

BBVA Group has developed a corporate governance system that is in line with the best international practices and adapted to the requirements of the regulators in the countries in which its different business units operate.

The Board of Directors (hereinafter also referred to as "the Board") approves the risk strategy and supervises the internal control and management systems. Specifically, the strategy approved by the Board includes, at least, the Group's Risk Appetite statement, the fundamental metrics and the basic structure of limits by geographies, types of risk and asset classes, as well as the bases of the control and risk management model. The Board ensures that the budget is in line with the approved risk appetite.

On the basis established by the Board of Directors, the Executive Committee approves specific corporate policies for each type of risk. Furthermore, the committee approves the Group's risk limits and monitors them, being informed of both limit excess occurrences and, where applicable, the appropriate corrective measures taken.

Lastly, the Board of Directors has set up a Board committee specializing in risks, the Risk Committee ("RC"). This committee is responsible for analyzing and regularly monitoring risks within the remit of the corporate bodies and assists the Board and the SC in determining and monitoring the risk strategy and the corporate policies, respectively. Another task of special relevance it carries out is detailed control and monitoring of the risks that affect the Group as a whole, which enables it to supervise the effective integration of the risk strategy management and the application of corporate policies approved by the corporate bodies.

The head of the risk function in the executive hierarchy is the Group’s Chief Risk Officer (CRO), who carries out its functions with independence, authority, capacity and resources to do so. He is appointed by the Board of Directors of the Bank as a member of its senior management, and has direct access to its corporate bodies (Board of Directors, Executive Standing Committee and Risk Committee), who reports regularly on the status of risks to the Group.

The Chief Risk Officer, for the utmost performance of its functions, is supported by a cross composed set of units in corporate risk and the specific risk units in the geographical and / or business areas of the Group structure. Each of these units is headed by a Risk Officer for the geographical and/or business area who, within his/her field of competence, carries out risk management and control functions and is responsible for applying the corporate policies and rules approved at Group level in a consistent manner, adapting them if necessary to local requirements and reporting to the local corporate bodies.

The Risk Officers of the geographical and/or business areas report both to the Group's Chief Risk Officer and to the head of their geographical and/or business area. This dual reporting system aims to ensure that the local risk management function is independent from the operating functions and that it is aligned with the Group's corporate risk policies and goals.

Organizational structure and committees

The risk management function, as defined above, consists of risk units from the corporate area, which carry out cross-cutting functions, and risk units from the geographical and/or business areas.

  • The corporate area's risk units develop and present the Group's risk appetite proposal, corporate policies, rules and global procedures and infrastructures to the Group's Chief Risk Officer (CRO), within the action framework approved by the corporate bodies, ensure their application, and report either directly or through the Group's Chief Risk Officer (CRO) to the Bank's corporate bodies.

Their functions include:

  • Management of the different types of risks at Group level in accordance with the strategy defined by the corporate bodies.
  • Risk planning aligned with the risk appetite principles.
  • Monitoring and control of the Group's risk profile in relation to the risk appetite approved by the Bank's corporate bodies, providing accurate and reliable information with the required frequency and in the necessary format.
  • Prospective analyses to enable an evaluation of compliance with the risk appetite in stress scenarios and the analysis of risk mitigation mechanisms.
  • Management of the technological and methodological developments required for implementing the Model in the Group.
  • Design of the Group's Internal Risk Control model and definition of the methodology, corporate criteria and procedures for identifying and prioritizing the risk inherent in each unit's activities and processes.
  • Validation of the models used and the results obtained by them in order to verify their adaptation to the different uses to which they are applied.
  • The risk units in the business units develop and present to the Risk Officer of the geographical and/or business area the risk appetite proposal applicable in each geographical and/or business area, independently and always within the Group's risk appetite. They also ensure that the corporate policies and rules approved consistently at a Group level are applied, adapting them if necessary to local requirements; they are provided with appropriate infrastructures for managing and controlling their risks; and they report to their corporate bodies and/or to senior management, as appropriate.

The local risk units thus work with the corporate area risk units in order to adapt to the risk strategy at Group level and share all the information necessary for monitoring the development of their risks.

The risk function has a decision-making process to perform its functions, underpinned by a structure of committees, where the Global Risk Management Committee (GRMC) acts as the highest committee within Risk. It proposes, examines and, where applicable, approves, among others, the internal risk regulatory framework and the procedures and infrastructures needed to identify, assess, measure and manage the material risks faced by the Group in its businesses. The members of this Committee are the Group's Chief Risk Officer and the heads of the risk units of the corporate area and of the most representative geographical and/or business areas.

The Global Risk Management Committee (GRMC) carries out its functions assisted by various support committees which include:

  • Global Technical Operations Committee: It is responsible for decision-making related to wholesale credit risk admission in certain customer segments.
  • Monitoring, Assessment & Reporting Committee: It guarantees and ensures the appropriate development of aspects related to risk identification, assessment, monitoring and reporting, with an integrated and cross-cutting vision.
  • Asset Allocation Committee: The executive body responsible for analysis and decision-making on all credit risk matters related to the processes intended for obtaining a balance between risk and return in accordance with the Group's risk appetite.
  • Technology and Methodologies Committee: It determines the need for new models and infrastructures and channels the decision-making related to the tools needed for managing all the risks to which the Group is exposed.
  • Corporate Technological Risks and Operational Control Committee: It approves the Technological Risks and Operational Control Management Frameworks in accordance with the General Risk Management Model's architecture and monitors metrics, risk profiles and operational loss events.
  • Global Market Risk Unit Committee: It is responsible for formalizing, supervising and communicating the monitoring of trading desk risk in all the Global Markets business units.
  • Corporate Operational and Outsourcing Risk Admission Committee: It identifies and assesses the operational risks of new businesses, new products and services, and outsourcing initiatives.

Each geographical and/or business area has its own risk management committee (or committees), with objectives and contents similar to those of the corporate area, which perform their duties consistently and in line with corporate risk policies and rules.

Under this organizational scheme, the risk management function ensures the risk strategy, the regulatory framework, and standardized risk infrastructures and controls are integrated and applied across the entire Group. It also benefits from the knowledge and proximity to customers in each geographical and/or business area, and transmits the corporate risk culture to the Group's different levels.

Internal Risk Control and Internal Validation

The Group has a specific Internal Risk Control unit whose main function is to ensure there is an adequate internal regulatory framework in place, together with a process and measures defined for each type of risk identified in the Group, (and for other types of risk that could potentially affect the Group, to oversee their application and operation, and to ensure that the risk strategy is integrated into the Group's management. The Internal Risk Control unit is independent from the units that develop risk models, manage running processes and controls. Its scope is global both geographically and in terms of type of risk.

The Director of Group Internal Control Risk is responsible for the function, and reports its activities and work plans to the CRO and the Risk Committee of the Board, besides attending to it on issues deemed necessary.

For this purpose, the Risk area also has a Technical area independent from the units that develop risk models, manage running processes and controls, which gives the Commission the necessary technical support to better perform their functions.

The unit has a structure of teams at both corporate level and in the most relevant geographical areas in which the Group operates. As in the case of the corporate area, local units are independent of the business areas that execute the processes, and of the units that execute the controls. They report functionally to the Internal Risk Control unit. This unit's lines of action are established at Group level, and it is responsible for adapting and executing them locally, as well as for reporting the most relevant aspects.

Additionally, the Group has an Internal Validation unit, also independent rom the units that develop risk models and of those who use them to manage. Its functions include, among others, review and independent validation, internally, of the models used for the control and management of the Group's risks.

BBVA Group’s internal control system is based on the best practices developed in “Enterprise Risk Management – Integrated Framework” by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) and in the “Framework for Internal Control Systems in Banking Organizations” by the Bank for International Settlements (BIS).

The control model has a system with three lines of defence:

  • The first line is made up of the Group's business units, which are responsible for control within their area and for executing any measures established by higher management levels.
  • The second line consists of the specialized control units (Legal Compliance, Global Accounting & Information Management/Internal Financial Control, Internal Risk Control, IT Risk, Fraud & Security, Operations Control and the Production Divisions of the support units, such as Human Resources, Legal Services, etc.). This line supervises the control of the various units within their cross-cutting field of expertise, defines the necessary improvement and mitigating measures, and promotes their proper implementation. The Corporate Operational Risk Management unit also forms part of this line, providing a methodology and common tools for management.
  • The third line is the Internal Audit unit, which conducts an independent review of the model, verifying the compliance and effectiveness of the corporate policies and providing independent information on the control model.

7.1.2 Risk appetite

The Group's risk appetite, approved by the Board of Directors, determines the risks (and their level) that the Group is willing to assume to achieve its business targets. These are expressed in terms of capital, liquidity, profitability, recurrent earnings, cost of risk or other metrics. The definition of the risk appetite has the following goals:

  • To express the Group's strategy and the maximum levels of risk it is willing to assume, at both Group and geographical and/or business area level.
  • To establish a set of guidelines for action and a management framework for the medium and long term that prevent actions from being taken (at both Group and geographical and/or business area level) which could compromise the future viability of the Group.
  • To establish a framework for relations with the geographical and/or business areas that, while preserving their decision-making autonomy, ensures they act consistently, avoiding uneven behaviour.
  • To establish a common language throughout the organization and develop a compliance-oriented risk culture.
  • Alignment with the new regulatory requirements, facilitating communication with regulators, investors and other stakeholders, thanks to an integrated and stable risk management framework.

Risk appetite is expressed through the following elements:

  • Risk appetite statement: sets out the general principles of the Group's risk strategy and the target risk profile. BBVA's risk policy aims to maintain the risk profile set out in the Group's risk appetite statement, which is reflected in a series of metrics (fundamental metrics and limits).
  • Fundamental metrics: they reflect, in quantitative terms, the principles and the target risk profile set out in the risk appetite statement.
  • Limits: they establish the risk appetite at geographical and/or business area, legal entity and risk type level, or any other level deemed appropriate, enabling its integration into management.

The corporate risk area works with the various geographical and/or business areas to define their risk appetite, which will be coordinated with and integrated into the Group's risk appetite to ensure that its profile fits as defined.

The BBVA Group assumes a certain degree of risk to be able to provide financial services and products to its customers and obtain attractive returns for its shareholders. The organization must understand, manage and control the risks it assumes.

The aim of the organization is not to eliminate all risks, but to assume a prudent level of risks that allows it to generate returns while maintaining acceptable capital and fund levels and generating recurrent earnings.

BBVA's risk appetite expresses the levels and types of risk that the bank is willing to assume to be able to implement its strategic plan with no relevant deviations, even in situations of stress.

Fundamental metrics

Those metrics that characterize the bank's objective behaviour (as defined in the statement), enabling the expression of the risk culture at all levels in a structured and understandable manner. They summarize the bank's goals, and are therefore useful for communication to the stakeholders.

The fundamental metrics are strategic in nature. They are disseminated throughout the Group, understandable and easy to calculate, and objectifiable at business and/or geographical area level, so they can be subject to future projections.

Limits

Metrics that determine the bank's strategic positioning for the different types of risk: credit, ALM, liquidity, markets, operational. They differ from the fundamental metrics in the following respects:

  • They are levers, not the result. They are a management tool related to a strategic positioning that must be geared toward ensuring compliance with the fundamental metrics, even in an adverse scenario.
  • Risk metrics: a higher level of specialization, they do not necessarily have to be disseminated across the Group.
  • Independent of the cycle: they can include metrics with little correlation with the economic cycle, thus allowing comparability that is isolated from the specific macroeconomic situation.

Thus, they are levers for remaining within the thresholds defined in the fundamental metrics and are used for day-to-day risk management. They include tolerance limits, sub-limits and alerts established at the level of business and/or geographical areas, portfolios and products.

7.1.3 Decisions and processes

The transfer of risk appetite to ordinary management is supported by three basic aspects:

  • A standardized set of regulations
  • Risk planning
  • Integrated management of risks over their life cycle
Standardized regulatory framework

The corporate GRM area is responsible for proposing the definition and development of the corporate policies, specific rules, procedures and schemes of delegation based on which risk decisions should be taken within the Group.

This process aims for the following objectives:

  • Hierarchy and structure: well-structured information through a clear and simple hierarchy creating relations between documents that depend on each other.
  • Simplicity: an appropriate and sufficient number of documents.
  • Standardization: a standardized name and content of document.
  • Accessibility: ability to search for, and easy access to, documentation through the corporate risk management library.

The approval of corporate policies for all types of risks corresponds to the corporate bodies of the Bank, while the corporate risk area endorses the remaining regulations.

Risk units of geographical and / or business areas continue to adapt to local requirements the regulatory framework for the purpose of having a decision process that is appropriate at local level and aligned with the Group policies. If such adaptation is necessary, the local risk area must inform the corporate GRM area, which must ensure the consistency of the set of regulations at the level of the entire Group, and thus must give its approval prior to any modifications proposed by the local risk areas.

Risk planning

Risk planning ensures that the risk appetite is integrated into management, through a cascade process for establishing limits, in which the function of the corporate area risk units and the geographical and/or business areas is to guarantee the alignment of this process against the Group's risk appetite.

It has tools in place that allow the risk appetite defined at aggregate level to be assigned and monitored by business areas, legal entities, types of risk, concentrations and any other level considered necessary.

The risk planning process is present within the rest of the Group's planning framework so as to ensure consistency among all of them.

Daily risk management

All risks must be managed integrally during their life cycle, and be treated differently depending on the type.

The risk management cycle is composed of 5 elements:

  • Planning: with the aim of ensuring that the Group's activities are consistent with the target risk profile and guaranteeing solvency in the development of the strategy.
  • Assessment: a process focused on identifying all the risks inherent to the activities carried out by the Group.
  • Formalization: includes the risk origination, approval and formalization stages.
  • Monitoring and reporting: continuous and structured monitoring of risks and preparation of reports for internal and/or external (market, investors, etc.) consumption.
  • Active portfolio management: focused on identifying business opportunities in existing portfolios and new markets, businesses and products.

7.1.4 Assessment, monitoring and reporting

Assessment, monitoring and reporting is a cross-cutting element that should ensure that the Model has a dynamic and proactive vision to enable compliance with the risk appetite approved by the corporate bodies, even in adverse scenarios. The materialization of this process covers all the categories of material risks and has the following objectives:

  • Assess compliance with the risk appetite at the present time, through monitoring of the fundamental management metrics and limits.
  • Assess compliance with the risk appetite in the future, through the projection of the risk appetite variables, in both a baseline scenario determined by the budget and a risk scenario determined by the stress tests.
  • Identify and assess the risk factors and scenarios that could compromise compliance with the risk appetite, through the development of a risk repository and an analysis of the impact of those risks.
  • Act to mitigate the impact in the Group of the identified risk factors and scenarios, ensuring this impact remains within the target risk profile.
  • Monitor the key variables that are not a direct part of the risk appetite, but that condition its compliance. These can be either external or internal.

The following phases need to be developed for undertaking this process:

  • Identification of risk factors. Aimed at generating a map with the most relevant risk factors that can compromise the Group's performance in relation to the thresholds defined in the risk appetite.
  • Impact evaluation. This involves evaluating the impact that the materialization of one (or more) of the risk factors identified in the previous phase could have on the risk appetite metrics, through the occurrence of a given scenario.
  • Response to undesired situations and realignment measures. Exceeding the parameters will trigger an analysis of the realignment measures to enable dynamic management of the situation, even before it occurs.
  • Monitoring. The aim is to avoid losses before they occur by monitoring the Group's current risk profile and the identified risk factors.
  • Reporting. This aims to provide information on the assumed risk profile by offering accurate, complete and reliable data to the corporate bodies and to senior management, with the frequency and completeness appropriate to the nature, significance and complexity of the risks.

7.1.5 Infrastructure

The infrastructure is an element that must ensure that the Group has the human and technological resources needed for effective management and supervision of risks in order to carry out the functions set out in the Group's risk Model and the achievement of their objectives.

With respect to human resources, the Group's risk function will have an adequate workforce, in terms of number, skills and experience.

With regards to technology, the Group ensures the integrity of management information systems and the provision of the infrastructure needed for supporting risk management, including tools appropriate to the needs arising from the different types of risks for their admission, management, assessment and monitoring.

The principles that govern the Group risk technology are:

  • Standardization: the criteria are consistent across the Group, thus ensuring that risk handling is standardized at geographical and/or business area level.
  • Integration in management: the tools incorporate the corporate risk policies and are applied in the Group's day-to-day management.
  • Automation of the main processes making up the risk management cycle.
  • Appropriateness: provision of adequate information at the right time.

Through the “Risk Analytics” function, the Group has a corporate framework in place for developing the measurement techniques and models. It covers all the types of risks and the different purposes and uses a standard language for all the activities and geographical/business areas and decentralized execution to make the most of the Group's global reach. The aim is to continually evolve the existing risk models and generate others that cover the new areas of the businesses that develop them, so as to reinforce the anticipation and proactiveness that characterize the Group's risk function.

Also the risk units of geographical and / or business areas shall ensure that they have sufficient means from the point of view of resources, structures and tools to develop a risk management in line with the corporate model.

7.1.6 Risk culture

BBVA considers risk culture to be an essential element for consolidating and integrating the other components of the Model. The culture transfers the implications that are involved in the Group's activities and businesses to all the levels of the organization. The risk culture is organized through a number of levers, including the following:

  • Communication: promotes the dissemination of the Model, and in particular the principles that must govern risk management in the Group, in a consistent and integrated manner across the organization, through the most appropriate channels.

