The Leading Force in Spanish Retail Banking

CaixaBank - the leading force in Spanish retail banking

Corporate presentation February 2013 Disclaimer

The purpose of this presentation is purely informative and the information contained herein is subject to, and must be read in conjunction with, all other publicly available information. In particular, regarding the data provided by third parties, neither CaixaBank, S.A. (“CaixaBank”), nor any of its administrators, directors or employees, is obliged, either explicitly or implicitly, to vouch that these contents are exact, accurate, comprehensive or complete, nor to keep them updated, nor to correct them in the case that any deficiency, error or omission were to be detected. Moreover, in reproducing these contents in any medium, CaixaBank may introduce any changes it deems suitable, may omit partially or completely any of the elements of this document, and in case of any deviation between such a version and this one, assumes no liability for any discrepancy.

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CaixaBank cautions that this presentation might contain forward-looking statements. While these statements represent our judgment and future expectations concerning the development of our business, a number of risks, uncertainties and other important factors could cause actual developments and results to differ materially from our expectations.

Statements as to historical performance, historical share price or financial accretion are not intended to mean that future performance, future share price or future earnings for any period will necessarily match or exceed those of any prior year. Nothing in this presentation should be construed as a profit forecast.

This presentation on no account should be construed as a service of financial analysis or advice, nor does it aim to offer any kind of financial product or service. In particular, it is expressly remarked here that no information herein contained should be taken as a guarantee of future performance or results.

In making this presentation available, CaixaBank gives no advice and makes no recommendation to buy, sell or otherwise deal in CaixaBank shares, or any other securities or investment whatsoever. Any person at any time acquiring securities must do so only on the basis of such person’s own judgment as to the merits or the suitability of the securities for its purpose and only on such information as is contained in such public information having taken all such professional or other advice as it considers necessary or appropriate in the circumstances and not in reliance on the information contained in this presentation.

Without prejudice to legal requirements, or to any limitations imposed by CaixaBank that may be applicable, permission is hereby expressly refused for any type of use or exploitation of the contents of this presentation, and for any use of the signs, trademarks and logotypes which it contains. This prohibition extends to any kind of reproduction, distribution, transmission to third parties, public communication or conversion into any other medium, for commercial purposes, without the previous express permission of CaixaBank and/or other respective proprietary title holders. Any failure to observe this restriction may constitute a legal offence which may be sanctioned by the prevailing laws in such cases.

In so far as it relates to results from investments, this financial information from the CaixaBank Group for FY12 has been prepared mainly on the basis of estimates.

2 CaixaBank

1. CaixaBank overview p. 3 2. Update on acquisitions p. 6 3. The leading force in Spanish retail banking p. 9 4. International banking p. 23 5. Investment diversification p. 27 6. Solid balance sheet p. 29 7. FY12 Results p. 43 8. Strategy & Macro outlook p. 52 9. Final remarks p. 55 10. Appendices p. 57

3 1. CaixaBank overview

“la Caixa” Group reorganization - CaixaBank began operations on 1st of July 2011

Former structure Current structure

Welfare Banking Business Welfare (including real Projects Projects estate assets) ~ 63%1 100% 79.5%

BV2: €23.4 bn (former Criteria, Listed) (Unlisted) (listed) Other industrial Retail Banking & Insurance Insurance companies portfolio International Banking Legacy Real Estate International Banking portfolio portfolio business

Industrial portfolio Repsol + Telefonica

Identical core-businesses with a more efficient capital structure

(1) Including conversion of mandatory convertible bonds I/2011, I/2012 and series B and C of the mandatory convertible bond issued by Banca Cívica (considering the closing price as of 31/12/12 of 2.637 euros). (2) Shareholders equity plus mandatory convertible and/or exchangeable Banca Cívica subordinated bonds classified as subordinated liabilities as of end December 2012. 4 1. CaixaBank overview

CaixaBank at a glance

. The leading retail franchise in Spain; listed since 1st July 2011 A flagship institution . Competitive position reinforced by acquisitions (BCIV and BdV) . Loans: €223.4 bn . Customer funds: €288.6 bn

. ~13 million customers serviced by a segmented business model Ranked 1st in retail . More than 1 out of 5 Spaniards have CaixaBank as their main banking relationship banking in Spain . Multi-channel platform: branches (~6,300); ATMs (~9,500); leader in online and mobile banking . Excellence in customer service and highly-rated brand

. Sound risk profile NPL ratio 8.62%; better than sector average (11.38% Nov’12) . Coverage ratio of 60%

. Comfortable liquidity position: €53.1 bn Robust financial . Solid capital base: core capital of 11.0% (BIS II) metrics . EBA Core Tier 1 reaches 10.4%

5 As of December 2012 CaixaBank

1. CaixaBank overview 2. Update on acquisitions 3. The leading force in Spanish retail banking 4. International banking 5. Investment diversification 6. Solid balance sheet 7. FY12 Results 8. Strategy & Macro outlook 9. Final remarks 10. Appendices

2. Update on acquisitions

Execution of M&A transactions is being carried out according to plan

3 Aug 20 Oct 27 Nov 15 Dec Feb Mar Apr Jul

• Merger • CAN • CajaSol • Caja • Caja Burgos registration systems systems Canarias systems integration integration systems integration • Operational 9 months integration integration

• Acquisition • Closing • I.T. agreement integration 8 months1

. Execution of BCIV IT integrations on track: BCIV integration: 83.4% of 4,400 planned activities • CAN and CajaSol completed. Final IT integration expected have been completed by April’13. . BdV acquisition to be managed in parallel with BCIV’s: 83.4% • Closing expected at the end of February (1st January 77.0% 70.9% 92.2% accounting integration) 66.2% 60.4% 81.1% 74.5% • Pre-merger integration committees already in place 68.2% 63.3% 43.4% 58.9% . Strict management of the incorporated franchises: • 27.0% Remapping of sales organization to fit client presence 39.1%

• Application of CABK standards from day one, focusing on 24.4% Planned Real profitability and implementation of credit monitoring and recovery procedures Apr-12 Jul-12 Aug-12 Sep-12 Oct-12 Dec-12 Jan-13 Mar-13

7 (1) Estimate of calendar assuming BdV transaction is authorized at expected milestones by all the relevant authorities 2. Update on acquisitions

Update on BCIV Financial Impacts

. 2012 cost synergies 91% above initial target 191% of 540 Cost synergies being . Measures taken imply 40% achievement of target executed ahead of €540 M cost savings target 270 schedule . €757 M gross restructuring costs already 104 booked1 54 2012 2013E 2014E

Reduction in branch network . BCIV branch network optimisation to speed Reorganisation of up following IT integrations, so as to Sept’12 6,631 branch network minimise impact on clients: accelerated  Reorganization of CAN network started in Dec’12 6,342 4Q’12 Mar’13 E ~6,000

