BBVA Bancomer/2018 Annual Report

Business Units BBVA Bancomer is a bank in constant transformation, focused every day on evolving and improving the customer experience and its range of products and services. One of the main lines of the business model is customer segmentation, enabling the Bank to tailor its services to each customer segment. The Business Units are structured as follows: Retail Network: serves all retail segments via the Group's branch network. Business Development includes the insurance business-which spans the entire Commercial Network- and has helped BBVA Bancomer remain at the forefront of the banking sector. Government and Business Banking: serves medium-sized companies, government bodies, housing developers and distributors in the automobile market. Corporate and Investment Banking (CIB) is the Group-wide business unit that brings together the wholesale businesses of the BBVA Group. This unit serves global customers such as institutional and large corporate investors, offering them a wide range of investment products. The unit also includes the Global Markets area, which together with the Brokerage House offers sophisticated products to individuals and businesses alike. Business Units benefit from the assistance of Staff Units, which enable recurrent business results and integrated management, while also generating synergies to fuel further growth. At year-end 2018, the Retail Network had 1,796 branches, offering services to over 17 million customers. BBVA Retail Network This department manages the entire Branch Network, which offers services to the individual segments, ranging from ultra-high net worth (UHNW) banking, pri- vate banking, high net worth banking, personal banking, and down to the normal banking and express segments. The branch network also serves micro and small companies. At the end of 2018, the Retail Network had 1,796 branches, offering service to over 17 customers (individuals). BBVA Bancomer has also redesigned the structure of its branches, with larger self-direction spaces, so as to improve the customer experience in the following ways: to improve flow within branches; to encourage the use of self-direction facilities for low-value transactions; increase productivity within branches so that our customers can use the new ATMs and practicajas and with a simple click obtain consumer loans or make cash deposits or payments. This not only drives sales, but ultimately provides customers with a better service. The result is shown in the Net Promoter Score, which puts us in the number one spot in the open market. 13

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