2012 CSR Report Banco Sabadell by Banco Sabadell

2012 Corporate Social Responsibility

Report

Chairman’s message Banco Sabadell had an extraordinary year in 2012. After successfully passing the stress tests performed by Oliver Wyman on the Spanish banking sector, substantially enhancing its capital and liquidity, and integrating Banco CAM, the Bank now ranks fourth among Spain’s investor-owned banks and is one of the soundest in the industry. Our banking practices are characterized by professionalism, rigour and excellence; for that reason, we have made a determined effort to restore customers’, the markets’ and society’s confidence in the financial system. Our bank’s values are particularly important in this context: trust, authenticity and transparency, translated into a corporate responsibility policy that is focused on attenuating and avoiding potential impacts of our activity. The bank maintains its leading position in the Spanish market in terms of service quality and satisfaction, among both private and business customers.

After the acquisition of Banco CAM, the institution implemented the necessary action plans to restore customers’ trust and bring service and quality levels into line. In parallel, the group spearheaded a social action plan to facilitate the professional transition of all the employees affected by the downsizing at Banco CAM imposed by the European Commission. To improve their employability, they were offered career counselling, finance in favourable conditions, a shop or office lease with one year rent free, and professional advice. Banco Sabadell has established measures to ensure that its clients who are most affected by the crisis are not at risk of social exclusion. In the event of mortgage non-payment, Banco Sabadell works with the customer to find solutions to avoid foreclosure; in no event does it resort to forcible evictions in homes occupied by customers. Additionally, since January 2013, Banco Sabadell is one of the banks participating in the Social Housing Fund and is fully committed to helping resolve the personal and social circumstances of families in a situation of great vulnerability as a result of problems with their homes.

In addition to the existing range of products for business, in 2012 we launched the “Export to grow” programme, which provides support to small and medium-sized enterprises in the process of internationalization as a means of overcoming the crisis. The programmes offers businesses a range of financial education mechanisms focused on international trade. As for the environment, the new CBS headquarters building, inaugurated in 2012, is certified Gold under LEED NC and is one the Bank’s six main buildings that are certified to ISO 14001. Banco Sabadell also continued to be very active in funding renewable energy, having allocated 360 million euro to projects in this field. The achievements of 2012 would not have been possible without the enthusiasm, commitment, professionalism and hard work of the bank’s employees. In 2013, we expect to successfully complete the acquisition of Banco Mare Nostrum’s branch network and business in Catalonia and Aragon. We will also continue to implement social responsibility initiatives that generate value for society, in line with our own corporate values.

José Oliu Creus,

Chairman

Banco Sabadell is the fourth-largest finance group Core capital has been strengthened and now stands at

10.42% after capital was increased by 3,092 billion euro in 2012

236,774 shareholders 53.33% independent external Banco Sabadell has been included in the FTSE4Good and FTSE4Good IBEX 4 sustainability indices and is a member of the Ethibel Investment Register

Following the integration of Banco CAM, Banco Sabadell is now Spainâ&#x20AC;&#x2122;s fourth investor- owned banking group 161 billion euro in assets Net interest income: 1,537,263 thousand euro

A solvent bank Banco Sabadell passed, with satisfactory results, the independent audit of Spainâ&#x20AC;&#x2122;s leading financial institutions conducted in 2012 by Oliver Wyman and is included in group 0.

Balanced corporate governance A high degree of compliance with corporate governance recommendations.

Creating value and managing the impact on society Promoting economic development Banco Sabadell supports small and medium-sized enterprises because of their important role in job creation, and seeks to provide them with access to appropriate finance.

Gross lending to customers

115,392 million euro

Banco Sabadell was the third-largest provider of ICO funding, with an overall 12.2% share.

Supporting Spanish SMEs with the process of internationalization Banco Sabadell launched the programme â&#x20AC;&#x153;export to growâ&#x20AC;?. The programme provides support for SMEs in the process of internationalization as a means of overcoming the crisis.

Banco Sabadell contributes

Avoiding social exclusion On 17 January, the bank joined the agreement to create the social housing fund.

250

homes for evicted families who are in a situation of particular vulnerability

Financial activity and sustainability 360 million euro in finance to renewable energy generation projects

17 projects include the Equator Principles

88%

of which involved renewable energy

Investing and funding in renewable energy Banco Sabadell, through its wholly owned subsidiary, Sinia Renovables invests directly in power generation projects that use renewable energy.

Signed the Equator Principles The bank adopted the Equator Principles a set of standards developed to ensure that social and environmental risks are identified, assessed and managed when funding large projects.

Environmental products and services • Financing public lighting, installation of biomass-fired boilers and cogeneration plants. • Energy efficiency leasing product. • Photovoltaic leasing product.

Credit lines with ethical criteria Banco Sabadell and the European Investment Bank signed an agreement which excludes funding for no ethical industries or activities 400 million euro credit Line for SMEs

Socially responsible investing Ethical and solidarious investment products: • Sabadell BS Inversión Ética y Solidaria, FI • Urquijo Cooperación SICAV

86,696

euro management fee donated to NGOs

• Plan de Pensiones Ético y Solidario • BS ahorro futuro

BanSabadell 25FP adhered to the United Nations Principles of Responsible Investment in the asset owner category

A long-term relationship 5,502,584 customers 40,000 followers on social networks

Satisfaction level: Private customer

7.71/10

Professionalism, rigor and high standards in banking practices are values that characterize the group. Consequently, after the acquisition of Banco CAM, the group implemented action plans to regain the trust of that former savings bankâ&#x20AC;&#x2122;s customers and align it with Banco Sabadell in terms of ser vice and quality. Requirements for a long-term relationship:

1. Trust

Business customer

7.57/10

2. Authenticity 8

3. Communication

Oficina directa 24-hour service available for all of the group’s brands on the customer service channel chosen by the customer: telephone, email and social networks. Banco Sabadell has a platform, feedback. bancsabadell.com, and an area for suggestions on Facebook which allow customers to offer comments, suggestions and ideas about its products and services.

Financial services adapted to the customer Banco Sabadell has joined the agreement between the Spanish Banking Association (AEB), the Spanish National Securities Market Commission (CNMV) and the Bank of Spain to implement actions in the framework of the Financial Education Plan:

• Teaching guide which contains resources to turn children’s questions about money into opportunities for learning and for dialogue with parents. • Practical guide to foreign trade, seminars, videoconferences, “pills for improvement”, and case studies of internationalization by SMEs.

#LlegarAntes

Being pioneers

At Banco Sabadell, we believe that being pioneers is the best way to offer our customers the best solutions wherever they may be found and regardless of the channel that is used. First bank in Spain to have an Android-native mobile banking app.

You are the key Leadership management and training

15,596

• Corporate development programme for senior executives.

employees

50%

• Corporate management programme aimed at future department heads and newly appointed headquarters managers with subordinates.

of women

% 50%

of men

Equality, work-life balance and integration

35 hours

• Equality plan’s Steering Committee, which consists of representatives of workers and the Bank.

98%

• “Women and Leadership” seminar to raise awareness in business of women’s managerial skills.

of training per employee

of employees receive training

• 316 employees with paternity leave. 10

56%

of promotions are of women

2 women

in the Board of Directors

• Employees from over 35 nationalities.

SUMAS programme Banco Sabadell launched the SUMAS programme to assist Banco CAM employees throughout the process of integration.

Specific platform

which includes a section where individual employees can raise queries and receive replies.

Improve employability and generate employment Banco Sabadell launched a social plan to facilitate the relocation of employees who, either voluntarily or forcibly, were affected by Banco CAM downsizing plan.

Promoting solidarity • The employee portal publicizes social action initiatives in which employees can participate.

Specific support

for Banco CAM employees

Career counseling

Professional advice Finance on preferential terms Office or business premises leases with one year rent-free

• 120 employees of the Bank participated in the TV3 Telethon. 11

• With the support of employees and customers, the bank raised over 21,000 euro for Unicef survival programmes.

Facilities and environmental management 6

buildings certified to ISO 14001

Signed the Carbon Disclosure Project and CDP Water Disclosure • 93% of the branch network is equipped with centralized lighting and climate control systems. • 84% of the paper used at corporate headquarters has been recycled

87% 12

of the electricity is purchased from Nexus Renovables, a supply company that is guaranteed

100% Renewable

• Banco Sabadell inaugurated the new BancoSabadell (CBS) office building in Sant Cugat del Vallès which is certified Gold under LEED nC v. 2.2. • 23% more efficient in terms of energy consumption • 65% in water consumption when compared with a comparable conventional building.

Ethical procurement Supplier Code of Conduct

40%

Procurement contracts include clauses on compliance with environmental criteria, human rights and the Ten Principles of the United Nations Global Compact, as well as acceptance of the Supplier Code of Conduct.

40% of suppliers evaluated to ISO 14001/EMAS

Banco Sabadell has a strategic relationship with its two major technology suppliers, HP and IBM, based on mutual trust and cooperation that contributes to generating added value.

Strategic alliances with its two major technology suppliers

• 268 suppliers • Awarded contracts worth a total of 72 millions euro

3,841,821

euro expended on social and cultural action

Social and cultural action Banco Sabadell operates in this area through: • Banco Sabadell’s Foundation • Banco Herrero’s Foundation • Banco Sabadell’s Sponsorship Commission.

2.3%

6.1%

Aid and solidarity

Social integration

18.6%

2.9%

Others1

0.1% Environment

23.3% Economic development

Medical research and healthcare

16.6% Training and education

30.1% Culture

Includes general expenses of the Banco Sabadell Foundation and Banco Herrero Foundation.

Index CSR at Banco Sabadell Managing the impact on society Shared value creation

Main financial figures

Risk management and business ethics

Banco Sabadell and its customers

Risk management Preventing money laundering and blocking terrorist finance Commitment to business ethics

A long-term relationship Financial solutions adapted to the customer Socially responsible investing (SRI) Closeness and innovation Attending to claims and complaints

Balanced corporate governance

Banco Sabadell and its employees Career development Freedom of association and collective bargaining Equality, integration and work-life balance Safety and well-beingâ&#x20AC;Š Employee participation

Sustainability and environmental management

Additional Information

Commitment to sustainability Environmental management Environmental awareness-raising

Process of drafting the CSR report GRI G3.1 indicators-financial services sector supplement Sustainability indicators

Ethical procurement

Social and cultural action Investing in society Banco Sabadell Foundation Banco Herrero Foundation

CSR at Banco Sabadell Managing the impact on society Shared value creation

CSR at Banco Sabadell

anaging the impact on society

Banco Sabadell's corporate social responsibility (CSR) model is applied transversally to all of its business areas and is based on the international policies and initiatives to which the bank adheres. In recent years, the bank has developed technology which enhances interaction with stakeholders and encourages shared value creation.

Banco Sabadell has a track record of almost a decade in corporate social responsibility. During that time, the bank has given priority to actions that enable it to adapt to new suggestions and the needs of its stakeholders and society in general. Banco Sabadell subscribes to the renewed EU strategy 2011-14 for Corporate Social Responsibility in which the Commission puts forward a new definition of CSR as â&#x20AC;&#x153;the responsibility of enterprises for their impacts on society. To fully meet their corporate social responsibility, enterprises should have in place a process to integrate social, environmental, ethical, human rights and consumer concerns into their business operations and core strategy in close collaboration with their stakeholders." The goal is to maximise shared value creation for stakeholders, and to identify, prevent and mitigate possible adverse impacts on society. The group's business mission and values have undergone transformation, innovation and shared value creation processes which align Banco Sabadell with this new definition. The bank interacts with employees, customers, consumers, suppliers, institutions and organizations in Spain and elsewhere, enhancing shared value creation.

Maximize value creation, and identify, prevent and mitigate possible impacts on society

"Companies' responsibility for their impact on society"

In an adverse social and economic environment, marked by restructuring of the financial sector, the bank demonstrated its ability to develop a coherent corporate social responsibility policy that identifies, prevents and mitigates potential impacts on society and creates shared value for stakeholders.

business premises leases with one year rent-free, and professional advice.

Improving access to employment In order to minimize the social impact of the measures imposed by the European Commission in the acquisition of Banco CAM, Banco Sabadell launched a social plan to facilitate the relocation of employees who, either voluntarily or forcibly, were affected by downsizing; the plan included career counseling for outgoing employees in order to improve their employability. Additionally, former employees wishing to set up a business were offered finance on preferential terms, office or

Avoiding social exclusion In response to difficulties experienced by some customers, Banco Sabadell has established measures to ensure that those who are most affected by the crisis are not at risk of social exclusion. In the event of mor tgage nonpayment, Banco Sabadell works with each customer to find the most appropriate solution with a view to helping them address temporar y difficulties and avoid foreclosure. Banco Sabadell has adopted the Code of Good Banking Practices, which allows

The plan also entails revitalizing the business structure in areas where Banco CAM downsizing was greatest by promoting job creation through entrepreneurship.

dation in payment as the last option for unemployed families in dwellings wor th at most 200,000 euro who cannot afford to pay the mor tgage (which amounts to 60% or more of the household income), subject to meeting the qualifying conditions. On 17 Januar y 2013, the bank joined the agreement to create the social housing fund and contributed 250 homes for evicted families who are in a situation of par ticular vulnerability.

Promoting economic development Banco Sabadell suppor ts small and medium-sized enterprises because of their impor tant role in job creation, and seeks to provide them with access to appropriate finance. Banco Sabadell also frequently attends roundtable discussions and seminars organized by business and professional associations so as to provide information about the funding available for each sector. Each year, Banco Sabadell offers ICO credit facilities and the main subsidised credit lines provided by Spain's regional governments. In 2012, Banco Sabadell was the third-largest provider of ICO funding, with an overall 12.2% share.

CSR at Banco Sabadell

Corporate social responsibility initiatives

Signed the United Nations Global Compact. The Global Compact network assigned an advanced rating to Banco Sabadell's 2010 Communication on Progress.

Signed the Equator Principles .

Adhered to the United Nations Principles of Responsible Investment in the asset owner category.

Signed the Carbon Disclosure Project and CDP Water Disclosure.

The Compliance, CSR and Corporate Governance Depar tment coordinates the corporate social 足r esponsibility policies approved by the Board of Directors, and has designed specific programmes in

the framework of the CREA 2011-2013 strategic plan. Initiatives led by different areas of Banco Sabadell have strengthened its commitment to stakeholders and society in general.

Banco Sabadell is a party to the agreement signed by the AEB, CNMV and the Bank of Spain to implement actions in the framework of the Financial Education Plan. The Banco Sabadell CSR report is drawn up in accordance with the Global Reporting Initiative's G3.1 guidelines and is checked by external auditors; once again, the bank received the highest level: A+. Banco Sabadell used international standard ISO 26000 as a guide for integrating social responsibility in its values and practices.

Since 2008, Banco Sabadell has been included in the FTSE4Good and FTSE4Good IBEX sustainability indices and is a member of the Ethibel Investment Register.

CSR at Banco Sabadell

ISO 9001 certification for 100% of financial processes and activities in Spain.

Environmental management systems at six corporate headquarters, certified to ISO 14001.

LEED NC certification (New Construction) sustainable building certification for the new Centro Banc Sabadell building.

Member of the EU GreenBuilding Programme for the sustainable construction of its PolinyĂ logistics centre.

Collaborating on the RSE-PYME Initiative (CSR-SME Initiative), promoted by Spain's Official Credit Institute (ICO) and the Spanish Global Compact Network to raise awareness about social responsibility among Spanish SMEs.

Member of the Department of Applied Ethics at the Ethos Ramon Llull Foundation, which focuses on research and academic work on business and professional ethics, corporate social responsibility and educational strategies for raising awareness about ethics.

Member of the Council of Experts of the Madrid Excelente Foundation.

Member of the Environment Committee at the Spanish Association for Quality (AEC).

Banco Sabadell is Executive ViceChair in Catalonia of Club de Excelencia en Gesti贸n.

Member of the external corporate social responsibility committee for the company SECE.

Member of the Advisory Board of the Luis Vives Foundation's Corporate Social Responsibility magazine.

CSR at Banco Sabadell

hared value creation

Banco Sabadell's CREA 2011-2013 strategic plan pursues the sustainability and excellence of the bank in an adverse economic scenario and at a time of profound changes in customer relations. In recent years, the bank has focused in particular on involving employees, customers and consumers in shared value creation and has developed tools for channelling innovation.

You are the key Enthusiasm, commitment, professionalism and capacity for hard work on the part of the bank's employees played a vital role in adapting to the changing economic situation and the integration of Banco CAM.Each employee is responsible for transmitting values and the need for change to the entire organization and for contributing to the group's business transformation.

This year, thanks to the contribution by one of our headquarters staff, the videos on social networks were subtitled

BS Idea All employees can use the BS Idea portal to communicate ideas to the company and share them with their colleagues. The portal enables employees to comment and suggest improvements in a collaborative environment. The BS Idea platform has 10,328 users. In 2012, a total of 1,650 ideas were received, which garnered 750 comments and 13,847 votes. Using this platform, employees can propose ideas freely and any unit of the bank may launch specific challenges to encourage reflection and creativity in certain innovation niches. Promoting solidarity The employee portal publicizes social action initiatives in which employees can participate. The portal is a space where employees can share experiences and announce projects in which they are personally involved, so as to promote a culture of solidarity.

In 2012, 120 employees of the bank participated in the TV3 telethon

Relations with customers A relation based on trust, authenticity and communication

Customers' and employees' suggestions and ideas are used to create new products and services, opening up a new cooperation channel between stakeholders and the bank.

A new channel for interaction Banco Sabadell interacts with its customers at its branch offices, and also provides them with the possibility of sending their comments, suggestions and requests to the bank via Facebook, Twitter, and the website set up for this purpose, feedback. bancsabadell.com. Customers use this platform to propose improvements or new ideas for remote banking, BS M贸vil, operations, services, accounts, bank cards, etc. Oficina Directa allows customers and consumers to interact with the bank in an open, transparent way anywhere, at any time. Customers can choose the channel through which they wish to be attended at any time (phone, email, Twitter, Facebook, Google+). With Oficina Directa, a team of managers is available every day, 24 hours a day, to respond to queries and requests. Banco Sabadell supports Spanish SMEs and larger companies with the process of internationalization. AMEC, Arola, Banco Sabadell, CESCE, Esade and Garrigues have launched a programme called "Export to grow" in order to provide support for

SMEs and large companies in the process of internationalization as a means of overcoming the crisis. The programme provides a range of learning mechanisms and channels: a practical guide to foreign trade, seminars, videoconferences, "pills for improvement", and case studies of internationalization by SMEs. (www.bancsabadell.tv/servicios) Enabling customers to participate in social action projects The bank markets Sabadell BS Inversión Ética y Solidaria, FI (a mutual fund) and Urquijo Cooperación SICAV (an investment company); both products are solidarious in nature and donate a percentage of their management fees to development and humanitarian aid projects. Banco Sabadell also markets an ethical and solidarious pension plan that was created in 2003 in cooperation with Intermón Oxfam and ESADE. An ethics committee comprised of specialists from ESADE and Intermón Oxfam supervises and validates the plan's ethical criteria, determining the securities which are suitable for the fund's investment portfolio. UNICEF "Cumpledías" campaign The bank published the UNICEF "Cumpledías" campaign on its web site; the campaign seeks to collect funds to treat children in a situation of severe malnutrition. With the support of employees and customers, the bank raised over 21,000 euro for UNICEF survival programmes.