. Additional fair value adjustments on BCIV loan book and foreclosed assets due Further fair value to the more granular information obtained post IT integrations adjustments on

additional granularity Initial Fair Value Additional adjustments Total Fair Value adjustments adjustments €700 M €3,988 M (€450 M loan book, €250 M (€3,668 M loan book, €882 M €3,288 M Foreclosed assets €-562 M other) Foreclosed assets)

8 (1) Of which €512 M have been booked against reserves and €62 M have been included as CapEx for the period CaixaBank

3. The leading force in Spanish retail banking

The leading retail franchise in Spain

Segmented business model sustained by high quality growth

~13 million . Business volume breakdown1: customers As of June 2012 A specialized Wealth Corporate Banking network (2008) Banking

10 200 Corporate Banking Private Business Banking Banking 0.5 9 Business Banking 10% Specialized Affluent SME 8% managers (2009) Banking Banking SME Banking 5% 0.1 1 47% Private Banking2 10% Retail banking (the main pillar) Affluent Banking 20%

Individuals Companies (assets managed range, million €) (turnover range, million €) Retail Banking

(1) Loans + assets under management (2) Including Wealth Banking 10 3. The leading force in Spanish retail banking

Focused on success in critical retail metrics

Customer Direct deposit Direct deposit penetration of salaries of pensions 1st 1st 1st 19.9% 21.0% 26.1% 20.3% 20.0% 15.9% 13.6% 14.4% 15.1% 12.3% 12.6% 13.8% 14.1% 14.8% 15.7% 12.5% 12.8%

2006 2011 1H12 06 07 08 09 10 11 2012* 06 07 08 09 10 11 2012*

. 22.2% as primary banking . 2,428,409 payroll deposits . 1,605,444 pension deposits entity1

Sustained track record of reinforcing customer loyalty. Capturing the income flows of our customers to enhance share of wallet

(*) Latest available information 11 (1) Includes BdV 3. The leading force in Spanish retail banking

SegmentationCompte de Resultats as the key Recurrent to better del serving Grup client“la Caixa” needs

Affluent Banking Private Banking1

 SME Banking  Business and Corporate 33 Specialised centres Banking 1.163 Specialised staff 408 Specialised staff 683 Specialised staff 84 Specialised centres 1.111 Specialised staff €68.0 bn Customer funds Customer funds Loans1 €40.9 bn and securities €9.2bn €47.3 bn Loans1 Customer 21.3% penetration Customer Customer 11.5% penetration 43.8% penetration Factoring & 1st (DBK April 2012) 18.0% confirming 1st (DBK April 2012) 1st (FRS Inmark oct-12) (RK: 3rd)

Data as of September 2012 (1) Excluding loans to developers 12 3. The leading force in Spanish retail banking

Acquisitions complement business footprint and contribute to market share gains

Acquisitions further extend leading market Contribution of BCIV and BdV shares in retail banking in core regions

1 Market share by business volume Market share by business volume In % In %

5.4% 8.1% 7.9% Navarra 8.3x 6.2% 39.6% 39.6% 10.4% 30.6% 11.5% 6.9% Canarias 2.9x 28.0% 7.8%

12.6% 9.6% 7.4% 17.9% Andalucía 2.2x 17.8%

17.8% 10.0% C. Valenciana 14.6% 2.1x 12.6% Business volume 28.0% market share C. León 2.5x 11.5%

> 10% share > 7% share < 7% share CABK stand-alone

(1) Market shares as of September 2012 include loans and deposits of CABK+BCIV+BdV. 13 Sources: Bank of Spain, FRS, INVERCO, ICEA, CECA and Factoring Spanish Association. Latest data available for 2012 3. The leading force in Spanish retail banking

Leading retail product market shares further reinforced by acquisitions

Tactical management of customer funds Undisputed leadership in most accompanied by gradual deleveraging retail products3

Business volume: Loan book and customer funds

In Billion Euros 15% YTD

st Main banking 1 +5.6% 512.0 Business volume relationship 22.2% 427.3 st +19.8% YTD 1 Payroll deposits 20.0% +4.2% 1st Pension deposits 19.9% +6.1% Inorganic +24.5% 1st Saving insurance 18.3% +0.8%

2 rd Organic -4.7% 3 Factoring & Confirming 18.1% +2.7% Dec-11 Dec-12 1st Pension Plans 16.4% +1.7%

st 1 Loans +4.1% Sector1 Organic2 14.7% st 1 Deposits 4 14.4% +4.0% Customer funds -3.9% -3.0% rd 3 Mutual funds 14.0% +1.8% Loans -7.1% -6.9% 1st Credit cards turnover 20.7% +3.0%

(1) Source: “la Caixa” Research Department estimates. Customer funds include: deposits, CP, (3) Including BdV insurance saving products, mutual funds and pensions plans. Sector loans exclude the transfer of (4) Includes sight and time deposits assets to SAREB. Sources: Bank of Spain, INVERCO, ICEA, FRS, Social Security and AEF 14 (2) Deducting BCIV figures at 30/6/12- includes changes under CABK management 3. The leading force in Spanish retail banking

Tactical management of customer funds in anticipation of improved funding environment

Total customer funds breakdown In Billion Euros

Organic1 31st Dec. YTD YTD (%) Total customer funds Organic -3.0% I. Customer funds on balance sheet 238.1 21.3% (2.6%)  +€47.4bn (+19.6%) Non- organic +22.6% Demand deposits 69.2 23.0% Time deposits 76.8 20.8%  (4.2%) Debt securities 8.8 46.3% Proactive and tactical management of Subordinated liabilities 5.8 12.4% product mix focused on P&L impact: Institutional issuance 46.6 20.2% • Pricing policy adapted to each customer Insurance 27.9 18.6% segment Other funds 2.9 (1.8%) • Pure price competition avoided II. Off-balance sheet funds 50.5 12.5%  (4.5%) Mutual funds 21.0 16.1% • Clean-up of low value-added deposits Pension plans 17.6 23.5% continues as they mature (BCIV) Other managed resources2 11.9 (5.0%)

Total customer funds 288.6 19.6%  (3.0%)

(1) Deducting BCIV data at 30/6/12- includes changes under CABK management 15 (2) Primarily includes mandatory convertible bonds, regional govt.securities, and Caja de Pensiones y Ahorros de Barcelona sub debt. 3. The leading force in Spanish retail banking

Gradual deleveraging of loan book in line with macro and sector trends

Loan-book breakdown In Billion Euros, gross

Organic1 st YTD 31 Dec. YTD (%) Loan book Organic -6.9% I. Loan to individuals 119.6 27.7% (2.2%)  +€37.4bn (+20.1%) Non- organic +27.0% Residential mortgages – home purchases 87.7 25.8%

