Strategy

We made significant progress in our transformation process during 2018, based on our Purpose, the six Strategic Priorities, and our Values, all of which are fundamental pillars of the Organization's overall strategy

Our Purpose

To bring the age of opportunity to everyone

BBVA

Vision and aspiration

New value proposition based on our customers' real needs

Helping our customers

to make the best financial decisions offering relevant advice

Providing the best
solutions

that generate trust for our customers, being clear, transparent and based on integrity

Through an easy and
convenient experience

Do It Yourself (DIY) through digital channels or human interaction

Our aspiration is to strengthen the relationship with the customer

Progress in transformation journey. Strategic Priorities

La mejor experiencia de cliente

New standard in
customer experience

Ventas digitales

Digital
sales

Nuevos modelos de negocio

New
business
models

Optimización de la asignación de capital

Optimize
capital
allocation

Liderazgo en eficiencia

Unrivaled
efficiency

El mejor equipo

A first class
workforce

We have the world’s best banking app

According to the Forrester Research report, we stand out above the rest of the banks for a superb balance we achieve between a wide range of useful functionality and excellent user experience

50% of our customers are digital at Group level and digital channels sales are having a very positive evolution

Percentage of the Group total sales YtD

# of transactions

PRV*

Dec 16

Dec 17

Dec 18

Figures exclude Venezuela and Chile.

Figures have been restated due to the inclusion of additional products.

(*) Product Relative Value as a proxy of a better economic representation of units sold

We continue to consolidate as one of the leading banks in terms of digital transformation and activity in the entrepreneurship ecosystem

ACQUISITIONS/
INVESTMENTS

VENTURE CREATION

VENTURE CAPITAL INVESTMENTS

We continue our efforts to promote the correct allocation of capital and improve in terms of solvency: CET1 fully-loaded up 26 basis points

CET1 fully-loaded

11.1%

11.3%

Dec 17

Dec 18

We build a new organizational model that is more agile, simple and automated as possible

Efficiency ratio (%)

49.5

49.3

2017

2018

Staff guide their actions according to the Values and are genuinely inspired and motivated by the same Purpose

Ventas digitales

Our Values

El cliente es lo primero

Customer comes first

We are empathetic

We have integrity

We meet their needs

Pensamos en grande

We think big

We are ambitious

We break the moid

we amaze our customers

Somos un solo equipo

We are one team

I am committed

I trust others

I am BBVA

Materiality matrix

BBVA carries out an analysis to know and prioritize the most relevant issues for its stakeholders and thus contribute to the development of the Group's strategy.

  • Issue whose importance is expected to increase, both for stakeholders and BBVA
  • Most relevant issues for BBVA
Scroll the graph
Importance for the stakeholders
Matriz de materialidad
Matriz de materialidad
Importance for BBVA Matriz de materialidad

Our five most relevant issues are:

Nuestros cinco asuntos más relevantes son
  • Easy, fast and DIY (Do It Yourself)
  • Solvency and sustainable results
  • Ethical behavior and consumer protection
  • Adequate and timely advice to customers
  • Cybersecurity and responsible use of data

Responsible Banking Model

We have a differential banking model that we refer to as responsible banking, based on seeking out a return adjusted to principles, strict legal compliance, best practices and the creation of long-term value for all stakeholders. Four pillars of the model:

Balanced relations

with its customers, based on transparency, clarity and responsibility

Sustainable finance

to combat climate change, respect human rights and achieve the UN Sustainable Development Goals

Responsible practices

with employees, suppliers and other stakeholders

Community investment

to promote social change and create opportunities for all