The bank offers its customers two socially responsible products which channel investment into responsible companies and also contribute to humanitarian projects.

CSR at Banco Sabadell

Strategic alliance with suppliers Banco Sabadell has a strategic relationship with its two major technology suppliers, HP and IBM, based on mutual trust and cooperation that contributes to generating added value. Banco Sabadell participates with its partners in forums to identify opportunities for technological improvements, allowing both partners to maximize their technological and innovation capacity, leading to the development of innovative solutions in the banking sector. For example, the virtual desktop platform used by over 2,000 Banco Sabadell branches is a worldwide benchmark product for HP. The platform provides notable energy savings and also enabled the bank to undertake the recent acquisitions more easily and at a lower cost than using more traditional approaches.

Sharing best practices 30

The bank creates shared value with universities, business associations, the third sector, and regional, national and international government initiatives. Banco Sabadell is one of six companies that are members of the Committee of Experts of Madrid Excelente, the Madrid regional government's quality seal. The committee members have been chosen for their commitment to innovation, social responsibility, continuous improvement and quality in their initiatives. The

Madrid Excelente Committee of Experts has the mission of extending excellence to all businesses throughout the region. Banco Sabadell participates in various fora and work groups with a view to sharing and raising awareness about social responsibility and best practices in this area. The bank cooperates actively by contributing its experience to the SECE external corporate social responsibility committee. Banco Sabadell has assisted the RSE-PYME Initiative, headed by the Spanish Global Compact Network and ICO. Banco Sabadell raised awareness among its suppliers about the RSE-PYME Initiative, which uses the slogan "Responsibility plus Sustainability equals Profitability" and provides free training in CSR, support in implementing the Ten Principles of the UN Global Compact, and one-on-one advisory services for drafting Sustainability Reports.

Banco Sabadell participates in various fora and work groups with a view to sharing and raising awareness about social responsibility and best practices in this area.

Risk management and business ethics Risk management Preventing money laundering and blocking terrorist finance Commitment to business ethics

Risk management and business ethics

isk management

Banco Sabadell understands that corporate social responsibility should focus primarily on its own business activity.

It is vital for a financial institution to identify, prevent and mitigate the risks inherent to its activity and to ensure strict compliance with the law and its voluntary commitments, in order to ensure ethical, responsible performance.

Banco Sabadell manages risk efficiently so as to optimize value creation for stakeholders by ensuring an appropriate level of solvency, transparency and integrity. To this end, the bank works continuously to identify, prevent and mitigate both the risks inherent in its operations and regulatory compliance and reputational risks.

Risks and banking The main risks inherent to the business of Banco Sabadell and its group are essentially credit, market and operational risks, which are detailed in the financial statements, the 足Annual Report, the Corporate Governance Report and the Basel Pillar III Disclosures, all of which are available on the corporate website.

Consideration of social and environmental risks in project finance On 28 September 2011, Banco Sabadell adopted the Equator Principles, a voluntary framework for determining, assessing and managing social and environmental risk in project finance transactions. Since then, all new project finance deals worldwide whose capital cost exceed 10 million dollars include the Equator Principles as a contractual obligation of the borrower.

Banco Sabadell has adopted the Equator Principles on social and environmental risks

Risk management and business ethics

Assessing the environmental risk in credit transactions All our branches have supporting documents available to help analysts assess the environmental risk associated with an industry or business activity. All risks, including environmental risks, are set out in the risk report and are used in the decision on loan applications.

Transparent, reliable financial reporting

Reliability Banco Sabadell guarantees full transparency and reliability in its financial reporting

In compliance with the Securities Market Act and the Sustainable Economy Act, the bank includes in its corporate governance repor t a description of the main features of the internal control systems in relation to the process of identifying the risk of error in financial repor ting. In this way, Banco Sabadell ensures full transparency and reliability of the financial information made available to stakeholders.

Ensuring compliance The bank's Compliance Department participates in the approval circuits of all the Group's work procedures and new products. The Department seeks to ensure compliance and ethics within the group, thereby minimising reputational and legal risks.

The bank's Compliance Department participates in the approval circuits of all the Group's work procedures and new products

This year, under the new consumer protection regulations, the bank's risk policy has been adapted to reassert our commitment to responsible lending and measures have been implemented to increase protection and transparency in relationships with our customers.

Risk management and business ethics

reventing money laundering and blocking terrorist finance

Banco Sabadell has adopted a number of rules and due diligence procedures to avoid being used for the purposes of money laundering or terrorist finance.

Measures, rules and procedures adopted • A general regulation on the prevention of money laundering for the group, one for correspondent banks, and specific regulations for each subsidiar y, domestic or overseas, and for each overseas branch. • Group-wide regulations on blocking terrorist finance. • A customer acceptance policy with different levels of authorization depending on the associated money laundering risk. • Procedures for identifying, accepting and knowing our customers. A Know Your Customer (KYC) questionnaire is used to acquire data about the customer's identity and planned banking activities; the questionnaire adapts to the money laundering risk associated with the customer's activities. • Enhanced due diligence for correspondent banks, politically exposed persons (PEP) and other potential risk groups. • An automated control system for checking possible matches with persons associated with terrorist activities, politically exposed persons and their related parties.

employees specialized in preventing money laundering and blocking terrorist finance 39

Risk management and business ethics

â&#x20AC;˘ An annual repor t drawn up by an external exper t assessing the procedures and control systems in place is made available to the regulator. The group has an internal control unit, headed by the Comptroller General, whose mission is to ensure compliance with the Laws on the Prevention of Money Laundering and on Blocking the Financing of Terrorism.

Training Training on prevention of money laundering and blocking terrorist finance

Mandatory training for all new group employees and an annual training plan based on in-person or distance courses for all employees or for specific groups at particular risk, subsidiaries and overseas offices.

Complementing the annual training plan, specific in-person refresher courses are designed for branches with a large concentration of accounts considered to be particularly at risk; the courses deal specifically with these issues and the importance of proper "know your customer" (KYC) practices.

During 2012, the bank continued to implement improvements in the KYC system and in systems to track suspicious transactions, the goal being to strengthen the control environment with regard to the prevention of money laundering. These measures were also extended to Banco CAM.

Number of employees specialized in prevention of money laundering and blocking terrorist finance

Spain

International

Total

Percentage that completed the obligatory online course % of Banco Sabadell employees who have taken the course

95%

% of Banco CAM employees who have taken the course

87%

Total

92%

Risk management and business ethics

Banco Sabadell is a standard-setter in the field of prevention of money laundering and blocking terrorist finance, and it shares its best practices in forums and seminars on the subject. For example, in November the bank taught a course on the prevention of money laundering and terrorist financing for members of the Catalan police force (Mossos d'Esquadra) at the Catalan Institute of Public Security.

Leader

Banco Sabadell is a leader in the prevention of money laundering

Global Compact Businesses should work against all forms of corruption, including extortion and bribery.

Since Februar y 2005, Banco Sabadell has adopted the United Nations Global Compact, which contains 10 principles of conduct in the area of human rights, labour, the environment and the fight against corruption. In its Repor t on Progress, the bank details the policies, controls and actions implemented to combat corruption and money laundering. Par ticular attention

is given to the policy on gifts to customers and suppliers, the social action policy, the general policy on conflicts of interest, and the customer acceptance policy. 43

Risk management and business ethics

ommitment to business ethics

Banco Sabadell has several self-regulatory mechanisms, internal rules and codes of conduct that enable the group to fully assume its social responsibility. It also has a whistle-blower channel managed by the Corporate Ethics Committee to handle communications on possible breaches of ethical standards.

Tools and mechanisms • The Code of Conduct applies generally to all persons directly involved with the Group, whether as employees or as members of its governing bodies. Partners engaged in any business dealings with any Group company are also required to comply with the Code. • The Banco Sabadell Internal Code of Conduct in connection with the Securities Markets which imposes specific obligations on directors and on employees whose work is connected with the securities markets. • The Code of Conduct for Suppliers is binding on suppliers as a pre-requisite for selection. It sets out the labour, human rights and environmental regulations applicable to the bank's suppliers.

all codes and regulations are public and are available on the corporate website

• The ethics and human rights policy sets out the general principles of action, which are incorporated into policies vis-à-vis stakeholder groups. • The corporate social responsibility policy establishes the principles that define the bank's social responsibility approach.

Risk management and business ethics

• The policies in connection with stakeholders (shareholders and investors, suppliers, human resources, the environment and social action) were approved by the Board of Directors and shape the bank's actions in all areas of its activity. • Plan for effective equality between women and men in Banco Sabadell. • The Code on the use of social media sets out some basic recommendations for the efficient use of social networks and to protect the reputation of the bank and that of its employees. • Joined AUTOCONTROL, the Spanish self-regulator y body on commercial communication, assuming the commitment to provide society with responsible advertising, ensuring that all the information, contracts and operating features conform to current legislation. • Adopted the Code of Good Banking Practices, which allows dation in payment as the last resor t for families at risk of social exclusion that cannot pay their mor tgage and fulfil a number of requirements.

The policies with respect to stakeholders were approved by the Board of Directors

Banco Sabadell views dation in payment as the last resor t and works with customers to find possible solutions with a view to helping them address temporar y difficulties and avoid foreclosure.

To ensure that Banco Sabadell always acts in compliance with the rules of conduct in the securities market and the Code of Conduct, the bank has a Corporate Ethics Committee. The committee's six members are appointed by the Board of Directors in order to advise it on the adoption of policies to promote ethical behaviour by the Group. The Committee meets at least once per quar ter and is suppor ted by the human and material resources of the Group's Compliance Depar tment. Any employee may contact the Corporate Ethics Committee to raise any related issue using a confidential e-mail address. The Committee also periodically informs the Board of Directors and the Audit and Control Committee about its activities.

Banco Sabadell has a Corporate Ethics Committee whose mission is to ensure compliance with the Code of Conduct

Balanced corporate governance

alanced corporate governance

Banco Sabadell has adapted to the new transparency requirements of the Sustainable Economy Act and the new Spanish Capital Companies Act, and it supplements its Annual Corporate Governance Report with information about its internal oversight and risk control systems and its policy on directors' remuneration.

Banco Sabadell's high level of solvency and proven profitability support its balanced corporate governance model.

Banco Sabadell publishes all information relating to corporate governance on its website, www.grupobancosabadell.com: the shareholder and investor policy, Board of Directors and Shareholders' Meeting regulations, and the Corporate Governance Report.

of the 58 recommendations in the Unified Code of Good Governance, Banco Sabadell complies with 51 and explains 3; 4 are not applicable.

Corporate governance structure Shareholders' Meeting

Audit and Control Committee

Strategy Committee

Board of Directors

Risk Control Committee

Executive Committee

Operational structure

Appointments and Remuneration Committee

Balanced corporate governance

Capital structure Shareholders

236,774

2012

127,310

2011

126,263

2010

Breakdown of individual and institutional shareholders in 2012

70.8%

individual shareholders

29.2%

institutional shareholders

2,959,555,017

2012

1,391,048,717

2011

1,263,630,834

2010

Distribution of shares by size of stake at 31 December 2012 52

Number of shares from 1 to 12,000

Shareholders

% of capital

200,148

540,817,671

18.27%

34,816

986,021,040

33.32%

1,103

182,409,015

6.16%

599

274,803,312

9.29%

1,200,001 to 15,000,000

311,609,916

10.53%

More than 15,000,000

663,894,063

22.43%

236,774

2,959,555,017

100%

12,001 to 120,000 120,001 to 240,000 240,001 to 1,200,000

TOTAL

Shareholders' Meeting Before the General Meeting, all legal documentation regarding the proposals to be laid before the meeting is made available on the corporate website. The speeches given by the chairman and managing director, and the minutes of the meeting, are also made available on-line after the meeting. The key events of the Shareholders' Meeting are also sceened on the BS TV channel. Since 2010, Banco Sabadell makes its Electronic Shareholders' Forum available to shareholders via the corporate website. The Forum is established for the purpose of facilitating communication between shareholders from the time notice is given of a Shareholders' Meeting until the Meeting is held.

Shareholders with significant stakes % of total voting rights BANCO COMERCIAL PORTUGUĂ&#x160;S, S.A.

3.222%

Through Fundo de Pensoes do Grupo BCP

3.097%

BLACKROCK INC.

3.222%

Through Blackrock Investment Management (UK) Limited

3.105%

Balanced corporate governance

74.78%

attendance

at the Extraordinary Shareholders' Meeting

65.84%

attendance

at the Ordinary Shareholders' Meeting

Prior to each Shareholders' Meeting, registered users may submit communications for publication in the Forum, including: proposals to supplement the agenda announced in the Meeting Notice, initiatives to reach the percentage required to exercise minority rights, etc.). Banco Sabadell has an established procedure online for granting proxies and voting instructions. To ensure 100% access to information, the bank provides shareholders and investors with two specialized departments: Shareholder Relations and Investor Relations. The bank publishes annual and quarterly reports, executive summaries, and the InfoAccionista bulletin on its corporate website, and presents its earnings via webcast. An Investor Day is held regularly with a view to providing investors and analysts with specific information about the bank.

Board of Directors In line with the new Sustainable Economy Act, Banco Sabadell publishes a director remuneration report which details the compensation received by each director. The report sets out the main characteristics of the remuneration system, which will be submitted to the Shareholders' Meeting for a vote.

All directors' professional profiles and biographies are available on the corporate website.

Assessment of the Board of Directors

Composition of the Board

Each year, the committees and the Board of Directors evaluate their performance and composition, and the business transacted. Directors receive all of the information necessary for a Board of Directors meeting at least one week in advance.

13.33% Proprietary external

13.33% Other external

20.00% Executive

53.33% Independent external

15 Board meetings in 2012 100% attendance by the Chairman 95.55% attendance per meeting

Main financial figures

ain financial figures

In an economic situation shaped by the restructuring of the financial system, Banco Sabadell focused on launching its CREA plan, which is based on growth, profitability, and efficiency. Among its achievements in 2012, Banco Sabadell was confirmed as one of the soundest banks in the industry due to inclusion in Group 0 in the Oliver Wyman stress tests, and successfully completed the acquisition of Banco CAM.

Banco Sabadell, founded in 1881, is Spain's fourth-largest investor-owned banking group, with a network of financial institutions, brands, subsidiaries and affiliates that covers all areas of the finance business. Below are the main figures and key events. Detailed information is included in the annual report available on the website.

Key Figures (â&#x201A;Ź '000) 2012

2011

2010

Total assets

161,547,085 100,437,380

97,099,209

Gross loans and advances to customers, excluding repos

115,392,391

73,057,928

73,635,342

Results (â&#x201A;Ź â&#x20AC;&#x2DC;000) 2012

2011

2010

Net interest income

1,867,988

1,537,263

1,459,116

Gross income

2,958,446

2,506,722

2,331,339

1,289,896

1,230,710

1,136,304

81,891

231,902

380,040

Operating profit before impairments and other provisions Net attributable profit

Main financial figures

Returns and efficiency (%) 2012

2011

2010

ROA (net income over average total assets)

0.07

0.24

0.44

ROE (income attributed to the group over average equity)

1.01

3.82

7.32

51.10

47.32

46.20

2012

2011

2010

Core capital

10.42

9.01

8.20

TIER I

10.42

9.94

9.36

BIS ratio

11.39

10.95

11.08

2012

2011

2010

9.33

5.95

5.01

13.88

4.54

4.2

Efficiency (general administration expenses over gross operating income)

BIS capital ratios

Risk management (%) 60

Delinquency ratio (doubtful loans/ total loans)* Total coverage ratio (as % of total loan exposure + real estate portfolio)

* Does not include assets covered by the Asset Protection Scheme (APS)

Banco Sabadell: a solvent bank Oliver Wyman stress test Banco Sabadell passed, with satisfactor y results, the independent audit of Spain's leading financial institutions conducted in 2012 by Oliver Wyman to ascer tain their capital needs in an adverse scenario.

core capital has been strengthened and now stands at 10.4% after capital was increased by 3.092 billion euro in 2012.

Banco Sabadell is included in Group 0, i.e. the financial institutions which already have sufficient capital to successfully withstand the most adverse macroeconomic scenario, evidencing their solvency. Strengthening capital In order to strengthen its capital, the bank engaged in a number of capital transactions in 2012: • Exchange of shares of Banco Sabadell for preference shares in Januar y; acceptance reached 93.8%, enabling capital to be increased by 785 million euro. 61

• Rights issue in March 2012, which enabled capital to be increased by 903 million euro. • Exchange of preference shares and subordinated debt of the Banco CAM group for shares of Banco Sabadell in June and July; acceptance reached 95.7%, enabling capital to be increased by 1.404 billion euro.

Main financial figures

Balance sheet health In 2012, Banco Sabadell allocated 2.541 billion euro in extraordinary income to provisions and writedowns.

Banco Sabadell is now the fourth-largest finance group

Following the integration of Banco CAM, Banco Sabadell is now Spain's fourthlargest investorowned banking group, with over 161 billion euro in assets and more than 1,800 branches throughout Spain.

Integration of Banco CAM On 31 May, the European Commission authorized the acquisition of Banco CAM, which had been adjudicated to Banco Sabadell by the Fund for Orderly Bank Restructuring (FROB) in December 2011. As part of the transaction, an Asset Protection Scheme (APS) was established under which the Spanish Deposit Insurance Scheme (FGD) covers 80% of the losses on a portfolio of predetermined assets with a gross value of 24.660 billion euro. Following European Commission approval, Banco Sabadell has given priority to gaining the trust of Banco CAM's customers. The offer to exchange shares of Banco Sabadell for preference shares and subordinated debt of Banco CAM enabled the holders of those securities to obtain more liquid securities that are better adapted to the current regulatory and market situation.