Other 31.9 32.9%

II. Loan to businesses 90.7 11.8%  (13.1%) . RE developer book still a main Non RE businesses 62.0 11.7% contributor to decline Real Estate developers 27.0 20.3% . Additional impact from continuing Servihabitat & other RE subsidiaries 1.72 (46.4%) “clean-up” of BCIV loan book

Loans to individuals & businesses 210.3 20.3% . Weak credit demand from SMEs and corporates III. Public sector 13.1 16.6%  (1.5%) Total loans 223.4 20.1%  (6.9%)

(1) Deducting BCIV data at 30/6/12- includes changes under CABK management 16 (2) Servihabitat reduced its loan balance with CaixaBank by €1.35 bn through the issuance of a medium term bond 3. The leading force in Spanish retail banking

Market shares in key retail products have increased throughout the crisis

Customer funds market shares Credit market shares

st Total deposits1 1 Time deposits 2nd Total loans1 1st Mortgages 1st 14.4% 13.3% 14.7% 14.4% 9.2% 9.6% 10.4% 10.4% 11.0% 10.9% 10.5% 11.0% 11.1% 9.9% 10.0% 10.1% 10.1% 10.3% 9.9% 8.7% 9.4% 9.8% 9.3% 9.3%

07 08 09 10 11 12 07 08 09 10 11 12 07 08 09 10 11 12 07 08 09 10 11 12

Demand deposits Mutual Funds Commercial loans nd Factoring & Confirming 1st 3rd 2 18.1% 15.4% 14.0% 13.8% 14.4% 12.2% 13.3% 10.4% 11.6% 10.6% 8.9% 9.5% 11.5% 11.7% 11.8% 12.3% 8.5% 7.8% 7.3% 8.1% 11.3% 5.6% 6.9% 6.5% 3rd

07 08 09 10 11 12 07 08 09 10 11 12 07 08 09 10 11 12 07 08 09 10 11 12

Pension Plans Life insurance Foreign trade- imports Foreign trade - exports st st 1 1 19.8% 15.2% 17.1% 17.4% 18.3% 14.0% 14.2% 16.4% 15.9% 12.7% 13.0% 15.1% 16.1% 14.1% 13.8% 13.6% 14.3% 13.8% 9.4% 10.3% 5.7% 11.2% 9.6% 5.1%

07 08 09 10 11 12 07 08 09 10 11 12 07 08 09 10 11 12 07 08 09 10 11 12

(1) To other resident sector, includes BdV Last available information 17 Source: INVERCO, ICEA and Bank of Spain 3. The leading force in Spanish retail banking

All of this supported by a leading multi-channel distribution network…

Data as of December 2012

Branches: the largest network ATMs: the widest network in Spain (17.7% market share1) Breakdown of branch market share1 ~9,5000 ATMs 2 + 17.6% market share 72.2% absorption ratio3

10.7% 12.1% 8.4% 34.3% 9.4% Internet banking: European leadership 8.9% 26.0% 8.5 million customers ~6,300 13.4% 6.6% + 33.7% market share2 14.8% Branches 21.6% 79.7% absorption ratio for 11.3% 4 8.6% 16.8% businesses 18.1% 21.0% 28.1% Mobile banking: Global leadership 18.2% Ceuta 3.0 million customers 9.5% Melilla + 12% transactions carried out through mobile

Source: Nielsen (internet and mobile banking market shares) (1) Includes BCIV and BdV (2) Latest available data (3) In branch timetable. Operations considered: withdrawals, cash deposits, savings account updates, bill payments and cheque deposits. Last available data (4) Operations considered: national bank transfers, Buy/sell stocks, bank bills (bill discount and bill acceptance). Last available data 18 3. The leading force in Spanish retail banking

…and by technological innovation, an integral part of our culture

. 1st Private social network of a Multichannel low cost approach financial institution exclusive for 2012 transactions, by distribution channel self-employed people and SMEs Automated ~4,842 M transactions

Roll-out of contactless project 9% Branches . Barcelona: the first major city in 30% 11% ATM’s Europe to operate contactless payments in ATMs and shops Internet 50% and mobile

. 1st Financial entity in the world with an App Store for mobiles (+45 different applications) >90% of transactions executed outside of branch network

New data processing center . Opening of a new Data Centre with advanced processing capabilities

3. The leading force in Spanish retail banking

Reputation and excellence in retail banking continue to be recognized by the market

European Seal of Excellence

. Granted by the European Foundation for Quality Management (EFQM)

The ‘Best Bank in Spain 2012’

. Euromoney acknowledges CaixaBank’s solvency, commercial strength and market share growth in recent years

The world's most innovative bank

. Bestowed at the Global Banking Innovation Awards, organized by the Bank Administration Institute and Finacle . TrailBlazer Award, in recognition of CaixaBank’s contactless ATMs

20 3. The leading force in Spanish retail banking

Reinforced by a premium brand reputation

Quality of service – Brand reputation

. Leading institution in reputation and interest in operating in the retail segment (FRS Inmark 2011 – individuals) and customer “la Caixa”: retention in business segment (FRS Inmark 2011 - businesses) the financial brand . The primary institution for 33% of business clients (internal survey with the best among 1,985 companies – June 2012) reputation . The most highly rated online service in all segments (individuals and businesses) (Aqmetrix)

21 3. The leading force in Spanish retail banking

The life insurance business is a perfect complement to the banking business

A top insurance group with the widest Insurance business: distribution network Sustained increase in AUMs In Million Euros

. 3 million individual customers 42,006 45,492 37,765 38,601 38,610 .€45.5bn assets under management

. Leader in Spanish complementary pension market 4Q11 1Q12 2Q12 3Q12 4Q12

. Diversified product offering +€7.7 bn (+20.5%) (life, pension plans, health, household, auto) Organic: +15.6% Non-organic: +4.9%

. Strong distribution capacity Premiums and contributions . ~6,300 CaixaBank branches In Million Euros . 1,358 own agents . 702 external agents Premiums and contributions FY12 . 1,316 brokers . 161 SegurCaixa Adeslas offices Life/Risk 466

Life/Savings 3,800 Contr. to pension plans 1,003 TOTAL 5,268

22 Figures as of December 31st 2012 CaixaBank

23 4. International banking

Our process of internationalisation

WHY? HOW?