GRM has a number of communication channels to facilitate the transmission of information and knowledge among the various teams in the function and the Group, adapting the frequency, formats and recipients based on the proposed goal, in order to strengthen the basic principles of the risk function. The risk culture and the management model thus emanate from the Group's corporate bodies and senior management and are transmitted throughout the organization.

  • Training: its main aim is to disseminate and establish the model of risk management across the organization, ensuring standards in the skills and knowledge of the different persons involved in the risk management processes.

Well defined and implemented training ensures continuous improvement of the skills and knowledge of the Group's professionals, and in particular of the GRM area, and is based on four aspects that aim to develop each of the needs of the GRM group by increasing its knowledge and skills in different fields such as: finance and risks, tools and technology, management and skills, and languages.

  • Motivation: the aim in this area is for the incentives of the risk function teams to support the strategy for managing those teams and the function's values and culture at all levels. Includes compensation and all those elements related to motivation – working environment, etc… which contribute to the achievement Model objectives.

7.2 Risk events

As mentioned earlier, BBVA has processes in place for identifying risks and analyzing scenarios that enable the Group to manage risks in a dynamic and proactive way.

The risk identification processes are forward looking to ensure the identification of emerging risks and take into account the concerns of both the business areas, which are close to the reality of the different geographical areas, and the corporate areas and senior management.

Risks are captured and measured consistently using the methodologies deemed appropriate in each case. Their measurement includes the design and application of scenario analyses and stress testing and considers the controls to which the risks are subjected.

As part of this process, a forward projection of the risk appetite variables in stress scenarios is conducted in order to identify possible deviations from the established thresholds. If any such deviations are detected, appropriate measures are taken to keep the variables within the target risk profile.

To this extent, there are a number of emerging risks that could affect the Group’s business trends. These risks are described in the following main blocks:

  • Macroeconomic and geopolitical risks
    • The slowdown in economic growth in emerging countries and potential difficulties in the recovery of European economies is a major focus for the Group.
    • In addition, financial institutions are exposed to the risks of political and social instability in the countries in which they operate, which can have significant effects on their economies and even regionally.

In this regard the Group's diversification is a key to achieving a high level of recurring revenues, despite environmental conditions and economic cycles of the economies in which it operates.

  • Regulatory, legal and reputational risks
    • Financial institutions are exposed to a complex and ever-changing regulatory and legal environment defined by governments and regulators. This can affect their ability to grow and the capacity of certain businesses to develop, and result in stricter liquidity and capital requirements with lower profitability ratios. The Group constantly monitors changes in the regulatory framework that allow for anticipation and adaptation to them in a timely manner, adopt best practices and more efficient and rigorous criteria in its implementation
    • The financial sector is under ever closer scrutiny by regulators, governments and society itself. Negative news or inappropriate behaviour can significantly damage the Group's reputation and affect its ability to develop a sustainable business. The attitudes and behaviours of the group and its members are governed by the principles of integrity, honesty, long-term vision and best practices through, inter alia, internal control model, the Code of Conduct and Responsible Business Strategy of the Group.
  • Business and operational risks
    • New technologies and forms of customer relationships: Developments in the digital world and in information technologies pose significant challenges for financial institutions, entailing threats (new competitors, disintermediation…) but also opportunities (new framework of relations with customers, greater ability to adapt to their needs, new products and distribution channels...)
    • Technological risks and security breaches: The Group is exposed to new threats such as cyber-attacks, theft of internal and customer databases, fraud in payment systems, etc. that require major investments in security from both the technological and human point of view. The Group gives great importance to the active operational and technological risk management and control. One example was the early adoption of advanced models for management of these risks (AMA - Advanced Measurement Approach).

7.3 Credit risk

Credit risk arises from the probability that one party to a financial instrument will fail to meet its contractual obligations for reasons of insolvency or inability to pay and cause a financial loss for the other party.

It is the most important risk for the Group and includes counterparty risk, issuer risk, settlement risk and country risk management.

The principles underpinning credit risk management in BBVA are as follows:

  • Availability of basic information for the study and proposal of risk, and supporting documentation for approval, which sets out the conditions required by the relevant body.
  • Sufficient generation of funds and asset solvency of the customer to assume principal and interest repayments of loans owed.
  • Establishment of adequate and sufficient guarantees that allow effective recovery of the operation, this being considered a secondary and exceptional method of recovery when the first has failed.

Credit risk management in the Group has an integrated structure for all its functions, allowing decisions to be taken objectively and independently throughout the life cycle of the risk.

  • At Group level: frameworks for action and standard rules of conduct are defined for handling risk, specifically, the circuits, procedures, structure and supervision.
  • At the business area level: they are responsible for adapting the Group's criteria to the local realities of each geographical area and for direct management of risk according to the decision-making circuit:
    • Retail risks: in general, the decisions are formalized according to the scoring tools, within the general framework for action of each business area with regard to risks. The changes in weighting and variables of these tools must be validated by the corporate GRM area.
    • Wholesale risks: in general, the decisions are formalized by each business area within its general framework for action with regard to risks, which incorporates the delegation rule and the Group's corporate policies.

7.3.1 Credit risk exposure

In accordance with IFRS 7, the BBVA Group’s maximum credit risk exposure (see definition below) by headings in the balance sheet as of December 31, 2014, 2013 and 2012 is provided below. It does not consider the availability of collateral or other credit enhancements to guarantee compliance with payment obligations. The details are broken down by financial instruments and counterparties.

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Millions of Euros
Maximum Credit Risk Exposure Notes 2014 2013 2012
Financial assets held for trading
39,028 34,473 31,180
Debt securities 10 33,883 29,601 28,021
Government
28,212 24,696 23,370
Credit institutions
3,048 2,734 2,545
Other sectors
2,623 2,172 2,106
Equity instruments
5,017 4,766 2,915
Customer lending
128 106 244
Other financial assets designated at fair value through profit or loss
2,761 2,414 2,530
Debt securities 11 737 664 753
Government
141 142 174
Credit institutions
16 16 45
Other sectors
580 506 534
Equity instruments
2,024 1,750 1,777
Available-for-sale financial assets
94,125 77,407 66,567
Debt securities 12 86,858 71,439 62,615
Government
63,764 48,728 38,926
Credit institutions
7,377 10,431 13,157
Other sectors
15,717 12,280 10,532
Equity instruments
7,267 5,968 3,952
Loans and receivables
384,461 364,031 384,097
Loans and advances to credit institutions 13.1 26,975 22,792 25,372
Loans and advances to customers 13.2 350,822 336,759 354,973
Government
37,113 32,400 34,917
Agriculture
4,316 4,982 4,738
Industry
37,395 28,679 30,731
Real estate and construction
32,899 40,486 47,223
Trade and finance
43,597 47,169 51,912
Loans to individuals
157,476 149,891 151,244
Other
38,026 33,151 34,208
Debt securities 13.3 6,664 4,481 3,751
Government
5,608 3,175 2,375
Credit institutions
81 297 453
Other sectors
975 1,009 923
Held-to-maturity investments
- - 10,162
Government
- - 9,210
Credit institutions
- - 392
Other sectors
- - 560
Derivatives (trading and hedging)
47,248 41,294 49,208
Subtotal
567,623 519,620 543,746
Valuation adjustments
980 1,068 338
Total Financial Assets Risk
568,603 520,688 544,084
Financial guarantees (Bank guarantees, letter of credits,..)
33,741 33,543 37,019
Drawable by third parties
96,714 87,542 83,519
Government
1,359 4,354 1,360
Credit institutions
1,057 1,583 1,946
Other sectors
94,299 81,605 80,213
Other contingent commitments
9,537 6,628 6,624
Total Contingent Risks and Commitments 32 139,993 127,712 127,161
Total Maximum Credit Exposure
708,596 648,400 671,245

The maximum credit exposure presented in the table above is determined by type of financial asset as explained below:

  • In the case of financial assets recognized in the consolidated balance sheets, exposure to credit risk is considered equal to its gross carrying amount, not including certain valuation adjustments (impairment losses, hedges and others), with the sole exception of trading and hedging derivatives.
  • The maximum credit risk exposure on financial guarantees granted is the maximum that the Group would be liable for if these guarantees were called in, and that is their carrying amount.
  • Our calculation of risk exposure for derivatives is based on the sum of two factors: the derivatives fair value and their potential risk (or "add-on").
  • The first factor, market value, reflects the difference between original commitments and market values on the reporting date (mark-to-market). As indicated in Note 2.2.1 to the consolidated financial statements, derivatives are accounted for as of each reporting date at fair value in accordance with IAS 39.
  • The second factor, potential risk (‘add-on’), is an estimate of the maximum increase to be expected on risk exposure over a derivative market value (at a given statistical confidence level) as a result of future changes in the fair value over the remaining term of the derivatives.

The consideration of the potential risk ("add-on") relates the risk exposure to the exposure level at the time of a customer’s default. The exposure level will depend on the customer’s credit quality and the type of transaction with such customer. Given the fact that default is an uncertain event which might occur any time during the life of a contract, the BBVA Group has to consider not only the credit exposure of the derivatives on the reporting date, but also the potential changes in exposure during the life of the contract. This is especially important for derivatives, whose valuation changes substantially throughout their terms, depending on the fluctuation of market prices.

7.3.2 Mitigation of credit risk, collateralized credit risk and other credit enhancements

In most cases, maximum credit risk exposure is reduced by collateral, credit enhancements and other actions which mitigate the Group’s exposure. The BBVA Group applies a credit risk hedging and mitigation policy deriving from a banking approach focused on relationship banking. The existence of guarantees could be a necessary but not sufficient instrument for accepting risks, as the assumption of risks by the Group requires prior evaluation of the debtor’s capacity for repayment, or that the debtor can generate sufficient resources to allow the amortization of the risk incurred under the agreed terms.

The policy of accepting risks is therefore organized into three different levels in the BBVA Group:

  • Analysis of the financial risk of the operation, based on the debtor’s capacity for repayment or generation of funds;
  • The constitution of guarantees that are adequate, or at any rate generally accepted, for the risk assumed, in any of the generally accepted forms: monetary, secured, personal or hedge guarantees; and finally,
  • Assessment of the repayment risk (asset liquidity) of the guarantees received.

The procedures for the management and valuation of collaterals are set out in the Corporate Policies (retail and wholesale), which establish the basic principles for credit risk management, including the management of collaterals assigned in transactions with customers.

The methods used to value the collateral are in line with the best market practices and imply the use of appraisal of real-estate collateral, the market price in market securities, the trading price of shares in mutual funds, etc. All the collaterals assigned must be properly drawn up and entered in the corresponding register. They must also have the approval of the Group’s legal units.

The following is a description of the main types of collateral for each financial instrument class:

  • Financial instruments held for trading: The guarantees or credit enhancements obtained directly from the issuer or counterparty are implicit in the clauses of the instrument.
  • Trading and hedging derivatives: In derivatives, credit risk is minimized through contractual netting agreements, where positive- and negative-value derivatives with the same counterparty are offset for their net balance. There may likewise be other kinds of guarantees, depending on counterparty solvency and the nature of the transaction.
  • Other financial assets designated at fair value through profit or loss and Available-for-sale financial assets: The guarantees or credit enhancements obtained directly from the issuer or counterparty are inherent to the structure of the instrument.
  • Loans and receivables:
    • Loans and advances to credit institutions: These usually only have the counterparty’s personal guarantee.
    • Loans and advances to customers: Most of these operations are backed by personal guarantees extended by the counterparty. There may also be collateral to secure loans and advances to customers (such as mortgages, cash guarantees, pledged securities and other collateral), or to obtain other credit enhancements (bonds, hedging, etc.).
    • Debt securities: The guarantees or credit enhancements obtained directly from the issuer or counterparty are inherent to the structure of the instrument.

Collateralized loans granted by the Group as of December 31, 2014, 2013 and 2012 excluding balances deemed impaired, is broken down in the table below:

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Collateralized Credit Risk Millions of Euros
2014 2013 2012
Mortgage loans 124,097 125,564 137,870
Operating assets mortgage loans 4,062 3,778 3,897
Home mortgages 109,031 108,745 119,235
Rest of mortgages (1) 11,005 13,041 14,739
Secured loans, except mortgage 28,419 23,660 23,125
Cash guarantees 468 300 377
Secured loan (pledged securities) 518 570 997
Rest of secured loans (2) 27,433 22,790 21,751
Total 152,517 149,224 160,995
(1) Loans with mortgage collateral (other than residential mortgage) for property purchase or construction. (2) Includes loans with cash collateral, other financial assets with partial collateral.
  • Financial guarantees, other contingent risks and drawable by third parties: These have the counterparty’s personal guarantee.

7.3.3 Financial instrument netting

Financial assets and liabilities may be netted, i.e. they are presented for a net amount on the balance sheet only when the Group's entities comply with the provisions of IAS 32-Paragraph 42, so they have both the legal right to net recognized amounts, and the intention of settling the net amount or of realizing the asset and simultaneously paying the liability.

In addition, the Group has unnetted assets and liabilities on the balance sheet for which there are master netting arrangements in place, but for which there is neither the intention nor the right to settle. The most common types of events that trigger the netting of reciprocal obligations are bankruptcy of the entity, swifter accumulation of indebtedness, failure to pay, restructuring and dissolution of the entity.

In the current market context, derivatives are contracted under different framework contracts being the most widespread developed by the International Swaps and Derivatives Association (ISDA) and, for the Spanish market, the Framework Agreement on Financial Transactions (CMOF). Almost all portfolio derivative transactions have been concluded under these framework contracts, including in them the netting clauses mentioned in the preceding paragraph as "Master Netting Agreement", greatly reducing the credit exposure on these instruments. Additionally, in contracts signed with professional counterparts, the collateral agreement annexes called Credit Support Annex (CSA) are included, thereby minimizing exposure to a potential default of the counterparty.

Moreover, in transactions involving assets purchased or sold under a purchase agreement there has greatly increased the volume transacted through clearing houses that articulate mechanisms to reduce counterparty risk, as well as through the signature of various master agreements for bilateral transactions, the most widely used being the Global Master Repurchase Agreement (GMRA), published by ICMA (International Capital Market Association), to which the clauses related to the collateral exchange are usually added within the text of the master agreement itself.

The assets and liabilities subject to contractual netting rights at the time of their settlement are presented below as of December 31, 2014.

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Millions of Euros




Gross Amounts Not Offset in the Condensed Consolidated Balance Sheets (D)
2014 Notes Gross Amounts Recognized
(A)
Gross Amounts Offset in the Condensed Consolidated Balance Sheets
(B)
Net Amount Presented in the Condensed Consolidated Balance Sheets
(C=A-B)
Financial Instruments Cash Collateral Received/ Pledged Net Amount
(E=C-D)
Derivative financial assets 10, 14 55,277 8,497 46,780 33,196 6,844 6,740
Reverse repurchase, securities borrowing and similar agreements 34 17,639 - 17,639 16,143 339 1,157
Total Assets
72,916 8,497 64,419 49,339 7,183 7,896
Derivative financial liabilities 10, 14 56,710 9,327 47,383 33,158 9,624 4,601
Repurchase, securities lending and similar agreements 34 66,326 - 66,326 51,143 10 15,173
Total Liabilities   123,036 9,327 113,709 84,301 9,634 19,773

7.3.4 Risk concentration

Policies for preventing excessive risk concentration

In order to prevent the build-up of excessive concentrations of credit risk at the individual, country and sector levels, BBVA Group maintains maximum permitted risk concentration indices updated at individual and portfolio sector levels tied to the various observable variables within the field of credit risk management. The limit on the Group’s exposure or financial commitment to a specific customer therefore depends on the customer’s credit rating, the nature of the risks involved, and the Group’s presence in a given market, based on the following guidelines:

  • The aim is, as much as possible, to reconcile the customer's credit needs (commercial/financial, short-term/long-term, etc.) with the interests of the Group.
  • Any legal limits that may exist concerning risk concentration are taken into account (relationship between risks with a customer and the capital of the entity that assumes them), the markets, the macroeconomic situation, etc.
Risk concentrations by geography

Below is a breakdown of the balances of financial instruments registered in the accompanying consolidated balance sheets by their concentration in geographical areas and according to the residence of the customer or counterparty. It does not take into account valuation adjustments, impairment losses or loan-loss provisions:

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Risks by Geographical Areas
2014
Millions of Euros
Spain Europe,
Excluding
Spain
Mexico USA South
America
Other Total
Financial assets -






Financial assets held for trading 17,461 36,039 17,091 6,126 4,337 2,206 83,258
Loans and advances to customers - - - 128 - - 128
Debt securities 7,816 6,512 13,747 2,654 2,656 499 33,883
Equity instruments 2,541 1,334 342 457 171 172 5,017
Derivatives 7,103 28,193 3,003 2,886 1,510 1,535 44,229
Other financial assets designated at fair
value through profit or loss
189 152 1,836 581 3 - 2,761
Loans and advances to credit institutions - - - - - - -
Debt securities 94 62 - 581 - - 737
Equity instruments 95 90 1,836 - 3 - 2,024
Available-for-sale portfolio 45,465 13,673 13,169 10,780 6,079 4,958 94,125
Debt securities 42,267 13,348 13,119 10,222 5,973 1,929 86,858
Equity instruments 3,198 326 50 558 106 3,029 7,267
Loans and receivables 185,924 31,597 52,157 52,080 57,911 4,792 384,460
Loans and advances to credit institutions 4,172 13,313 2,497 3,521 2,180 1,291 26,975
Loans and advances to customers 178,735 18,274 49,660 47,635 53,018 3,501 350,822
Debt securities 3,017 9 - 924 2,713 - 6,663
Held-to-maturity investments - - - - - - -
Hedging derivatives 708 1,699 182 66 14 2 2,672
Total Risk in Financial Assets 249,747 83,160 84,435 69,633 68,344 11,958 567,276
Contingent risks and liabilities