In 2012, the SabadellCAM network converged solidly with the rest of the group. SabadellCAM's customer acquisition campaign in the fourth quarter of 2012 landed 7,335 new customers and 1.286 billion euro. Agreement to acquire Banco Mare Nostrumâ&#x20AC;&#x2122;s network and banking business in Catalonia and Aragon On 18 December 2012, Banco Sabadell signed an agreement to acquire assets and liabilities from Banco Mare Nostrum, S.A. (BMN). The transaction mainly refers to the purchase of loans and deposits comprising BMN's banking business in Catalonia and Aragon.

Organization structureâ&#x20AC;Š Chairman

General Secretary

Comptroller General

Communication and Institutional Relations

Risks

Human Resources

Operations and Technology Financial holdings and Insurance

Finance 63 Managing Director

Corporate Transactions

Markets and Private Banking

Commercial Banking

BS America

Corporate Banking and Global Business

Asset Management and Corporate Development

Main financial figures

Real estate amounting to more than 2.2 billion euro was sold in 2012.

Asset management A new unit was established in 2012 to manage real estate assets, focused on managing properties and developer loans with a view to reducing overall real estate exposure.

Brands

SabadellAtl谩ntico

SabadellSolbank

Ser ving: all of Spain. The benchmark brand in Spain in banking for companies and individuals.

Ser ving: the Mediterranean coast and the islands. Brand specialized in banking for European residents in Spain's tourist zones.

SabadellHerrero

ActivoBank

Ser ving: Asturias and Le贸n. A commercial bank catering for individuals and businesses in this specific region.

Ser ving: all of Spain. A leading brand in on-line banking in Spain.

SabadellGuipuzcoano Ser ving: Basque Countr y, Navarra and La Rioja. A brand focused on private individuals and companies in this specific region.

The new structure includes Solvia, the group's property management company, which was established in 2008.

SabadellUrquijo Private Banking Ser ving: all of Spain The brand specialized in wealth management and high net wor th individuals.

Sabadell United Bank Ser ving: Florida (USA). The commercial banking brand in the United States.

SabadellCAM Ser ving: Eastern Spain. After absorbing Banco CAM, Banco Sabadell implemented a new trade mark: SabadellCAM. The new SabadellCAM brand seeks to express ethics and prudence, combining the values of CAM with those of the group: a business focus, austerity, ethics, corporate social responsibility, prudence and professionalism.

Main financial figures

Business

International presence

Commercial Banking • SabadellAtlántico • SabadellHerrero • SabadellGuipuzcoano • SabadellCAM • SabadellSolbank • ActivoBank Corporate Banking and Global Business • Corporate Banking • Structured Finance • Corporate Finance • Consumer Finance BS Fincom • BS Capital • Global Business

Markets and Private Banking • SabadellUrquijo, Banca Privada • Investments, Financial Products and Analysis • Treasury and Capital Markets • Securities Trading and Custody • Bancassurance bs américa Other businesses • Asset management • BancSabadell d’Andorra

Subsidiaries and investees Andorra Dominican Republic Hong Kong Portugal USA Branches France Morocco UK USA

Representative offices Algeria Brazil

China Dominican Republic India Mexico Poland Singapore Turkey UAE USA Venezuela

In 2012, Banco Sabadell opened a representative office in New York which is specialized in structured finance for infrastructure and renewable energy.

Banco Sabadell and its customers A long-term relationship Financial solutions adapted to the customer Socially responsible investing (SRI) Closeness and innovation Attending to claims and complaints

Banco Sabadell and its customers

long-term relationship

Banco Sabadell believes that relations with customers should be long term, based on trust, authenticity and communication.

Professionalism, rigor and high standards in banking practices are values that characterize the group. Consequently, after the acquisition of Banco CAM, the group implemented action plans to regain the trust of that former savings bank's customers and align it with Banco Sabadell in terms of service and quality.

Requirements for a longterm relationship: 1. Trust The parties recognise the benefit and value of the relationship and are determined to make it work. Trust, rigour and excellence should increase as the relationship develops.

2. Authenticity Relationships require sincerity and efficacy. If the signs of attention are insincere, the relationship falters. In contrast, genuine appreciation will accelerate the relationship's development.

3. Communication Both parties feel free to express themselves, in the knowledge that they will be listened to and understood.

Banco Sabadell and its customers

inancial services adapted to the customer

Banco Sabadell provides customers with the knowledge and tools they need to manage their finances and works constantly to offer them the financial solutions that are best adapted to their needs.

Banco Sabadell is one of the banks that have joined the agreement between the Spanish Banking Association (AEB), the Spanish National Securities Market Commission (CNMV) and the Bank of Spain to implement actions in the framework of the Financial Education Plan.This Plan seeks to improve citizens' financial knowledge by providing them with the basic skills and tools to make informed, responsible financial decisions. The plan conforms to the recommendations and principles of the Organisation for Economic Co-operation and Development (OECD). The group website offers a direct link to the plan (http://www.finanzasparatodos.es), where users can find a set of basic tips about household finances, investment, etc. In parallel, the bank has developed some of its own financial education initiatives, such as the Expor t to Grow programme, the "What's money for?" children's ar t competition, and the Personal Finance ser vice. The bank is currently developing specific videos on finance addressed to individuals.

The Financial Education Plan seeks to enhance citizens' financial knowledge 73

Banco Sabadell and its customers

For private individuals Banco Sabadell aims to establish long-term relationships with its customers based on trust, offering them quality ser vice and proximity to their personal account manager. The bank seeks to provide individuals with the same rigour and effectiveness in money management that it gives to companies.

Banco Sabadell offers financial solutions adapted the needs of children, young people and seniors

Banco Sabadell offers specific solutions which include financial and non-financial products adapted to the needs of each segment: children, young people and seniors. In response to difficulties experienced by some customers, Banco Sabadell has established measures to ensure that those who are most affected by the crisis are not at risk of social exclusion. In the event of mortgage default, Banco Sabadell works to find possible solutions with its clients with a view to helping them address temporary difficulties and avoid foreclosure.

The customer is firstly encouraged to return the loan to performing status through a payment plan that best fits their circumstances or a mortgage refinancing agreement involving grace periods, a change in the interest rate or an extension of the repayment term. It is also possible to consider accepting the home as dation in payment as a way of cancelling the debt.

If foreclosure proves unavoidable nonetheless, the customer is offered the possibility of remaining in the home as a tenant or of renting another home owned by the bank. As a last resort, in the event that the home must be vacated, Banco Sabadell endeavours to provide the debtor sufficient time to vacate it, requesting an extension to the initial term granted, where necessary.

in the event of mortgage default, Banco Sabadell works to find solutions with its customers with a view to avoiding foreclosure

As a result of all these measures, the bank did not have to resort to any case of forcible eviction in 2012. Code of Good Banking Practices Banco Sabadell has adhered to the Code of Good Banking Practices, which allows dation in payment as the last option for unemployed families in dwellings worth at most 200,000 euro who cannot afford to pay the mortgage (which amounts to 60% or more of the household income), subject to proof that they meet the qualifying conditions. 75

Banco Sabadell and its customers

Social Housing Scheme On 17 January 2013, the bank joined the agreement to create the social housing scheme and contributed 250 homes for evicted families who are in a situation of particular vulnerability. in 2013, the bank contributed 250 homes to the social housing fund

For companies, freelance workers and micro-enterprises Banco Sabadell has been providing financial services to SMEs for many years and is a

Financial education

Personal finance planner

Saving simulator

We offer a Personal Finances ser vice to our individual customers which enables them to obtain a quick over view of how much they spend and where they spend it, enabling them to organize and manage their personal finances. Customers can customize quer y results and download them to their own computer to analyse them at leisure.

The bank has improved its pension plan offer, and has made a savings plan simulator available to customers and consumers. The simulator enables customers to calculate how much they can save to maintain their lifestyle in the future.

leader in Spain in the SME and corporate banking market. The bank has an extensive, specialised financial offer to meet the needs of all businesses, including entrepreneurs who are just starting out, SMEs and large companies.

a bank specialised in responding to the needs of business

The Cuenta Expansi贸n Negocios account aims to provide self-employed workers, shops and companies with a comprehensive solution for the day-to-day management of their business. "Canal Negocio" provides customers with tailor-made products and ser vices.

Children's art competition For the third consecutive year, Banco Sabadell organised a children's ar t competition entitled "What's money for?", aimed at children aged up to 13 who are interested in drawing. www.paraquesir veeldinero.com the bank provides learning materials and games to teach children the value of money and the impor tance of saving. This year, it also produced a

teaching guide with the help of educators and exper ts in education. The guide contains resources to turn children's questions about money into oppor tunities for learning and for dialogue with parents.

Banco Sabadell and its customers

Banco Sabadell suppor ts small and mediumsized enterprises and, in the current economic situation, seeks to provide access to finance in favourable conditions in order to promote

Financial education Export to grow AMEC, Arola, Banco Sabadell, CESCE, Esade and Garrigues have launched a programme called "Expor t to grow" in order to provide suppor t for SMEs and large companies in the process of internationalization as a means of overcoming the crisis. Internationalization in a company is a process that requires information, professionalism, experience, 78

knowledge and innovation. The programme provides a range of learning mechanisms and channels: A practical guide to foreign trade, seminars, videoconferences, "pills for improvement", and case studies of internationalization by SMEs.

job creation. Banco Sabadell also frequently attends roundtable discussions and seminars organized by business and profressional associations so as to provide information about the funding available for each sector. Each year, Banco Sabadell offers ICO credit facilities and the main subsidised credit lines provided by Spain's regional governments. The bank has also signed agreements with most of the reciprocal guarantee companies, which enable member companies to obtain funding. Banco Sabadell signed the following funding lines, among others, in 2012: • ICO Emprendedores 2012: subsidised finance in preferential conditions for investment projects in Spain by self-employed workers and companies that have been operating for less than 5 years. • ICO Inversión 2012: subsidised finance in preferential conditions for investment projects in Spain by self-employed workers and companies. 79

• ICO Liquidez 2012:provides funding for working capital for solvent, viable self-employed workers and companies during a temporar y credit crunch.

Banco Sabadell and its customers

• ICO Internacionalización 2012: finances investments in other countries.

In 2012, Banco Sabadell was the thirdlargest provider of ICO funding, with an overall share of

12.2% the agreement with the EIB requires that nonethical industries or activities be excluded

• ICO Exportadores 2012: enables Spanish selfemployed workers and companies to discount invoices for exports. • ICO Garantía SGR 2012: finances investment in fixed assets and working capital for borrowers backed by a reciprocal guarantee company. Banco Sabadell and the European Investment Bank (EIB) set up a 400 million euro credit line for SMEs. The agreement excludes funding for nonethical industries or activities, such as those with an environmental impact, weapons manufacturers, those that violate human rights. Banco Sabadell is one of four banks collaborating with the Centre for the Development of Industrial Technology (CDTI), which channels funding and support to R&D and innovation projects in Spain and abroad.In 2012, the bank signed the following pre-funding lines:

• CDTI - Línea de prefinanciación: special line for advancing, in preferential conditions, the funding approved by the CDTI for R&D and innovation projects. • CDTI - Línea Banca CDTI: advances funding, in preferential conditions, for investment in new productive assets to improve and modernize a company's technology that has been approved by the CDTI.

Banco Sabadell and its customers

ocially responsible investing

In the current crisis, Banco Sabadell has maintained its responsible investment products with the conviction that it is one of the areas in which the financial sector must improve.

Fee donated to NGO (euro) 2012

2011

2010

Urquijo Cooperación SICAV

56,984

63,241

56,004

Sabadell Inversión Ética y Solidaria, FI

15,731

22,544

13,110

Plan de Pensiones Ético y Solidario

13,981

17,218

13,609

TOTAL

86,696

103,003

82,723

In 2010, the bank adopted, in the category of asset owner, the United Nations Principles for Responsible Investment, which include environmental, social and corporate governance criteria in investment policies and practices. One of Banco Sabadell's pension funds, BanSabadell 25FP, signed the PRI. The bank currently markets Plan de Pensiones Ético y Solidario (a pension plan), BS Ahorro Futuro (a solidarious endowment policy) and two socially-responsible investing (SRI) products.

83 products that are based on an ethical investing approach and are designed to assign part of the management fee to solidarious projects

Banco Sabadell and its customers

Sabadell BS Inversión Ética y Solidaria, FI (a mutual fund) and Urquijo Cooperación SICAV (an investment company) donate a percentage of their management fees to development and humanitarian aid projects.

Sabadell Inversión Ética y Solidaria, FI (a mutual fund) and Urquijo Cooperación SICAV (an investment company) are two SRI products that exclude investments in companies whose activities are harmful to human rights, social justice and the environment; when selecting investments, preference is given to companies in the FTSE4Good index. Both are solidarious and donate a percentage of the management fees they collect to development and humanitarian aid projects.

Sabadell BS Inversión Ética y Solidaria, FI Characteristics of the investment Assets Number of investors/shareholders Donation to NGO (% of management fee) Donation to NGO in 2012 (from 2011 results) Beneficiary NGO 84

Ethical and solidarious 3,818,628 euro 124 0.35% 15,731.06 euro Caritas España

*Figures at 31.12.2012

Plan de Pensiones Ético y Solidario is a pension plan launched jointly by Banco Sabadell with Intermón Oxfam and ESADE in 2003. An ethics committee comprised of specialists from ESADE and Intermón Oxfam supervises and validates the plan's ethical criteria, determining

Urquijo Cooperación SICAV Characteristics of the investment Assets Number of investors/ shareholders Supervision of selection criteria Fee donated (% of management fee) Donation to NGO in 2012 (from 2011 results)

Ethical and solidarious 5,659,629 euro 154 Ethics Committee 0.60% 56,983.87

Beneficiary NGOs: Asociación Cultura Norte Joven, Fundación Banco de Alimentos de Sevilla, Fundación Privada CassiàJust, Congregación del Sagrado Corazón, Fundación Benito Menni, Fundación PROIDE, Fundación Proyecto ACI Solidario, Proacis *Figures at 31.12.2012

the securities which are suitable for the fund's investment portfolio. BanSabadell Pensiones, which manages this product, donates 0.50% of the management fee to Intermón Oxfam for development and humanitarian aid projects. The bank has been selling a solidarious endowment plan, BS Ahorro Futuro, since 2008. It enables young people to save money which

BanSabadell Pensiones donates 0.50% of the management fee to Intermón Oxfam for development and humanitarian aid projects.

Banco Sabadell and its customers

Plan de Pensiones Ético y Solidario Characteristics of the investment Assets Number of investors Selection criteria Supervision of selection criteria Fee donated (% of management fee) Donation to NGO (2012) Beneficiary NGO

Ethical and solidarious 4,534,000 euro 430 Negative and positive Ethics Committee 0.50% 13,981 euro Intermón Oxfam

*Figures at 31.12.2012

will become available on a fixed future date and can be used for studies, a trip abroad, to buy their first car, a down payment on a home, etc. BanSabadell Vida donates 0.7% of the returns on BS Ahorro Futuro to Manos Unidas, which uses the funds for children’s causes.

BS Ahorro Futuro donates 0.7% of profits to Manos Unidas

Banco Sabadell's agreement with Travel Club allows customers to donate Travel Club loyalty points to solidarity programmes that seek to improve education for thousands of children in disadvantaged communities in South America and Africa.

BS Ahorro Futuro Characteristics of the insurance

Solidarious

Number of insurance policies

1,885

Assets Fee donated (% of profit) Beneficiary NGO

5,826,522 euro 0.70% Manos Unidas

*Figures at 31.12.2012

Investor protection In compliance with the Markets in Financial Instruments Directive (MiFID), Banco Sabadell has established mechanisms to protect investors and ensure that products and services offered to customers are suitable for them. In order to offer only financial products that are considered suitable for customers, Banco Sabadell performs a suitability test to assess the customer's knowledge and experience and determine whether they are capable of understanding the nature and risks of the financial product they wish to acquire. Where the bank provides customers with advice on investment and portfolio management, it performs an appropriateness test to ensure that the financial products are in line with the customer's investment goals and financial situation.

Banco Sabadell and its customers

loseness and innovation

With 1,898 branches, 3,178 ATMs and a team of account managers that are always at the service of customers, Banco Sabadell remains true to a business model based on closeness to people. 88

Banco Sabadell aims to provide the greatest accessibility—both physically and virtually—to all users. All new and refurbished facilities enable access by persons with disabilities, in coherence with the rules on accessibility.At the end of 2012, the bank had 1,272 latest-generation

Distribution of branches by region 2012 Group

2011 Group

2010 Group

132

121

128

Aragon

Asturias

147

149

Balearic Islands

Basque Country

105

119

121

Canary Islands

Castilla-La Mancha

Castilla y León

422

401

419

Region Andalusia

Cantabria

Catalonia Ceuta and Melilla

Extremadura

Madrid

205

174

201

Murcia

149

Navarra

Valencia

415

116

138

1,853

1,339

1,435

Galicia La Rioja

Total

Banco Sabadell and its customers

ATMs with improved ergonomic and usability features (large touch screen, earphone connection and faster processing).

A new brand SabadellCAM www.elalegrehimnodelaalegria.com

To share its enthusiasm for this new project with SabadellCAM's home territory, Banco Sabadell launched a project based on the Ode to Joy: www.elalegrehimnodelaalegria.com. The project marks the beginning of a process to rebuild trust and renew relationships. Together we can do great things. We can revive a superb piece of

music and bring Sole GimĂŠnez, Kike Llorca and Marina Damer together to sing it. The project involved a tour of the towns in Valencia, Alicante and Murcia with 300 musicians from local bands to play the renewed Ode to Joy. We can unite, enthuse and create projects to share.

