Annual Report 2014 BBVA Group Business areas Primary stakeholders

Banking activity in Spain


Net attributable profit

€ 1,046 M

+21.9% vs. 2014 

Good performance of the production of new loans and customer deposits

Loan-loss provision reduction

Sound risk indicators

​A detailed explanation of the aforementioned business area can be found in the Management Report.

Definition of the area

This business area includes the Retail Network, Corporate and Business Banking (CBB), Corporate & Investment Banking (CIB), BBVA Seguros and Asset Management units. It also includes the portfolios, finance and structural interest-rate positions of the euro balance sheet. Since April 24, 2015 it also includes the activity, balance sheet and earnings of the banking business of Catalunya Banc (hereinafter, "CX").

Management priorities

In line with the six strategic priorities defined by the Group in 2015, the area has established a Growth Plan, whose priority objectives are to improve customer experience, boost digital sales and increase efficiency continuously as key levers to drive business profitability.

1. Strategic priority 1: To provide a new standard in customer experience

In 2015, the area achieved a leading position among traditional banking institutions in recommendations by individual customers (the IReNe index). This leading position is based on the strategy developed by the Bank in recent years, focused on improving the attention and quality of service offered and putting the customer at the center of its business.

In the coming years, as part of the Growth Plan, the aim will be to achieve a new standard of customer experience for both individuals and companies. Based on three major core elements on which the transformation of the customer experience is based, a series of initiatives have been defined:

New Growth Plan for this business area

a) Distribution model: For individual customers, transforming the personal distribution model into a new integrated omni-channel model, with remote management capabilities (the “BBVA Contigo” adviser) to enable improved levels of convenience, personalization and specialization in the customer service model, and putting the mobile phone at the center of customer-Bank relations. For the corporate business, creating a new standard of customer experience implies developing a model of relations in more depth, based on high-value advice and increased specialization and supported by improved service and advice tools, with a particular focus on agility, response speed and operational excellence. In this segment, the adviser is at the center of customer-Bank relations.

b) Processes and operations: Revision and improvement of the processes with the biggest impact on the customers, simplifying their operation through in-depth reengineering, with the aim of offering maximum convenience.

c) Quality: Working on those aspects that generate greatest dissatisfaction among customers and boosting our leading position in service quality.

2. Strategic priority 2: To drive digital sales

Digital disruption and easy access to information has generated changes in our customers' needs and behavior. Customers' demands for more immediacy and personalization have led us to drive digital sales as a way of responding to their needs.

In 2015, the foundations have been laid to make effective use of the digital sales channels, resulting in a significant increase in the digital sales of products available online. 

Percentage of total consumer loans sold digitally


Jan. 15
Jun. 15
Dec. 15
  Jan. 15 Jun. 15 Dec. 15
9.3 17.9 19.2

​Looking forward, three major lines of work have been identified to provide a sustained boost to the growth of digital sales:

a) Customer digitalization: By increasing the number of digital and "remote" customers within our customer base, as well as by acquiring new customers through digital channels.

b) Boost to digital sales: Extending the catalog of products available in the digital environment, improving digital contracting processes and boosting digital sales through new online and big data marketing capabilities.

c) Digitalization of transactional services for companies.

3. Strategic priority 4: To optimize capital allocation

The greater regulatory demands on the banking business in terms of capital adequacy require, more than ever before, the development of strict capital management that can maximize return on capital at all times. With the aim of aligning business decisions to optimize capital consumption, the area is working on the development and implementation of advanced capital management methodologies for the rigorous monitoring and planning of capital consumption. 

4. Strategic priority 5: To adapt the model, the processes and the structures to achieve an unrivaled efficiency

In terms of efficiency, the digital transformation process being undertaken by the area will in the coming years lead to improvements in disruptive efficiency, supported by changes in our production model.

5. Strategic priority 6: To develop, retain and motivate a first class workforce

The ambitious challenges and the in-depth transformation process that this Growth Plan involves require a highly qualified team. Aware of the challenge this represents, a number of initiatives have been implemented with the goal of developing, retaining and motivating the best team, promoting a sense of pride in belonging through new individualized policies and procedures for professional and talent development.

In short, through its Growth Plan and the lines of work underpinning it, Banking Activity in Spain has made a firm commitment to the building of a competitive advantage in the long term: A new standard of customer experience as a driver for the growth, retention and loyalty of our customer base on which to create lasting relations with customers, a fundamental pillar of the future profitability of our business.