Contingent risks 13,500 8,454 1,220 3,161 5,756 1,650 33,741
Contingent liabilities 25,577 22,973 19,751 29,519 7,343 1,087 106,251
Total Contingent Risk 39,077 31,427 20,971 32,680 13,099 2,738 139,992
Total Risks in Financial Instruments 288,824 114,587 105,406 102,313 81,443 14,696 707,268
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Risks by Geographical Areas
2013
Millions of Euros
Spain Europe,
Excluding
Spain
Mexico USA South
America
Other Total
Financial assets -






Financial assets held for trading 14,882 33,091 15,707 2,677 3,412 2,345 72,114
Loans and advances to customers - - - 107 - - 107
Debt securities 6,320 5,838 13,410 424 2,608 1,002 29,602
Equity instruments 2,752 953 632 118 148 163 4,766
Derivatives 5,810 26,300 1,665 2,028 656 1,180 37,639
Other financial assets designated at fair
value through profit or loss
211 106 1,591 503 2 - 2,413
Loans and advances to credit institutions - - - - - - -
Debt securities 107 54 5 497 - - 663
Equity instruments 104 52 1,586 6 2 - 1,750
Available-for-sale portfolio 42,074 8,587 10,380 7,729 5,626 3,011 77,407
Debt securities 38,732 8,453 10,329 7,247 5,535 1,143 71,439
Equity instruments 3,342 134 51 482 91 1,868 5,968
Loans and receivables 194,383 26,712 44,414 39,650 53,886 4,984 364,031
Loans and advances to credit institutions 5,224 9,171 2,366 2,707 1,909 1,415 22,792
Loans and advances to customers 187,400 17,519 42,048 36,047 50,173 3,569 336,759
Debt securities 1,759 22 - 896 1,804 - 4,481
Held-to-maturity investments - - - - - - -
Hedging derivatives 434 2,113 8 60 10 4 2,629
Total Risk in Financial Assets 251,984 70,609 72,100 50,618 62,935 10,344 518,591
Contingent risks and liabilities






Contingent risks 15,172 9,038 767 2,344 5,292 929 33,542
Contingent liabilities 28,096 17,675 16,109 24,485 7,002 803 94,170
Total Contingent Risk 43,268 26,713 16,876 26,829 12,294 1,732 127,712
Total Risks in Financial Instruments 295,252 97,322 88,976 77,447 75,229 12,076 646,303
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Risks by Geographical Areas
2012
Millions of Euros
Spain Europe
Excluding
Spain
Mexico USA South
America
Other Total
Financial assets -






Financial assets held for trading 13,768 39,360 15,035 4,751 3,643 3,272 79,830
Loans and advances to customers - - - 244 - - 244
Debt securities 5,726 5,155 12,960 577 2,805 796 28,020
Equity instruments 1,270 519 101 543 239 243 2,915
Derivatives 6,772 33,686 1,973 3,387 599 2,233 48,651
Other financial assets designated at fair
value through profit or loss
296 87 13 2,134 - - 2,531
Loans and advances to credit institutions - - - - - - -
Debt securities 190 42 9 512 - - 753
Equity instruments 106 45 4 1,622 - - 1,777
Available-for-sale portfolio 36,109 6,480 9,601 7,163 6,128 1,085 66,567
Debt securities 33,107 6,267 9,035 7,112 6,053 1,040 62,615
Equity instruments 3,002 213 566 51 75 45 3,952
Loans and receivables 209,786 31,375 46,384 40,259 51,978 4,314 384,096
Loans and advances to credit institutions 3,220 11,042 4,549 3,338 2,065 1,157 25,372
Loans and advances to customers 205,216 19,979 41,835 36,040 48,753 3,151 354,973
Debt securities 1,350 354 - 880 1,160 6 3,751
Held-to-maturity investments 7,279 2,884 - - - - 10,162
Hedging derivatives 914 3,798 159 226 5 18 5,120
Total Risk in Financial Assets 268,151 83,984 71,192 54,532 61,754 8,691 548,305
Contingent risks and liabilities






Contingent risks 16,164 10,074 872 3,159 5,858 891 37,019
Contingent liabilities 26,514 19,678 13,564 22,027 7,097 1,264 90,142
Total Contingent Risk 42,678 29,752 14,435 25,186 12,955 2,155 127,161
Total Risks in Financial Instruments 310,829 113,736 85,627 79,718 74,709 10,846 675,466

The breakdown of the main figures in the most significant foreign currencies in the accompanying consolidated balance sheets is set forth in Appendix VII.

Sovereign risk concentration

Sovereign risk management

The risk associated with the transactions involving sovereign risk is identified, measured, controlled and tracked by a centralized unit integrated in the BBVA Group’s Risk Area. Its basic functions involve the preparation of reports in the countries where sovereign risk exists (called “financial programs”), tracking such risks, assigning ratings to these countries and, in general, supporting the Group in terms of reporting requirements for any transactions involving sovereign risk. The risk policies established in the financial programs are approved by the relevant risk committees.

The country risk unit tracks the evolution of the risks associated with the various countries to which the Group are exposed (including sovereign risk) on an ongoing basis in order to adapt its risk and mitigation policies to any macroeconomic and political changes that may occur. Moreover, it regularly updates its internal ratings and forecasts for these countries. The internal rating assignment methodology is based on the assessment of quantitative and qualitative parameters which are in line with those used by certain multilateral organizations such as the International Monetary Fund (IMF) and the World Bank (WB), rating agencies and export credit organizations.

Sovereign risk exposure

The table below provides a breakdown of exposure to financial instruments (excluding derivatives and equity instruments), as of December 31, 2014, 2013 and 2012 by type of counterparty and the country of residence of such counterparty. The below figures do not take into account valuation adjustments, impairment losses or loan-loss provisions:

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Millions of Euros

2014
Risk Exposure by countries Sovereign
Risk (*)
Financial
Institutions
Other
Sectors
Total %
Spain 68,584 9,040 157,337 234,961 46.5%
Italy 9,823 713 2,131 12,667 2.5%
France 1,078 5,351 2,453 8,883 1.8%
United Kingdom 119 2,923 4,669 7,711 1.5%
Portugal 605 43 4,927 5,574 1.1%
Germany 590 1,129 1,565 3,284 0.6%
Ireland 167 148 565 880 0.2%
Turkey 21 214 246 482 0.1%
Greece - - 64 64 0.0%
Rest of Europe 1,182 6,011 4,800 11,993 2.4%
Europe 82,170 25,573 178,757 286,499 56.7%
Mexico 31,164 2,757 42,864 76,785 15.2%
The United States 11,241 3,941 52,849 68,031 13.5%
Rest of countries 7,676 4,669 62,052 74,398 14.7%
Total Rest of Countries 50,081 11,367 157,765 219,213 43.3%
Total Exposure to Financial Instruments 132,251 36,939 336,522 505,713 100.0%
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Millions of Euros

2013
Risk Exposure by countries Sovereign
Risk (*)
Financial
Institutions
Other
Sectors
Total %
Spain 59,114 11,870 166,677 237,661 51.1%
United Kingdom 3 5,405 4,377 9,785 2.1%
Italy 3,888 422 2,617 6,927 1.5%
France 942 2,640 2,316 5,898 1.3%
Portugal 385 238 5,179 5,802 1.2%
Germany 1,081 1,338 1,206 3,625 0.8%
Ireland - 221 487 708 0.2%
Turkey 10 65 163 238 0.1%
Greece - - 72 72 0.0%
Rest of Europe 2,608 2,552 4,239 9,399 2.0%
Europe 68,031 24,751 187,333 280,115 60.2%
Mexico 26,629 2,810 38,312 67,751 14.6%
The United States 5,224 3,203 41,872 50,299 10.8%
Rest of countries 7,790 5,480 53,649 66,919 14.4%
Total Rest of Countries 39,643 11,493 133,833 184,969 39.8%
Total Exposure to Financial Instruments 107,674 36,244 321,166 465,084 100.0%
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Millions of Euros

2012
Risk Exposure by countries Sovereign
Risk (*)
Financial
Institutions
Other
Sectors
Total %
Spain 62,558 11,839 182,785 257,182 52.9%
Turkey 13 159 400 572 0.1%
United Kingdom 2 7,095 2,336 9,433 1.9%
Italy 4,203 405 3,288 7,896 1.6%
Portugal 443 590 5,763 6,796 1.4%
France 1,739 3,291 2,631 7,661 1.6%
Germany 1,298 1,025 734 3,057 0.6%
Ireland - 280 456 736 0.2%
Greece - - 99 99 0.0%
Rest of Europe 1,664 2,484 5,256 9,404 1.9%
Europe 71,920 27,168 203,748 302,836 62.3%
Mexico 25,059 5,492 36,133 66,684 13.7%
The United States 3,942 3,768 42,157 49,867 10.3%
Rest of countries 7,521 5,484 53,481 66,486 13.7%
Total Rest of Countries 36,523 14,744 131,771 183,037 37.7%
Total Exposure to Financial Instruments 108,443 41,912 335,519 485,873 100.0%
(*) In addition, as of December 31, 2014, 2013 and 2012, undrawn lines of credit, granted mainly to the Spanish government or government agencies and amounted to €1,619, €1,942 million, and €1,613 million, respectively.

The exposure to sovereign risk set out in the above table includes positions held in government debt securities in countries where the Group operates. They are used for ALCO’s management of the interest-rate risk on the balance sheets of the Group’s entities in these countries, as well as for hedging of pension and insurance commitments by insurance entities within the BBVA Group.

Sovereign risk exposure in Europe

The table below provides a breakdown of the exposure of the Group’s credit institutions to European sovereign risk as of December 31, 2014, 2013 and 2012, by type of financial instrument and the country of residence of the counterparty, under EBA (European Banking Authority) requirements:

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Exposure to Sovereign Risk by European Union Countries (1) Millions of Euros
2014
Debt securities Loans and Receivables Derivatives (2) Total
(2)
Contingent risks and commitments %
Financial Assets Held-for-Trading Available-for-Sale Financial Assets Held-to-Maturity Investments Direct Exposure Indirect Exposure
Spain 6,332 28,856 - 25,997 431 - 61,616 1,647 83.0%
Italy 2,462 6,601 - 142 - 2 9,208 - 12.4%
France 872 40 - 28 - - 940 - 1.3%
Germany 482 92 - - (97) (1) 476 - 0.6%
Portugal 302 23 - 280 - - 605 11 0.8%
United Kingdom - 115 - - - 2 117 1 -
Greece - - - - - - - - -
Hungary - - - - - - - - -
Ireland 1 167 - - - - 168 - 0.2%
Rest of European Union 910 131 - 33 - 1 1,075 - 1.4%
Total Exposure to Sovereign Counterparties (European Union) 11,361 36,026 - 26,480 334 4 74,205 1,659 100.0%
(1) This table shows sovereign risk balances with EBA criteria. Therefore, sovereign risk of the Group’s insurance companies (€13,406 million as of December 31, 2014) is not included. (2) Includes credit derivatives CDS (Credit Default Swaps) shown at fair value. Excel Download Excel
Exposure to Sovereign Risk by European Union Countries (1) Millions of Euros
2013
Debt securities Loans and Receivables Derivatives (2) Total
(2)
Contingent risks and commitments %
Financial Assets Held-for-Trading Available-for-Sale Financial Assets Held-to-Maturity Investments Direct Exposure Indirect Exposure
Spain 5,251 24,339 - 23,430 258 (25) 53,253 1,924 86.5%
Italy 733 2,691 - 90 - (6) 3,507 - 5.7%
France 874 - - - - (1) 873 - 1.4%
Germany 1,064 - - - - (1) 1,063 - 1.7%
Portugal 64 19 - 302 - - 385 17 0.6%
United Kingdom - - - - (13) 3 (10) 1 -
Greece - - - - - - - - -
Hungary - 65 - - - - 65 - 0.1%
Ireland - - - - - - - - -
Rest of European Union 2,087 293 - 38 - 10 2,428 - 3.9%
Total Exposure to Sovereign Counterparties (European Union) 10,073 27,407 - 23,860 245 (20) 61,565 1,942 100.0%
(1) This table shows sovereign risk balances with EBA criteria. Therefore, sovereign risk of the Group’s insurance companies (€11,093 million as of December 31, 2013) is not included. (2) Includes credit derivatives CDS (Credit Default Swaps) shown at fair value. Excel Download Excel
Exposure to Sovereign Risk by European Union Countries (1) Millions of Euros
2012
Debt securities Loans and Receivables Derivatives (2) Total
(2)
Contingent risks and commitments %
Financial Assets Held-for-Trading Available-for-Sale Financial Assets Held-to-Maturity Investments Direct Exposure Indirect Exposure
Spain 5,022 19,751 6,469 26,624 285 5 58,156 1,595 86.6%
Italy 610 811 2,448 97 - (3) 3,963 - 5.9%
France 1,445 - 254 - - (2) 1,697 - 2.5%
Germany 1,291 - - - (4) (1) 1,286 - 1.9%
Portugal 51 18 15 359 - - 443 17 0.7%
United Kingdom - - - - (19) - (19) 1 -
Greece - - - - - - - - -
Hungary - 66 - - - - 66 - 0.1%
Ireland - - - - - - - - -
Rest of European Union 1,066 379 24 78 - 1 1,548 - 2.3%
Total Exposure to Sovereign Counterparties (European Union) 9,485 21,025 9,210 27,158 262 - 67,140 1,613 100.0%
(1) This table shows sovereign risk balances with EBA criteria. Therefore, sovereign risk of the Group’s insurance companies (€5,093 million as of December 31, 2012) is not included. (2) Includes credit derivatives CDS (Credit Default Swaps) shown at fair value.

The following table provides a breakdown of the notional value of the CDS in which the Group’s credit institutions act as sellers or buyers of protection against the sovereign risk of European countries as of December 31, 2014, 2013 and 2012:

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Exposure to Sovereign Risk by European Countries Millions of Euros
2014
Credit derivatives (CDS) and other contracts in which the Group act as a protection seller Credit derivatives (CDS) and other contracts in which the Group act as a protection buyer
Notional value Fair value Notional value Fair value
Spain - - - -
Italy 704 (11) 699 8
Germany 154 - 129 (1)
France 173 - 89 (1)
Portugal 37 (1) 37 1
Poland - - - -
Belgium - - - -
United Kingdom 138 3 118 (1)
Greece - - - -
Hungary 2 - 2 -
Ireland - - - -
Rest of European Union 485 5 415 4
Total exposure to Sovereign Counterparties 1,693 (4) 1,489 10
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Exposure to Sovereign Risk by European Countries Millions of Euros
2013
Credit derivatives (CDS) and other contracts in which the Group act as a protection seller Credit derivatives (CDS) and other contracts in which the Group act as a protection buyer
Notional value Fair value Notional value Fair value
Spain 14 - 62 (25)
Italy 622 (15) 595 9
Germany 205 - 200 (1)
France 204 - 149 (1)
Portugal 75 (3) 75 3
Poland - - - -
Belgium - - - -
United Kingdom 135 3 126 -
Greece 14 - 14 -
Hungary 1 - - -
Ireland 21 - 21 -
Rest of European Union 591 12 478 (2)
Total exposure to Sovereign Counterparties 1,882 (3) 1,720 (17)
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Exposure to Sovereign Risk by European Countries Millions of Euros
2012
Credit derivatives (CDS) and other contracts in which the Group act as a protection seller Credit derivatives (CDS) and other contracts in which the Group act as a protection buyer
Notional value Fair value Notional value Fair value
Spain 68 14 97 (9)
Italy 518 (22) 444 19
Germany 216 (1) 219 -
France 196 (1) 134 (1)
Portugal 91 (6) 89 6
Poland - - - -
Belgium 281 (4) 232 5
United Kingdom 56 1 64 (1)
Greece 18 - 18 -
Hungary 2 - - -
Ireland 82 - 82 -
Rest of European Union 149 2 155 (2)
Total exposure to Sovereign Counterparties 1,677 (17) 1,534 17

The main counterparties of these CDS are credit institutions with a high credit quality. The CDS contracts are standard in the market, with the usual clauses covering the events that would trigger payouts.