Service quality and customer satisfaction Banco Sabadell is a leader in the Spanish market in terms of quality of service and customer satisfaction, among both companies and Âindividuals. The entire organisation is closely linked to the day-to-day business, processes that ensure excellence in service and customer satisfaction. In 2012, the bank implemented a quality plan at all levels of the branch network in Banco CAM's home territor y. With willpower, hard work and confidence, it is possible to emerge stronger from a difficult situation, such as the one experienced by Banco CAM's employees and customers. Banco Sabadell tracks progress exhaustively and works to ensure that quality policies are transmitted. In order to converge ser vice quality policies as soon as possible, specific in presence training sessions were given. Personal face-to-face meetings were arranged with customers in SabadellCAM branches to attend to their needs and regain their trust as far as possible. Additionally, a specific telephone service was placed at their disposal.

with willpower, hard work and confidence, it is possible to emerge stronger from a difficult situation suchsuch as the one experienced by Banco CAMâ&#x20AC;&#x2122;s employees and customers

Banco Sabadell and its customers

Branch network quality ranking (scale of 1 to 7) Branch offices are visited, without advance notice, by an expert auditor who pretends to be a customer. Following the visit, the auditor (mystery shopper) issues a detailed rating of how the branch responded, and the account manager's speed and attitude. 7

6,52

6,58

6,57

5,80

5,85

5,99

Telephone mystery shopper On-site mystery shopper

2010

2011

2012

Customer satisfaction with Banco Sabadell (scale of 1 to 7) / Source: STIGA

Customers are surveyed by phone to ascertain their opinion.

5.83 5.90 5.88

6.01 6.04 6.04

5.87 5.91 5.94

Customer satisfaction with Banco Sabadell

Customer satisfaction with branch

2010

2011

2012

2010

2011

2012

2010

2011

2012

Customer satisfaction with account manager

Banco Sabadell and its customers

Banco Sabadell Group: a standardsetter in trust and quality among Spanish banks, according to FRS Inmark

Third-party surveys confirm Banco Sabadell's leading position in terms of quality of service and customer satisfaction, for both companies and individuals. They include the INMARK financial behaviour survey and the Equos report on objective quality in bank branch networks. A "mystery shopper" approach is used to rate Banco Sabadell branches using over 260 variables.

Branch network objective quality ranking (scale of 0 to 10) / Source: Equos report 10 9 8 7 6 5

6.01

6.06

Banco Sabadell Total market

7.41 6.11

4 3 2 1

2010

2011

2012

6.90

7.24

Private customer satisfaction (scale of 0 to 10) / Source: FRS INMARK 10 9 8 7 6

7,71

7.92

7,28

7.62

7.92 7.76

Banco Sabadell Total market

5 4 3 2

2010

2011

2012

Business customer satisfaction (scale of 0 to 10) / Source: FRS INMARK 10 9 8 7

7.57

7.73

7.52

7.66

8.35 8.16

Banco Sabadell Total market 95

5 4 3 2 1

2010

2011

2012

Banco Sabadell and its customers

Oficina Directa

This isn't distance banking; it's taking the bank with you.

In the modern world, where it is increasingly important to operate and make transactions outside of office hours, Banco Sabadell is enhancing proximity to its customers with distance banking services and a presence on social networks.

All customer service channels have been concentrated in Oficina Directa since 2011. This is a 24-hour service available for all of the group's brands on the customer service channel chosen by the customer: telephone, email and social networks (Twitter, Facebook and Google+). The team of account managers at the Bank's Oficina Directa manages queries and requests individually. Transactions are 100% safe and confidential, anywhere, at any time.

#LlegarAntes Being pioneers At Banco Sabadell, we believe that being pioneers is the best way to offer our customers the best solutions wherever they may be found and regardless of the channel that is used. Being pioneers is the attitude that drives us to offer products and ser vices designed to be useful on any chanel, platform or terminal. • January 2012: BS Móvil. The first bank in Spain to have an Android-native mobile banking app.

• January 2011: Instant Check. The first bank in Spain to offer customers the option of paying in a cheque with just a photograph. • October 2010: social networks. The first (and only) bank to offer customer ser vice via Twitter and Facebook around the clock. • April 2010: BS Móvil. The first bank in Spain to have an iPad-native mobile banking app.

Banco Sabadell has the BS Online and BS Móvil services with native apps for smartphones and tablets (iPhone/iPad, Android, BlackBerry and Windows Phone). Customers can check their balance and transactions, find nearby ATMs, make transfers, buy and sell securities and manage their bank cards.

Banco Sabadell and its customers

49%

of customers are active users of distance banking

27.4%

of customers are active users of BS Móvil

43.7%

of customers with e-mail

6.2/7

customer satisfaction with BS Online (scale of 1 to 7)

The group's websites have Extended Validation SSL certificates, email sent from the bank is authenticated with a digital signature certified by VeriSign, and customers are ensured security and protection in distance banking through: • PIN and code card. • Security messages sent to cell phones. • Card protection service and second code sent via SMS. • Security advice and recommendations. • Specialised customer service 24 x 7 at 902 323 000. The bank has integrated contactless technology into all new terminals. This technology enables users to make small purchases quickly without using cash. Payment is made instantly by holding the card close to the point-of-sale terminal.

Social networks The bank's use of social networks is aimed at providing excellent ser vice and enhancing closeness to customers. Customers may ask questions, chat, and propose suggestions by publishing an idea on the suggestions por tal, tweeting, sending an email, or calling Oficina Directa.

In 2012, Banco Sabadell launched an internetbased TV channel, bancosabadell. TV, which offers a broad range of video content about the bank

This year, @BancoSabadell, the only bank in Spain with a verified Twitter account, celebrated its fifth anniversary on this social network and ended 2012 with over 40,000 followers in the social networks where it has a presence. Banco Sabadell has a platform, feedback. bancsabadell.com, and an area for suggestions on Facebook which allow customers to offer comments, suggestions and ideas about its products and services. In 2012, Banco Sabadell was awarded the Dintel prize for customer service via the social networks. 99

Banco Sabadell and its customers

ttending to claims and complaints When a customer or user has a problem that cannot be resolved at their branch, it can be taken up with the Customer Care Service (CCS).

100

The Customer Care Service is independent of the group's commercial and operational lines, and it is governed by the Banco Sabadell Group Regulation for the defence of customers and users. Claim and complaint forms are available in all of the group's branches, on the website, and via any other format that guarantees the claimant's identity; the customer may file a complaint or claim with the CCS or the Ombudsperson at any Banco Sabadell group branch. The Customer Ombudsperson resolves claims submitted by Banco Sabadell customers and users, in both the first and second instance. Decisions made by the CCS and the Ombudsperson are binding on all units of the bank.

Claims and complaints 2012 2011 2010

4,435 3,660 3,184

By a decision of the Board of Directors, the Sabadell group customer care service was kept separate from that of Banco CAM until the latter was integrated (8 December 2012). The 2012 figure includes 342 complaints and claims at Banco CAM.

101

Banco Sabadell and its customers

Breakdown of complaints and claims

40%

Complaints

60% Claims

Claim: the customer/user seeks monetar y compensation for damages. Complaint: the customer/user expresses dissatisfaction with an aspect of the financial product or ser vice.

102

Main reasons for a claim or complaint Disagreement with account entries

20%

Disagreement with settlement interest

19%

Disagreement with fees

18%

Delays in service

Attitude issues

Service accessibility

Unsatisfactory functioning of product

Risk decisions

Provision of information

Main products/services which have led to a claim or complaint Mortgage loans

23%

Demand accounts

11%

Purchase/sale of securities and financial assets

Tellers

Credit and debit cards

Credits and loans (non-mortgage)

Provision of information

Derivatives

Insurance

Direct debit/deposit

Mutual funds

Payments and collections

Transfers

103

Banco Sabadell and its customers

Decisions by the Customer Care Service and the Banco Sabadell Customer Ombudsperson

67%

In the bank's favour

22%

104

In the customers' favour

Partly in the customer's favour

Mutual agreement

With a view to improving customer relations, the Ombudsperson makes recommendations to enhance good financial practices and the relationship of trust between the bank and its customers. Also, with a view to improving customer service, the Board of Directors issues an annual report which includes a section on good banking practices and one on recommendations for bank personnel and management. Response time is a key factor in customer care; Consequently, whereas the maximum time established by regulation for responding to a complaint is 60 days, Banco Sabadellâ&#x20AC;&#x2122;s average response time in 2012 was:

Average response times (days)

34.12

31.52 23.68

11.51 8.02 2.62 2012

2.37 2011

10.54 5.98 2010

* Data for 2012 includes figures for Banco CAM from 8 December.

Issues of high complexity Issues of average complexity Issues of low complexity

105

106

107

Banco Sabadell and its employees

areer development

108

You are the key Enthusiasm, commitment, professionalism and capacity for hard work on the part of the bank's employees played a vital role in the successful integration of Banco CAM.To this end, the bank provides employees with full information relating to human resources management and the bank's activities on the intranet in the form of a virtual human resources guide that sets out the main issues affecting employees in their professional life cycle, and also in the inhouse magazine.

Workforce at year-end

9,000 2010

9,937 2011

2012

9,624 2010

2011

2012

10,675

14,866

15,596

Number of employees

Domestic workforce at year-end

Workforce breakdown by gender

50% women

2012

50% men

109

110

7,725

men

7,871

women >60

55-59

50-54

45-49

40-44

35-39

393

325

198

95 79

14 20

725 981

1899

1717

1588

1486 1331 1227

1128

1296

1094

Men Women

30-34

25-29

18-24

Age

Banco Sabadell and its employees

Workforce breakdown by age

Breakdown of employees by length of service Year 0-5 6-10 11-15 16-20 21-25 26.30 31-35 36-40 41-45 >45

Men Women

Distribution by job category Categories (%) at 31/12/2012

Men

Women

Total

CLERICAL

44%

56%

49%

MIDDLE MANAGEMENT

44%

56%

36%

MANAGEMENT

77%

23%

12%

SENIOR MANAGEMENT

91%

*All data calculated using the group headcount at 31.12.2012

100%

111

Banco Sabadell and its employees

Breakdown of workforce in Spain REGION

Men

Women

Andalusia

504

370

Asturias

419

272

Balearic Islands

178

195

Canary Islands

100

Cantabria

Castilla-La Mancha

157

118

2,445

2,420

Extremadura

Galicia

La Rioja

Madrid

869

747

Melilla

Murcia

361

512

Navarra

390

260

Valencia

1,690

2,152

TOTAL HEADCOUNT IN SPAIN

7,454

7,412

Aragon

Castilla y Le贸n Catalonia Ceuta

112

Basque Country

14,866 Total domestic workforce

* Scope: domestic workforce at year-end

63% women

Breakdown of workforce in the overseas network Employees at subsidiaries Subsidiary Sabadell United Bank Total employees at subsidiary

2012 Men Women 169 337 506

Employees at overseas branches Country France Morocco UK USA Total employees at overseas branches

Men 8 8 11 52

Women 10 3 8 74 174

* The Warsaw branch was acquired as part of Banco CAM

730

employees in overseas network

Employees at representative offices Country Men Women Algeria 1 2 Brazil 1 1 China 1 4 Dominican Republic 1 1 India 3 1 Mexico 5 5 Poland 1 1 Turkey 1 2 UAE 1 2 USA 1 2 Venezuela 1 3 OTHERS 6 3 Total employees at 50 representative offices Total

730

Overseas branches Representative offices Subsidiaries

113

Banco Sabadell and its employees

Leadership management

This year, following the acquisition of Banco CAM, the number of executives increased to 377

The bank has a specific Executive Management unit that focuses on developing leadership skills among the organization's senior executives, since it is their function to convey the need for change to the entire organization and to direct the group's business transformation. The executives who are part of the corporate development programme underwent a psychotechnical assessment and a 360ยบ evaluation, which includes feedback from direct superiors, subordinates and co-workers. They also attended specific strategic leadership seminars designed to enhance their leadership and team management skills.

Corporate management programme

114

Since it was launched in 2011, the programme has included

37 heads of department and 27 executives

Aimed at future department heads and newlyappointed headquarters managers with subordinates, the programme seeks to assist recentlypromoted staff. It consists of theoretical training and the development, by groups drawn from different areas, of a project that contributes value to the bank. As in previous years, during 2012 the bank presented a project to contribute to sustainability, consisting of a loan product for sustainable home refurbishment.

In 2013, a module on CSR will be added in order to raise awareness among future managers about corporate social responsibility initiatives.

Performance and potential management Once per year, each employee meets with his/ her superior to discuss performance and possible advancement.

the GDP model was revised this year. it now focuses on the key competencies for each job and on dialogue between employees and their superiors

Performance and potential management (GDP) involves a joint assessment by evaluator and evaluee in ten corporate competencies: customer focus, results orientation, team management and teamwork, initiative, negotiation, willingness to change, communication, information management, knowledge and experience, and ethics and commitment. The GDP assessment identifies employees whose competencies and skills enable them to undertake greater responsibility. The Human Resources team assigns them to the appropriate development programme to enable them to realise their full potential.

115

Banco Sabadell and its employees

The evaluation also offers scope to reflect the employee's motivation and concerns with regard to geographic mobility and career prospects. It also assesses the degree of achievement of the goals set by the evaluee and his/her superior at the beginning of the year. The Human Resources Department also conducts development interviews to assess employees' professional profile, and their motivations, concerns and interests in connection with their career.

Training Banco Sabadell provides employees with function-based training: continuous, progressive training adapted to each individual's function.

another course on time management for corporate 116 headquarters staff. The course aims to teach employees how to manage their time so as to better balance their work and personal lives.

The BS Campus portal enables users to book courses (both on-line and face-to-face) and provides on-line training support. The bank promotes the creation of learning communities, which foster the transmission of knowledge between employees in different areas and functions. The bank has reached agreements with universities both for training programmes for staff and for internships at the bank.

LAUDE programme The LAUDE programme, initiated in 2009, grants recognition of credits obtained in the bank's inhouse training for the purpose of academic qualifications issued by the University of Barcelona's Institute of Lifelong Learning (IL3) and in line with the framework of the new European Education Space. Depending on the employees' function, they can transfer credit to three different programmes (Diploma in Bank Products and Services, Post-Graduate qualification in Commercial Banking, and Master in Investment Advice).

Creation of EspacioF贸rum The new corporate building, which was inaugurated in June, contains an auditorium and an open space where talks and lectures on subjects of current interest are organized, which employees may attend during work hours The speakers in the first series of three lectures, on the subject of business and ethics, were prominent business and academic personalities and some of our own seniors.

The diplomas under the fourth and fifth editions of the LAUDE programme were presented in 2012: 94 DIPLOMAS IN BANK PRODUCTS AND SERVICES, 18 POSTGRADUATE IN COMMERCIAL BANK AND 4 MASTERS IN FINANCIAL AND INVESTMENT ADVICE. A TOTAL OF 224 PERSONS HAVE graduated under the programme since its inception in 2009.

117

Senior executive programme The bank maintains an emotional link with former employees. The Senior executive programme includes professionals with a long track record at the bank who are outstanding because of their experience and entrepreneurship. They participate in Banco Sabadell projects by contributing their valuable experience and know-how, particularly in employee induction and training.

Conveying the group's culture and values: SUMAS programme To assist the induction of Banco CAM employees into the group, Banco Sabadell designed the SUMAS programme, a combination of initiatives to expedite their adaptation to the change and to their new functions.

118

The SUMAS website received an average of over 1,200 visits per day and more than 10,000 page views per week

â&#x20AC;˘ SUMAS website A specific platform for assisting Banco CAM employees throughout the process of integration and for ensuring that they acquire the necessary knowledge and skills to work in the group. The platform includes a section where individual employees can raise queries and receive replies.

â&#x20AC;˘ Personal and professional support Banco CAM employees under went an assessment of skills and competencies and received specific suppor t in the transition to working in Banco Sabadell.

364,007

â&#x20AC;˘ FlashCAM Ever y month, Banco CAM employees received a digital bulletin reporting on the main developments in the integration process.

of the network

â&#x20AC;˘ Banco CAM training plan A training plan was designed for Banco CAM employees which includes general matters as well as specialised material associated with their specific jobs.

Training, in figures

4,410

employees

hours

per employee

551

employees of the Banco Sabadell network participated directly in training Banco CAM employees

2011

2010

203,591

68,563

57,881

Employees who received training

98%

95%

90%

Number of courses per employee

Hours of training per employee

Investment in training per employee (euro)

257.31

306.97

319.99

Investment in training as a % of personnel expenses

0.40%

0.42%

Training actions

Scope: the entire group

2012

hours

119

Banco Sabadell and its employees

32.56% of the workforce has a flexible remuneration system that enables them to optimize their compensation by purchasing certain products by means of direct deductions from their payroll

Compensation Banco Sabadell's compensation system is based on the principles of internal fairness, external competitiveness, transparency, differentiation, flexibility, simplicity, confidentiality and communication, as established in the human resources policy. The compensation policy is based on each person's level of responsibility and career development. Policies on increases in fixed and variable remuneration are established on that basis. In the Commercial Banking network, variable compensation is paid to account managers and their teams based on the value created by their sales and on maintenance of their assigned portfolio. This approach encourages teamwork and individual participation in achieving goals.

120

In addition to the fixed and variable compensation, employees get special conditions on financial products and services and also receive benefits. The bank makes periodic contributions to the employee's individual pension plan and provides a life insurance policy for all employees.

Average remuneration by job category Euro Men

Women

Senior management

105,390

93,102

Management

57,812

55,716

Middle management

38,000

34,992

Clerical staff

25,873

21,701

A total of

1,065

employees arranged products with tax benefits

The fact that the average male remuneration is higher is due to the higher average length of service of this group Remuneration figures do not include benefits or variable compensation.

Employees with variable remuneration Euro Men

Women

Total

Senior management

88.68%

94.59%

89.21%

Management

92.27%

93.20%

92.49%

Middle management

89.22%

88.40%

88.76%

Clerical staff

42.98%

45.19%

44.21%

40.62%

of employees benefit from an interest-free loan. In 2012, 56.5% of employees received study grants for their children, amounting to a total of 5.4 million euro.

Variable compensation as a % of total compensation Men

Women

Senior management

10,18%

18.30%

Management

14.47%

13.84%

Middle management

9.76%

8.84%

Clerical staff

4.39%

0.36%

121

Banco Sabadell and its employees

reedom of association and collective bargaining

122

Banco Sabadell respects and guarantees employees' basic rights, including freedom of association and collective bargaining, in line with Spanish law. These principles are set out in the code of conduct and the human resources policy.

In 2012, union elections were held in Alicante, Murcia, Guipúzcoa, Vizcaya, and at the Avenida de la Libertad (San Sebastián) and Torre Diagonal (Barcelona) buildings

The union representatives represent the entire workforce, not just their own members; accordingly, labour agreements apply to all employees within their scope (industr y, group, company, etc.). All employees are given a month’s notice of significant organisational changes.

79.42%

participation in the elections in Alicante and Murcia

Union elections are held ever y four years. Banco Sabadell management meets periodically with the general secretaries of the various trade unions, which participate regularly in various committees (National Health and Safety Committee, Committee for Equal Opportunity, Training Committee and the Pension Plan Oversight Committee). Workplaces with more than 50 workers have a works committee. Workplaces with between 6 and 10 workers may elect a union representative.