1. Likely slowdown of the 1 Organic growth Spanish banking sector Representative offices “la Caixa” Group 2. Search for growth Strategic Plan International Branches 2007-2010: decision to grow 2 Non-Organic growth 3. Risk diversification internationally Investment in growth markets 4. Supporting international (Asia, America, Central and growth of our customers Eastern Europe)

2007: the right strategic vision at the right time

24 4. International banking

Focused on growth markets

International banking1 Representative offices: Europe: Rest of the World: - Frankfurt, Stuttgart - Beijing, Shanghai - London - Dubai - Paris - New Delhi - Milan - Istanbul - Singapore - Cairo 20.7% - Chile 9.9% €117 M €956 M Business volume2: Intermediated flows3:€8.6 bn €0,8 Bn

46.2% Pending regulatory approval: Algiers €826 M 16.4% Future opening: Colombia €1,109 M 20.0% International branches: €2,791 M - Warsaw (Jun’ 07) - Bucharest (Nov’ 07) - Casablanca (Jul’09) Loan Portfolio: €335 M Banking investments: 1 Representative Offices International Branches Banking investment Market value : €6.0 bn 90% of international presence in emerging markets

(1) Market value as of 30th January 2013 (2) November 2012 25 (3) Intermediated flows include all products in which a Representative Office plays a value- added role (e.g. export letters of credit) – January to August 2012 4. International banking

Development of a partnership model

+ Control/Synergies/Risk “Investing in winners” . Well-managed banks with solid competitive positions Controlling . Strong local partners with common views Acquisitions . Retail focus / low reliance on wholesale funding . High solvency levels & sound credit quality

Investment profile Partnership . Long term horizon model . Influential positions . Investment at fair value - no control premium paid

Building strong international alliances . Long-term strategic agreements Financial . Sharing best practices positions . Exporting know-how where appropriate . Development of joint businesses and projects - Control/Synergies/Risk o Search for cost & revenue synergies

26 CaixaBank

5. Investment diversification

Repsol and Telefónica provide revenue diversification and a potential capital cushion

. Income diversification: two international leaders in defensive sectors . Financial flexibility: very liquid stakes . Potential capital buffer

5.6%2 . Value: solid fundamentals, excellent track record and high dividend yield . Profitability: attractive return . Limited regulatory capital consumption . Tax-efficient (≥ 5%) 12.5%2 . Geographical diversification: ~65% revenues generated outside Spain

Market value1: €5.4 bn

(1) As of 30th January 2013 (2) As of 31st December 2012 28 CaixaBank

29 6. Solid balance sheet

Continuing balance sheet strength

Robust capital base Strong liquidity position Superior asset quality

. €53.1bn of available . Core capital (BIS II) 11.0% . Coverage ratio of 60% liquidity . Sound loan-to-deposit . NPL ratio 8.62%; better . Core Tier1 EBA: 10.4% ratio: 127% than sector average (11.38%1)

Maintaining balance sheet strength is a key priority for management

Data at 31st December 2012 (1) As of Nov’12 30

Asset quality

31 6. Solid balance sheet

Asset quality stabilises after BCIV integration but still affected by weak macro trends

NPLs and NPL ratio NPL coverage

11.38 10.71 NPL coverage ratio NPL ratio Nov’12 sector 9.65 8.37 61% 7.84 60% 60% 60% 60% 8.42 8.62%8,62

Credit provisions 5.58 4.90 5.25 (in Billion Euros) 12.2 12.1 NPL (in Billion Euros) 20.3 20.2 5.7 6.2 6.5 9.6 10.2 10.9

4Q11 1Q12 2Q12 3Q12 4Q12 4Q11 1Q12 2Q12 3Q12 4Q12

. NPL decreases in absolute terms as CABK risk management is implemented across BCIV platform . Higher ratio results from lower asset base . Asset quality gap with the sector increased by 47 bps1 . Provisioning coverage maintained at 60%

32 (1) Difference between 4Q and 3Q 6. Solid balance sheet

Significant improvement in quarterly evolution of NPLs

Loan book and NPL1 ratio by segments In Billion Euros

NPL ratio 31st Dec 31st Dec 30th Sept2

Loans to individuals 119.6 3.56% 3.50% Residential mortgages - home purchase 87.7 2.80% 2.77% . NPL inflows still mostly Other 31.9 5.65% 5.47% attributable to RE Developers

Loans to businesses 90.7 17.24% 16.55% . Stability returns to retail book Corporate and SMEs 62.0 5.96% 5.67%

Real Estate developers 27.0 44.22% 40.91% . Non-RE business segments Servihabitat & other RE subs.3 1.7 0.00% 0.00% evidence crisis fatigue

Public sector 13.1 0.74% 0.75%

Total loans 223.4 8.62% 8.42%

Ex- Real Estate developers 196.4 3.97% 3.83%

(1) Includes contingent liabilities (2) Note Q3 figures are restated 33 (3) Includes loans to Servihabitat and other RE subsidiaries of Caja de Ahorros y Pensiones de Barcelona, CABK’s major shareholder 6. Solid balance sheet

Outperformance in asset quality confirmed by bottom-up stress test

Peer comparison Expected Loss in adverse scenario - sector comparison % of assets

System

Bankinter 7.2% Total EL 17.4% 13.0% 13.0% RE Developers 42.8% 37.6%

BBVA + Unnim 14.9% Retail Mortgages 4.1% 3.4%

Corporate1 13.7% 9.4% Santander 15.6% Retail Other 18.6% 9.3% System 17.4% Foreclosed RE 63.4% 62.0%

Popular + Pastor 19.4%

Expected Loss parameters for CABK reflect track record of Sabadell + CAM 20.0% conservative underwriting policies

Source: Oliver Wyman 34 (1) Includes Public Works, Large Corporates and SMEs 6. Solid balance sheet

Clean-up of real estate exposure continues

Clean-up of real estate exposure continues at fast pace RE developer loans breakdown evolution (in Billion Euros) Provisions Coverage (in Billion Euros) -10% NPL 4.7 39.1% 29.9 27.0 Substandard 1.1 34.9% Performing 2.2 18.9% 22.4 21.7 20.7 12.2 Provisions for RE 11.9 8.0 29.7% NPL 5.8 6.1 developer loans 6.5 3.7 Substandard 3.0 2.9 2.8 3.1 . Return to RDL 18/12 real estate Performing 13.6 14.0 provisioning path (€150 M per month) 12.7 11.4 11.9 . Coverage of problematic loans at 53% . 30% coverage of total developer loans 4Q11 1Q12 1H12 3Q12 4Q12 above “bottom-up” base case scenario of 25% EL . RE developer loans Organic1 -€5.2bn 33% coverage considering pending €0.9 bn of RDL 18/12- close to adverse scenario of YTD +€4.6bn Non- organic +€9.8bn 37.6% EL

35 (1) Deducting BCIV data at 30/6/12- includes changes under CABK management 6. Solid balance sheet