As it can be seen in the above tables, exposure to sovereign risk in Europe is concentrated in Spain. As of December 31, 2014, 2013 and 2012, the breakdown of total exposure faced by the Group’s credit institutions to Spain and other countries, by maturity of the financial instruments, is as follows:

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Maturities of Sovereign Risks European Union Millions of Euros
2014
Debt securities Loans and Receivables Derivatives Total Contingent risks and commitments %
Financial Assets Held-for-Trading Available-for-Sale Financial Assets Held-to-Maturity Investments Direct Exposure Indirect Exposure
Spain 6,332 28,856 - 25,997 431 - 61,616 1,647 83%
Up to 1 Year 1,562 1,233 - 9,675 23 - 12,493 997 16.8%
1 to 5 Years 1,729 11,424 - 6,312 5 - 19,469 270 26.2%
Over 5 Years 3,041 16,200 - 10,010 403 - 29,653 380 40.0%
Rest of Europe 5,030 7,170 - 483 (97) 4 12,589 12 17.0%
Up to 1 Year 1,581 328 - 329 (14) - 2,224 12 3.0%
1 to 5 Years 1,441 4,349 - 23 (19) 3 5,796 - 7.8%
Over 5 Years 2,008 2,493 - 131 (64) 1 4,569 - 6.2%
Total Exposure to European Union Sovereign Counterparties 11,361 36,026 - 26,480 334 4 74,205 1,659 100.0%
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Maturities of Sovereign Risks European Union Millions of Euros
2013
Debt securities Loans and Receivables Derivatives Total Contingent risks and commitments %
Financial Assets Held-for-Trading Available-for-Sale Financial Assets Held-to-Maturity Investments Direct Exposure Indirect Exposure
Spain








Up to 1 Year 1,935 846 - 5,627 8 - 8,416 898 13.7%
1 to 5 Years 1,531 15,523 - 5,574 41 - 22,670 540 36.8%
Over 5 Years 1,784 7,969 - 12,229 209 (25) 22,166 486 36.0%
Rest of Europe








Up to 1 Year 3,189 26 - 311 (13) - 3,513 18 5.7%
1 to 5 Years 844 2,066 - 8 - 4 2,922 - 4.7%
Over 5 Years 789 976 - 111 - 1 1,877 - 3.0%
Total Exposure to European Union Sovereign Counterparties 10,073 27,407 - 23,860 245 (20) 61,565 1,942 100.0%
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Maturities of Sovereign Risks European Union Millions of Euros
2012
Debt securities Loans and Receivables Derivatives Total Contingent risks and commitments %
Financial Assets Held-for-Trading Available-for-Sale Financial Assets Held-to-Maturity Investments Direct Exposure Indirect Exposure
Spain








Up to 1 Year 2,183 1,944 2 10,267 35 - 14,431 1,090 21.5%
1 to 5 Years 1,832 12,304 1,239 4,409 26 - 19,810 402 29.6%
Over 5 Years 1,007 5,503 5,228 11,948 224 5 23,915 103 35.7%
Rest of Europe








Up to 1 Year 2,564 46 33 367 7 - 3,017 18 4.5%
1 to 5 Years 952 188 1,927 34 (19) (5) 3,077 - 4.6%
Over 5 Years 924 953 781 131 (11) - 2,778 - 4.1%
Total Exposure to European Union Sovereign Counterparties 9,462 20,938 9,210 27,156 262 - 67,028 1,613 100.0%

Valuation and impairment methods

The valuation methods used to assess the instruments that are subject to sovereign risks are the same ones used for other instruments included in the relevant portfolios and are detailed in Note 8 to these consolidated financial statements. They take into account the exceptional circumstances that have taken place over the last two years in connection with the sovereign debt crisis in Europe.

Specifically, the fair value of sovereign debt securities of European countries has been considered equivalent to their listed price in active markets (Level 1 as defined in Note 8).

Risks related to the developer and Real-Estate sector in Spain

One of the main Group activities of the Group in Spain is focused on developer and mortgage loans. The policies and strategies established by the Group to deal with risks related to the developer and real-estate sector are explained below:

Policies and strategies established by the Group to deal with risks related to the developer and real-estate sector

BBVA has teams specializing in the management of the Real-Estate Sector risk, given its economic importance and specific technical component. This specialization is not only in the Risk-Acceptance teams, but throughout the handling, commercial, problem risks and legal, etc. It also includes the research department (BBVA Research), which helps determine the medium/long-term vision needed to manage this portfolio. Specialization has been increased and the management teams in the areas of recovery and the Real Estate Unit itself have been reinforced.

The policies established to address the risks related to the developer and real-estate sector, aim to accomplish, among others, the following objectives: to avoid concentration in terms of customers, products and regions; to estimate the risk profile for the portfolio; and to anticipate possible worsening of the portfolio.

Specific policies for analysis and admission of new developer risk transactions

In the analysis of new operations, the assessment of the commercial operation in terms of the economic and financial viability of the project has been one of the constant points that have helped ensure the success and transformation of construction land operations for customers’ developments.

As regards the participation of the Risk Acceptance teams, they have a direct link and participate in the committees of areas such as Recoveries and the Real Estate Unit. This guarantees coordination and exchange of information in all the processes.

The following strategies have been implemented with customers in the developer sector: avoidance of large corporate transactions, which had already reduced their share in the years of greatest market growth; non active participation in the second-home market; commitment to public housing financing; and participation in land operations with a high level of urban development security, giving priority to land open to urban development.

Risk monitoring policies

The base information for analyzing the real estate portfolios is updated monthly. The tools used include the so-called “watch-list”, which is updated monthly with the progress of each client under watch, and the different strategic plans for management of special groups. There are plans that involve an intensification of the review of the portfolio for financing land, while, in the case of ongoing promotions, they are classified based on the rate of progress of the projects.

These actions have enabled BBVA to identify possible impairment situations, by always keeping an eye on BBVA’s position with each customer (whether or not as first creditor). In this regard, key aspects include management of the risk policy to be followed with each customer, contract review, deadline extension, improved collateral, rate review (repricing) and asset purchase.

Proper management of the relationship with each customer requires knowledge of various aspects such as the identification of the source of payment difficulties, an analysis of the company’s future viability, the updating of the information on the debtor and the guarantors (their current situation and business course, economic-financial information, debt analysis and generation of funds), and the updating of the appraisal of the assets offered as collateral.

BBVA has a classification of debtors in accordance with legislation in force in each country, usually categorizing each one’s level of difficulty for each risk.

Based on the information above, a decision is made whether to use the refinancing tool, whose objective is to adjust the structure of the maturity of the debt to the generation of funds and the customer’s payment capacity.

As for the policies relating to risk refinancing with the developer and real-estate sector, they are the same as the general policies used for all of the Group’s risks (see Note7.3.9). In the developer and real estate sector, they are based on clear solvency and viability criteria for projects, with demanding terms for additional guarantees and legal compliance, given a refinancing tool that standardizes criteria and variables when considering any refinancing operation.

In the case of refinancing, the tools used for enhancing the Bank’s position are: the search for new intervening parties with proven solvency and initial payment to reduce the principal debt or outstanding interest; the improvement of the debt bond in order to facilitate the procedure in the event of default; the provision of new or additional collateral; and making refinancing viable with new conditions (period, rate and repayments), adapted to a credible and sufficiently verified business plan.

Policies applied in the management of real estate assets in Spain

The policy applied for managing these assets depends on the type of real-estate asset, as detailed below.

In the case of completed homes, the final aim is the sale of these homes to private individuals, thus diluting the risk and beginning a new business cycle. Here, the strategy has been to help subrogation (the default rate in this channel of business is notably lower than in any other channel of residential mortgages) and to support customers’ sales directly, using BBVA’s own channel (BBVA Services and our branches), creating incentives for sale and including sale orders for BBVA. In exceptional case we have even accepted partial haircuts, with the aim of making the sale easier.

In the case of ongoing construction work, the strategy has been to help and promote the completion of the works in order to transfer the investment to completed homes. The whole developer Works in Progress portfolio has been reviewed and classified into different stages with the aim of using different tools to support the strategy. This includes the use of developer accounts-payable financing as a form of payment control, the use of project monitoring supported by the Real Estate Unit itself, and the management of direct suppliers for the works as a complement to the developer’s own management.

With respect to land, the fact that the vast majority of the risk is urban land simplifies the management. Urban management and liquidity control to tackle urban planning costs are also subject to special monitoring.

Quantitative information on activities in the real-estate market in Spain

The following quantitative information on real-estate activities in Spain has been prepared using the reporting models required by Bank of Spain Circular 5/2011, of November 30.

As of December 31, 2014, 2013 and 2012, exposure to the construction sector and real-estate activities in Spain stood at €19,077, €22,760 and €23,656 million, respectively. Of that amount, risk from loans to construction and real-estate development activities accounted for €10,986, €13,505 and €15,358 million, respectively, representing 7.6%, 8.8% and 8.7% of loans and advances to customers of the balance of business in Spain (excluding the government and other government agencies) and 1.7%, 2.3% and 2.4% of the total assets of the Consolidated Group.

Lending for real estate development of the loans as of December 31, 2014, 2013 and 2012 is shown below:

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December 2014
Financing allocated to construction and real estate development and its coverage
Millions of Euros
Gross Amount Drawn Over
the Guarantee Value
Provision coverage
Loans recorded by the Group’s credit institutions
(Business in Spain)
10,986 4,832 4,572
Of which: Impaired assets 7,418 3,686 4,225
Of which: Potential problem assets 981 374 347
Memorandum item:


Write-offs 1,075

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December 2013
Financing allocated to construction and real estate development and its coverage
Millions of Euros
Gross Amount Drawn Over
the Guarantee Value
Specific coverage
Loans recorded by the Group’s credit institutions
(Business in Spain)
13,505 5,723 5,237
Of which: Impaired assets 8,838 4,152 4,735
Of which: Potential problem assets 1,445 501 502
Memorandum item:


Write-offs 692

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December 2012
Financing allocated to construction and real estate development and its coverage
Millions of Euros
Gross Amount Drawn Over the
Guarantee Value
Specific coverage
Loans recorded by the Group’s credit institutions
(Business in Spain)
15,358 6,164 5,642
Of which: Impaired assets 6,814 3,193 3,123
Of which: Potential problem assets 2,092 911 731
Memorandum item:


Write-offs 347

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Memorandum item:
Consolidated Group Data (carrying amount)
Millions of Euros
December 2014 December 2013 December 2012
Total loans and advances to customers, excluding the Public Sector (Business in Spain) 144,528 152,836 176,123
Total consolidated assets (total business) 631,942 582,697 621,132
Impairment losses determined collectively (total business) 2,767 2,698 3,279

The following is a description of the real estate credit risk based on the types of associated guarantees:

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Credit: Gross amount (Business in Spain) Millions of Euros
December 2014 December 2013 December 2012
Without secured loan 1,007 1,303 1,441
With secured loan 9,979 12,202 13,917
Terminated buildings 5,776 7,270 8,167
Homes 4,976 6,468 7,148
Other 800 802 1,019
Buildings under construction 883 1,238 1,716
Homes 861 1,202 1,663
Other 22 36 53
Land 3,320 3,694 4,034
Urbanized land 1,881 2,120 2,449
Rest of land 1,439 1,574 1,585
Total 10,986 13,505 15,358

As of December 31, 2014, 2013 and 2012, 61%, 63% and 64.3% of loans to developers were guaranteed with buildings (87,6%%, 90.1% and 89.1% are homes), and only 30.2%, 27.4% and 26.3% by land, of which 56.7%, 57.4% and 60.7% is urbanized, respectively.

The information on the retail mortgage portfolio risk (housing mortgage) as of December 31, 2014, 2013 and 2012, is as follows:

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Housing-acquisition loans to households
(Business in Spain)
Millions of Euros
December 2014 December 2013 December 2012
With secured loan (gross amount) 78,913 82,680 87,224
of which: Impaired loans 4,401 5,088 3,163
Total 78,913 82,680 87,224

The loan to value (LTV) ratio of the above portfolio is as follows:

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December 2014
LTV Breakdown of secured loans to households for the purchase of a home
(Business in Spain)
Millions of Euros
Total risk over the amount of the last valuation available (Loan To Value-LTV)
Less than or equal to 40% Over 40% but less than or equal to 60% Over 60% but less than or equal to 80% Over 80% but less than or equal to 100% Over 100% Total
Gross amount 14,593 22,424 29,060 7,548 5,288 78,913
of which: Impaired loans 199 276 533 843 2,550 4,401
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December 2013
LTV Breakdown of secured loans to households for the purchase of a home
(Business in Spain)
Millions of Euros
Less than or equal to 40% Over 40% but less than or equal to 60% Over 60% but less than or equal to 80% Over 80% but less than or equal to 100% Over 100% Total
Gross amount 14,481 22,558 31,767 8,975 4,899 82,680
of which: Impaired loans 262 339 618 1,011 2,858 5,088
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December 2012
LTV Breakdown of secured loans to households for the purchase of a home
(Business in Spain)
Millions of Euros
Less than or equal to 40% Over 40% but less than or equal to 60% Over 60% but less than or equal to 80% Over 80% but less than or equal to 100% Over 100% Total
Gross amount 14,942 22,967 35,722 11,704 1,889 87,224
of which: Impaired loans 312 386 1,089 1,005 371 3,163

Outstanding home mortgage loans as of December 31, 2014, 2013 and 2012 had an average LTV of 47%, 50% and 51% respectively.

As of December 31, 2014, the Group also had a balance of €897 million in non-mortgage loans for the purchase of housing (of which €28 million, respectively, were NPA).

The breakdown of foreclosed, acquired, purchased or exchanged assets from debt from loans relating to business in Spain, as well as the holdings and financing to non-consolidated entities holding such assets is as follows:

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Millions of Euros

December 2014
Information about Assets Received in Payment of Debts
(Business in Spain)
Gross
Value
Provisions Carrying Amount
Real estate assets from loans to the construction and real estate development sectors in Spain. 8,629 4,901 3,728
Terminated buildings 2,751 1,248 1,503
Homes 1,705 780 925
Other 1,046 468 578
Buildings under construction 830 448 382
Homes 806 433 373
Other 24 15 9
Land 5,048 3,205 1,843
Urbanized land 3,357 2,142 1,215
Rest of land 1,691 1,063 628
Real estate assets from mortgage financing for households for the purchase of a home 3,250 1,452 1,798
Rest of foreclosed real estate assets 1,137 532 605
Equity instruments, investments and financing to non-consolidated companies holding said assets 737 492 245
Total 13,753 7,377 6,376
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Millions of Euros

December 2013
Information about Assets Received in Payment of Debts
(Business in Spain)
Gross
Value
Provisions Carrying Amount
Real estate assets from loans to the construction and real estate development sectors in Spain. 9,173 5,088 4,085
Terminated buildings 3,038 1,379 1,659
Homes 2,059 925 1,134
Other 979 454 525
Buildings under construction 845 439 406
Homes 819 423 396
Other 26 16 10
Land 5,290 3,270 2,020
Urbanized land 3,517 2,198 1,319
Rest of land 1,773 1,072 701
Real estate assets from mortgage financing for households for the purchase of a home 2,874 1,164 1,710
Rest of foreclosed real estate assets 918 411 507
Equity instruments, investments and financing to non-consolidated companies holding said assets 730 408 322
Total 13,695 7,071 6,624
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Millions of Euros

December 2012
Information about Assets Received in Payment of Debts
(Business in Spain)
Gross
Value
Provisions Carrying Amount
Real estate assets from loans to the construction and real estate development sectors in Spain. 8,894 4,893 4,001
Terminated buildings 3,021 1,273 1,748
Homes 2,146 877 1,269
Other 875 396 479
Buildings under construction 908 528 380
Homes 881 512 369
Other 27 16 11
Land 4,965 3,092 1,873
Urbanized land 3,247 2,048 1,199
Rest of land 1,718 1,044 674
Real estate assets from mortgage financing for households for the purchase of a home 2,512 1,020 1,492
Rest of foreclosed real estate assets 653 273 380
Equity instruments, investments and financing to non-consolidated companies holding said assets 702 383 319
Total 12,761 6,569 6,192

As of December 31, 2014, 2013 and 2012, the gross book value of the Group’s real-estate assets from corporate financing of real-estate construction and development was €8,629, €9,173 and €8,894 million, respectively, with an average coverage ratio of 56.8%, 55.4% and 55% respectively.

The gross book value of real-estate assets from mortgage lending to households for home purchase as of December 31, 2014, 2013 and 2012, amounted to €3,250, €2,874 and €2,512 million, respectively, with an average coverage ratio of 44.7%, 40.5% and 40.6% respectively.

As of December 31, 2014, 2013 and 2012, the gross book value of the BBVA Group’s total real-estate assets (business in Spain), including other real-estate assets received as debt payment, was €13,016, €12,965 and €12,059 million, respectively. The coverage ratio was 52.9%, 51.4% and 51.3% respectively.

7.3.5 Credit quality of financial assets that are neither past due nor impaired

The BBVA Group has tools (“scoring” and “rating”) that enable it to rank the credit quality of its operations and customers based on an assessment and its correspondence with the probability of default (“PD”) scales. To analyze the performance of PD, the Group has a series of tracking tools and historical databases that collect the pertinent internally generated information, which can basically be grouped together into scoring and rating models.

Scoring

Scoring is a decision-making model that contributes to both the arrangement and management of retail loans: consumer loans, mortgages, credit cards for individuals, etc. Scoring is the tool used to decide to originate a loan, what amount should be originated and what strategies can help establish the price, because it is an algorithm that sorts transactions by their credit quality. This algorithm enables the BBVA Group to assign a score to each transaction requested by a customer, on the basis of a series of objective characteristics that have statistically been shown to discriminate between the quality and risk of this type of transactions. The advantage of scoring lies in its simplicity and homogeneity: all that is needed is a series of objective data for each customer, and this data is analyzed automatically using an algorithm.