73.56%

participation in the elections in Vizcaya, Sevilla, Torre Diagonal in Barcelona, Guipúzcoa, Guipúzcoa – Comité Avda. Libertad

123

Banco Sabadell and its employees

The agreements signed in 2012 include notably: â&#x20AC;˘ 22nd collective agreement â&#x20AC;˘ Agreement on social conditions and subrogation, dated 15 June 2012 Banco CAM and Banco Sabadell management and unions signed an agreement to unify working conditions: The main points are as follows: - Salaries are maintained - Equal opportunities, promotion and nondiscrimination are guaranteed - The bank industr y collective agreement applies - Banco Sabadell's benefits scheme applies

Staff rotation Banco Sabadell Total as % of average

124

Disciplinary Early retirement and superannuation End of contract Resignations Lay-off plan

Banco CAM Total

turnover 46

workforce 0.33%

0.09%

25 27

0.18% 0.19%

111

0.80%

15 7 562 619

Banco CAM figures are included from June 2012.

turnover 34

â&#x20AC;˘ Negotiation and agreement with the various unions to implement a lay-off plan designed to minimise the social impact of the measures demanded by the European Commission â&#x20AC;&#x201C; 10 October 2012

Improve employability and generate employment In May, the European Commission authorised the adjudication of Banco CAM to Banco Sabadell subject to the adoption of a number of corrective measures linked to the restructuring of the financial sector. They included 450 branch closures and 2,231 layoffs at Banco CAM by 31 December 2013

In order to minimize the social impact of the measures required by the European Commission, the bank met with the unions to seek a solution and it was agreed to shed only 1,250 jobs, almost one thousand less than initially envisaged, To incentivize voluntar y severance, the bank offered indemnities and bonuses

125

in excess of the legal requirements. Moreover, aware of the situation in the labour market and the difficulties that former employees will experience in finding work, the bank implemented a plan based on two main lines of action: the first consists of outplacement assistance for workers who were laid off or took voluntar y severance. These workers received orientation sessions to enhance their employability. The plan includes finance in favourable conditions, office/shop leases with one year rent free, and free professional advice for depar ting Banco CAM employees who choose selfemployment.

126

The second seeks to revitalise the industrial fabric of the areas where Banco CAM lay-offs were concentrated, by promoting business initiatives so as to create jobs. The plan favours companies that create new jobs in Alicante by providing discounts on leases and preferential finance conditions. The revitalization plan is expected to create at least 500 new jobs in Alicante province within 18-24 months.

127

Banco Sabadell and its employees

quality, integration and work-life balance

128

Banco Sabadell guarantees equal opportunities in its relations with employees: recruitment, training, promotion, work conditions (including remuneration), etc. These principles are also set out in the equality plan, the human resources policy and the code of conduct.

Equality In 2010, Banco Sabadell signed an equality plan aimed at avoiding any type of discrimination at work between women and men in the company, in response to the requirements of Organic Act 3/2007. Certain lines of action were established for this purpose, with effective tracking and goal evaluation systems, in the areas of training, promotion and career development, remuneration, work-life balance, gender violence and sexual harassment. The equality plan's Steering Committee, which consists of representatives of workers and the bank, meets twice per year to monitor development and compliance with the equality plan.

"Women and Leadership" seminar

of women

56%

of promotions are of women

of women in management positions

During 2012, a number of seminars were held with personalities from the world of business, sport and culture.

They were sponsored by the Group and sought to raise awareness in business of women's managerial skills.

in the Board of Directors

women

Employees from over

35 nationalities other than Spanish

129

Banco Sabadell and its employees

Integration Banco Sabadell promotes diversity and integration of employees in the workplace with recruitment processes geared to non-discrimination. The group takes action to adapt workplaces where needed, in line with the special sensitivity protocols established by the industrial medicine unit. The bank also assists employees with paper work in connection with the municipal, regional or national governments, helping to improve employees' well-being outside the strictly professional sphere. In compliance with Spain's Integration of People with Disabilities Act (LISMI), the bank pursues other avenues such as acquiring services and supplies from special employment centres.

130

A total of

135

persons persons with disabilities work at the bank

Work-life balance Employees have a series of benefits agreed by Banco Sabadell and union representatives in relation to work-life balance. All benefits have been notified to the entire workforce and full details are available in the intranet, in the employees' on-line guide and on the bank's website.

The benefits include:

Shorter working day (paid or unpaid, or for breastfeeding leave)

Unpaid leave (for maternity or to care for a relative)

316

Special leave

268

Paternity leave

Flexitime

251

employees

with paternity leave

with a shorter working day at their own request

with accumulated breastfeeding leave

131

Banco Sabadell and its employees

afety and well-being

Banco Sabadell applies a policy of constantly improving group employees' working conditions and health.

132

Under current legislation, the bank has a safety plan in place which includes risk prevention measures. The bank publishes an annual report on health and safety initiatives. The report is available on the intranet and the corporate website.

Workplace risk assessment An initial risk assessment is performed for each new work premises and also after refurbishment of existing premises. A follow-up assessment is performed at a later date to evaluate both individual workstations and common areas, as well as aspects such as temperature, relative humidity, lighting, etc.

A total of 6,426 regular medical check-ups were performed at Banco Sabadell in 2012, a service accepted by 73.5% of employees who were offered it

A survey of psychosocial risks will be conducted in 2013 among all employees at the Sant Cugat del Vallès center and in Barcelona and Asturias.

New corporate building in Sant Cugat del Vallès The new Banco Sabadell corporate complex in Sant Cugat del Vallès was inaugurated in June. The complex has a 300-seat auditorium, a training centre, a gym, a medical centre, a shopping centre and a new foodservice area

based on a survey of employee preferences. The risks associated with the installations at the Sant Cugat del Vallès complex and the 370 workplaces there were assessed.

133

Banco Sabadell and its employees

The bank offers employees an on-line course in stress management

Workplace safety training All Banco Sabadell personnel and new hires receive information on workplace risk prevention and are required to attend a course on health and safety at work in the form of an on-line learning module lasting approximately two hours. In addition to training sessions, employees also have access to publications, ergonomics tips, and work equipment manuals, in connection with the risks specific to the bank's activity.

2012

Absenteeism index

Banco CAM

2011

2010

Periodic prevalence index (employees on disability leave/total employees) x 100

3.11% 4.35% 3.81% 4.21%

Seriousness index (days lost/total working days) x 100

1.71% 3.57% 2.36% 2.51%

134 Banco Sabadell and Banco CAM's workplace safety units remained separate up to the integration date. The Banco CAM figures refer to 2012 as a whole.

For example, in cooperation with FREMAP, Banco Sabadell has organized a campaign to prevent road accidents. The campaign, accessible on the training portal, consists of practical videos with useful tips for safe driving and avoiding accident-prone attitudes at the wheel.

135

in cooperation with FREMAP, Banco Sabadell is promoting a campaign to prevent road accidents

Banco Sabadell and its employees

mployee participation

Banco Sabadell has several channels of communication between the various levels of the bank to enhance internal communication and involve employees in the bank's project. 136

BS Idea The "BS Idea" platform enables employees to make suggestions for improvement in any area of the organisation. The platform is an excellent communication channel by which employees can file queries and share experiences on products and processes. The top-voted ideas and those that provide the most value to the bank are analyzed by the heads of the processes in question and the bank's Decision Committee decides on implementation. The ideas that obtain the most votes also receive a cash prize. After Banco CAM was integrated operationally in December, its employees were able to connect to BS Idea; within one month, 15% of them had registered, and they accounted for close to 50% of the ideas contributed in that period.

10,328 1,380 users in total, new users in 2012

In 2012, there were

1,650

new ideas, which garnered

750

comments and

13,847 votes

137

Subtitles in the marketing campaign Thanks to a headquarters staff member, the marketing campaigns on social media are now subtitled. "We must encourage a change of culture, based on respect and ethics

With sensitivity and respect, you see these issues in a more positive light"

Banco Sabadell and its employees

Satisfaction survey The bank participates in the "Best workplaces" survey conducted by the Great Place to Work Institute, which covers over 5,000 employers and 1,500,000 employees in 32 countries around the globe. The survey consists of 58 questions on credibility, respect, fairness, pride and camaraderie, plus 24 questions specifically about Banco Sabadell. The survey is the benchmark in workplace satisfaction, and enables companies to compare themselves to employers that are considered to be excellent places to work. Another satisfaction survey will be conducted in 2013 among a representative sample of all group employees.

Corporate volunteer programme 138

The volunteer portal is used to publicise social action initiatives in which employees can participate. It is also a forum where employees can share experiences and announce projects in which they are personally involved.

Results Satisfaction survey The entire workforce in Spain was sur veyed in 2011. A total of 5,811 responses were received. Some of the most notable results of the sur vey are detailed below. Based on the entire questionnaire, 58% of employees consider the bank is a great place to work.

Fair treatment A large percentage of employees perceive that the company treats them fairly, regardless of their race or sexual orientation

Pride 81% of employees feel proud of their achievements.

Credibility 70% of employees responded positively about the level of responsibility assigned to them. 87% of employees have a clear image of their responsibility and functions and the purpose of their job. 139

Respect 82% of employees consider that their workplace is secure. 66% consider that the training and development programmes enable them to advance professionally.

Banco Sabadell and its employees

The portal was used to raise support for the Food Bank, Intermón-Oxfam, Unicef, Fundación Síndrome 5P and other programmes. In 2012, Banco Sabadell established an alliance with Grupo Intercom and Fundación Everis to act as financial partner for the new Teaming crowdfunding site, based on solidarity and cohesion between people. In 2013, its goal is to contribute to publicising this social network inside the bank and to helping it expand.

Initiatives Intermón Oxfam Trailwalker

140

A team comprising Banco Sabadell employees who raise funds to combat poverty. Help them! Support Intermón Oxfam Trailwalker with the SBD Trail Team. The second edition of Intermón Oxfam Trailwalker took place on 5-6 May. It is a test of endurance and solidarity: the goal is to walk 100 kilometres in at most 32 hours. To be able to participate, a team must contribute at least 1,500 euro, which Intermón Oxfam uses for solidarity and development projects.

The primary goal is to draw attention to poverty and the consequent injustice, and to raise funds to combat them. Some bank employees participated in this adventure, which started in Olot and ended in Sant Feliu de Guíxols. "Hours of encouragement and suffering, as the team advanced towards the goal on blistered feet to receive two rewards: personally, due to attaining a goal, and collectively, by contributing to a better world"

In the framework of our financial education programme, in 2013 bank volunteers will participate in workshops on financial education for secondary school children in Catalonia. The cooperation agreement signed with the Catalonia Regional Government and the Instituto de Estudios Financieros covers 10% of primar y schools in Catalonia.

Cooperation

TV3 telethon

Have you ever wondered how many days you have? With the contributions by employees and customers, Banco Sabadell donated over 17,653 days to treat severely malnourished children; that means over 21,000 euro donated to UNICEF sur vival programmes.

This year's telethon, dedicated to combating cancer, involved 120 employees of the bank. All the volunteers attended a 90-minute training session beforehand.

Over 90 members of the public decided to suppor t UNICEF by becoming members.

141

142

Sustainability and environmental management Commitment to sustainability Environmental management Environmental awareness-raising

143

Sustainability and environmental management

ommitment to sustainability

144

Continuing with the broad lines of the group environmental policy, in recent years Banco Sabadell has established a number of commitments to social responsibility and sustainable development in both its financial activity and its service and installations.

Some of the commitments have a long international track record and are tightly integrated into the organization; this is the case of the group's intense investment in, and lending to, renewable energy projects, its commitment to the Global

Compact, and the environmental management system (ISO 14001).In the field of sustainable building, it has under taken pioneering initiatives in Spain (LEED/GreenBuilding) which are now being integrated into the bank's day-to-day operations.

United Nations Global Compact

Signed the Equator Principles Signed the Carbon Disclosure Project and CDP Water Disclosure

Environmental management systems certified to ISO 14001 at six corporate headquarters, and adapted to the rest of the group The new CBS building complies with LEED-NC (New Construction) sustainable building certification requirements Member of the EU GreenBuilding Programme for the sustainable construction of the PolinyĂ logistics centre.

Agreement with SendeCO2, in which the bank has a 10% stake, to act as central counterparty in the emissions trading market

145

Sustainability and environmental management

Based on its experience, Banco Sabadell has lead-managed and structured 73% of its renewables portfolio

3,510

GWh

total projected annual output 146

Funding and investing in renewable energy Banco Sabadell promotes development of a more sustainable energy model by investing directly and also providing funding for renewable energy projects. Once again, the bank retained its leading position in this sector in Spain and shared its experience by sending speakers to the main events in this area: Annual Meeting on Solar Thermoelectric Energy, the Annual Wind Energy Convention, the Spanish Wind Energy Association, etc. Financing and brokerage In 2012, Banco Sabadell provided 360 million euro in finance to renewable energy generation projects. The portfolio of renewable energy facilities financed by the bank represents a total installed capacity of 16,096 MW. Most of this capacity is in the form of wind farms, and represents over 25% of the Spanish wind energy market. In addition to funding, Banco Sabadell provides advice and brokerage services for renewable energy projects.

facilities portfolio at 31 December 2012 Energy source

Installed capacity

Wind

participant in 13,501 MW

Solar thermal

participant in 883 MW

Small hydroelectric

participant in 116 MW

Photovoltaic

participant in 965 MW

Biomass

participant in 131 MW

CCGT

participant in 500 MW

Biofuels

participant in 809 tonnes

Facilities financed in 2012 Country

Wind

Spain

259 MW

718 GWh

Wind

USA

457 MW

1,734 GWh

Wind

France

30 MW

81 GWh

Solar thermal

Spain

23 MW

98 GWh

Photovoltaic

USA

302 MW

879 GWh

1,701 MW

3,510 GWh

TOTAL

Installed capacity

Projected annual production

No. of transactions

Energy source

147

Equator Principles Banco Sabadell adopted the Equator Principles in September 2011. Based on the policies, standards and guidelines of the International Finance Corporation (IFC), the Principles are a set of standards developed to ensure that social and environmental matters receive full attention when funding large projects. 100% of the projects are located in highincome OECD countries

Since then, the bank has applied the Equator Principles in all new project finance deals amounting to 10 million dollars or more. Projects are classified as A, B or C in accordance with the IFC standard; all categor y A and B projects include a social and environmental evaluation that has been reviewed by an independent exper t. In 2012, Banco Sabadell provided more than 643 million euro to structured finance projects. It signed 17 projects that include the Equator Principles, 88% of which involved renewable energy .

148

Category

Total project amount (million euro) 244

C B

Infrastructure Renewable energies

393

1,313

A 149

Projects by country

35% USA

47% Spain

18% France

Sustainability and environmental management

Direct investment Banco Sabadell, through its wholly owned subsidiary, Sinia Renovables SCR de Régimen Simplificado, S.A., invests directly in power generation projects that use renewable energy. The bank owns stakes in 10 companies in the sector, and maintains its holdings in Adelanta Corporación, S.A. (25%), Eolia Renovables, S.A. (6%) and Fersa Energías Renovables (4%). At 2012 year-end, the subsidiaries in this area represented 1,021 MW of installed capacity, of which 151 MW were directly attributable to the group.

Environmental products and services

150

In 2012, the bank continued to finance energy efficiency installations through a leasing product designed specifically to respond to these needs; it can be used to finance public lighting, the installation of biomassfired boilers and cogeneration plants. BanSabadell Renting has financed projects of this type for city governments, energy ser vices companies and industrial companies. The energy efficiency leasing product is financed on a turnkey basis: a package including

the technology, insurance, installation and maintenance. With the photovoltaic leasing product, the bank finances solar panels for companies, private individuals and governments interested in reducing their energy bill in this way. Banco Sabadell actively offers these new technologies under a car lease product.The bank has made major effor ts to ensure that the price to users is competitive compared with equivalent conventional vehicles.

Breakdown of the capacity attributable to the group

Photovoltaic

93% Wind

Small hydroelectric

In 2010, the bank signed an agreement with the Institute for Diversification and Saving of Energy (IDAE), which concluded in 2012, to enable the group's customers to obtain the subsidy of up to 2,000 euro for leasing more energy-efficient hybrid vehicles. Banco Sabadell offers its customers two socially responsible products which take account of sustainable development: Sabadell BS

Inversión Ética y Solidaria, FI (a mutual fund) and Urquijo Cooperación SICAV (an investment company) are SRI products that exclude investments in companies whose activities are harmful to the environment; when selecting investments, preference is given to companies in the FTSE4Good index.

151

Sustainability and environmental management

nvironmental management

152

Banco Sabadell is working steadily to improve the energy efficiency of its facilities and reduce the environmental impact of the services it provides to customers. The Environment Committee is charged with supervising performance and leading environmental programmes within the organization.

New CBS building In 2012, Banco Sabadell inaugurated the new Banco Sabadell (CBS) office building in Sant Cugat del VallĂ¨s. This is an extension of the group's main headquar ters and it was cer tified Gold under LEED NC v. 2.2. Under the LEED requirements, the new building is about 23% more efficient in terms of energy consumption and 65% in water consumption when compared with a comparable conventional building. The LEED system of sustainable building assessment encompasses the entire building process,

from the design phase until completion, and it includes measures for energy efficiency, water sparing, the use of sustainable materials, and improved comfor t for users. It includes the following sustainable building initiatives: recover y of rainwater for irrigation, high albedo roofing, droughtresistant native plants, and priority parking spaces for low-emission vehicles.

153

Eugeni Bach architect of the new CBS building What sustainability criteria were followed in this building? Firstly, freeing up space. We concentrated the office building on one side of the plot, freeing up space so that people can look out while working, and also access and use the free space. Secondly, obvious measures such as minimizing materials, using ver y energy-efficient installations, natural materials, etc.

154

What requirements did you have to meet in order for the building to qualify for LEED certification? LEED is a ver y demanding US standard which takes account of components, processes, materials and concepts; it requires a ver y high level of eco-efficiency and energy saving. Ver y few buildings in Spain have obtained LEED cer tification.

The faรงade of the new building is very striking, both visually and technically. What materials did you use? Basically just one: aluminium. Ver y light recycled aluminium, which is also per forated; in this way, the faรงade acts like an umbrella. The building is always in the shade, and it is also protected from the rain. The building is constantly ventilated and shaded. This is optimal for energy efficiency.

