1. November 6, 2000 G R U P O F I N A N C I E R O Latin American Equity Conference

2. I. OVERVIEW Highlights Highlights Profitability Profitability Asset Quality Asset Quality Capitalization Capitalization Other Sectors Other Sectors Internet Internet II. MANAGEMENT´S VISION AND STRATEGIES Contents

3. I. OVERVIEW

4. Highlights w Banorte created provisions against stockholder’s equity for ps 1,737.7 million pesos to cover all contingencies with Fobaproa and to comply with YR2003 capital rules. w GFNorte 3Q00 accumulated profit of ps 1,190.3 million, 29.5% increase over 3Q99. Banking Sector of ps 1,015.6 million. w GFNorte 3Q00 accumulated non interest expense decreased 13.4% compared to 3Q99 as a result of expense reduction measures since 2H99. Banking Sector’s decreased 16.7% for the same period. w Banking Sector’s past due loans decreased 19.6% in one year period reducing pdl ratio from 6% to 4.9%. Reserve coverage at 102.9%. w Banking Sector’s capitalization ratio of 12.1%, Tier 1 of 11.1% and Tier 2 of 1.0%. Capitalization ratio for 2003, 10.7%.

5. w Banorte strengthened its capital base to fully create provisions for Fobaproa and YR2003 and to take advantage of tax loss carry-forward in Bancentro. Highlights Banorte Bancentro Equity Ps 1,217 w Traditional Banking Business w Recovery banking business w Bancentro’s Fobaproa assets w Serfín’s loan management portfolio w Afore from Banorte w Brokerage House’s Mutual Funds management Banorte Brokerage House Equity Ps 290 w Capital market business w Investment banking w Money market from Brokerage House

6. GFNORTE Factoring Warehousing Leasing Auxiliary Organizations Bonding 5.5% Annuities Pension Funds Long Term Saving 8.9% Insurance Group’s Integration % Group´s Investment in Subsidiaries. As of September 2000. Bancentro Banorte (Banpais) Banorte (Banpais) Banking 82.9% Brokerage House 2.7% Brokerage

7. Banorte became a national bank improving its market position Dec 96 % Mkt Branches1562.3 States7 Jun 00 453 32 5.7 % Mkt Loans include Fobaproa. Mkt. % for deposits excludes Financial Intermediaries and refers to Banking Sector exclusively. Source CNBV. 3.06.7 Total Deposits Loans 8.43.3 Dec ‘96 % Branches 10°5° 10°5° 6.811.9 Non interest Deposits 5° MARKET COVERAGE Place Jun ‘00 %Place Market 14°6° BANORTE BANCENTRO BANPAIS

8. Our Client base has increased through time as Banorte has reinforced its presence in traditional entities and moved further into new territories * Data as of September in thousands. Includes Banking Sector and Brokerage. 142 301 627 889 1,900 2,324 199419951996199719981999 2,570 2000* Checking Account50.5% Investment 38.3% Money Market 1.8% Brokerage 0.3% Loans 1.9% Credit Cards 5.6% Mortgage 1.6% Total Accounts 100% Products % Accounts

9. Supported on Banorte´s technological platform, electronic and phone banking have grown agressively *Corresponding to yr 1999. ** As of September 2000. Call Center = number of calls. *Annual Transactions (millions) 130 212 408 986 1,341 1,365 218 990 1,988 3,318 4,548 5,661 1,538 2,458 3,750 6,398 9,512 8,985 199419951996199719981999 2000** POS PC BANKING ATM 7.5 13.5 85.5 CALL CENTER 8.3 Units

10. Profitability

11. RETURN ON EQUITY We maintained second place in ROE Information provided by each Institution, It excludes minority interest;* September 2000. 19992000* 14.1 21.7% 7.2% 5.0% 19.4% BANACCI GFBVA- BANCOMER GFBITAL GFNORTE 2° GFSANTAND 15.1% 21.7% 13.1% 8.1% 8.7% 8.9% BANACCI GFNORTE GFB GFBITAL GFBBV GFSANTAND 2°

12. ACCUMULATED NET INCOME Millions as of September 2000. (*) Fully diluted GFNorte has maintained constant earnings growth Extraordinary Items: 1997: $675.2 & 1998: $410.6 Book Value 14.1 9.4 12.7 (*) 14.6(*) 15.6(*) 14.0(*) Per Share 1,482.6 1,206.0 1,516.8 667.9 686.9 '95'96'97'98'99 Extraordinary Items Extraordinary Items 3Q99 919.4 1,190.3 3 Q’00 807.4 1,106.2

13. NET INCOME PER SHARE * GFNorte has increased its net income per share 30% 2.41 1.86 3 Q ’993 Q ’00 Ps as of September 2000. * Fully diluted. 30%

14. GFNORTE EARNINGS 2000* Major contribution to earnings was that of the Banking Sector with 85% of total Group´s earnings 5% 2% 5% 3% 85% BANKING BROKERAGE LONG TERM SAVINGS HOLDING AUXILIARY ORGANIZATIONS *As of September 2000.