There are three types of scoring, based on the information used and on its purpose:

  • Reactive scoring: measures the risk of a transaction requested by an individual using variables relating to the requested transaction and to the customer’s socio-economic data available at the time of the request. The new transaction is approved or rejected depending on the score.
  • Behavioural scoring: scores transactions for a given product in an outstanding risk portfolio of the entity, enabling the credit rating to be tracked and the customer’s needs to be anticipated. It uses transaction and customer variables available internally. Specifically, variables that refer to the behaviour of both the product and the customer.
  • Proactive scoring: gives a score at customer level using variables related to the individual’s general behaviour with the entity, and to his/her payment behaviour in all the contracted products. The purpose is to track the customer’s credit quality and it is used to pre-grant new transactions.
Rating

Rating tools, as opposed to scoring tools, do not assess transactions but focus on the rating of customers instead: companies, corporations, SMEs, public authorities, etc. A rating tool is an instrument that, based on a detailed financial study, helps determine a customer’s ability to meet his/her financial obligations. The final rating is usually a combination of various factors: on one hand, quantitative factors, and on the other hand, qualitative factors. It is a middle road between an individual analysis and a statistical analysis.

The main difference between ratings and scorings is that the latter are used to assess retail products, while ratings use a wholesale banking customer approach. Moreover, scorings only include objective variables, while ratings add qualitative information. And although both are based on statistical studies, adding a business view, rating tools give more weight to the business criterion compared to scoring tools.

For portfolios where the number of defaults is very low (sovereign risk, corporates, financial entities, etc.) the internal information is supplemented by “benchmarking” of the external rating agencies (Moody’s, Standard & Poor’s and Fitch). To this end, each year the PDs compiled by the rating agencies at each level of risk rating are compared, and the measurements compiled by the various agencies are mapped against those of the BBVA master rating scale.

Once the probability of default of a transaction or customer has been calculated, a "business cycle adjustment" is carried out. This is a means of establishing a measure of risk that goes beyond the time of its calculation. The aim is to capture representative information of the behaviour of portfolios over a complete economic cycle. This probability is linked to the Master Rating Scale prepared by the BBVA Group to enable uniform classification of the Group’s various asset risk portfolios.

The table below shows the abridged scale used to classify the BBVA Group’s outstanding risk as of December 31, 2014:

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Probability of Default (basic points)
External rating
Standard&Poor's List
Internal rating
Reduced List (22 groups)
Average Minimum from >= Maximum
AAA AAA 1 - 2
AA+ AA+ 2 2 3
AA AA 3 3 4
AA- AA- 4 4 5
A+ A+ 5 5 6
A A 8 6 9
A- A- 10 9 11
BBB+ BBB+ 14 11 17
BBB BBB 20 17 24
BBB- BBB- 31 24 39
BB+ BB+ 51 39 67
BB BB 88 67 116
BB- BB- 150 116 194
B+ B+ 255 194 335
B B 441 335 581
B- B- 785 581 1,061
CCC+ CCC+ 1,191 1,061 1,336
CCC CCC 1,500 1,336 1,684
CCC- CCC- 1,890 1,684 2,121
CC+ CC+ 2,381 2,121 2,673
CC CC 3,000 2,673 3,367
CC- CC- 3,780 3,367 4,243

The table below outlines the distribution of exposure, including derivatives, by internal ratings, to corporates, financial entities and institutions (excluding sovereign risk), of the main BBVA Group entities as of December 31, 2014, 2013 and 2012:

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2014 2013
Credit Risk Distribution by Internal Rating Amount
(Millions of Euros)
% Amount
(Millions of Euros)
%
AAA/AA+/AA/AA- 30,306 11.49% 23,541 10.34%
A+/A/A- 70,850 26.86% 65,834 28.92%
BBB+ 37,515 14.22% 24,875 10.93%
BBB 24,213 9.18% 23,953 10.52%
BBB- 33,129 12.56% 29,692 13.04%
BB+ 22,595 8.57% 19,695 8.65%
BB 11,136 4.22% 10,273 4.51%
BB- 6,364 2.41% 6,198 2.72%
B+ 7,475 2.83% 6,792 2.98%
B 4,966 1.88% 6,111 2.68%
B- 3,876 1.47% 4,804 2.11%
CCC/CC 11,362 4.31% 5,875 2.58%
Total 263,786 100.00% 227,643 100.00%

These different levels and their probability of default were calculated by using as a reference the rating scales and default rates provided by the external agencies Standard & Poor’s and Moody’s. These calculations establish the levels of probability of default for the BBVA Group’s Master Rating Scale. Although this scale is common to the entire Group, the calibrations (mapping scores to PD sections/Master Rating Scale levels) are carried out at tool level for each country in which the Group has tools available.

7.3.6 Financial assets past due but not impaired

The table below provides details of financial assets past due as of December 31, 2014, 2013 and 2012, but not considered to be impaired, listed by their first past-due date:

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Millions of Euros
Financial Assets Past Due but Not Impaired 2014 Less than 1 Month
Past-Due
1 to 2 Months
Past-Due
2 to 3 Months
Past-Due
Loans and advances to credit institutions - - -
Loans and advances to customers 460 176 87
Government 28 1 3
Other sectors 432 175 84
Debt securities - - -
Total 460 176 87
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Millions of Euros
Financial Assets Past Due but Not Impaired 2013 Less than 1 Month
Past-Due
1 to 2 Months
Past-Due
2 to 3 Months
Past-Due
Loans and advances to credit institutions - - -
Loans and advances to customers 659 46 161
Government 56 3 6
Other sectors 603 43 155
Debt securities - - -
Total 659 46 161
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Millions of Euros
Financial Assets Past Due but Not Impaired 2012 Less than 1 Month
Past-Due
1 to 2 Months
Past-Due
2 to 3 Months
Past-Due
Loans and advances to credit institutions 21 - -
Loans and advances to customers 1,067 620 310
Government 90 213 6
Other sectors 977 407 304
Debt securities - - -
Total 1,088 620 310

7.3.7 Impaired assets and impairment losses

The table below shows the composition of the impaired financial assets and risks as of December 31, 2014, 2013 and 2012, broken down by heading in the accompanying consolidated balance sheet:

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Millions of Euros
Impaired Risks.
Breakdown by Type of Asset and by Sector
2014 2013 2012
Asset Instruments Impaired


Available-for-sale financial assets 91 90 96
Debt securities 91 90 96
Loans and receivables 22,730 25,478 20,001
Loans and advances to credit institutions 23 29 26
Loans and advances to customers 22,703 25,445 19,960
Debt securities 4 4 15
Total Asset Instruments Impaired (1) 22,821 25,568 20,097
Contingent Risks Impaired


Contingent Risks Impaired (2) 413 410 312
Total impaired risks (1) + (2) 23,234 25,978 20,409
Of which:


Government 180 170 165
Credit institutions 44 48 71
Other sectors 22,597 25,350 19,861
Mortgage 15,996 18,327 13,761
With partial secured loans 66 49 48
Rest 6,535 6,974 6,052
Contingent Risks Impaired 413 410 312
Total impaired risks (1) + (2) 23,234 25,978 20,409

All doubtful or impaired risks fall into this category individually, either by default or nonperforming criteria, or for reasons other than its default. The BBVA group classification as impaired financial assets is as follows:

  • The classification of financial assets impaired due to customer default is objective and individualized to the following criteria:
    • The total amount of financial assets, whoever the holder and collateral, which have principal, interest or fees amounts past due for more than 90 days as contractually agreed following objective criteria through aging calculation systems, unless already charged off.
    • Contingent risks where the third party collateral individual becomes impaired.
  • The classification of financial assets impaired by reasons other than customer default is performed individually for all risks whose individual amount is material where there is reasonable doubt about their full repayment on contractually agreed terms as they show objective evidence of impairment adversely affected by the expected cash flows of the financial instrument. Objective evidence of impairment of an asset or group of financial assets includes observable data about the following:
    • Debtor’s material financial difficulties.
    • Continuous delay in interest of principal payments.
    • Refinancing of credit conditions by the counterparty.
    • Probable bankruptcy or other reorganization / liquidation.
    • Lack of an active market for a financial asset because of financial difficulties.
    • Observable data indicating a reduction in future cash flows from the initial recognition such as: a. Adverse changes in the payment status of the counterparty (delays in payments, provisions for credit cards to the limit, etc.).
    • National or local economic conditions that are correlated with “defaults” (unemployment, falling property prices, etc.).

The breakdown of impaired loans for default or reasons other than delinquency as of December 31, 2014 and 2013:

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Millions of Euros
2014 Impaired Allowance
for impaired
portfolio
Balance of impaired loans - Past due 14,288 7,786
Balance of impaired loans - Other than past due 8,533 2,727
TOTAL 22,821 10,513
Of which:

No risk 252 191
Mortgage loans 15,996 6,301
Secured loans, except mortgage 66 30
Other 6,507 3,991
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Millions of Euros
2013 Impaired Allowance
for impaired
portfolio
Balance of impaired loans - Past due 16,558 8,503
Balance of impaired loans - Other than past due 9,010 2,760
TOTAL 25,568 11,263
Of which:

No risk 235 122
Mortgage loans 18,327 6,688
Secured loans, except mortgage 49 20
Other 6,957 4,433

Provisions related to impaired mortgage loans represent the difference between the fair value of the collateral and the carrying value.

Below are the details of the impaired financial assets as of December 31, 2014, 2013 and 2012, classified by geographical area and by the time since their oldest past-due amount or the period since they were deemed impaired:

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Millions of Euros
Impaired Assets by Geographic Area and Time Since Oldest Past-Due Amount 2014 Less than 6 Months
Past-Due
6 to 9 Months
Past-Due
9 to 12 Months
Past-Due
More than 12 Months
Past-Due
Total
Spain 8,650 622 747 9,146 19,165
Rest of Europe 432 29 44 49 554
Mexico 727 112 106 433 1,378
South America 856 125 61 166 1,208
The United States 440 18 8 50 516
Rest of the world - - - - -
Total 11,105 906 966 9,844 22,821
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Millions of Euros
Impaired Assets by Geographic Area and Time Since Oldest Past-Due Amount 2013 Less than 6 Months
Past-Due
6 to 9 Months
Past-Due
9 to 12 Months
Past-Due
More than 12 Months
Past-Due
Total
Spain 9,930 1,873 1,375 8,599 21,777
Rest of Europe 383 25 38 239 685
Mexico 795 148 114 410 1,467
South America 854 68 58 116 1,096
The United States 481 16 8 38 543
Rest of the world - - - - -
Total 12,443 2,130 1,593 9,402 25,568
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Millions of Euros
Impaired Assets by Geographic Area and Time Since Oldest Past-Due Amount 2012 Less than 6 Months
Past-Due
6 to 9 Months
Past-Due
9 to 12 Months
Past-Due
More than 12 Months
Past-Due
Total
Spain 6,476 1,703 1,534 6,399 16,112
Rest of Europe 380 47 28 168 623
Mexico 941 112 153 289 1,495
South America 837 115 41 116 1,109
The United States 639 26 13 80 758
Total 9,273 2,003 1,770 7,052 20,097

Below are the details of the impaired financial assets as of December 31, 2014, 2013 and 2012, classified by type of loan according to its associated guarantee, and by the time since their oldest past-due amount or the period since they were deemed impaired:

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Millions of Euros
Impaired Assets by Type of Guarantees and Time Since Oldest Past-Due Amount 2014 Less than 6 Months
Past-Due
6 to 9 Months
Past-Due
9 to 12 Months
Past-Due
More than 12 Months
Past-Due
Total
Unsecured loans 4,552 265 242 1,448 6,507
Mortgage 6,235 641 724 8,396 15,996
Residential mortgage 2,659 337 296 2,218 5,510
Commercial mortgage (rural properties in operation and offices, and industrial buildings) 1,245 138 156 1,437 2,976
Rest of residential mortgage 772 86 112 2,102 3,072
Plots and other real estate assets 1,559 80 160 2,639 4,438
Other partially secured loans 66 - - - 66
Others 252 - - - 252
Total 11,105 906 966 9,844 22,821
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Millions of Euros
Impaired Assets by Type of Guarantees and Time Since Oldest Past-Due Amount 2013 Less than 6 Months
Past-Due
6 to 9 Months
Past-Due
9 to 12 Months
Past-Due
More than 12 Months
Past-Due
Total
Unsecured loans 4,689 529 375 1,364 6,957
Mortgage 7,470 1,601 1,218 8,038 18,327
Residential mortgage 3,250 406 432 2,390 6,478
Commercial mortgage (rural properties in operation and offices, and industrial buildings) 1,194 248 163 1,352 2,957
Rest of residential mortgage 938 225 323 2,029 3,515
Plots and other real estate assets 2,088 722 300 2,267 5,377
Other partially secured loans 49 - - - 49
Others 235 - - - 235
Total 12,443 2,130 1,593 9,402 25,568
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Millions of Euros
Impaired Assets by Type of Guarantees and Time Since Oldest Past-Due Amount 2012 Less than 6 Months
Past-Due
6 to 9 Months
Past-Due
9 to 12 Months
Past-Due
More than 12 Months
Past-Due
Total
Unsecured loans 4,145 539 409 1,195 6,288
Mortgage 5,080 1,464 1,360 5,857 13,761
Residential mortgage 1,570 516 457 1,796 4,339
Commercial mortgage (rural properties in operation and offices, and industrial buildings) 715 251 190 1,111 2,267
Rest of residential mortgage 732 330 318 1,162 2,542
Plots and other real estate assets 2,063 367 395 1,788 4,613
Other partially secured loans 48 - - - 48
Others - - - - -
Total 9,273 2,003 1,770 7,052 20,097

The breakdown of impaired loans by sector as of December 31, 2014, 2013 and 2012 is shown below:

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Millions of Euros
2014 2013 2012
Impaired Loans by Sector Impaired Loans Loan Loss Reserve Impaired Loans as a % of Loans by Type Impaired Loans Loan Loss Reserve Impaired Loans as a % of Loans by Type Impaired Loans Loan Loss Reserve Impaired Loans as a % of Loans by Type
Domestic:








Government 172 (34) 0.74% 158 (11) 0.71% 145 (10) 0.57%
Credit institutions - - - - - - 6 - -
Other sectors: 18,391 (9,796) 11.98% 20,826 (10,268) 12.60% 15,013 (7,120) 8.25%
Agriculture 136 (76) 11.22% 142 (70) 11.18% 123 (44) 8.65%
Industrial 1,500 (853) 11.20% 1,804 (886) 13.10% 914 (387) 5.56%
Real estate and construction 8,942 (5,579) 44.78% 10,387 (6,084) 41.02% 8,032 (4,660) 26.19%
Commercial and other financial 1,371 (726) 7.50% 1,103 (579) 7.10% 989 (350) 5.74%
Loans to individuals 4,982 (1,675) 5.82% 5,745 (1,660) 6.36% 3,733 (1,171) 3.88%
Other 1,459 (887) 9.66% 1,645 (988) 8.67% 1,222 (508) 6.09%
Total Domestic 18,563 (9,830) 10.25% 20,985 (10,279) 10.89% 15,164 (7,130) 7.20%
Foreign:








Government 8 (1) 0.08% 11 (4) 0.11% 20 (1) 0.21%
Credit institutions 27 (22) 0.12% 33 (26) 2.16% 29 (22) 0.13%
Other sectors: 4,131 (1,823) 2.89% 4,449 (2,290) 3.20% 4,787 (2,242) 3.47%
Agriculture 114 (87) 3.25% 170 (137) 4.59% 178 (92) 5.43%
Industrial 310 (51) 2.13% 288 (159) 1.93% 146 (109) 1.02%
Real estate and construction 304 (176) 1.90% 1,734 (715) 11.44% 1,661 (469) 9.98%
Commercial and other financial 224 (123) 0.62% 269 (166) 0.85% 703 (471) 2.05%
Loans to individuals 2,156 (908) 3.80% 1,202 (646) 2.02% 1,937 (961) 3.50%
Other 1,023 (478) 6.29% 785 (467) 5.54% 162 (140) 1.14%
Total Foreign 4,167 (1,846) 2.36% 4,493 (2,320) 2.69% 4,836 (2,265) 2.85%
General reserve - (2,601)
- (2,396)
- (4,764)
Total impaired loans 22,730 (14,277)
25,478 (14,995)
20,001 (14,159)

In the table above there are included €1,163 million as of December 31, 2014 of losses incurred but not reported under IAS 39 (€1,336 million as of December 31, 2013).

The table below represents the accumulated financial income accrued as of December 31, 2014, 2013 and 2012 with origin in the impaired assets that, as mentioned in Note 2.2.1, are not recognized in the accompanying consolidated income statements as there are doubts as to the possibility of collection:

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Millions of Euros
2014 2013 2012
Financial Income from Impaired Assets 3,091 3,360 2,405

The changes in the year ended December 31, 2014, 2013 and 2012 in the impaired financial assets and contingent risks are as follows:

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Changes in Impaired Financial Assets and Contingent Risks Millions of Euros
2014 2013 2012
Balance at the beginning 25,978 20,409 15,793
Additions 8,874 17,708 14,318
Decreases (7,172) (7,692) (8,236)
Cash collections and return to performing (5,962) (6,078) (5,937)
Foreclosed assets (1) (1,210) (1,614) (2,299)
Net additions 1,702 10,016 6,081
Amounts written-off (4,720) (3,825) (4,372)
Exchange differences and other (including Unnim) 274 (622) 2,906
Balance at the end 23,234 25,978 20,408
(1) Reflects the total amount of impaired loans derecognized from the balance sheet throughout the period as a result of mortgage foreclosures and real estate assets received in lieu of payment. See Notes 15 and 20 to the consolidated financial statement for additional information.