Foreclosed assets increase as developer loans migrate to housing stock

Building Center1 Repossessed real estate assets breakdown Repossessed real estate assets evolution As of December 2012 In Million Euros In Million Euros % coverage

36% 36% 39% 44% 45% Net Coverage amount 5,088 RE assets from loans to construction and RE development 3,806 47%

4,350 Finished building 2,361 34%

Buildings under construction 191 54% 1,975 1,574 Land 1,254 61%

1,140 RE assets from mortgage loans to households 1,051 38%

Other repossessed assets 231 47% Dec'11 Mar'12 Jun'12 Sep'12 Dec'12 Total (net) 5,088 45%

Foreclosed assets Organic2 +2.2bn YTD +€3.9bn Non- organic +1.7bn

(1) The real estate holding company of CaixaBank, S.A. 36 (2) Deducting BCIV data at 30/6/12- includes changes under CABK management 6. Solid balance sheet

Commercial activity increasingly focused towards renting properties

Increased commercial activity during 2012 BuildingCenter is now main contributor to “la Caixa” Group commercial activity Group sales In Million Euros Sales distribution

2 2012 unit disposal : 89% 1,5821  11,830 85% x2 68% 52% 887 Sales 796 48% 32% 682 11% 15% 695 Rental assets

114 1H11 2H11 1H12 2H12 2011 2012

192 163 Commitments Servihabitat portfolio has been reduced by ~30% in one year

(1) Total disposals of €3.1bn and 20,291 units, at debt equivalent amounts & including disposals from developers 37 (2) Sales and rental assets. 13,171 units considering commitments.

Strong liquidity position

38 6. Solid balance sheet

Liquidity remains a cornerstone of balance sheet strength

Proactive reinforcement of liquidity A closing funding gap has led to a progressive In Billion Euros reduction of the LTD ratio2

As a % of total 7.7% 15.2% assets 133% -6pp 129% 128% 53.1 127% 127%

Balance sheet 17.5 1 liquidity Dec'11 Mar'12 Jun'12 Sep'12 Dec'12

20.9 Manageable exposure to wholesale funding 35.6 Unused ECB Wholesale maturities as of Dec 31st 9.8 discount facility

11.1 €7.3 bn €8.2 bn €6.6 bn



 

Dec'11 Dec'12

2013 2014 2015 • ECB LTRO: €28.3 bn with €4 bn kept in deposit • €9bn of ECB funding to be repaid in Jan.’133 Jan.’13: issuance of €1bn 3yr senior unsecured at MS + 285 bps as capital debt markets improve

(1) Includes cash, interbank deposits, accounts at central banks and unencumbered sovereign debt (2) Defined as: gross loans (€223,449 M) net of loan provisions (€11,962 M) (total loan provisions excluding those corresponding to contingent guarantees) and excluding pass-through funding from multilateral agencies (€7,179 M) / retail funds (deposits, retail issuances) (€160,621 M) 39 (3) €4.5 bn from CaixaBank + €4.5 bn from Banco de Valencia

Solvency & Capital management

40 6. Solid balance sheet

Leading capital ratios despite BCIV acquisition and liability management exercises

BIS II Core Capital evolution In %

+168bps -101bps +51bps -22bps -252bps 12.5% RDL impact Extraordinary Liability %% Organic transactions management 11.0%

BCIV EBA Core Tier1 integration1 for CaixaBank (Dec 31st): 10.4%2

Dec'11 Dec'12

Core Capital 17.2 bn 17.7 bn

RWAs 137.4 bn 161.2 bn

EBA Capital reinforced to 10.4% in Q4 after 50% conversion of Series 1/11 MCB

(1) Includes the impact of the additional fair value adjustments registered in 4Q12 (€700 M) 41 (2) Main difference between EBA and BIS II is due to temporary deferral in recognition of €750 M MCB 6. Solid balance sheet

Solid solvency metrics certified by detailed stress-test exercise

Capital Excess in EBA CT1 2014 in the Adverse Scenario Adverse Scenario Post-tax In Billion Euros (post-tax) Kutxabank 11.6% Santander 25.3 Santander 10.8% BBVA-Unnim 11.2 BBVA 9.6% "la Caixa" + BCIV 9.5% 5.7 Sabadell+Cam 7.4% Bankinter 7.4% Kutxabank 2.2 Unicaja+Caja España 6.4% Sabadell - CAM 0.9 Popular 2.1% Bankinter 0.4 Libercaja 2.1% BMN -1.1% Unicaja - CEISS 0.1 BFA-Bankia -17.0% Ibercaja+Caja3+Liberbank -2.1 NCG -19.6% BMN -2.2 BVA -27.7% Catalunya Banc -29.6% Popular-Pastor -3.2 System capital -40% -30% -20% -10% 0% 10% 20% Banco Valencia -3.5  needs: €53.7 bn NCG -7.2 Catalunya Banc -10.8 CABK is among the most resilient institutions, with 9.5% EBA CT1 in the adverse scenario BFA-Bankia -24.7

42 Source: Oliver Wyman for “la Caixa” Group inc. BCIV CaixaBank

7. FY12 Results

Good operating performance despite historically low interest rate environment

Consolidated income statement (BCIV consolidated from 1st July ‘12)

In Million Euros FY12 FY11 yoy(%) . Consistent delivery of strong pre- impairment income: Net interest income 3,872 3,170 22.2 • NII supported by BCIV contribution Net fees 1,701 1,562 8.9 and momentum Income from investments1 809 659 22.8 Gains on financial assets 455 343 32.4 • Fee line underlines core business Other operating revenue & exp. (100) 777 (112.8) strength

Gross income 6,737 6,511 3.5 • Other income impacted by insurance Total operating expenses (3,566) (3,342) 6.7 extraordinaries Pre-impairment income 3,171 3,169 0.1 Impairment losses (3,942) (2,557) 54.2 • Strict cost control but restructuring Profit/loss on disposal of assets and others 2 709 547 29.7 effort in full sway Pre-tax income (62) 1,159 (105.4) . Taxes 3 291 (106) Demanding provisioning schedule in line with stated targets Profit for the period 229 1,053 (78.3)

Minority interest (1) . Extraordinaries partially offset Profit attributable to the Group 230 1,053 (78.2) heavy provisioning schedule

1. Includes dividends and income from associates. 2. In 2012 includes the sale & lease-back of branches (€204 M), reinsurance agreement covering the life-risk insurance portfolio (€524 M) and other extraordinary results (€-19 M). In 2011 includes the capital gain for the sale of 50% of SegurCaixa Adeslas (€609 M), the sale of 80% of the Hospital Group (€77 M) and other (€-139 M) 3. Note that income from investments is reported net of tax. 44 7. FY12 Results

NII supported by BCIV contribution and rates momentum while funding environment improves