Source: Canal BS magazine, May 2012

Since 2006, the bank has had an environmental management system in accordance with the ISO 14001:2004 standard which is implemented at all corporate headquarters and is being rolled out steadily throughout the organization. Following the inclusion of the two Banco CAM headquarters buildings, the group now has 6 central offices certified to the ISO 14001 standard, which accommodate 16% of the total workforce.

155

the new cbs building has an A-level energy performance certificate and is certified to leed gold; it is also one of the six headquarters with iso 14001 certification

Energy efficiency • 93% of the branch network is equipped with centralised lighting and climate control systems. • Illuminated signs are timed in line with the hours of darkness. • Plan to replace ATMs with more efficient machines made from recyclable materials.

87% of the electricity is purchased from nexus renovables, a supply company that is guaranteed 100% renewable

• Lighting systems using LED lamps and presence detectors in the corporate headquarters. • Low-consumption lamps. • At the headquarters buildings and larger branches, the bank has climate control systems that recover energy. • Improve energy efficiency of the climate control systems in the current CBS headquarters. • Computer hardware with energy-saving features and TFT monitors.

156

• Progressive replacement of PCs with thin clients, which use 90% less energy. • PCs in the corporate offices have an automatic shut-off function.

Carbon Disclosure Project As a signatory of the Carbon Disclosure Project, Banco Sabadell publishes its inventory of emissions Banco Sabadell reports its emissions of CO2 in accordance with "The GHG Protocol. A Corporate Accounting and Reporting Standard. Revised editionâ&#x20AC;?, using the operational control and centralised roll-up methods.â&#x20AC;Š Inventory of emissions of CO2

unit

2012

2011

2010

Scope 1 (direct activities: emissions generated by company installations and vehicles)

tn CO2

Scope 2 (indirect activities: emissions due to electricity consumption nationwide)

tn CO2 19,763 20,219 21,664

Scope 3 (other indirect activities: emissions due to business trips)

tn CO2

Total emissions generated in Spain (1+2+3)

tn CO2 23,264 23,586 24,517

Energy consumption

378

3,124

379

2,988

432

2,421

unit

2012

2011

2010

Electricity consumption in Spain

MWh

63,751

61,269

65,649

Gas-oil consumption

MWh

Propane gas consumption

MWh

Natural gas consumption

MWh

1,805

907

1,018

Total energy consumption in Spain, per employee

MWh/e

6.80

6.26

7.41

Electricity consumption in Spain, per employee

MWh/e

6.61

6.17

7.29

Total energy consumption in Spain

MWh

65,636

62,233

66,728

The annex on sustainability indicators contains further details. 2012 figures include Banco CAM from 8 December onwards.

157

Sustainability and environmental management

The three Rs: reduce, reuse and recycle • Efficient mechanisms are also being incorporated into toilet cisterns and taps to optimise water management. • With regard to waste water management, all our offices are connected to the public sewage network. • The new CBS building has a pond to collect rainwater for irrigation, and a garden with droughtresistant native plants. • Conventional paper is chlorine-free, certified by the FSC and produced to ISO 9001 and ISO 14001 standards. •The staff magazine is also printed entirely on recycled paper.  • All printers are configured for duplex printing by default. 158

• Customers can access 100% of their correspondence electronically. • Recycled paper accounts for 84% of all paper used at corporate headquarters. • BS Carpooling is a specific platform to enable employees to carpool.

Total water use 2012

unit

2011

2010

Water consumption in Spain

euro

495,446 424,881 379,350

Water consumption in Spain

328,110 281,378 251,225

Water consumption in Spain, per employee

euro/e 51.37

42.76

42.15

The water consumed by the group comes from the public mains. The group does not capture any water sources. Estimates of water consumption were based on the cost of water in Spain (2010; National Institute of Statistics). 2012 figures include Banco CAM from 8 December onwards.

Paper consumption  Paper consumption in Spain Paper consumption in Spain, per employee

unit

2012

2011

2010

tonnes

566

526

kg/e

19%

24%

Consumption of recycled paper in Spain

19%

Consumption of recycled paper at corporate headquarters

84%

78%

84%

All data related to paper refers to A4 size. 2012 figures include Banco CAM from 8 December onwards.

• Dissemination of environmental best practices in the employee magazine. 159

• Oversight mechanisms for waste management in branches that are being closed. • Throughout the group's entire branch and corporate office network, used paper must be managed in line with internal regulations: it is treated as documentation for shredding, and 100% is recycled through authorised waste managers.

Sustainability and environmental management

Waste:

unit

Paper and cardboard waste in Spain Paper and cardboard waste in Spain, per employee Toner waste in Spain Toner waste in Spain, per employee

tonnes kg/e

2012

2011

2010

672

768

745

69.72 77.3

82.8

tonnes

units

1.1

1.5

1.2

All data are for Spain as a whole; employee ratios are based on the nationwide workforce at year-end. 2012 figures include Banco CAM from 8 December onwards.

Throughout the group's entire branch and corporate office network, used paper must be managed in line with internal regulations: it is treated as documentation for shredding, and 100% is recycled through authorised waste managers. 160

â&#x20AC;˘ All the corporate headquarters have facilities for separate waste collection (paper, plastic packaging, organic matter, used toner cartridges, electronic waste, and batteries). â&#x20AC;˘ Banco Sabadell also participates in the HP Planet Partners programme for collection and reuse of toner cartridges, and it disposes of technology waste through authorised waste managers. â&#x20AC;˘ Banco Sabadell cooperates on a permanent basis with the "Donate your mobile" programme, through an internal communication campaign aimed at employees who wish to donate their personal handsets. The campaign, organised by Entreculturas Foundation and the Spanish Red Cross, makes it easy to donate an old handset; the proceeds are used for social action projects.

"Paper-free office" a new culture in the workplace The entire Sabadell group branch network has digital tablets for customer signatures, eliminating physical archives. The first transactions adapted to use tablets are cash deposits and withdrawals. In 2012, over 20 million transactions were arranged using the tablets.

Since the beginning of 2012, the Documentar y Ser vices Centre has been operational; it digitizes all the documentation produced by the branch network. Over 80 million pages were digitized in 2012 and can be viewed without having to access the physical document.

There are plans to transition other transactions to this system in the future, steadily eliminating the use of paper. In 2012, approximately 65,000 boxes of customer documentation were physically archived and will be kept on file in the general archive in PolinyĂ for the next ten years due to legal requirements. The historical archives that were destroyed in 2012 accounted for approximately 30.3% of the paper waste produced by the group.

million In 2012, the use of digital tablets made it possible to eliminate over 20 million pre-printed forms.

161

Sustainability and environmental management

nvironmental awareness-raising

162

During the year, a number of environmental communication plans were implemented which focus on employees and society in general, the aim being to engage stakeholders and convey Banco Sabadell's environmental commitment.

The entire staff has access to an on-line training course, which is obligator y for staff at the cer tified headquar ters buildings. Additionally, the "Connect with the Environment" on-line guide gives employees ready access to information about the bank's environmental footprint, as well as resource consumption and waste management at the branch or headquar ters. Ever y print edition of the in-house magazine Canal BS contains an interesting ar ticle on the environment and is used in combination with the BS al dĂa channel on the intranet to disseminate current events related to the environment. Employees can also the BS Carpooling platform to arrange car pools.This saves on transpor tation costs and contributes to reducing CO2 emissions. Banco Sabadell also informs all suppliers of the group's environmental policy and uses a range of mechanisms to incorporate environmental and social responsibility into its supply chain. In the case of suppliers that provide ser vices with an environmental impact at cer tified premises, the organization provides the supplier's staff with on-site training in the Environmental Management System and the ISO 14001 standard.

Banco Sabadell requires all its suppliers to adopt its environmental policy

163

Sustainability and environmental management

200,000 ecobags

Close to 200,000 reusable shopping bags were distributed in order to promote sustainability and highlight the group's commitment

164

Banco Sabadell has launched specific campaigns to promote the use of virtual channels with customers and the elimination of postal correspondence. The innovative advertising campaign involving reusable shopping bags continued during the year; close to 200,000 bags were distributed, each with a specific design for the city in question, in order to promote sustainability and highlight the bank's commitment to the citizens, companies and institutions in each city.

165

166

Ethical procurement

167

Ethical procurement

thical procurement

168

Banco Sabadell's relationships with suppliers are based on professionalism, mutual respect and transparency, as established in the code of conduct, the supplier policy and the internal regulations.Procurement contracts include specific clauses on compliance with environmental criteria, human rights and the Ten Principles of the United Nations Global Compact, as well as acceptance of the Supplier Code of Conduct.

Procurements in Spain are managed within the centralized system; procurements in other countries are decentralized. The bank has established a number of mechanisms and rules in the engagement process to ensure that suppliers are committed to the principles of ethics and social responsibility.

Acceptance of products, services and suppliers To register with the bank's procurement website, companies wishing to supply products or services must accept the conditions of the Supplier Code of Conduct and specify their social and environmental characteristics (certification under ISO 14001, ISO 9001, etc.) and the features of their offering. Once accepted as eligible, suppliers have personalized access to the procurement website, which includes information on the group's environmental policy.

169

Ethical procurement

10 suppliers have adopted the Global Compact

19 suppliers are classified as special employment centres

Allocation of procurements Procurement contracts include clauses on compliance with environmental criteria, human rights and the Ten Principles of the United Nations Global Compact, as well as acceptance of the Supplier Code of Conduct.

Breakdown of suppliers 68 significant suppliers have contracts worth a total of 66 million euro

268 suppliers were awarded contracts worth a total of 72 million euro

by procurement category

16%

18%

170

17%

General services and materials

Outside services

4% Marketing

Technology

% 45%

Construction and infrastructure

Procurement process A minimum of 3 suppliers are invited to bid for each procurement process, thereby encouraging participation by new companies and ensuring competition. Positive ratings are given for ISO 9001, ISO 14001/EMAS and EFQM certification and for the use of special employment centres.

84% of the paper used at corporate headquarters has been recycled 100% of the plain paper used is certified by the FSC or PEFC

The products' environmental features (recycled, ecological or reusable) are also taken into account. In particular, the specifications for products and services with a significant environmental impact include environmental requirements. The bank assesses the solvency of candidates for critical supplies. All negotiation processes and the arguments upon which a candidate proposal is based are public and a record is kept of every decision.

171

Ethical procurement

the main suppliers are those that bill more than 150,000 euro per year or which provide critical supplies

Supplier assessment The group’s main suppliers (i.e. those billing more than 150,000 euro per year) and its critical suppliers are evaluated annually. Assessment of the supplier’s degree of compliance: • Punctuality in product deliveries

56%

of suppliers

• Quality control • Errors and delays in service • Returns, incidents and complaints

evaluated to ISO 9001 Weighting of positive factors:

40%

of suppliers evaluated to ISO 14001/ EMAS 172

• ISO 9001:2008 and EFQM certification • ISO 14001:2004 and EMAS certification

Supplier satisfaction survey Each year, Banco Sabadell performs a satisfaction survey among its suppliers about: • Their degree of satisfaction with the bank throughout the duration of the contract. • Software available to the suppliers. • Other aspects of the process of hiring, allocating work, negotiations, resolution of incidents, and relations with the bank's teams.

In 2012,

100

surveys on satisfaction among a representative sample of suppliers:

60%

response rate of the 100 surveyed

95%

of suppliers are satisfied or very satisfied 173

Strategic alliances Trust and cooperation

174

Banco Sabadell has a strategic relationship with its two major technology suppliers, HP and IBM, based on mutual trust and cooperation that contributes to generating added value. Banco Sabadell participates with its partners in forums to identify opportunities for technological improvements, allowing both partners to maximize their technological and innovation capacity, leading to the development of innovative solutions in the banking sector.

Strategic alliances make it possible to maximise technological and innovation capacity. One example is the vir tual desktop platform used by over 2,000 Banco Sabadell branches, which HP cites worldwide as a benchmark product and has enabled the bank to improve its energy efficiency and undertake the recent acquisitions more easily and at a lower cost than using more traditional approaches.

175

176

Social and cultural action Investing in society Banco Sabadell Foundation Banco Herrero Foundation 177

Social and cultural action

nvesting in society

178

Banco Sabadell's policy of social and cultural action is consistent with the groupâ&#x20AC;&#x2122;s commitment to society and its surroundings and its will to create value. Banco Sabadell's social and cultural activities are based on the civic awareness and identity of the group, which strives to ensure that the funds are used transparently.

Banco Sabadell operates in this area through the Banco Sabadell Foundation, the Banco Herrero Foundation, and Banco Sabadell's Sponsorship Commission.The "Society" section of the institutional website provides full information about the foundations and their annual awards.The group's blog provides information on the initiatives it suppor ts in the various areas of social and cultural action. The Sponsorship Commission is the body that coordinates Banco Sabadell's institutional sponsorships; additionally, some initiatives arise from internal committees or depar tments within the organisation. Among the most notable are the corporate volunteer initiatives, headed by human resources, and the management fees donated by the solidarity investment products, coordinated through their committees and ethics commissions.

BANCO SABADELL OPERATES IN THIS AREA THROUGH THE BANCO SABADELL FOUNDATION, BANCO HERRERO FOUNDATION AND THE BANCO SABADELL SPONSORSHIP COMMISSION

179

Social and cultural action

The foundations' expenditure is funded by the yield on their assets and grants from Banco Sabadell. The foundations are governed and managed by their boards of trustees, which are fully empowered to act independently. This ensures the foundations' independence and avoids conflicts of interest with the Bank's commercial activities. In 2012, the social and cultural action of Banco Sabadell and its foundations amounted to 3,841,821.43 euro.The group accounts for and reports its social action in line with a number of international standards (LBG, SAM, etc.).

Type of contribution Money Value of monetary contribution Time Value of employees' time contributed

99.5% 0.5%

180

Reason for investment Social investing Strategic long-term commitment to working with the community Sporadic contributions Sporadic support for a wide range of social causes in response to the needs of, and requests from, charitable and social organizations Initiatives aligned with the business Initiatives of social interest focused on directly enhancing the company's business

59% 4%

37%

Areas of action

3,841,821 euro expended on social and cultural action 2.3% 18.6%

Aid and solidarity

Others1

6.1% Social integration

2.9%

0.1%

Medical research and healthcare

Environment

16.6% Training and education

23.3% Economic developmentâ&#x20AC;Š

30.1% Culture

Includes general expenses of the Banco Sabadell Foundation and Banco Herrero Foundation.

181

Social and cultural action

anco Sabadell Foundation

182

Constituted as a private institution in 1994, by a decision of the Board of Directors of Banco Sabadell, with the goal of encouraging and divulging culture and talent. Its main activities include granting awards and sponsorship to promote and recognize excellence and the ability to innovate in young people.

Since 2006, the Foundation has organized the Banco Sabadell Award for Biomedical Research. Amounting to 50,000 euro, it is the most important award in Spain for young researchers with an outstanding track record in biomedical research. Dr. Ben Lehner, 33, a biologist at the Barcelona Centre for Genomic Regulation, won the prize in its seventh edition for his "brilliant and original contribution to understanding and prediction of how genetic mutations lead to phenotype changes and diseases", according to the jury's decision.

Initiatives Some of the Foundation's notable initiatives: 4th UPF EmprĂ¨n award Organized by the Pompeu Fabra University's Social Council and the Banco Sabadell Foundation, the award encourages initiative and entrepreneurship among university students.The 2012 award went to the MyVoicer project, a portable text reader for the visually challenged. International Music Competition Maria Canals First held in 1954. With HRH Queen Sofia as President of Honour,

the organization has held 110 competitions in piano, singing, violin, guitar, percussion and chamber music, in which approximately 7,000 contestants from over 100 countries on five continents have participated. Assistance with the Catalonia Red Cross social support kits Banco Sabadell Foundation supports this initiative, in which social support kits with food and other staple items are distributed to palliate the impact of the crisis on the most vulnerable segments of the population.

183

Social and cultural action

anco Herrero Foundation

184

Created in 1979 by Banco Herrero, this foundation manages sponsorship activities in the Principality of Asturias and in the city of Le贸n.Its most outstanding activities include the Banco Herrero Foundation Award, regular activities in the Banco Herrero Exhibition Hall, annual aid for scientific research, internship grants for University of Oviedo students, and participation in the Prince of Asturias Awards.

The Banco Herrero Foundation Award is granted to young researchers (under 40) for excellence in research in the fields of economics, business and sociology. The award, which amounts to 30,000 euro, seeks to promote and recognize the work of Spanish researchers in the fields of economics, business or sociology, and contribute to the analysis and creation of alternatives which promote social well-being.

BHF Award

The eleventh award was given to Mr. Emilio J. Castilla for his research into organizational aspects of work and employment

In its eleventh edition, the award was granted to Dr. Emilio J. Castilla, a graduate in Economics from the University of Barcelona who holds a Ph.D. in Sociology from Stanford University. He has undertaken notable work on company organization by examining social networks, career tracks and discrimination in merit assessments within organizations. His research focuses on organizational aspects of work and employment by examining assessment and reward systems and the role of entrepreneurs.

185

International Campus of Excellence The Banco Herrero Foundation is attached to the University of Oviedo's International Campus of Excellence, an initiative that is part of the 2015 University Strategy, which seeks to achieve

greater visibility for teaching and research and to foster knowledge transfer from research to business and industry.

186

Additional Information Process of drafting the csr report Gri g3.1 indicators-financial services sector supplement Sustainability indicators

187

Additional Information

rocess of drafting the csr report Since 2003, the bank has published an annual Corporate Social Responsibility report which highlights relevant events in the year, compliance with commitments and targets for the following year.

188

The report is drawn up in accordance with the Global Reporting Initiativeâ&#x20AC;&#x2122;s G3.1 guidelines and is checked by external auditors; once again, the bank received an A+, the highest level.

Stakeholder inclusiveness The Corporate Social Responsibility report was drafted in cooperation with the bankâ&#x20AC;&#x2122;s various departments, and it took account of recommendations from rating agencies and suggestions from stakeholders to improve both content and format. In particular, Banco Sabadell engaged with employees, customers and consumers in building shared value and has developed technological tools for leveraging their capacity for innovation and fostering their participation. 189

Scope of the Report The contents of this Annual Corporate Social Responsibility Report refer to the period from 1 January to 31 December 2012. The report is published together with the Annual Report and the Corporate Governance Report, and is available on the corporate website.

Additional Information

Process for defining report content The content of the report was guided by the principles of materiality, stakeholder engagement, sustainability context and completeness established by the Global Reporting Initiative’s G3.1 guidelines. Materiality In line with the principle of materiality, we have made efforts to ensure that the information in the report covers the indicators and other data reflecting our organisation’s principal social, environmental and economic impacts.