The changes in the year ended December 31, 2014, 2013 and 2012 in financial assets derecognized from the accompanying consolidated balance sheet as their recovery is considered unlikely (hereinafter “write-offs”) is shown below:

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Changes in Impaired Financial Assets Written-Off from the Balance Sheet Millions of Euros
2014 2013 2012
Balance at the beginning 20,752 19,265 15,870
Increase: 4,878 4,450 4,363
Decrease: (2,204) (2,319) (1,753)
Re-financing or restructuring (3) (1) (9)
Cash recovery (443) (362) (337)
Foreclosed assets (116) (96) (133)
Sales of written-off (1,231) (1,000) (283)
Debt forgiveness (345) (685) (541)
Time-barred debt and other causes (66) (175) (450)
Net exchange differences 156 (645) 785
Balance at the end 23,583 20,752 19,265

As indicated in Note 2.2.1, although they have been derecognized from the balance sheet, the BBVA Group continues to attempt to collect on these written-off financial assets, until the rights to receive them are fully extinguished, either because it is time-barred debt, the debt is condoned, or other reasons.

7.3.8 Impairment losses

Below is a breakdown of the provisions recognized on the accompanying consolidated balance sheets to cover estimated impairment losses as of December 31, 2014, 2013 and 2012 in financial assets and contingent risks, according to the different headings under which they are classified in the accompanying consolidated balance sheet:

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Millions of Euros
Impairment Losses and Provisions for Contingent Risks Notes 2014 2013 2012
Available-for-sale portfolio 12 174 198 339
Loans and receivables 13 14,277 14,995 14,159
Loans and advances to customers 13.2 14,244 14,950 14,115
Loans and advances to credit institutions 13.1 29 40 29
Debt securities 13.3 4 5 15
Impairment losses
14,452 15,192 14,498
Provisions to Contingent Risks and Commitments 23 381 346 322
Total
14,833 15,538 14,821
Of which:



For impaired portfolio
12,034 12,969 9,861
For currently non-impaired portfolio
2,799 2,569 4,959

Below are the changes in the year ended December 31, 2014, 2013 and 2012 in the estimated impairment losses, broken down by the headings in the accompanying consolidated balance sheet:

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Millions of Euros
2014 Notes Available-for-sale portfolio Held to maturity investment Loans and receivables Contingent Risks and Commitments Total
Balance at the beginning
198 - 14,995 346 15,539
Increase in impairment losses charged to income
43 - 11,568 77 11,688
Decrease in impairment losses credited to income
(7) - (6,821) (63) (6,891)
Impairment losses (net)(*) 45-46 36 - 4,747 14 4,797
Entities incorporated in the year
- - - - -
Transfers to written-off loans
(56) - (4,464) (1) (4,521)
Exchange differences and other
(3) - (999) 21 (981)
Balance at the end   174 - 14,278 381 14,833
(*) Includes impairment losses on financial assets (Note 46) and the provisions for contingent risks (Note 45). Excel Download Excel


Millions of Euros
2013 Notes Available-for-sale portfolio Held to maturity investment Loans and receivables Contingent Risks and Commitments Total
Balance at the beginning
339 - 14,159 322 14,820
Increase in impairment losses charged to income
55 - 10,816 85 10,955
Decrease in impairment losses credited to income
(19) - (4,878) (46) (4,944)
Impairment losses (net)(*) 45-46 36 - 5,938 38 6,011
Entities incorporated in the year
- - (30) (1) (31)
Transfers to written-off loans
(164) - (3,673) - (3,838)
Exchange differences and other
(12) - (1,398) (13) (1,424)
Balance at the end
198 - 14,995 346 15,538
(*) Includes impairment losses on financial assets (Note 46) and the provisions for contingent risks (Note 45). Excel Download Excel


Millions of Euros
2012 Notes Available-for-sale portfolio Held to maturity investment Loans and receivables Contingent Risks and Commitments Total
Balance at the beginning
566 1 9,138 266 9,970
Increase in impairment losses charged to income
71 - 10,419 91 10,581
Decrease in impairment losses credited to income
(30) - (2,266) (36) (2,331)
Impairment losses (net)(*) 45-46 41 - 8,153 55 8,250
Entities incorporated in the year
1 - 2,066 5 2,073
Transfers to written-off loans
(18) - (4,107) - (4,125)
Exchange differences and other
(251) - (1,092) (4) (1,348)
Balance at the end
339 1 14,159 322 14,821
(*) Includes impairment losses on financial assets (Note 46) and the provisions for contingent risks (Note 45).

7.3.9 Refinancing and restructuring operations

Group policies and principles with respect to refinancing or restructuring operations

Refinancing/restructuring operations (see definition in the Glossary) are carried out with customers who have requested such an operation in order to meet their current loan payments if they are expected, or may be expected, to experience financial difficulty in making the payments in the future.

The basic aim of a refinanced/restructured operation is to provide the customer with a situation of financial viability over time by adapting repayment of the loan incurred with the Group to the customer’s new situation of fund generation. The use of refinancing or restructuring with for other purposes, such as for delaying loss recognition<a, is contrary to BBVA Group policies.

The BBVA Group’s refinancing/restructuring policies are based on the following general principles:

  • Refinancing and restructuring is authorized according to the capacity of customers to pay the new instalments. This is done by first identifying the origin of the payment difficulties and then carrying out an analysis of the customers’ viability, including an updated analysis of their economic and financial situation and capacity to pay and generate funds. If the customer is a company, the analysis also covers the situation of the industry in which it operates.
  • With the aim of increasing the solvency of the operation, new guarantees and/or guarantors of demonstrable solvency are obtained where possible. An essential part of this process is an analysis of the effectiveness of both the new and original guarantees submitted.
  • This analysis is carried out from the overall customer or group perspective, and not only from the perspective of a specific operation.
  • Refinancing and restructuring operations do not in general increase the amount of the customer’s loan, except for the expenses inherent to the operation itself.
  • The capacity to refinance and restructure loan is not delegated to the branches, but decided on by the risk units.
  • The decisions adopted are reviewed from time to time with the aim of checking full compliance with refinancing and restructuring policies.

These general principles are adapted in each case according to the conditions and circumstances of each geographical area in which the Group operates, and to the different types of customers involved.

In the case of retail customers (private individuals), the main aim of the BBVA Group’s policy on refinancing/restructuring loan is to avoid default arising from a customer’s temporary liquidity problems by implementing structural solutions that do not increase the balance of customer’s loan. The solution required is adapted to each case and the loan repayment is made easier, in accordance with the following principles:

  • Analysis of the viability of operations based on the customer’s willingness and ability to pay, which may be reduced, but should nevertheless be present. The customer must therefore repay at least the interest on the operation in all cases. No arrangements may be concluded that involve a grace period for both principal and interest.
  • Refinancing/restructuring of operations is only allowed on those loans in which the BBVA Group originally entered into.
  • Customers subject to refinancing or restructuring operations are excluded from marketing campaigns of any kind.

In the case of wholesale customers (basically businesses and corporations), refinancing/restructuring is authorized according to an economic and financial viability plan based on:

  • Forecast future income, margins and cash flows over a sufficiently long period (around five years) to allow entities to implement cost adjustment measures (industrial restructuring) and a business development plan that can help reduce the level of leverage to sustainable levels (capacity to access the financial markets).
  • Where appropriate, the existence of a divestment plan for assets and/or business segments that can generate cash to assist the deleveraging process.
  • The capacity of shareholders to contribute capital and/or guarantees that can support the viability plan.

In accordance with the Group’s policy, the conclusion of a loan refinancing/restructuring operation does not imply the loan is reclassified from "impaired" or "potential problem" to outstanding risk; such a reclassification must be based on the analysis mentioned earlier of the viability and effectiveness of the new guarantees submitted.

The Group maintains the policy of including risks related to refinanced/restructured loans as either:

  • "Impaired assets", as although the customer is up to date with payments, they are classified as impaired for reasons other than their default when there are significant doubts that the terms of their refinancing may not be met;.
  • "Potential problem assets", because there is some material doubt as to possible non-compliance with the refinanced loan; or.
  • "Normal-risk assets" (although as mentioned in the table in the following section, they continue to be classified as "normal-risk assets with special monitoring" until the conditions established for their consideration as outstanding risk are met).

The conditions established for “normal-risk assets with special monitoring” to be reclassified out of this special monitoring category are as follows:

  • The customer must have paid past-due amounts (principal and interest) since the date of the renegotiation or restructuring of the loan;
  • At least two years must have elapsed since the renegotiation or restructuring of the loan;
  • The customer must have paid at least 20% of the outstanding principal amount of the loan as well as all the past-due amounts (principal and interest) that were outstanding as of the date of the renegotiation or restructuring of the loan; and
  • It is unlikely that the customer will have financial difficulties and, therefore, it is expected that the customer will be able to meet its loan payment obligations (principal and interest) in a timely manner.

The BBVA Group’s refinancing and restructuring policy provides for the possibility of two modifications in a 24 month period for loans that are not in compliance with the payment schedule. As of December 31, 2014, the balance of loans that have received multiple modifications was approximately €5.1 billion, of which, the majority are classified as impaired due to reasons other than customer default and otherwise as impaired due to customer default.

The internal models used to determine allowances for loan losses consider the restructuring or renegotiation of a loan, as well as re-defaults on a loan, by assigning a lower internal rating to restructured/renegotiated loans than the average internal rating assigned to non-restructured/renegotiated loans. This downgrade results in an increase in the probability of default (PD) assigned to restructured/renegotiated loans (with the resulting PD being higher than the average PD of the non- renegotiated loans in the same portfolios).”

Quantitative information on refinancing and restructuring operations:

The breakdown of refinancing and restructuring operations as of December 31, 2014 is as follows:

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BBVA GROUP DECEMBER 2014
BALANCE OF FORBEARANCE
(Millions of Euros)

NORMAL

Real estate mortgage secured Rest of secured loans (a) Unsecured loans

Number of operations Gross amount Number of operations Gross amount Number of operations Gross amount
1 Government agencies - - 28 893 22 25
2 Other legal entities and individual entrepreneurs 5,576 2,137 1,029 419 17,397 2,458
Of which: Financing the construction and property development 905 722 61 13 153 23
3 Other individuals 78,354 3,381 9,913 1,134 81,706 450
4 Total 83,930 5,518 10,970 2,445 99,125 2,934
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POTENTIAL PROBLEM LOANS

Real estate mortgage secured Rest of secured loans (a) Unsecured loans Specific coverage

Number of operations Gross amount Number of operations Gross amount Number of operations Gross amount
1 Government agencies 1 1 - - 1 1 -
2 Other legal entities and individual entrepreneurs 4,649 1,324 1,171 680 11,831 1,424 660
Of which: Financing the construction and property development 457 459 159 211 105 42 262
3 Other individuals 13,001 1,213 6,662 1,096 22,050 204 145
4 Total 17,651 2,538 7,833 1,776 33,882 1,629 805
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IMPAIRED

Real estate mortgage secured Rest of secured loans (a) Unsecured loans Specific coverage

Number of operations Gross amount Number of operations Gross amount Number of operations Gross amount
1 Government agencies - - 1 3 15 3 2
2 Other legal entities and individual entrepreneurs 9,733 4,254 5,387 3,457 16,324 2,519 5,108
Of which: Financing the construction and property development 2,880 2,235 2,537 2,648 1,362 579 3,188
3 Other individuals 28,142 1,823 12,081 2,038 71,016 397 1,201
4 Total 37,875 6,076 17,469 5,497 87,355 2,919 6,310
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TOTAL

Real estate mortgage secured Rest of secured loans (a) Unsecured loans Specific coverage

Number of operations Gross amount Number of operations Gross amount Number of operations Gross amount
1 Government agencies 1 1 29 896 38 29 2
2 Other legal entities and individual entrepreneurs 19,958 7,715 7,587 4,555 45,552 6,402 5,768
Of which: Financing the construction and property development 4,242 3,417 2,757 2,872 1,620 644 3,450
3 Other individuals 119,497 6,416 28,656 4,268 174,772 1,051 1,345
4 Total 139,456 14,132 36,272 9,719 220,362 7,482 7,115
(a) Includes mortgage-backed real estate operations with loan to values greater than 1, and secured operations, other than transactions secured by real estate mortgage whatever their loan to value.

The breakdown of refinancing and restructuring operations as of December 31, 2014 is as follows:

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BBVA GROUP DECEMBER 2013
BALANCE OF FORBEARANCE
(Millions of Euros)

NORMAL

Real estate mortgage secured Rest of secured loans (a) Unsecured loans

Number of operations Gross amount Number of operations Gross amount Number of operations Gross amount
1 Government agencies 4 466 13 45 29 811
2 Other legal entities and individual entrepreneurs 7,289 2,108 1,121 204 22,531 2,380
Of which: Financing the construction and property development 1,131 635 72 20 306 199
3 Other individuals 60,366 2,587 5,506 643 87,169 414
4 Total 67,659 5,161 6,640 892 109,729 3,605
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POTENTIAL PROBLEM LOANS

Real estate mortgage secured Rest of secured loans (a) Unsecured loans Specific coverage

Number of operations Gross amount Number of operations Gross amount Number of operations Gross amount
1 Government agencies 1 1 - - 2 25 1
2 Other legal entities and individual entrepreneurs 3,014 1,381 867 468 8,158 1,497 641
Of which: Financing the construction and property development 640 623 131 178 142 123 322
3 Other individuals 31,883 1,987 5,681 837 22,496 231 218
4 Total 34,898 3,369 6,548 1,304 30,656 1,753 860
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IMPAIRED

Real estate mortgage secured Rest of secured loans (a) Unsecured loans Specific coverage

Number of operations Gross amount Number of operations Gross amount Number of operations Gross amount
1 Government agencies 1 1 4 13 13 2 0
2 Other legal entities and individual entrepreneurs 8,446 4,998 4,529 3,066 16,761 2,001 4,821
Of which: Financing the construction and property development 3,264 3,370 2,508 2,441 1,146 580 3,435
3 Other individuals 34,248 2,094 13,111 2,314 59,463 347 1,243
4 Total 42,695 7,093 17,644 5,392 76,237 2,349 6,065
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TOTAL

Real estate mortgage secured Rest of secured loans (a) Unsecured loans Specific coverage

Number of operations Gross amount Number of operations Gross amount Number of operations Gross amount
1 Government agencies 6 468 17 58 44 838 1
2 Other legal entities and individual entrepreneurs 18,749 8,488 6,517 3,737 47,450 5,878 5,463
Of which: Financing the construction and property development 5,035 4,629 2,711 2,640 1,594 901 3,757
3 Other individuals 126,497 6,667 24,298 3,793 169,128 991 1,462
4 Total 145,252 15,623 30,832 7,588 216,622 7,707 6,925
a) Includes mortgage-backed real estate operations with loan to values greater than 1, and secured operations, other than transactions secured by real estate mortgage whatever their loan to value.

In addition to these restructuring and refinancing transactions mentioned in this section, loans that were not considered impaired or renegotiated have been modified based on the criteria set out in paragraph 59 (c) of IAS 39. These loans have not been classified as renegotiated or impaired, since they were modified for commercial or competitive reasons (for instance, to improve our relationship with the client) rather than for economic or legal reasons relating to the borrower's financial situation.

The table below provides a roll forward of refinanced assets during 2014:

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Refinanced assets Roll forward
2014
Millions of Euros
Normal Potential problem Impaired TOTAL
Risk Risk Risk Risk Coverage
Beginning balance 9,658 6,427 14,834 30,919 6,925
Update of estimations 393 (1,844) 1,451 - 76
Period changes 847 1,359 (1,793) 414 114
Ending balance 10,898 5,943 14,492 31,333 7,115
NPL ratio by type of renegotiated loan

The non performing ratio of the renegotiated portfolio is defined as the impaired balance of renegotiated loans that shows signs of difficulties as of the closing of the reporting period, divided by the total payment outstanding in that portfolio.

As of December 31, 2014, the non performing ratio for each of the portfolios of renegotiated loans is as follows:

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2014
NPL ratio renegotiated loan portfolio
Government agencies 1%
Commercial 55%
Of which: Construction and developer 79%
Other consumer 36%

50% of the renegotiated loans classified as impaired was for reasons other than default (delinquency).

7.4 Market risk

7.4.1 Trading portfolio activities

Market risk originates as a result of movements in the market variables that impact the valuation of traded financial products and assets. The main risks generated can be classified as follows:

  • Interest-rate risk: This arises as a result of exposure to movements in the different interest-rate curves involved in trading. Although the typical products that generate sensitivity to the movements in interest rates are money-market products (deposits, interest-rate futures, call money swaps, etc.) and traditional interest-rate derivatives (swaps and interest-rate options such as caps, floors, swaptions, etc.), practically all the financial products are exposed to interest-rate movements due to the effect that such movements have on the valuation of the financial discount.
  • Equity risk: This arises as a result of movements in share prices. This risk is generated in spot positions in shares or any derivative products whose underlying asset is a share or an equity index. Dividend risk is a sub-risk of equity risk, arising as an input for any equity option. Its variation may affect the valuation of positions and it is therefore a factor that generates risk on the books.
  • Exchange-rate risk: This is caused by movements in the exchange rates of the different currencies in which a position is held. As in the case of equity risk, this risk is generated in spot currency positions, and in any derivative product whose underlying asset is an exchange rate. In addition, the quanto effect (operations where the underlying asset and the instrument itself are denominated in different currencies) means that in certain transactions in which the underlying asset is not a currency, an exchange-rate risk is generated that has to be measured and monitored.
  • Credit-spread risk: Credit spread is an indicator of an issuer's credit quality. Spread risk occurs due to variations in the levels of spread of both corporate and government issues, and affects positions in bonds and credit derivatives.
  • Volatility risk: This occurs as a result of changes in the levels of implied price volatility of the different market instruments on which derivatives are traded. This risk, unlike the others, is exclusively a component of trading in derivatives and is defined as a first-order convexity risk that is generated in all possible underlying assets in which there are products with options that require a volatility input for their valuation.