Customer spread stable due to lower retail Net interest income peaks as lower index funding costs rates make an impact: 3.33 3.50 3.52 3.44 3.31 In Million Euros 3.00 3.13 3.23

1.55 1.66 1.68 1.65 1.70 1.64 1.69 1.59 +22.2% 1.65 1.85 1.82 1.80 1.62 1.64 FY12: 3,872 1.45 1.47

FY11: 3,170 1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12

1,059 1,027 Loans and credits Customer spread Customer funds 883 903 850 801 742 777 Improved funding conditions largely offsetting lower asset yields In % 2.88 3.00 3.01 2.95 2.71 2.78 2.83 2.78

1.68 1.76 1.75 1.73 1.65 1.65 1.52 1.63

1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1.19 1.10 1.12 1.25 1.28 1.30 1.18 1.15 +20.8% 1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12

NIM Total assets Total liabilities

45 7. FY12 Results

Inertia from mortgage book partially offset by spread repricing and positive funding trends

New production spreads continue to grow Renewal of time deposits at lower rates leads Front book credit spreads (%) to reduced back book costs Front book time deposits spreads (%)

-0.39 3.89 -0.41 3.71 3.38 3.79 3.17 -0.93 -0.85 2.46 2.70 -1.04 2.27 -1.26 -1.29

-1.81

1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12

Loan rates (Back vs. front book) Time deposit rates (Back vs. front book)

4.55 4.88 4.59 4.70 4.20 4.45 4.30 2.87 2.06 2.04 2.02 3.53 2.25 2.11 1.85 2.21

3.00 3.13 3.33 3.50 3.52 3.44 3.31 3.23 2.46 2.60 2.63 2.64 2.58 2.46 2.55 2.42

1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12

Back book Front book Back book Front book

46 7. FY12 Results

Recurring fee items continue to reflect underlying core business strength

Net fees Net fees breakdown In Million Euros In Million Euros

FY12 yoy (%)

+8.9% Banking fees1 1,354 10.4 Mutual funds 150 (4.3) FY12: 1,701 Insurance and pension plans 197 9.8 FY11: 1,562 Net fees 1,701 8.9 425 413 426 429 433 389 383 365 Positive trends in fees: . Strong growth in transactional banking . Non-recurrent distribution fees impacted by lower issuance from regional governments . Commissions in mutual funds affected by market and sale of depositary business 1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 . Good performance in pensions and insurance 1.9%

47 (1) Includes fixed income distribution of €50M (-64%) 7. FY12 Results

Growing contribution from investments while changes in consolidation scope impact other revenue

Income from investments supported by higher Other operating revenue affected by changes contribution from associate companies in scope and non-recurring items

In Million Euros In Million Euros +22.8% FY12 FY11 Income from the insurance business 185 479

809 Excess provisions in the insurance business 320 659 Deposit guarantee fund contribution (278) (118) Income from +106.3% associates1 282 581 Other income/operating expenses (7) 96 Other operating income (expense) (100) 777 Dividends2 377 228 -39.6% Lower income from insurance activity: FY11 FY12 . Deconsolidation of Adeslas in June 2011 (-€238 M)

. 2011 income from associates impacted by . Lower contribution from life-risk premia (sale to impairments reported by intl’ banking stakes Berkshire Hathaway): -€45 M in 4Q and c. €150 M

. 2012 dividends affected by TEF dividend cut to €50 M (2013-2017e)

(1) Income from associates correspond mainly to the stakes in REP, International Banking and the non-life insurance business 48 (2) Includes dividends corresponding to stakes in TEF and BME

7. FY12 Results

Strict cost control but restructuring effort in full sway

Cost reduction: -0.1% (like-for-like) and -3.5% on a Total operating costs recurrent cost basis1 In Million Euros In Million Euros

-0.1% +6.7%

2012 Like-for-like Recurrent 3,566 BCIV recurring expenses (471) 3,342 basis 341 Depreciation (3,125) (3,121) 341 BCIV restructuring costs (78) 799 (3,017) 738 General + BCIV cost synergies1 104

2011 2,263 2,426 Personnel CABK reorganization (110) expenses

Adeslas deconsolidation (107) FY11 FY12 2011 2012 2012

-3.5%

Cost cutting initiatives more than compensate for BCIV contribution to expenses

49 (1) BCIV cost synergies are included for cost comparison on a recurrent basis 7. FY12 Results

Demanding provisioning schedule back in line with RDL charge guidance

Impairment losses In Million Euros

RDL 2/2012 2,436  Booked in 1Q12 (€1.8 bn of generic provision released) RDL 18/2012 1,200  €0.9 bn pending for 1H13 Other credit provisions 1,970 Other provisions1 143

Impairment losses 5,749

BCIV Fair Value adjustment2 TOTAL In Million Euros impairments: Loan Book 3,668 €10,299 M Foreclosed assets 882

Adjustments 4,550

87% of RDL requirements already booked- €900M pending for 1H 2013

(1) Includes provisions for early retirement and other contingent risks 50 (2) Only includes gross fair value adjustments on credit book and foreclosed assets 7. FY12 Results

Extraordinaries partially offset heavy provisioning schedule

Main extraordinary profits generated in 4Q12:

. Reinsurance agreement with Berkshire Hathaway Life Insurance Reinsurance Company covering the individual life-risk portfolio Gross capital agreement covering gain: the life-risk . Limited to the underwritten portfolio as of December 31st 2012 insurance portfolio €524 M . Berkshire Hathaway has paid a reinsurance commission of €600 M

. Sale of 439 branches to a Spanish subsidiary of Mexico’s Inmobiliaria Carso Gross capital Sale and leaseback gain: transaction . Aggregate price of €428.2 M . 25 yr lease agreement with the seller to continue occupying the €204 M buildings sold in the transaction

51 CaixaBank

8. Strategy & Macro outlook

Key strategic initiatives 2011-2014

2012 1 Strengthen leadership in retail banking • 15% market share in business volume  • 35% of loan book (excluding Real Estate developers) 2 Diversify operations towards business banking geared towards business banking (from 29% in 2010)

• Accelerate growth outside Catalonia and Balearic Islands Balance out geographical presence 3 (to 65% share in business volume, up from 55% in 2010)  • Strengthen existing alliances Develop international strategy 4 • Increase business abroad with existing and new clients  • Pre-emptive management of solvency, liquidity and risk. Maintain financial strength 5 • Core capital B3 8%-9% 

6 Improve profitability • Targeted ROE in mid-teens in the medium term

Increase efficiency and structural flexibility • Structural optimisation 7 • Leverage new technologies  • Appraise performance Manage talent 8 • Enhance professional growth opportunities  • Internal communication 9 Communicate • External communication to all stakeholders 

