Company: BBVXF
Filing Date: 2025-09-05
Form Type: F-4/A
Source: 0001193125-25-196513
Chunk: 154

Company: BANCO BILBAO VIZCAYA ARGENTARIA, S.A.
Filing Date: 2025-09-05
Form: F-4/A
Chunk 154
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, or indirect contractual synergies. Secondly, suppliers may be progressively unified                                                    
 in non-critical areas, such as ancillary services and marketing, resulting in better pricing conditions due to economies of scale and a better competitive position for the supplier servicing the BBVA Group. Finally, this approach enables          
 improvements in procurement processes by sharing expense analyses, approval criteria, and supplier evaluations. This will facilitate the early identification of structural inefficiencies, which will then inform final integration plans. All of the 
 foregoing would be done within the framework of autonomous management and the maximization of the value of each entity.                                                                                                                                |

| ii. | Improvements in the productivity of banking operations. Both entities will seek, first, to drive early                                                                                                                                                   
 productivity improvements through a comparative analysis process between different areas that, without compromising their autonomous management, seeks to identify gaps in operational efficiency and effectiveness by comparing key metrics, including  
 cost per customer or transaction, processes performed per employee in a transaction, level of automation and digitalization ratios. This is expected to facilitate the identification of operational best practices in each type of banking transaction. |

Based on the sharing of best practices, parallel automation initiatives are expected to be implemented in administrative or back-office tasks, such as document validation or regulatory reporting, generating savings for each entity. Likewise, the use of supplier capacity in centralized back offices is expected to be optimized as new technologies, particularly the cutting-edge application of artificial intelligence, enable greater process automation, achieving efficiency gains without the need to restructure operational areas.

| iii. | The implementation of best practices derived from being part of a larger global group. This includes the                                                                                                                                                
 voluntary adoption of advanced methodologies in areas such as risk management, resilience and cybersecurity, fraud prevention and anti-money laundering alert management, software development productivity, cloud computing, ESG, customer experience, 
 data governance, and the practical application of new technologies (particularly artificial intelligence, quantum computing, blockchain, and the tokenization of digital assets), through joint committees or cross-functional technical teams, without 
 compromising the autonomous management of each entity.                                                                                                                                                                                                  |

In addition, BBVA and Banco Sabadell are expected to be able to progressively align their organizational cultures, leadership styles and talent programs through shared training, development and succession planning initiatives, offering greater opportunities to their employees and reinforcing their commitment to the BBVA Group, within the framework of autonomous management and the maximization of the value of each entity. The principal assumptions BBVA has used in preparing these operational cost savings estimates include assumptions regarding the extent and quantum of contracts