15. Banking Sector´s income composite As of Sep’00. Millions of Ps. NON INTEREST EXPENSE 5,111 4,256 3 Q ’99 3 Q ’00 17% TOTAL NET INCOME 797 1,098 3 Q ’993 Q ’00 38% TOTAL GROSS INCOME 6,635 5,783 3 Q ’993 Q ’00 13% 5,544 1,306 4,477 1,091 Non interest income Net interest income w Market interest rates dropped 8 basis points in one year period. w Important interest rate drop on IPAB notes.

16. Asset quality

17. Banorte has maintained a low level of past due loans BANAMEXBITALBBVA - BANCOMER BANORTE SANTANDER- SERFIN 2.2% 4.0% 4.9% 8.0% 8.1% PAST DUE LOAN RATIO As of September 2000. 3°

18. RESERVE COVERAGE Banorte maintained a reserve coverage of 102.9% BANORTE BBV - BANCOMER BANAMEXBITALSANTANDER- SERFIN 233.9% 102.9% 101.0% 112.7% 100.0% 3° As of September 2000.

19. Capitalization

20. CAPITALIZATION RATIO Capitalization ratio stood at 12.1% 16.5% 13.8% 10.5% 12.1% BANAMEX BBVA - BANCOMER BITALBANORTESANTANDER - SERFÍN 16.7% As of September 2000. 19.9%16.5%12.3%13.6%22.3% W/O MARKET RISK 4°

21. Other Sectors

22. Net Income Market Share Net Income Market Share 3Q’993Q’00 1) As of June 2000. 2) As of July 2000. 3) As of August 2000. Brokerage House Leasing Factoring Warehousing Bonding 113.54.9%58.46.8% 25.019.8%28.628.7% 2) 10.95.0%15.45.2% 3) 2.53.3 5.25.5 Afore Bancassurance Annuities 50.18.5%61.68.9% (11.8)1.0%(2.9)1.0% 1) (20.8)6.2%(19.1)9.7% Other sectors are profitable and have gained market share Long Term Saving: Brokerage Sector: Auxiliary Organizations:

23. www.banorte.com.mx

24. We define as a priority to achieve a strong position in the internet market, developing a transaction-focus strategy w Provide the most user-friendly and wide variety of transactions, both to Corporations and Individuals. w Participate as a major player, in the Business-to-Consumer sector, as well as Business-to-Business sector of web-based commerce. w Develop the best e-commerce alliances, joint ventures and revenue sharing agreements. w Use Banorte´s strong and trusted name. OUR STRATEGY

25. w On August 31, 2000, Grupo Financiero Banorte announced its Internet operational strategy which places GFNorte among the most advanced institutions in this matter in the country. w Through www.banorte.com.mx GFNorte will respond in an effective way to the most sophisticated needs in the market today, by means of the evolution and expansion of its range of on-line services. w The new Portal de Banorte offers direct access to transactional applications, on-line product demand, support in Chat-format, location maps of branches and financial services simulators. GFNorte ‘s Internet News

26. w In September of 2000, Grupo Financiero Banorte and Asista.com, announced the signature of a strategic alliance for the development of diverse on-line payment mechanisms, as well as different solutions for electronic trade among businesses. w The development of solutions for electronic payments to be offered to the customers will be finished by the end of the fourth quarter of this year. Internet Alliances Asista.com Zona Financiera.com w GFNorte and Zona Financiera.com announced a strategic alliance by means of which the users of this site will be able to have access to the wide range of services and financial products of the Group. w This alliance represents a great advance in our strategy of extending our operations and services through the Internet and to give value-added resources to our clients in Mexico.

27. II. MANAGEMENT´S VISION AND STRATEGIES

28. I. Financial sector reconfiguration II. Interest income decrease III. Customer orientation IV. Digital revolution V. New regulations Banking Sector Trends

29. I. Financial sector reconfiguration wSupply & development of financial products and services through a matrix organization wAcquisition of financial entities wProcess reengineering to insure “Best Practices” II. Interest income decrease wNon interest income increase through transactional charges wDevelopment of non bank products wDiminishing funding cost wCredit loans increase wAsset quality enhancement wDiminishing operating expenses Management’s Vision and Strategies

30. III. Customer orientation wMoving toward a customer oriented bank (CRM) wInternet as a tool to improve customer knowledge IV. Digital revolution wPromote usage of new electronic distribution channels wStrong development of Internet services V. New regulations wCredit risk management & control system wStrengthen capital base through profitability focus Management’s Vision and Strategies

31. IN GRUPO FINANCIERO BANORTE WE CONTINUE WORKING TO BE THE STRONG BANK OF MEXICO

32. G R U P O F I N A N C I E R O