Sustainability context Account was taken of the sustainability context and efforts were made to present the bank’s contribution to improving social, environmental and economic conditions, both locally and globally.

190

Principle of completeness In line with the principle of completeness, efforts were made to ensure that the scope, coverage and timing of the report are optimal in order to reflect the social, environmental and economic impacts of the organisation’s activity in 2012. The information presented in the report refers to the financial activity of the entire Banco Sabadell Group. In exceptional cases where the scope is different, this is indicated explicitly.

Reporting principles for defining quality In addition to the principles described above, the principles for defining report quality were considered in order to achieve maximal transparency. Balance Efforts were made to reflect positive and negative aspects of the organisationâ&#x20AC;&#x2122;s performance. Additionally, comments are included to explain any positive or negative trends. Comparability To enable comparative analysis of the data, the calculation methods industry indicators copes were maintained. Where changes were made, the historical data was recalculated, or the reasons for not doing so are disclosed. Accuracy Efforts were made to provide sufficient detail and accuracy to enable stakeholder to assess the organisationâ&#x20AC;&#x2122;s performance. Where necessary, the content of the report was complemented with attachments, available on the bankâ&#x20AC;&#x2122;s blog and website. Timeliness The CSR report is published annually, providing data as of 31 December.

191

Additional Information

Clarity In line with this principle, the information is made available in a manner that is clear, understandable and accessible to stakeholders.

External assurance The report was verified by an external certifying agency (Bureau Veritas Certification). The audit checked the veracity of the reportâ&#x20AC;&#x2122;s content, the materiality and relevance of the information, and its conformity to the GRIâ&#x20AC;&#x2122;s new G3.1 guidelines. The audit included two site inspections at the bankâ&#x20AC;&#x2122;s offices. Final review of the entire process was carried out by GRI, which confirmed an A+ level for the report based on the guidelines in the GRI Sustainability Report (G3.1) published in 2012 and in the 2008 financial services sector supplement. The verification report is available on the corporate website. 192

Reliability Review and Audit In the course of drafting and reviewing the report, the supporting documentation and internal controls were reviewed to ensure the veracity of the information disclosed in the report. The group’s key figures presented in the report are audited as part of the audit of the consolidated financial statements by PricewaterhouseCoopers Auditores, and are presented together with a declaration of responsibility by the directors of Banco Sabadell in the Annual Report. The corporate governance data is published in the Corporate Governance Report approved by the Board of Directors and published by the National Securities Market Commission. All activities and processes performed by Banco Sabadell in Spain were audited in 2012 by Bureau Veritas Certification and the declaration of conformity with the ISO 9001:2008 standard was renewed.

Banco Sabadell’s workplace safety system was audited in accordance with the legal requirements in 2012. The auditor, Audelco, concluded that the workplace health and safety model in place is integrated, documented and effective. The organisation’s environmental performance at its six certified headquarters was audited in 2013 by Bureau Veritas Certification and declared to conform to the requirements of the ISO 14001:2004 standard. The data on the Group’s environmental performance in Spain that is disclosed in the report is drawn from the annual review of the environmental management system by the Environment Committee. The data on investment in society by the Banco Sabadell and Banco Herrero Foundations is drawn from the respective financial statements audited by PricewaterhouseCoopers Auditores and presented on the group website.

193

Additional Information

Profile disclosure in accordance with G3.1

194

Profile disclosures (G3)

output

Report on: 1.1 2.1 - 2.10 3.1 - 3.8, 3.10 - 3.12 4.1 - 4.4, 4.14 - 4.15

Disclosures on management approach (G3)

output

Not required

Performance indicators (G3) & sector supplement performance indicators

output

CONTENIDOS BĂ SICOS

Report Application Level

Report fully on a minimum of any 10 Performance Indicators, including at least one from each of: social, economic, and environment.

B+

Report on all criteria listed for Level C plus: 1.2 3.9 - 3.13 4.5 - 4.13, 4.16 - 4.17

Management approach disclosures for each indicator category. Report externally assured

Report externally assured

A+

Same as requirement for Level B.

Management approach disclosures for each indicator category.

Report fully on a minimum of any 20 Performance Indicators, at least one from each of: economic, environment, human rights, labour, society, product responsibility.

Respond on each core and Sector Supplement* indicator with due regard to the materiality Principle by either: a) reporting on the indicator or b) explaining the reason for its omission.

Report externally assured

C+

* Sector supplement in final version.

195

Additional Information

ri g3.1 Indicators financial services sector supplement

196

Nomenclature: AR: 2012 Annual Report CGR: 2012 Corporate Governance Report

Profile 1 Strategy and analysis Index

Page

Description

Verification

1.1

2-3

Statement from the most senior decision-maker of the organisation (e,g,, CEO, chair, or equivalent senior position) about the relevance of sustainability to the organisation and its strategy.

√

1.2

19-21

Description of key impacts, risks, and opportunities.

√

2 Organisation profile Index

Page

Description

Verification

2.1

Name of the organisation.

√

2.2

64-65

Primary brands, products, and/or services.

√

2.3

Operational structure of the organisation, including main divisions, operating companies, subsidiaries, and joint ventures.

√

2.4

232

Location of organisation’s headquarters.

√

2.5

64-67

Number of countries where the organisation operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.

√

2.6

Nature of ownership and legal form.

√

2.7

64-67

Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).

√

2.8

219

Scale of the reporting organisation.

√

2.9

61-63

Significant changes during the reporting period regarding size, structure, or ownership.

√

2.10

22-25

Awards received in the reporting period.

√

197

Additional Information

3 Report parameters Index

Page

Description

Verification

Report profile 3.1

189

Reporting period (e,g,, fiscal/calendar year) for information provided.

√

3.2

189

Date of most recent previous report (if any).

√

3.3

189

Reporting cycle (annual, biennial, etc,).

√

3.4

189

Contact point for questions regarding the report or its contents.

√

Report scope and boundary

198

3.5

189-190

Process for defining report content.

√

3.6

190

Boundary of the report (e,g,: countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers).

√

3.7

190

State any specific limitations on the scope or boundary of the report.

√

3.8

190

Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organisations.

√

3.9

191-192

Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report.

√

3.10

92-95; 101-103; 157; 180181

Explanation of the effect of any restatements of information provided in earlier reports, and the reasons for such restatement (e,g,, mergers/acquisitions, change of base years/periods, nature of business, measurement methods).

√

3.11

(1)

Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.

√

GRI content index 3.12

196-216

Table identifying the location of the Standard Disclosures in the report.

â&#x2C6;&#x161;

Policy and current practice with regard to seeking external assurance for the report, If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance, Also explain the relationship between the reporting organisation and the assurance provider(s).

â&#x2C6;&#x161;

Assurance 3.13

192

199

1) There were no significant changes in the reporting period

Additional Information

4 Governance, commitments and engagement Index

Page

Description

Verification

Governance

200

4.1

51; CGR p10-12; CGR p16; CGR p3438

Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight.

√

4.2

CGR p10; CGR p23

Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organisation’s management and the reasons for this arrangement).

√

4.3

55; 129

For organisations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members.

√

4.4

47; 53-54; Mechanisms for shareholders and employees to provide 137-138 recommendations or direction to the highest governance body.

√

4.5

AR p120128; CGR 16-18

Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organisation’s performance (including social and environmental performance).

√

4.6

Processes in place for the highest governance body to ensure conflicts of interest are avoided.

√

4.7

Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity.

√

4.8

19; 45-46

Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.

√

4.9

45-47; CGR p1516; CGR p46-47

Procedures of the highest governance body for overseeing the organisation’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.

√

4.10

Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance.

√

Commitment to external initiatives 4.11

CGR p4147

Explanation of whether and how the precautionary approach or principle is addressed by the organisation.

√

4.12

22-25

Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses.

√

4.13

22-25

Memberships in associations (such as industry associations) and/or national/international advocacy organisations which the organisation supports.

√

Stakeholder engagement 4.14

List of stakeholder groups engaged by the organisation.

√

4.15

18-19

Basis for identification and selection of stakeholders with whom to engage.

√

4.16

26-31

Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.

√

4.17

26-31

Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting.

√ 201

Additional Information

Product and Service Impact Financial services sector-specific product and service impact disclosure on management approach Index

Page

Description

Verification 35-37; 74-87; 146-151

Aspect: product portfolio P

FS1

74-87; 148-151

Policies with specific environmental and social components applied to business lines.

√

FS2

35-37; 83-86; 148-149

Procedures for assessing and screening environmental and social risks in business lines.

√

FS3

Processes for monitoring clients’ implementation of and compliance with environmental and social requirements included in agreements or transactions.

√

FS4

36; 163164

Process(es) for improving staff competency to implement the environmental and social policies and procedures as applied to business lines.

√

FS5

146-151

Interactions with clients/investees/business partners regarding environmental and social risks and opportunities.

√

Aspect: product portfolio P

FS6

AR p5758; AR p247

Percentage of the portfolio for business lines by specific region, size (e,g, micro/SME/ large) and by sector.

√

FS7

79-81; 83-87; 148-149

Monetary value of products and services designed to deliver a specific social benefit for each business line broken down by purpose.

√

FS8

79-81; 83-87; 148-151

Monetary value of products and services designed to deliver a specific environmental benefit for each business line broken down by purpose.

√

202

Financial services sector-specific product and service impact performance indicators 193

Aspect: audit P

FS9

193

Coverage and frequency of audits to assess implementation of environmental and social policies and risk assessment procedures.

√ 83-86, 146

Aspect: active ownership P

FS10

84-87; 146-147

Percentage and number of companies held in the institution’s portfolio with which the reporting organisation has interacted on environmental or social issues.

√

FS11

83-87

Percentage of assets subject to positive and negative environmental or social screening.

√

FS12

83-87

Voting polic(ies) applied to environmental or social issues for shares over which the reporting organisation holds the right to vote shares or advises on voting.

√

203

Additional Information

Economic section Economic performance indicators Index

Page

Description

Aspect: economic performance

219

EC1

219

Economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.

√

EC2

(2)

Financial implications and other risks and opportunities for the organisation’s activities due to climate change.

√

EC3

131

Coverage of the organisation’s defined benefit plan obligations.

√

EC4

205

Significant financial assistance received from government.

√

Aspect: market presence

204

Verification

113, 121, 170

EC5

120-121

Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation.

√

EC6

170

Policy, practices, and proportion of spending on locallybased suppliers at significant locations of operation.

√

EC7

112-113

Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation.

√

Aspect: Indirect economic impacts

219

EC8

79-80; 146

Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement.

√

EC9

219

Understanding and describing significant indirect economic impacts, including the extent of impacts.

√

Environmental dimension Environmental performance indicators Index

Page

Description

Verification 159-160

Aspect: materials P

EN1

159-160

Material used by weight or volume.

√

EN2

159-160

Percentage of materials used that are recycled input materials.

√

Aspect: energy

156-157, 229

EN3

157

Direct energy consumption by primary energy source.

√

EN4

229

Indirect energy consumption by primary source.

√

EN5

156-157

Energy saved due to conservation and efficiency improvements.

√

EN6

156-157

Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives.

√

EN7

156-159

Initiatives to reduce indirect energy consumption and reductions achieved.

√

205

2) No significant financial aid, only tax credits

Additional Information

Aspect: water

159

EN8

159

Total water withdrawal by source.

√

EN9

159

Water sources significantly affected by withdrawal of water.

√

EN10

159

Percentage and total volume of water recycled and reused,

√

Aspect: biodiversity

206

EN11

(3)

Location and size of land owned, leased or managed in protected areas and areas of high biodiversity value outside protected areas.

√

EN12

(4)

Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas.

√

EN13

(4)

Habitats protected or restored.

√

EN14

(4)

Strategies, current actions, and future plans for managing impacts on biodiversity.

√

EN15

(4)

Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk.

√

Aspect: emissions, effluents and waste

157, 207

EN16

157

Total direct and indirect greenhouse gas emissions by weight.

√

EN17

227

Other relevant indirect greenhouse gas emissions by weight.

√

EN18

156-159

Initiatives to reduce greenhouse gas emissions and reductions achieved.

√

EN19

157

Emissions of ozone-depleting substances by weight.

√

EN20

(5)

NOx, SOx, and other significant air emissions by type and weight.

√

206

3) Banco Sabadell does not own, lease or manage any land in protected areas with a high biodiversity value. 4) Banco Sabadell’s activities do not have a material impact on biodiversity or protected areas.

EN21

159

Total water discharge by quality and destination.

√

EN22

160

Total weight of waste by type and disposal method.

√

EN23

(6)

Total number and volume of significant spills.

√

EN24

(7)

Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally.

√

EN25

158

Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organisation’s discharges of water and runoff.

√

207

5) Banco Sabadell does not have signifiacnt emissiones of Nox or Sox 6) Not significant accidental spillage was registered during the year 7) Not applicable, The group does not transport, import, export or process materials classified as hazardous under the Basel Convention.

Additional Information

Aspect: products and services

156- 161

EN26

156-161

Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.

√

EN27

(8)

Percentage of products sold and their packaging materials that are reclaimed by category.

√

Aspect: compliance note (9) P

EN28

(9)

Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations.

Aspect: transport A

EN29

229

EN30

(10)

√

229 Significant environmental impacts of transporting products and other goods and materials used for the organisation’s operations, and transporting members of the workforce.

Aspect: overall note (10) A

208

√

208 Total environmental protection expenditures and investments by type.

208

8) Not applicable, The bank offers financial products and services; accordingly, there is no possibility for recovery at the end of their useful lives, 9) None in 2012 10) Datum not available, Environmental expenditure and investments are distributed among a number of departments

√

Social dimension Labour practices and decent work performance indicators Index

Page

Description

Aspecto: empleo

Verification 109-113

LA1

109-113

Total workforce by employment type, employment contract, and region, broken down by gender.

√

LA2

124

Total number and rate of new employee hires and employee turnover by age group, gender and region.

√

LA3

131

Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations.

√

LA15

128-131

Return to work and retention rates after parental leave, by gender.

√

Aspect: labour/management relations

123-125

LA4

123

Percentage of employees covered by collective bargaining agreements.

√

LA5

123

Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements.

√

Aspect: occupational health and safety

132-135

LA6

133

Percentage of total workforce represented in formal joint management–worker health and safety committees that help monitor and advise on occupational health and safety programmes.

√

LA7

134

Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender.

√

LA8

134-135

Education, training, counselling, prevention, and risk-control programmes in place to assist workforce members, their families, or community members regarding serious diseases.

√

LA9

133

Health and safety topics covered in formal agreements with trade unions.

√

209

Additional Information

Aspect: training and education P

LA10

119

Average hours of training per year per employee by gender, and by employee category.

√

LA11

114-115

Programmes for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.

√

LA12

115-116

Percentage of employees receiving regular performance and career development reviews, by gender.

√

Aspect: diversity and equal opportunity P

LA13

129

Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity.

Aspect: equal remuneration for men and women P

210

116-119

LA14

121

Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation.

129

√

121

√

Human rights Human rights performance indicators Index

Page

Description

Aspect: investment and procurement practices

Verification 83-87, 169172

HR1

83-87

Percentage and total number of significant investment agreements and contracts that include clauses incorporating human rights concerns, or that have undergone human rights screening.

√

HR2

169-172

Percentage of significant suppliers, contractors, and other business partners that have undergone human rights screening, and actions taken.

√

HR3

44-47

Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.

√

Aspect: non-discrimination P

HR4

(11)

211 Total number of incidents of discrimination and corrective actions taken.

Aspect: freedom of association and collective bargaining P

HR5

169-172

Operations and significant suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and actions taken to support these rights.

Aspect: child labour P

HR6

169-172

√ 169-172

√

169-172 Operations and significant suppliers identified as having significant risk for incidents of child labour, and measures taken to contribute to the effective abolition of child labour.

11) There were no incidents of discrimination

√

211

Additional Information

Aspect: forced and compulsory labour P

HR7

169-172

Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labour, and measures to contribute to the elimination of all forms of forced or compulsory labour.

Aspect: security practices A

HR8

169-172

HR9

(12)

Percentage of security personnel trained in the organisation’s policies or procedures concerning aspects of human rights that are relevant to operations.

HR10

34-43

Total number of incidents of violations involving rights of indigenous people and actions taken.

HR11

(12)

√

34-43 Percentage and total number of operations that have been subject to human rights reviews and/or impact assessments.

Aspect: remediation P

√

169-172

Aspect: assessment P

√

169-172

Aspect: indigenous rights A

169-172

√

212 Number of grievances related to human rights filed, addressed and resolved through formal grievance mechanisms.

212

12) There were no incidents of violation of human rights nor indigenous rights in the reporting year 13) There were no corruption incidents during the reporting year

√

Society Social performance indicators Index

Page

Description

Aspect: local communities

Verification 149

SO1

26-31; 148-149

Percentage of operations with implemented local community engagement, impact assessments, and development programmes.

√

SO9

148-149

Operations with significant potential or actual negative impacts on local communities.

√

SO10

148-149

Prevention and mitigation measures implemented in operations with significant potential or actual negative impacts on local communities.

√

FS13

88-89; 96-97

Access points in low-populated or economically disadvantaged areas by type.

√

FS14

72-81

Initiatives to improve access to financial services for disadvantaged people.

√

Aspect: corruption

40-43

SO2

40-43

Percentage and total number of business units analysed for risks related to corruption.

√

SO3

Percentage of employees trained in organisation’s anti-corruption policies and procedures.

√

SO4

(13)

Actions taken in response to incidents of corruption.

√

Aspect: public policy P A

SO5 SO6

(14) (15)

214 Public policy positions and participation in public policy development and lobbying.

√

Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country.

√

14) The bank does not participated in setting public policy or engage in lobbying 15) The bank does not make financial contributions to political parties or related institutions

213

Additional Information

Aspect: anti-competitive behaviour A

SO7

(16)

Total number of legal actions for anti-competitive behaviour, anti-trust, and monopoly practices and their outcomes.

Aspect: compliance P

SO8

(17)

214

â&#x2C6;&#x161;

214 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations.

214

16) There were no monopolistic or anti-competitive practices in the reporting year 17) Banco CAM was fined on dos occasions in 2012 for a total amount of 70,000 euro.

â&#x2C6;&#x161;

Product responsibility Product responsibility performance indicators Index

Page

Description

Aspect: customer health and safety

Verification 37

PR1

37-47

Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures.

√

PR2

(18)

Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes.