53 8. Strategy & Macro outlook

A weak macroeconomic outlook with low interest rates in 2012 and 2013

Macroeconomic outlook-Spain

Y-o-y growth, Annual averages (%) Base case 2010 2011 2012 2013 2014 Interest rates Real GDP growth -0.3 0.4 -1.4 -1.3 1.1

Inflation (end of period) 3.0 2.4 2.9 1.4 1.7 4,5 ECB Euribor 3m Euribor 12m 4,0 Unemployment rate 20.1 21.6 25.0 26.3 25.5 3,5

Housing prices (nominal growth) -3.9 -5.6 -8.7 -7.8 -4.0 3,0

Financial outlook 2,5 2.00 2,0 Deposit growth (end of period) 2.2 -3.8 -5.0 -1.2 1.0 1.55 1.43 1,5 1.02 0.94 Loan growth (end of period) 0.4 -3.3 -6.7 -7.9 -1.3 1,0 0.75 1.00 1.00 0.55 0.58 0.57 0,5 0.19 0.50 0.50 3 month Euribor rate (%) 0.8 1.4 0.6 0.2 0.4 0.20 0,0 J A Jl O J A Jl O J A Jl O J A Jl O J A Jl O 12 month Euribor rate (%) 1.4 2.0 1.1 0.6 0.8 2010 2011 2012 2013 2014

Source: “la Caixa” Research Department. Forecasts as of January 30th 2013 54 CaixaBank

9. Final remarks

Key take-aways

. A further year of increased market shares and advances in strategic goals: Acquisitions complement  Above 15% market share in key retail products organic growth and reinforce . BCIV integration process proceeding as planned (CajaSol+CAN integrated) franchise leadership . BdV closing expected end of Feb (1st Jan accounting integration)

Liquidity reinforcement has . Total available liquidity of €53.1 bn been the key objective of the . Issuance of €1bn 3yr Sr. unsecured on improved market conditions in Q1’13 year . Allows for prepayment of €9 bn to ECB

Capital strength reinforced . Core capital BIS2 at 11.0% and underlined by stress . Core Tier1 EBA at 10.4% tests

Asset quality impacted by . Asset quality stabilises post BCIV integration - coverage maintained at 60% acquisitions and weak macro . Non-RE book remains stable while RE Developers deteriorate fundamentals . Clean-up of real estate exposure continues, with record asset disposals

Good operating . Interest income headwinds gradually offset by improved funding conditions performance in a low . Strict cost control but restructuring effort in full sway interest environment . Extraordinaries partially offset heavy provisioning schedule

56 Data at 31st December 2012 CaixaBank Corporate presentation

Appendices

57 Appendices

. Ratings p. 58 . Financial statements p. 60 . International banking p. 63 . Corporate governance p. 68

58 Ratings

Ratings

Credit Ratings Mortgage Long Short Outlook term term Covered Bonds

Moody’s Investors Service Baa3 P-3 negative A3

BBB- A-3 negative AA- (1)

BBB F2 negative -

(1) Negative Outlook 59 Appendices

. Ratings . Financial statements . International banking . Corporate governance

60 Financial statements

Balance sheet

Annual 31.12.11 31.12.12 € milion change Liabilities 249.710 325.583 75.873 Annual 31.12.11 31.12.12 Trading portfolio 4.117 15.928 11.811 € milion change Financial liabilities at amortized cost 205.164 268.446 63.282 Cash and Central Banks 2.712 7.854 5.142 Deposits by credit institutions 23.570 51.311 27.741 Trading portfolio 4.184 15.925 11.741 Customer deposits 128.989 160.833 31.844 Available-for-sale financial assets 35.097 51.274 16.177 Marketable debt securities 43.901 46.624 2.723 Loans 188.601 224.985 36.384 Subordinated debt 5.382 5.940 558 Deposits at credit institutions 5.127 7.837 2.710 Other financial liabilities 3.322 3.738 416 Customer loans 181.940 213.436 31.496 Insurance liabilities 21.745 26.511 4.766 Debt securities 1.534 3.712 2.178 Provisions 2.807 3.429 622 Investment portfolio at maturity 7.784 8.940 1.156 Other liabilities 15.877 11.269 (4.608) Non-current assets held for sale 1.779 5.274 3.495 Equity 20.715 22.711 1.996 Investments 8.882 9.938 1.056 Shareholders' equity 20.751 22.793 2.042 Property and equipment 3.303 4.549 1.246 Intangible assets 1.176 2.877 1.701 Attributable profit to the Group 1.053 230 (823) Other assets 16.907 16.678 (229) Equity adjustments by valuation (36) (82) (46) Total assets 270.425 348.294 77.869 Total liabilities and equity 270.425 348.294 77.869

61 Financial statements

P&L

January - December Change € million 2012 2011 % Financial income 9.178 7.734 18,7 Financial expenses (5.306) (4.564) 16,2 Net interest income 3.872 3.170 22,2 Dividends 228 377 (39,6) Income accounted for using the equity method 581 282 106,3 Net fees 1.701 1.562 8,9 Trading income 455 343 32,4 Other operating income and expenses (100) 777 (112,8) Gross income 6.737 6.511 3,5 Total operating expenses (3.566) (3.342) 6,7 Pre-impairment income 3.171 3.169 0,1 Impairment losses (3.942) (2.557) 54,2 Gains/(losses) on disposal of assets and others 709 547 29,7 Pre-tax income (62) 1.159 (105,4) Income tax 291 (106) 0,0 Profit for the period 229 1.053 (78,3) Minority interest (1) Profit attributable to the Group 230 1.053 (78,2)

62 Appendices

. Ratings . Financial statements . International banking . Corporate governance

63 International Banking

International banking investments: Erste Bank

Main Agreements (Jun’09) Resilient operating performance, declining risk costs . Preferred Partner Agreement: CaixaBank may increase its stake in Erste Group up to 20% with prior consent of €M Sep’12 % Change Erste Foundation (main shareholder) Gross Loans 133,507 (1%) . Strategic collaboration agreement: o CaixaBank: preferred co-investor partner Deposits 122,249 1% Total Assets 216,990 0,4% o Cooperation between Erste and ”la Caixa” in the development of banking services and products Net Interest Income 3,969 (4%) Operating profit 2,619 (1%) 1 Net profit 597 na Share price performance Cost to income ratio 51.9% 300 Erste Bank NPL ratio 9.2% 250 Coverage ratio 63.1% 200 Loan to Deposit 109% 150 +51% Core Tier I +23% 10.4% 100 Employees 49,380 50 MSCI World Banks Branches 3,060 0 Jan-09 Jan-11 Jan-13 64 (1) Share price evolution from 1st Jan’09 to 30th January’13 MSCI World Banks Industry Grou ERSTE GROUP BANK AG International Banking

