Strategic lines

CaixaBank continues to base its actions on its 2015-2018 Strategic Plan, “Committed to trustworthy and profitable banking”, as it seeks to consolidate its commercial leadership in Spain and be recognised for its quality of service, social responsibility, financial robustness and capacity to innovate.

Final year of the 2015-2018
Strategic Plan

CaixaBank remains well on track when it comes to its strategic objectives:

The bank’s profitability continues to grow thanks to strong income, cost savings and improvements in credit quality. The Bank has also enhanced its capital adequacy and liquidity, which are comfortably clear of the minimum regulatory requirements.

In the commercial realm, CaixaBank continues to cement its leadership within the Spanish banking and insurance market.

In Portugal, business and profits at BPI have been increasingly sharply following its acquisition by CaixaBank in early 2017.

Meanwhile, CaixaBank remains firmly committed to new innovations and functionalities so as to continue leading the way in digitalisation and anticipating new technological challenges.

For 2018, the last year of the plan, the bank will continue fostering diversification of its sources of income, contain its cost base and reduce exposure to non-performing assets in a bid to achieve a ROTE (return on tangible equity) of between 9% and 11%. Against the current backdrop, another key priority is to continue raising awareness within the organisation of conduct risk while strengthening the culture of internal control and compliance. The bank will also continue to provide added-value advice to all of its customers so as to ensure unrivalled levels of service and trust.


CaixaBank will start the planning process for its new Strategic Plan in 2018. This Plan will define its priorities for action in response to the challenges and opportunities of the coming three years.

Further information at:
Lines of strategy

Main challenges and opportunities in
current economic and banking conditions

Changing customer demands

New customer profiles and expectations

Greater need for advisory services

Low confidence in the banking system

Exposure to conduct risks

See key strategy 1

Focus on profitability

Recovery in the economy and the real estate market

Low interest rates

Weak business volumes

Competitive pressure

See key strategy 2

Regulatory pressure

Development of the Banking Union

New regulatory requirements

Penalisation of complexity

The need to reduce unproductive assets

See key strategy 3

Digital transformation

New technology and innovations

The increasing value of information

Confidentiality and security

Digital competitors

See key strategy 4

Need for training and to attract talent

Training in advice

Attracting and developing talent

Meritocratic culture


See key strategy 5