√

Aspect: product and service labelling

PR3

Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements.

√

PR4

(19)

Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labelling, by type of outcomes.

√

PR5

91-95

Practices related to customer satisfaction, including results of surveys measuring customer satisfaction.

√

FS15

Policies for the fair design and sale of financial products and services.

√

FS16

Initiatives to enhance financial literacy by type of beneficiary.

√

73-78

18) There were no incidents in the reporting year 19)The bank was fined on two occasions by the Andalusia Regional Governement for a total amount of 23,000 euro

215

Additional Information

Aspect: marketing communications P

PR6

45-46

Programmes for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship.

√

PR7

214-215

Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes.

√

Aspect: customer privacy A

PR8

101-103

101-104 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data.

Aspect: compliance P

216

PR9

214-215

√

215-216 Monetary value of significant fines for noncompliance with laws and regulations concerning the provision and use of products and services.

√

217

Additional Information

ustainability indicators

218

Except where expressly indicated otherwise, indicators are calculated as of year-end and the 2012 figures include those of Banco CAM from the acquisition date (01.06.2012).

KEY INDICATORS 2012

2011

2010

Direct economic value generated Net sales plus revenues from financial investments and sales of assets (includes gross income and capital gains on sales of assets)

thousand euro

2,973,853

2,512,394

2,627,450

441,867

340,529

302,063

996,546

742,600

679,721

324,843

-13,556

135,690

3,842(1)

3,325

2,778

1,206,755

1,439,496

1,507,198

Economic value distributed Payments to suppliers Personnel expenses ( including benefits) Income tax and other taxes Community investments

thousand euro thousand euro thousand euro thousand euro

Economic value retained Calculated as Economic value generated less Economic value distributed

thousand euro

Other interesting data Shareholders

number

236,774

127,310

126,263

Branches

number

1,898

1,382

1,467

Group workforce

number

15,596

10,675

10,777

Main suppliers

number

Total suppliers

number

268

280

234

Building certified to ISO 14001

number

16%

15%

3,841,821 (1)

3,324,704

2,777,624

Employees working at certified locations Community investment (1) Does not include Banco CAM

% euros

219

Additional Information

Economic indicators 2012

2011

2010

Magnitudes Total assets

thousand euro thousand euro

161,547,085 100,437,380

97,099,209

115,392,391

73,635,342

73,057,928

1,867,988

1,537,263

1,459,116

2,958,446

2,506,722

2,331,339

1,289,896

1,230,710

1,136,304

81,891

231,902

380,040

0.07

0.24

0.44

1.01

3.82

7.32

51.10

47.32

46.20

Core Capital

10.42

9.01

8.20

TIER I

10.42

9.94

9.36

Loan loss ratio

9.33

5.95

5.01

Loan loss global coverage ratio

13.88

4.54

4.20

Gross loans and advances to customers, excluding repos Income and earning performance Net interest income Gross income Operating profit before impaiment and other provisions Net attributable profit

thousand euro thousand euro thousand euro thousand euro

Ratios PROFITABILITY AND EFFICIENCY RATIOS ROA (Net profit / average total assets) ROE (Net attributable profit / average shareholdersâ&#x20AC;&#x2122; equity) Cost income (general administrative expenses / gross income) BIS CAPITAL RATIOS

220

RISK MANAGEMENT

CORPORATE GOVERNANCE INDICATORS 2012

2011

2010

number

2,959,555,017

1,391,048,717

1,263,630,834

Shareholders

number

236,774

127,310

126,263

Individual shareholders

70.8%

56.2%

62.10%

Institutional investors

29.2%

43.8%

37.90%

Capital represented at Ordinary General Meeting of Shareholders (total)

65.84%

72.73%

67.29%

customers indicators 2012

2011

2010

Accessibility Branches

number

1,898

1,382

1,467

ATMs

number

3,178

1,612

1,703

Distance banking contracts (2)

49%

50%

Customer use of BS M贸vil

27.4%

18.9%

5.87

5.91

5.94

6.01

6.04

5.83

5.90

5.88

scale of 0 to 10

7.71

7.92

scale of 0 to 10

7.28

7.62

7.76

scale of 0 to 10

7.57

7.73

8.35

scale of 0 to 10

7.52

7.66

8.16

Customer satisfaction

(3)

Overall customer satisfaction with Banco Sabadell Overall customer satisfaction with Banco Sabadell branch Overall customer satisfaction with Banco Sabadell account manager Private customer satisfaction with Banco Sabadell in INMARK financial behaviour survey Overall private customer satisfaction in INMARK financial behaviour survey Business customer satisfaction with Banco Sabadell in INMARK financial behaviour survey Overall business customer satisfaction in INMARK financial behaviour survey

scale of 1 to 7 scale of 1 to 7 scale of 1 to 7

221

Additional Information 2012

Quality of service (3) Overall quality rating for the branch network (on-site mystery shopper) Overall quality rating for the branch network (telephone mystery shopper) Banco Sabadell rating in branch network objective quality ranking Total market rating in branch network objective quality ranking

scale of 1 to 7 scale of 1 to 7 scale of 0 to 10 scale of 0 to 10

2011

2010

5.80

5.85

5.99

6.52

6.58

6.57

6.90

7.24

7.41

6.01

6.06

6.11

4,435

3,660

3,184

60%

46%

50%

22%

21%

23%

10%

67%

66%

64%

Average response time for simple issues

days

2.62

2.37

5.98

Average response time for issues of average complexity

days

8.02

11.51

10.54

Average response time for complex issues

days

31.52

23.68

34.12

0.6%

euro

56,984

63,241

56,004

thousand euro

5,660

9,320

10,021

154

166

174

Customer Care Service

(4)

Claims and complaints Breakdown of claims handled vs complaints Decisions by the Customer Care Service and Customer Ombudsperson in customer’s favour Decisions by the Customer Care Service and Customer Ombudsperson partly in customer’s favour Ombudsperson reached by agreement with the customer Decisions by the Customer Care Service and Customer Ombudsperson in Banco Sabadell’s favour

number

Responsible products and services URQUIJO COOPERACIÓN SICAV 222

Fee assigned to NGO (% of management fee) Fee assigned to NGO SICAV assets SICAV shareholders

number

2012

2011

2010

SABADELL BS INVERSIÓN ÉTICA Y SOLIDARIA, FI Fee assigned to NGO (% of management fee) Fee assigned to NGO Fund assets Fund investors

0.35%

euros

17,731

22,544

13,110

3,818.63

5,175.54

4,859.10

124

152

183

thousand euro number

PLAN DE PENSIONES ÉTICO Y SOLIDARIO Fee assigned to NGO (% of management fee)

0.50%

Fee assigned to NGO

euro

13,981

17,218

13,609

Pension plan assets

thousand euro

4,534.00

4,428.69

4,643.52

Pension plan investors

number

430

462

464

0.70%

Endowment insurance assets

thousand euro

5,826

4,382

3,828

Number of insurance policies

number

1,885

1,900

2,062

BS ASSURED FUTURE PLAN Fee assigned to NGO (% of returns)

2) An “active customer” is defined as one who makes at least one transaction per quarter, 3) Does not include Banco CAM 4) Data for 2012 includes figures for Banco CAM from 8 December

223

Additional Information

WORKFORCE INDICATORS 2012

2011

2010

Workforce description Group workforce at year-end

number

15,596

10,675

9,624

Equivalent average workforce (5)

number

13,933

10,670

9,743

Domestic workforce at year-end

number

14,866

9,937

9,000

International workforce at year-end

number

730

738

624

Workforce gender split (male) (6)

50%

53%

Workforce gender split (female) (6)

50%

47%

44%

56%

44%

56%

77%

23%

91%

Male clerical staff

(7)

Female clerical staff

(7)

Male middle management

(7)

Female middle management Male managers

(7)

Female managers (7) Male senior managers

(7)

Female senior managers

(7)

224 (5) Calculated by adding up the personnel at month-end. 6) Group workforce at year-end. 7) A new category of middle management has been included. Historical data are not available

2012

2011

2010

Workforce rotation (8) Personnel terminated (Banco Sabadell)

number

111

169

103

Personnel terminated (Banco CAM)

number

619

Resignations ( Banco Sabadell)

0.19%

0.47%

0.43%

Dismissals ( Banco Sabadell)

0.33%

0.29%

0.36%

0.18%

0.20%

0.23%

0.09%

0.63%

0.04%

0.40%

0.42%

number

203,591

68,563

57,881

98%

95%

90%

euro/ employee

257.31

306.97

316.99

hours

2012

2011

2010

Discharge due to finalisation of contracts ( Banco Sabadell) Discharge due to pre-retirement and retirement ( Banco Sabadell) Training Investment in training as a % of personnel expenses Training actions Employees who received training Investment in training per employee Hours of training per employee

(8) Figures calculated for the Group average workforce

Compensation (7) Average compensation for male clerical staff

euro

25,873

Average compensation for female clerical staff

euro

21,701

euro

38,000

euro

34,992

Average compensation for male middle managers Average compensation for female middle managers

225

Additional Information 2012

2011

2010

Average compensation for male managers

euros

57,812

Average compensation for female managers

euros

55,716

euros

105,390

euros

93,102

33%

38%

19%

Employees with a shorter working day at their own request

number

268

210

230

Employees with paternity leave

number

316

203

145

Employees with accumulated breastfeeding leave

number

251

180

206

3.11%

3.81%

4.21%

4.35%

1.71%

2.36%

2.51%

3.57%

Average compensation for male senior managers Average compensation for female senior managers Personnel with flexible remuneration Work-life balance

Safety and well-being Periodic prevalence index Banco Sabadell (9) Periodic prevalence index Banco CAM

(9)

Seriousness index Banco Sabadell (10) Seriousness index Banco CAM

(10)

9) (Employees on disability leave/total employees) x 100 10) (Days lost/total working days) x 100

Environmental indicators 226

Inventory of emissions of CO2 (12)

unit

CAM

Group

2012

2012 (11)

2012

2011

2010

Scope 1 (direct activities: emissions generated by company installations and vehicles) gasoil consumption (electricity generators and fire-fighting equipment) propane gas consumption (propane gas boilers) natural gas consumption (boilers, foodservice and humidification equipment)

Tones CO2

15.50

5.04

20.54

11.67

11.52

Tones CO2

4.70

2.95

3.91

Tones CO2

156.27

183.75

274.63

company vehicles (owned or leased)

Tones CO2

201.21

180.60

141.70

Total scope 1

Tones CO2

378

379

432

Inventory of emissions of CO2 (12)

unit

CAM

Group

2012

2012 (11)

2012

2011

2010

20,219

21,664

Scope 2 (indirect activities: emissions due to electricity consumption nationwide) Total scope 2

Tones CO2

19,763

7,929

27,692

Scope 3 (other indirect activities: emissions due to business trips) plane trips

Tones CO2

1,596

197 1,793.53 1,433.95 1,444.14

train trips

Tones CO2

vehicles (except company vehicles)

Tones CO2

1,456

Total scope 3

Tones CO2

3,124

207

3,330

2,988

2,421

Total emissions generated by Banco Tones CO2 Sabadell in Spain ( scope 1, 2, 3)

23,264

8,141

31,405

23,586

24,517

81.13

54.42

59.60

- 1,499.45

916.78

Energy consumption Electricity consumption in Spain

MWh

63,751

25,577

89,328

61,269

65,649

Gasoil consumption

MWh

Propane gas consumption

MWh

Natural gas consumption

MWh

1,805

907

1,018

Total electricity consumption in Spain

MWh

65,636

25,596

91,232

62,233

66,728

MWh/e

6.61

6.17

7.29

MWh/e

6.80

6.26

7.41

Electricity consumption in Spain, per employee Total energy consumption in Spain por employee

11) Figures include Banco CAM from June 2012 12) Banco Sabadell reports its emissions of CO2 in accordance with â&#x20AC;&#x153;The GHG Protocol. A Corporate Accounting and Reporting Standard, Revised editionâ&#x20AC;?, using the operational control and centralised roll-up methods.

227

Additional Information Conversion factors applied for the inventory of emissions Environmental aspects

year

Conversion factor

2012-2010

2.65 Kg CO2/liter

Spanish GHG inventory report

Propane gas consumption 2012-2010

2.97 Kg CO2/kg

Spanish GHG inventory report

56.30 ton CO2/TJ

Spanish GHG inventory report

Gasoil consumption

Natural gas consumption

2012-2010

2012-2011

0.21 kg CO2/km

2010

0.20 kg CO2/km

2012-2011

0.19 kg CO2/km

2010

0.12 kg CO2/km

Spanish National energy commission “MEMORIA DE GARANTÍAS Y ETIQUETADO DE LA ELECTRICIDAD 2010” Spanish National energy commission “MEMORIA DE GARANTÍAS Y ETIQUETADO DE LA ELECTRICIDAD 2009” GHG Protocol Mobile guide (2.3 (Oct 2011)) GHG Protocol Mobile guide (03/21/05) V1.3 GHG Protocol Mobile guide (2.3 (Oct 2011)) GHG Protocol Mobile guide (03/21/05) V1.3 GHG Protocol Mobile guide (2.3 (Oct 2011)) GHG Protocol Mobile guide (03/21/05) V1.3 GHG Protocol Mobile guide (03/21/05) V1.2 GHG Protocol Mobile guide (03/21/05) V1,.3

0.02 kg CO2/ P.km

Renfe 2010

2012

0.31 kg CO2/kwh

2011-2010

0.33 kg CO2/kwh

2012-2011

0.17 kg CO2/ P.km

2010

0.18 kg CO2/ P.km

2012-2011

0.11 kg CO2/ P.km

2010

0.11 kg CO2/ P.km

Electricity consumption

Plane trips (< 500 km)

Plane trips (>500 km)

Car trips (petrol)

Car trips (diesel) Train trips 228

Conversion factor

2012-2010

Electricity consumption broken down by primary sources Electricity purchased from Nexus Renovables

2012

2011

2010

87%

88%

86%

100% of the electricity purchased from Nexus Renovables is from renewable sources Electricity purchased from other companies

13%

12%

14%

Solar

Wind

18%

16%

Cogeneration

12%

11%

14%

19%

23%

11%

16%

Nuclear

22%

21%

22%

Coal

20%

15%

National breakdown of primary sources (%)

Other renewable CCGT Hydroelectric

Oil / gas

unit

CAM (13)

Group

2012

2011

2010

Other resources consumption Water consumption in Spain

euros

495,446

186,564

682,010

424,881

379,350

Water consumption in Spain, per employee

euros/e

51.37

43.73

42.76

42.15

Paper consumption in Spain(14)

tones

565.87

526.49

526.25

Paper consumption in Spain, per employee (14)

kg/e

58.67

52.98

58.47

Paper consumption at corporate headquarters, per employee (14)

19%

24%

84%

78%

84%

Millon Km

22.38

15.55

37.93

20.07

19.19

Use of recycled paper at corporate headquarters

229

(14)

Travels

(13)Figures include Banco CAM from June 2012. 14) All data related to paper consumption refers to A4 size.

Additional Information

unit

CAM (13)

Group

2012

2011

2010

Waste Paper and cardboard waste in Spain

tones

672.50

768.18

744.94

Paper and cardboard waste in Spain, per employee

kg/e

69.72

77.3

82.8

Toner waste in Spain (15)

tones

13.7

18.5

17.5

Toner waste in Spain, per employee(15)

kg/e

1.4

1.9

Toner waste in Spain, per employee (15)

unidad/e

1.1

1.5

1.2

(13)Figures include Banco CAM from June 2012 (14) All data related to paper consumption refers to A4 size. (15) Third quarter data estimated

Renewable energy unit

2012

2011

2010

151

123

109

Attributable renewable energy (wind)

93%

69%

75%

Attributable renewable energy (photovoltaic)

Attributable renewable energy (small hydro)

23%

17%

13,501

12,755

9,752

883

861

660

116

965

663

103

131

500

Direct Investment Attributable installed capacity in renewable energy

230

Financing of facilities Renewable energy projects financed (wind) Renewable energy projects financed (solar thermal) Renewable energy projects lead managed (small hydro) Renewable energy projects lead managed (photovoltaic) Renewable energy projects lead managed (biomass) Renewable energy projects lead managed (CCGT)

SUPPLIER INDICATORS unit

2012

2011

2010

number

Million euro

number

268

280

234

Total amount allocated to suppliers

Million euro

Evaluated suppliers with ISO 9001

56%

58%

37%

Evaluated suppliers with ISO ISO 14001/EMAS

40%

44%

30%

unit

2012

2011

2010

euros

3,841,821

3,324,704

2,777,624

Social investment

59%

72.9%

76.0%

Sporadic contributions

4.6%

13.0%

Initiatives aligned with the business

37%

22.5%

11.0%

Time contribution to investment

0.5%

1.5%

Monetary contribution to investment

99.5%

98.5%

Main suppliers Total amount allocated to main suppliers Total suppliers

Social and cultural action indicators

Investment in social and cultural action Reason for investment

Type of contribution

Areas of action

231

Aid and solidarity

2.3%

6.2%

9.2%

Social integration

6.1%

4.4%

6.1%

Medical research and healthcare

2.9%

3.6%

7.6%

Training and education

16.6%

17.4%

32.0%

Culture

30.1%

40.5%

25.3%

Economic development

23.3%

11.2%

8.0%

Environment

0.1%

0.0%

Other (16)

18.6%

16.6%

11.8%

(16) Includes general expenses of the Banco Sabadell Foundation and Banco Herrero Foundation.

Contact us You can send us any doubts, suggestions, comments or requests for information The Compliance, CSR and Corporate Governance Department is open to receive any queries or questions about Corporate Social Responsibility via the following e-mail address: rsc@bancsabadell.com

Compliance, CSR and Corporate Governance Department C/ Sena, 12 路 PIAE Can Sant Joan, 08174 Sant Cugat del Vall猫s Barcelona (Spain) Fax: 935 916 337 | rsc@bancsabadell.com

General information +34 902 323 555 info@bancsabadell.com

Environment +34 902 323 555 medioambiente@bancosabadell.com

Shareholder Relations Service +34 937 288 882 accionista@bancsabadell.com

Social and cultural action +34 902 323 555 comisionpatrocinios@bancsabadell.com

Investor Relations +34 902 030 255 InvestorRelations@bancsabadell.com

Banco Sabadell Foundation +34 937 271 152 Fundaci贸nBS@bancsabadell.com

Human Resources +34 902 323 555 RRHH@bancsabadell.com

Banco Herrero Foundation fundacionBH@bancoherrero.es

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