1,600 BBVA employees met in Madrid to advance the bank’s 2025-2029 strategy
With the slogan ‘Go Further’ as the central theme, nearly 1,600 BBVA professionals gathered in Madrid to explore the Group’s new 2025–2029 strategic plan. Officially presented in February, the teams responsible for the plan’s design and execution are now working through the details. At the opening of the event, BBVA Chair Carlos Torres Vila and CEO Onur Genç reflected on the achievements of the previous plan (2021-2024): profitable growth, over 14 million new target customers, and the early fulfillment of the sustainable business commitment, channeling €300 billion of sustainable finance one year ahead of schedule. They also conveyed their vision of the future: a competitive scenario, full of opportunity.
Carlos Torres Vila focused his presentation on the transformative role of technology and artificial intelligence in this new stage: “Artificial intelligence is going to change everything, and when it does, it will allow us to multiply our positive impact like never before,” he said. Far from replacing people, he explained, technology empowers them—enabling teams to be closer to customers and more focused on what really matters to customers.
Onur Genç, in turn, underscored that BBVA is entering this new stage from a position of strength, with a profitable business model, a growing customer base, and an organization ready to execute the strategy with agility and vision. He stressed that growth is not an end in itself, but a lever to generate sustainable value, and underlined the importance of moving from ideas to execution in this new cycle.
Six strategic priorities to move forward
The strategic plan is built around six key priorities: strengthening client relationships; making sustainability a driver of growth; developing the corporate banking business; optimizing capital use; transforming the bank through technology and AI; and consolidating a culture based on purpose, excellence and people.
The first priority, incorporating a Radical Client Perspective (RCP), responds to a context where digitization no longer sets us apart, and putting the client radically at the center is a new way to distinguish ourselves. This priority is based on three pillars: excellence in execution—aiming for a flawless experience at every interaction—; a personalized and relevant value proposition; and a new model of engagement based on data and AI.
In the area of sustainability, BBVA is in an advantageous position, with existing capabilities related to business, risk and data. However, the opportunity will expand over the next five years, amid accelerated investment in clean energy, electric mobility and sustainable infrastructure. BBVA seeks to support its clients in their transformation processes by offering expert advisory, innovative solutions, and risk criteria tailored to this new environment.
The approach to the corporate segment is also being strengthened in this strategic cycle, with the aim of consolidating BBVA’s position as the go-to bank for companies of all sizes. The proposal combines the proximity of the relationship manager with BBVA’s technological and advisory capabilities, through a unique model that integrates Corporate & Investment Banking (CIB), Business & Enterprise Banking (BEI) and SMEs. The goal is to take advantage of BBVA’s global scope to make all of the bank’s products and services available to corporate clients, tailored to each company’s needs and stage of development. Their experience is also being redesigned with self-service solutions, ecosystem integration and easy access to financing.
In this new phase, growth will be measured not only by size, but also by value. Therefore, BBVA is promoting a cultural shift that prioritizes decisions geared toward sustainable value creation and efficient capital allocation. Building stronger relationships with customers and participating in their everyday transactions will provide more sustainable profitability, with a focus on the long-term. Capital optimization is a strategic need that allows us to unlock hidden value and redirect resources to where they have a real impact. Both drivers help us ensure that every transaction adds to the value we create as a Group.
AI and next-generation technologies are the cornerstone of the four previous priorities. They will make it possible to improve customer experience and empower teams, while advancing toward a more agile, efficient, secure and resilient business model. BBVA is already incorporating AI agents that provide personalized support to customers and help employees maximize their impact. The goal is to move beyond generic solutions and deliver unique experiences, tailored to each need.
Finally, the event emphasized that BBVA’s workforce is the driving force behind the entire plan. The success of this new strategic cycle is tied to an organizational culture centered around empathy, talent development and the pursuit of excellence. Building a brand that inspires both customers and BBVA employees requires ambition, a sense of responsibility and a vision of change that is shared throughout the organization.
A transformation that starts today
The event ended with a shared reflection: the 2025–2029 strategic plan defines BBVA’s priorities for the coming years in a context shaped by technological transformation, sustainability and the evolving expectations of customers and companies. From now on, the focus will be on bringing this vision to life, with the commitment of the entire bank and a strategy designed to deliver long-term value for customers, employees, shareholders and society.