International banking investments: The Bank of East Asia

Main Agreements (Jun’09) . Strategic investment agreement: CaixaBank may BEA Sets New Record for the First Half of 2012 increase its stake in BEA up to 20% with prior agreement of BEA HKD M Jun’12 % Change . Strategic collaboration agreement: Gross Loans (1) 371.251 3% o BEA: exclusive platform for potential financial Deposits 491.855 3% investments in the Asia Pacific region Total Assets 641.487 5% o Cooperation between BEA and ”la Caixa” in the Net Interest Income 4,621 5% development of banking services and products Net operating Income 3,277 16% . Established a joint-venture for auto-loan business in China (Aug’12) Net Profit 2.988 11% Share price performance1 Cost to income ratio 56% 300 NPL’s 0.4% BEA 250 Coverage ratio 75% +117% 200 Loan to Deposit 67% 150 Core Capital 9.7% +23% 100 Employees 12,346 50 MSCI World Banks Branches 226 0 Jan-09 Jan-11 Jan-13 65 (1) Loans and trade bills (1) Share price evolution from 1st Jan’09 to 30th January’13

MSCI World Banks Industry Grou BANK OF EAST ASIA

International Banking

International banking investments: Grupo Financiero Inbursa

Main Agreements (Oct’08) Impressive solvency and solid business . Shareholders’ agreement: o Exclusivity of CaixaBank as a partner of GFI MXN M Sep’12 % change o Minimum stake in GFI: 20% for CaixaBank and 31% Gross Loans 172,041 8% for the Slim Family (51% combined) Total Customer Funds 379,944 3% Retail Banking Business Plan in Mexico:

Total Assets 322,448 5% . Reaching 500 “light” commercial branches by 2015 Net Interest Income 8,984 2% . Clear customer orientation: product development to boost retention and cross-selling Net Operating Income 12,075 111%

Net profit 5,382 83% Share price performance1 NPL's 4.0% Coverage ratio 366% 280 125% 240 GFI Loan to Deposit +123% TIER 1 19.3% 200 Employees 6,719 160 +23% Branches 283 120 80 MSCI World Banks 40 Jan-09 Jan-11 Jan-13

MSCI World Banks Industry Grou GRUPO FINANCIERO INBURSA-O 66 (1) Share price evolution from 1st Jan’09 to 30th January’13 International Banking

International banking investments: Grupo Financiero Inbursa

Inbursa: successful implementation of our Partnership Model An increasingly successful alliance

Strategic Alliance since Oct’08 . 20% stake: 10% new shares, 10% old shares. . 2 board members + 1 executive member.

Retail Business Plan . Focus on “Final Retail Customer”: maximize cross-selling and customer retention, with support of “la Caixa”’s know-how . . Development of a branch network, devoted to commercial activity and managed as business units.

The Plan has been successfully . Branch Network growth: 283 branches in September 2012 (3x since 2008). implemented despite the crisis . Appointment of a new Commercial Director who coordinates Product and Regional Directors. . Creation of a Quality & Service Department to guarantee proper levels of service. . Implementation of Management Control and Commercial Agenda tools. . 9 workshops in Spain with all of Inbursa’s Commercial Managers. . Knowledge transfer in key Retail Banking areas: branch network management, sales-force effectiveness, product design, data mining, electronic channels and IT management. . Joint innovation in electronic banking, ATMs, point-of-sale.

Collaboration extended to Corporate . Client referral: joint corporate lending granted to companies (€635 M). Banking . Preferred Correspondent Bank: joint campaigns in foreign trade products.

Excellent relations further reinforced . Inbursa Foundation: endowment and joint projects in Mexico.

Potencial for inorganic growth . Inbursa shall become platform for new equity investments in Latin America.

67 Appendices

. Ratings . Financial statements . International banking . Corporate governance

68 Corporate Governance

“la Caixa” and CaixaBank - Corporate Governance

. The representation of each stakeholder within the General Assembly is mapped onto all “la Caixa”’s governing bodies in similar percentages. . “la Caixa”’s Board of Directors (BoD) proposes among its members and the CEO the appointment of members for CaixaBank’s BoD. To do so, all the groups represented in its Board of Directors are taken into account, so that all of them have presence in CaixaBank’s BoD.

. Minority investors are also represented on CaixaBank’s BoD through the presence of independent Directors

“la Caixa”’s Board of Directors CaixaBank’s Board of Directors Executive director3 Employees Cajas2 1 14% Deposit Holders 2 38% Independent Proprietary directors directors 5 Local authorities 11 19%

Other external “la directors 1 Founding and Community - Caixa” 2 Interest Entities 9 29%

(1) The total amount of “la Caixa”’s representatives is 10 directors (9 Proprietary and 1 Executive) (2) Caja de Ahorros y Monte de Piedad de Navarra, Monte de Piedad y Caja de Ahorros de San Fernando de Guadalajara, Huelva, Jerez y Sevilla, Caja General de Ahorros de Canarias y Caja de Ahorros Municipal de Burgos 69 (3) The Executive Director is also considered “la Caixa”’s representative

Corporate Governance

CaixaBank – Board of Directors and Committees

Board of Directors The Internal Relations Protocol between “la Caixa” Members: 19 and CaixaBank has as main objective: • Executive: 1 . To develop the basic principles that should • Proprietary: 11 govern relations between “la Caixa”and (“la Caixa”: 9 + Cajas1 :2) CaixaBank, in that the latter is the instrument • Independents: 5 through which the former indirectly carries on • Other externals: 2 its financial activities . To delimit CaixaBank’s main fields of activities . To define the general parameters that are to govern any business or services intragroup (between CaixaBank Group companies and “la Caixa” Group companies). In particular, the real estate services: Servihabitat (CAPB Group) offers Building Center (CaixaBank Group) services of Appointments and Audit and control Executive commercialization, advice, management and remuneration committee committee administration of real estate assets. committee . To govern the proper flow of information Members: 3 Members: 7 Members: 3 between “la Caixa”and CaixaBank • “la Caixa” • Executive: 1 • “la Caixa” : 1 • Independents: 2 • “la Caixa” : 4 • Independents: 2 • Independents: 2

(1) Caja de Ahorros y Monte de Piedad de Navarra, Monte de Piedad y Caja de Ahorros de San Fernando de Guadalajara, Huelva, Jerez y Sevilla, Caja General de Ahorros 70 de Canarias y Caja de Ahorros Municipal de Burgos. Institutional Investors & Analysts Contact

We are at your entire disposal for any questions or suggestions you may wish to make. To contact us, please call or write to us at the following email address and telephone number:

investors@caixabank.com +34 93 411 75 03

Av. Diagonal, 621 08028 Barcelona www.CaixaBank.com