The metrics developed to control and monitor market risk in BBVA Group are aligned with best practices in the market and are implemented consistently across all the local market risk units.

Measurement procedures are established in terms of the possible impact of negative market conditions on the trading portfolio of the Group's Global Markets units, both under ordinary circumstances and in situations of heightened risk factors.

The standard metric used to measure market risk is Value at Risk (VaR), which indicates the maximum loss that may occur in the portfolios at a given confidence level (99%) and time horizon (one day). This statistic is widely used in the market and has the advantage of summing up in a single metric the risks inherent to trading activity, taking into account how they are related and providing a prediction of the loss that the trading book could sustain as a result of fluctuations in equity prices, interest rates, foreign exchange rates and commodity prices. In addition, for some positions other risks also need to be considered, such as credit spread risk, basis risk, volatility risk and correlation risk.

Headings on the balance sheet subject to VaR measurement

Most of the headings on the Group's balance sheet subject to market risk are positions whose main metric for measuring their market risk is VaR. This table shows the accounting lines of the balance sheet in which there is a market risk in trading activity subject to this measurement:

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Millions of Euros

Main market risk metrics
2014 Headings of the balance sheet under market risk
RELATION OF RISK METRICS TO BALANCE SHEET OF GROUP’S
CONSOLIDATED POSITION
VaR Others (*)
Assets subject to market risk

Financial assets held for trading 74,744 825
Available for sale financial assets 99 62,007
Of which: - 6,373
Hedging subject to market risk 404 1,890
Liabilities subject to market risk

Financial liabilities held for trading 50,457 2,675
Hedging derivatives 1,085 979
(*) Includes mainly assets and liabilities managed by COAP.

Although the table shows details of the financial positions subject to market risk, it should be noted that the data are for information purposes only and do not reflect how the risk is managed in trading activity, where it is not classified into assets and liabilities.

With respect to the risk measurement models used in BBVA Group, the Bank of Spain has authorized the use of the internal model to determine bank capital requirements deriving from risk positions on the BBVA S.A. and BBVA Bancomer trading book, which jointly account for around 80% of the Group’s trading-book market risk. For the rest of the geographical areas (South America and Compass), bank capital for the risk positions in the trading book is calculated using the standard model.

The current management structure includes the monitoring of market-risk limits, consisting of a scheme of limits based on VaR (Value at Risk), economic capital (based on VaR measurements) and VaR sub-limits, as well as stop-loss limits for each of the Group’s business units. The global limits are approved annually by the Executive Committee at the proposal of the market risk unit, following presentation to the GRMC and the Board of Directors’ Risk Committee. This limits structure is developed by identifying specific risks by type, trading activity and trading desk. In addition, the market risk unit maintains consistency between the limits. The control structure in place is supplemented by limits on losses and a system of warning signals to anticipate the effects of adverse situations in terms of risk and/or result.

The model used estimates VaR in accordance with the "historical simulation" methodology, which involves estimating losses and gains that would have taken place in the current portfolio if the changes in market conditions that took place over a specific period of time in the past were repeated. Based on this information, it infers the maximum expected loss of the current portfolio within a given confidence level. This model has the advantage of reflecting precisely the historical distribution of the market variables and not assuming any specific distribution of probability. The historical period used in this model is two years.

VaR figures are estimated following two methodologies:

  • VaR without smoothing, which awards equal weight to the daily information for the previous two years. This is currently the official methodology for measuring market risks for the purpose of monitoring compliance with risk limits.
  • VaR with smoothing, which gives a greater weight to more recent market information. This metric supplements the previous one.

In the case of South America, a parametric methodology is used to measure risk in terms of VaR.

At the same time, and following the guidelines established by the Spanish and European authorities, BBVA incorporates metrics in addition to VaR with the aim of meeting the Bank of Spain's regulatory requirements with respect to the calculation of bank capital for the trading book. Specifically, the new measures incorporated in the Group since December 2011 (stipulated by Basel 2.5) are:

  • VaR: In regulatory terms, the charge for VaR Stress is added to the charge for VaR and the sum of both (VaR and VaR Stress) is calculated. This quantifies the loss associated with movements in the risk factors inherent in market operations (interest rate, FX, equity, credit, etc.). Both VaR and Stressed VaR are re-scaled by a regulatory multiplication factor, set at 3 and by the square root of 10, to calculate the capital charge.
  • Specific Risk: IRC. Quantification of the risks of default and rating downgrade of the bond and credit derivative positions on the trading book. The specific risk capital IRC is a charge exclusively for those geographical areas with an approved internal model (BBVA S.A. and Bancomer). The capital charge is determined based on the associated losses (at 99.9% over a time horizon of 1 year under the constant risk assumption) resulting from the rating migration and/or default status of the asset's issuer. Also included is the price risk in sovereign positions for the indicated items.
  • Specific Risk: Securitizations and Correlation Portfolios. Capital charge for securitizations and for the correlation portfolio to include the potential losses associated with the rating level of a given credit structure (rating). Both are calculated using the standardized approach. The perimeter of the correlation portfolios is referred to FTD-type market operations and/or market CDO tranches, and only for positions with an active market and hedging capacity.

Validity tests are performed regularly on the risk measurement models used by the Group. They estimate the maximum loss that could have been incurred in the positions with a certain level of probability (backtesting), as well as measurements of the impact of extreme market events on risk positions (stress testing). As an additional control measure, backtesting is conducted at trading desk level in order to enable more specific monitoring of the validity of the measurement models.

Market risk in 2014

The year 2014 has been characterized by a continued improvement first noted in 2013 in Spain, which has been reflected in a narrowing of the spread between Spanish and German debt, and of the main credit spreads. Toward the end of the year, global markets have been affected by the significant slump in oil prices and increased volatility of exchange rates. In this context, the function of risk control in market activities has a special importance.

The Group’s market risk remains at low levels compared with the aggregates of risks managed by BBVA, particularly in the case of credit risk. This is due to the nature of the business and the Group’s policy of minimal proprietary trading. In 2013, the market risk of BBVA Group's trading book fell slightly versus the previous year and, in terms of VaR, stood at €25 million at the close of the period.

The average VaR for the first half of 2014 stood at €24.3 million, similar levels to 2013, with a high for the year on day October 16 at €28 million.

By type of market risk assumed by the Group’s trading portfolio, the main risk factor in the Group continues to be linked to interest rates, accounting for 67% of the total at the end of 2014 (this figure includes the spread risk). This relative weight was higher than the figure at the close of 2013 (55%). Exchange-rate risk accounts for 12%, an increase on the figure 12 months prior (10%), while equity risk and volatility and correlation risk had a weight of 5% and 16%, respectively at the close of 2014 (vs. 8% and 27% at the close of 2013).

As of December 31, 2014, 2013 and 2012 VaR amounted to €25, €22 million and €30 million, respectively. These figures can be broken down as follows:

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Millions of Euros
VaR by Risk Factor Interest/Spread risk Currency risk Stock-market risk Vega/Correlation risk Diversification Effect (*) Total
2014





VaR average in the period




23
VaR max in the period 31 6 4 10 (22) 28
VaR min in the period 24 4 3 11 (23) 20
End of period VaR 30 5 2 7 (20) 25
2013





VaR average in the period




23
VaR max in the period 39 4 2 13 (24) 34
VaR min in the period 19 3 2 11 (18) 17
End of period VaR 22 4 3 11 (18) 22
2012





VaR average in the period




22
VaR max in the period 35 2 3 11 (21) 31
VaR min in the period 21 3 1 11 (21) 15
End of period VaR 35 3 3 9 (19) 30
(*) The diversification effect is the difference between the sum of the average individual risk factors and the total VaR figure that includes the implied correlation between all the variables and scenarios used in the measurement.
Validation of the model

The internal market risk model is validated on a regular basis by backtesting in both BBVA S.A. and Bancomer.

The aim of backtesting is to validate the quality and precision of the internal model used by BBVA Group to estimate the maximum daily loss of a portfolio, at a 99% level of confidence and a 250-day time horizon, by comparing the Group's results and the risk measurements generated by the model. These tests showed that the internal market risk model of both BBVA, S.A. and Bancomer is adequate and precise.

Two types of backtesting have been carried out in 2014:

  • "Hypothetical" backtesting: the daily VaR is compared with the results obtained, not taking into account the intraday results or the changes in the portfolio positions. This validates the appropriateness of the market risk metrics for the end-of-day position.
  • "Real" backtesting: the daily VaR is compared with the total results, including intraday transactions, but discounting the possible minimum charges or fees involved. This type of backtesting includes the intraday risk in portfolios.

In addition, each of these two types of backtesting was carried out at the level of risk factor or business type, thus making a deeper comparison of the results with respect to risk measurements.

In 2014, Bancomer carried out backtesting of the internal VaR calculation model, comparing the daily results obtained with the estimated risk level estimated by the VaR calculation model. At the end of the year the comparison showed the model was working correctly, within the "green" zone (0-4 exceptions), thus validating the model, as has occurred each year since the internal market risk model was approved for the Group.

Stress test analysis

A number of stress tests are carried out on BBVA Group's trading portfolios. First, global and local historical scenarios are used that replicate the behaviour of an extreme past event, such as for example the collapse of Lehman Brothers or the "Tequilazo" crisis. These stress tests are complemented with simulated scenarios, where the aim is to generate scenarios that have a significant impact on the different portfolios, but without being anchored to any specific historical scenario. Finally, for some portfolios or positions, fixed stress tests are also carried out that have a significant impact on the market variables affecting these positions.

Historical scenarios

The historical benchmark stress scenario for the BBVA Group is Lehman Brothers, whose sudden collapse in September 2008 led to a significant impact on the behaviour of financial markets at a global level. The following are the most relevant effects of this historical scenario:

  • Credit shock: reflected mainly in the increase of credit spreads and downgrades in credit ratings.
  • Increased volatility in most of the financial markets (giving rise to a great deal of variation in the prices of different assets (currency, equity, debt).
  • Liquidity shock in the financial systems, reflected by a major movement in interbank curves, particularly in the shortest sections of the euro and dollar curves.
Simulated scenarios

Unlike the historical scenarios, which are fixed and therefore not suited to the composition of the risk portfolio at all times, the scenario used for the exercises of economic stress is based on Resampling methodology. This methodology is based on the use of dynamic scenarios are recalculated periodically depending on the main risks held in the trading portfolios. On a data window wide enough to collect different periods of stress (data are taken from 1-1-2008 until today), a simulation is performed by resampling of historic observations, generating a loss distribution and profits to analyze most extreme of births in the selected historical window. The advantage of this methodology is that the period of stress is not predetermined, but depends on the portfolio maintained at each time, and making a large number of simulations (10,000 simulations) allows a richer information for the analysis of expected shortfall than what is available in the scenarios included in the calculation of VaR.

The main features of this approach are: a) The generated simulations respect the correlation structure of the data, b) Flexibility in the inclusion of new risk factors and c) allows to introduce a lot of variability in the simulations (desirable to consider extreme events).

7.4.2 Structural risk

Structural interest-rate risk

The structural interest-rate risk (SIRR) is related to the potential impact that variations in market interest rates have on an entity's net interest income and equity. In order to properly measure SIRR, BBVA takes into account the main sources that generate this risk: repricing risk, yield curve risk, option risk and basis risk, which are analyzed from two complementary points of view: net interest income (short term) and economic value (long term).

BBVA's structural interest-rate risk management procedure is based on a set of metrics and tools that enable the Entity's risk profile to be monitored correctly. A wide range of scenarios are measured on a regular basis, including sensitivities to parallel movements in the event of different shocks, changes in slope and curve, as well as delayed movements. Other probabilistic metrics based on statistical scenario-simulating methods are also assessed, such as income at risk (IaR) and economic capital (EC), which are defined as the maximum adverse deviations in net interest income and economic value, respectively, for a given confidence level and time horizon. Impact thresholds are established on these management metrics both in terms of deviations in net interest income and in terms of the impact on economic value. The process is carried out separately for each currency to which the Group is exposed, and the diversification effect between currencies and business units is considered after this.

In order to guarantee its effectiveness, the model is subjected to regular internal validation, which includes backtesting. In addition, interest-rate risk measurements are subjected to stress testing in order to reveal balance sheet vulnerabilities under extreme scenarios. This testing includes an analysis of adverse macroeconomic scenarios designed specifically by BBVA Research, together with a wide range of potential scenarios that aim to identify interest-rate environments that are particularly damaging for the Entity. This is done by generating extreme scenarios of a breakthrough in interest rate levels and historical correlations, giving rise to sudden changes in the slopes and even to inverted curves.

The model is necessarily underpinned by an elaborate set of hypotheses that aim to reproduce the behaviour of the balance sheet as closely as possible to reality. Especially relevant among these assumptions are those related to the behaviour of “accounts with no explicit maturity”, for which stability and remuneration assumptions are established, consistent with an adequate segmentation by type of product and customer, and prepayment estimates (implicit optionality). The hypotheses are adapted regularly to signs of changes in behaviour, kept properly documented and reviewed on a regular basis in the internal validation processes.

The impacts on the metrics are assessed both from a point of view of economic value (gone concern) and from the perspective of net interest income, for which a dynamic model (going concern) consistent with the corporate assumptions of earnings forecasts is used.

The table below shows the profile of sensitivities to net interest income and value of the main entities in BBVA Group:

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Impact on Net Interest Income Impact on Economic Value
Sensitivity to Interest-Rate Analysis -
2014
100 Basis-Point Increase 100 Basis-Point Decrease 100 Basis-Point Increase 100 Basis-Point Decrease
Europe 7.19% (5.63)% 2.40% (2.98)%
Mexico 1.73% (1.36)% (3.50)% 2.85%
USA 7.08% (5.00)% (1.85)% (5.79)%
South America 2.00% (1.85)% (2.56)% 2.97%
BBVA Group 3.60% (2.87)% 0.69% (2.26)%

In 2014, stagnating growth in advanced economies has led to the continuation of accommodative monetary policies with the aim of boosting demand and investment, with interest rates in Europe and in the United States remaining at all-time lows. In Latin America, the slowdown in growth and the deterioration in external financial conditions have prompted the central banks to cut monetary policy rates.

BBVA Group's positioning in terms of its BSMUs as a whole has a positive sensitivity in its net interest income to interest rate hikes, while in terms of economic value the sensitivity is negative to interest rate increases, except for the euro balance sheet. Mature markets, both in Europe and the United States, show greater sensitivity in relative terms of their projected net interest income to a parallel interest-rate shock. However, in 2014 this negative sensitivity to cuts has been confined by the limited downward trend in interest rates. In this interest-rate environment, appropriate management of the balance sheet has maintained BBVA's exposure at moderate levels, in accordance with the Group's target risk profile.

Structural exchange-rate risk

In BBVA Group, structural exchange-rate risk arises from the consolidation of holdings in subsidiaries with functional currencies other than the euro. Its management is centralized in order to optimize the joint handling of permanent foreign currency exposures, taking into account the diversification.

The corporate Balance Sheet Management unit, through ALCO, designs and executes hedging strategies with the main purpose of controlling the potential negative effect of exchange-rate fluctuations on capital ratios and on the equivalent value in euros of the foreign-currency earnings of the Group's subsidiaries, considering transactions according to market expectations and their cost.

The risk monitoring metrics included in the system of limits are integrated into management and supplemented with additional assessment indicators. At corporate level they are based on probabilistic metrics that measure the maximum deviation in capital, CET1 ratio, and net attributable profit. The probabilistic metrics make it possible to estimate the joint impact of exposure to different currencies taking into account the different variability in currency rates and their correlations.

The suitability of these risk assessment metrics is reviewed on a regular basis through backtesting exercises. The final element of structural exchange-rate risk control is the analysis of scenarios and stress with the aim of identifying in advance possible threats to future compliance with the tolerance levels set, so that any necessary preventive management actions can be taken. The scenarios are based both on historical situations simulated by the risk model and on the risk scenarios provided by BBVA Research.

In 2014, the most notable aspect in the foreign-exchange markets has been the strength of the United States dollar, which has led to the appreciation against the euro of the currencies in which the Group's exposure is concentrated, in particular the Mexican peso and the Turkish lira. However, this trend has slowed, basically in the last quarter of the year, due to the slump in oil prices, which has affected the currencies of the economies more dependent on this resource, mainly in South America and Mexico. This has led to an upturn in volatility in the foreign-exchange markets. Also worth mentioning is the more unfavourable performance of the Argentinean peso and the Venezuelan bolivar fuerte, affected by the imbalances in both economies. Thus, appropriate management focused on the main exposures has kept the Group's structural exchange-rate risk at moderate levels in 2014. As a result, the risk mitigation level of the book value of BBVA Group's holdings in foreign currency remained on average at 42% and hedging of foreign-currency earnings in 2014 stood at 40%.

Structural equity risk

BBVA Group's exposure to structural equity risk stems basically from investments in industrial and financial companies with medium- and long-term investment horizons. This exposure is mitigated through net short positions held in derivatives of their underlying assets, used to limit portfolio sensitivity to potential falls in prices.

Structural management of equity portfolios is the responsibility of the Group's units specializing in this area. Their activity is subject to the corporate risk management policies for equity positions in the equity portfolio. The aim is to ensure that they are handled consistently with BBVA's business model and appropriately to its risk tolerance level, thus enabling long-term business sustainability.

The Group's risk management systems also make it possible to anticipate possible negative impacts and take appropriate measures to prevent damage being caused to the Entity. The risk control and limitation mechanisms are focused on the exposure, annual operating performance and economic capital estimated for each portfolio. Economic capital is estimated in accordance with a corporate model based on Monte Carlo simulations, taking into account the statistical performance of asset prices and the diversification existing among the different exposures.

Backtesting is carried out on a regular basis on the risk measurement model used.

The year 2014 has been characterized by strong stock market performance in all the geographical areas. The Spanish stock markets performed particularly well against the European indices, above all the telecommunications sector, where a large part of BBVA's exposure is concentrated. This performance has boosted the returns on these investments and the levels of capital gains accumulated in the Group's equity portfolios.

Structural equity risk, measured in terms of economic capital, has remained at moderate levels thanks to active management of positions. This management includes modulating the exposures through positions in derivatives of underlying assets of the same kind in order to limit portfolio sensitivity to potential falls in prices.

Stress tests and analyses of sensitivity to different simulated scenarios are carried out periodically to analyze the risk profile in more depth. They are based on both past crisis situations and forecasts made by BBVA Research. This checks that the risks are limited and that the tolerance levels set by the Group are not at risk.

7.5 Liquidity risk

Management of liquidity and structural finance within the BBVA Group is based on the principle of the financial autonomy of the entities that make it up. This approach helps prevent and limit liquidity risk by reducing the Group’s vulnerability in periods of high risk. This decentralized management avoids possible contagion due to a crisis that could affect only one or various BBVA Group entities, which must cover their liquidity needs independently in the markets where they operate. Liquidity Management Units have been set up for this reason in the geographical areas where the main foreign subsidiaries operate, and also for the parent BBVA S.A.

Thus a core principle of the BBVA Group’s liquidity management is the financial independence of its banking subsidiaries. This aims to ensure that the cost of liquidity is correctly reflected in price formation. Accordingly, a liquidity pool is maintained at an individual entity level, both in Banco Bilbao Vizcaya Argentaria, S.A. and in the banking subsidiaries, including BBVA Compass, BBVA Bancomer and the Latin American subsidiaries.

The table below shows the liquidity available by instrument as of December 31, 2014 for the most significant entities:

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Millions of Euros
2014 BBVA Eurozone (1) BBVA Bancomer BBVA Compass Others
Cash and balances with central banks 7,967 5,069 1,606 6,337
Assets for credit operations with central banks 44,282 4,273 21,685 7,234
Central governments issues 18,903 1,470 4,105 6,918
Of Which: Spanish government securities 17,607 - - -
Other issues 25,379 2,803 1,885 316
Loans - - 15,695 -
Other non-eligible liquid assets 6,133 611 285 304
ACCUMULATED AVAILABLE BALANCE 58,382 9,954 23,576 13,875
AVERAGE BALANCE 54,717 11,440 18,615 13,121
(1) It includes Banco Bilbao Vizcaya Argentaria, S.A. and Banco Bilbao Vizcaya Argentaria (Portugal), S.A.

The Strategy and Finance Division, through Balance Sheet Management, manages BBVA Group's liquidity and funding. It plans and executes the funding of the long-term structural gap of each Liquidity Management Unit (LMUs) and proposes to ALCO the actions to adopt in this regard in accordance with the policies and limits established by the Standing Committee.

The Bank's target behaviour, in terms of liquidity and funding risk is characterized through the Loan to Stable Customer Deposits (LtSCD) ratio. The aim is to preserve a stable funding structure in the medium term for each of the LMUs making up BBVA Group, taking into account that maintaining an adequate volume of stable customer funds is key to achieving a sound liquidity profile.

For the purpose of establishing the (maximum) target levels for LtSCD in each LMU and providing an optimal funding structure reference in terms of risk appetite, GRM-Structural Risks identifies and assesses the economic and financial variables that condition the funding structures in the various geographical areas.

The second core element in liquidity and funding risk management is to achieve proper diversification of the wholesale funding structure, avoiding excessive reliance on short-term funding and establishing a maximum level of short-term wholesale borrowing.

The third element promotes the short-term resilience of the liquidity risk profile, making sure that each LMU has sufficient collateral to address the risk of wholesale markets closing. Basic Capacity is the short-term liquidity risk management and control metric that is defined as the relationship between the available explicit assets and the maturities of wholesale liabilities and volatile funds, at different terms, with special relevance being given to 30-day maturities.

The above metrics are completed with a series of indicators and thresholds that aim to avoid the concentration of wholesale funding by product, counterparty, market and term, as well as to promote diversification by geographical area. In addition, reference thresholds are established on a series of advance indicators that make it possible to anticipate stress situations in the markets and adopt, if necessary, preventive actions.

Stress analyses are also a basic element of the liquidity and funding risk monitoring system, as they help anticipate deviations from the liquidity targets and limits set out in the risk appetite. They also play a key role in the design of the Liquidity Contingency Plan and in defining the specific measures for action for realigning the risk profile. For each of the scenarios, a check is carried out whether the Bank has a sufficient stock of liquid assets to ensure the ability to meet the liquidity commitments/outflows in the different periods analyzed. The analysis considers four scenarios, one core and three crisis-related: systemic crisis; unexpected internal crisis with a considerable rating downgrade and/or affecting the ability to issue in wholesale markets and the perception of business risk by the banking intermediaries and the bank's customers; and a mixed scenario, as a combination of the two aforementioned scenarios. Each scenario considers the following factors: liquidity existing on the market, customer behaviour and sources of funding, impact of rating downgrades, market values of liquid assets and collateral, and the interaction between liquidity requirements and the performance of the bank's asset quality. The results of these stress analyses carried out regularly reveal that BBVA has a sufficient buffer of liquid assets to deal with the estimated liquidity outflows in a scenario such as a combination of a systemic crisis and an unexpected internal crisis with a major downgrade in the bank's rating (by up to three notches).

In 2014, both long and short-term wholesale funding markets continued to be stable thanks to the positive trend in sovereign risk premiums and the setting of negative rates by the ECB for the marginal deposit facility, in an environment marked by greater uncertainty on growth in the Eurozone, which has led to new actions by the ECB. At its meeting on June 5, 2014 the ECB announced non-standard measures aimed at increasing inflation and boosting credit and improving the financial conditions for the European economy as a whole. The first two targeted long-term refinancing operations (TLTRO) auctions were held in September and December 2014. BBVA took €2,600 million at each one. BBVA continues to maintain a good funding structure in the short, medium and long term, diversified by products. Issuances for €8,613 million have been completed over the year and the position vis-à-vis the ECB has been reduced significantly, with early repayment of the total of the long-term refinancing operations (LTRO). In 2014, the improvement in the Bank's liquidity and funding profile has made it possible to increase the survival period in each of the stress scenarios analyzed.

The situation in the rest of the LMUs outside Europe has also been very positive, as the liquidity position has once again been reinforced in all the geographical areas in which the Group operates. Special mention should be made of the senior debt issue by BBVA Compass, which after seven years away from the markets has placed US$ 1,000 million at 3 and 5 years.

In this context of improved access to the market, BBVA has maintained its objective of strengthening the funding structure of the different Group entities based on growing their self-funding from stable customer funds, while guaranteeing a sufficient buffer of fully available liquid assets, diversifying the various sources of funding available, and optimizing the generation of collateral available for dealing with stress situations in the markets. The liquidity risk exposure has been kept within the risk appetite and the limits approved by the Board of Directors.

7.6 Encumbered Assets

As of December 31, 2014, the encumbered (given as collateral for certain liabilities) and unencumbered assets ate broken down as follows:

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Millions of Euros

Encumbered assets Unencumbered assets
2014
Assets
Book value Book value
Assets 130,585 501,357
Equity instruments 3,602 10,706
Debt Securities 54,454 74,433
Other assets 72,530 416,217

These assets are mainly linked to covered bonds. Such assets relate mainly to loans linked to the issue of mortgage bonds, covered bonds or long term securitized bonds (see Note 21.3); to debt securities that are committed in repurchase agreements; collateral pledged and also loans or debt instruments, in order to access to financing transactions with central banks. The encumbered assets caption also includes any type of collateral pledged to derivative transactions.

As of December 31, 2014 collateral pledge mainly due to repurchase agreements and securities lending, and those which could be committed in order to obtain funding are provided below:

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Millions of Euros
2014
Collateral received
Fair value of encumbered collateral received or own debt securities issued Fair value of collateral received or own debt securities issued available for encumbrance
Collateral received 18,496 4,899
Equity instruments 1 78
Debt securities 18,496 3,873
Other collateral received - 947
Own debt securities issued other than own covered bonds or ABSs - 534

As of December 31, 2014, financial liabilities issued were as follows:

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Millions of Euros
2014
Sources of encumbrance
Matching liabilities, contingent liabilities or securities lent Assets, collateral received and own debt securities issued other than covered bonds and ABSs encumbered
Book value of financial liabilities 136,372 149,082

7.7 Residual maturity

Below is a breakdown by contractual maturity of the balances of certain headings in the accompanying consolidated balance sheets, excluding any valuation adjustments or impairment losses:

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Millions of Euros
Contractual Maturities
2014
Demand Up to 1 Month 1 to 3 Months 3 to 12 Months 1 to 5 Years Over 5 years Total
Asset -






Cash and balances with central banks 26,553 1,779 915 616 1,566 - 31,430
Loans and advances to credit institutions 2,308 18,518 756 1,895 1,421 2,076 26,975
Loans and advances to customers 20,974 26,691 17,130 46,278 90,541 149,337 350,950
Debt securities 44 1,610 3,484 10,275 50,691 62,038 128,142
Derivatives (trading and hedging) 592 2,117 2,316 4,229 11,680 25,846 46,780
Total 50,471 50,715 24,601 63,293 155,899 239,297 584,277
Liabilities -






Deposits from central banks 102 13,823 6,848 1,926 5,481 - 28,179
Deposits from credit institutions 4,851 36,038 5,215 6,797 9,242 2,876 65,018
Deposits from customers 165,920 44,136 17,461 51,463 32,669 6,488 318,136
Debt certificates (including bonds) - 2,026 4,797 5,287 30,723 13,285 56,118
Subordinated liabilities - - 2 77 1,382 12,155 13,606
Other financial liabilities 475 5,091 467 207 1,024 24 7,288
Short positions 11,747 - - - - - 11,747
Liabilities under insurance contracts - 20 120 906 2,961 6,452 10,460
Derivatives (trading and hedging) 429 2,646 2,551 4,228 12,302 25,228 47,383
Total 183,524 103,780 37,461 70,891 95,784 66,508 557,935
Contingent Liabilities






Financial guarantees 757 1,289 323 2,401 2,165 744 7,678
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Millions of Euros
Contractual Maturities
2013
Demand Up to 1 Month 1 to 3 Months 3 to 12 Months 1 to 5 Years Over 5 years Total
Asset -






Cash and balances with central banks 30,851 2,200 706 734 396 - 34,887
Loans and advances to credit institutions 3,641 11,474 2,637 1,552 2,389 1,098 22,791
Loans and advances to customers 27,428 26,551 19,930 43,295 87,828 131,833 336,865
Debt securities 146 2,991 1,944 14,793 45,846 40,463 106,183
Derivatives (trading and hedging) - 1,081 1,435 3,589 12,705 21,359 40,169
Total 62,066 44,297 26,652 63,963 149,164 194,753 540,895
Liabilities -






Deposits from central banks 82 13,722 1,350 1,015 14,525 - 30,694
Deposits from credit institutions 3,314 22,796 8,911 5,570 8,897 2,766 52,254
Deposits from customers 140,846 55,418 14,692 44,575 33,080 10,994 299,605
Debt certificates (including bonds) - 4,039 383 9,901 35,581 12,640 62,544
Subordinated liabilities - 38 1 993 1,389 7,847 10,268
Other financial liabilities 316 4,253 404 297 367 21 5,658
Short positions 7,528 - - - - - 7,528
Derivatives (trading and hedging) - 904 1,448 3,749 12,778 21,032 39,912
Total 152,086 101,170 27,189 66,100 106,617 55,300 508,463
Contingent Liabilities






Financial guarantees 751 1,455 212 1,561 3,059 432 7,471
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Millions of Euros
Contractual Maturities
2012
Demand Up to 1 Month 1 to 3 Months 3 to 12 Months 1 to 5 Years Over 5 years Total
Asset -






Cash and balances with central banks 31,488 2,514 605 364 505 - 35,477
Loans and advances to credit institutions 3,351 14,459 1,479 1,732 3,367 984 25,372
Loans and advances to customers 23,005 33,029 22,157 41,892 92,784 142,352 355,218
Debt securities 198 3,243 4,464 11,156 46,217 40,024 105,301
Derivatives (trading and hedging) - 1,318 1,361 3,765 15,655 31,444 53,544
Total 58,041 54,563 30,066 58,910 158,529 214,804 574,912
Liabilities -






Deposits from central banks 18 8,095 3,232 - 34,495 350 46,190
Deposits from credit institutions 3,839 29,488 2,136 7,137 8,937 3,909 55,446
Deposits from customers 136,039 45,859 14,758 50,202 26,578 8,251 281,687
Debt certificates (including bonds) - 6,065 4,115 17,991 38,966 14,787 81,924
Subordinated liabilities - 50 - 724 3,242 7,090 11,106
Other financial liabilities 4,263 1,813 383 253 844 34 7,590
Short positions 6,580 - - - - - 6,580
Derivatives (trading and hedging) - 1,085 1,260 3,804 15,314 30,759 52,222
Total 150,739 92,455 25,884 80,111 128,377 65,179 542,744

7.8 Operational Risk

Operational risk is defined as one that could potentially cause losses due to human errors, inadequate or faulty internal processes, system failures or external events. This definition includes legal risk and excludes strategic and/or business risk and reputational risk.

Operational risk is inherent to all banking activities, products, systems and processes. Its origins are diverse (processes, internal and external fraud, technology, human resources, commercial practices, disasters, suppliers).

Operational risk management framework

Operational risk management in the Group is based on the value-adding drivers generated by the advanced measurement approach (AMA), as follows:

  • Active management of operational risk and its integration into day-to-day decision-making means:
    • Knowledge of the real losses associated with this type of risk.
    • Identification, prioritization and management of real and potential risks.
    • The existence of indicators that enable the Bank to analyze operational risk over time, define warning signals and verify the effectiveness of the controls associated with each risk.

The above helps create a proactive model for making decisions about control and business, and for prioritizing the efforts to mitigate relevant risks in order to reduce the Group's exposure to extreme events.

  • Improved control environment and strengthened corporate culture.
  • Generation of a positive reputational impact.

Operational Risk Management Principles

Operational risk management in BBVA Group should:

  • Be aligned with the risk appetite statement set out by the Board of Directors of BBVA.
  • Anticipate the potential operational risks to which the Group would be exposed as a result of new or modified products, activities, processes, systems or outsourcing decisions, and establish procedures to enable their evaluation and reasonable mitigation prior to their implementation.
  • Establish methodologies and procedures to enable a regular reassessment of the relevant operational risks to which the Group is exposed in order to adopt appropriate mitigation measures in each case, once the identified risk and the cost of mitigation (cost/benefit analysis) have been considered, while preserving the Group's solvency at all times.
  • Identify the causes of the operational losses sustained by the Group and establish measures to reduce them. Procedures must therefore be in place to enable the capture and analysis of the operational events that cause those losses.
  • Analyze the events that have caused operational risk losses in other institutions in the financial sector and promote, where appropriate, the implementation of the measures needed to prevent them from occurring in the Group.
  • Identify, analyze and quantify events with a low probability of occurrence and high impact in order to ensure their mitigation. Due to their exceptional nature, it is possible that such events may not be included in the loss database or, if they are, they have impacts that are not representative.
  • Have an effective system of governance in place, where the functions and responsibilities of the areas and bodies involved in operational risk management are clearly defined.

These principles reflect BBVA Group's vision of operational risk, on the basis that the resulting events have an ultimate cause that should always be identified, and that the impact of the events is reduced significantly by controlling that cause.

Irrespective of the adoption of all the possible measures and controls for preventing or reducing both the frequency and severity of operational risk events, BBVA ensures at all times that sufficient capital is available to cover any expected or unexpected losses that may occur.

Three lines of defence

Operational risk management in BBVA is designed and coordinated by the Corporate Operational Risk Management (CORM) unit, belonging to GRM, and by the Operational Risk Management (ORM) units, located in the Risks departments of the different countries and business areas (Country ORM). The business or support areas, in turn, have operational risk managers (Business ORM) who report to the Country ORM and are responsible for implementing the model in the day-to-day activities of the areas. This gives the Group a view of risks at the process level, where risks are identified and prioritized and mitigation decisions are made. By aggregation, this system provides an overall view at a variety of levels.

Tools