0000831001 c:DefinedBenefitPlanVariableAnnuityMember us-gaap:FairValueInputsLevel2Member country:US 2018-12-31 0000831001 srt:NorthAmericaMember us-gaap:ConsumerPortfolioSegmentMember us-gaap:CreditCardReceivablesMember 2019-01-01 2019-12-31 0000831001 c:TradingAccountsLiabilitiesMember us-gaap:InterestRateContractMember us-gaap:DesignatedAsHedgingInstrumentMember us-gaap:ExchangeClearedMember 2018-12-31 0000831001 c:TradingAssetsExcludingDerivativeAssetsMember us-gaap:EquitySecuritiesMember 2019-01-01 2019-12-31 0000831001 srt:NonGuarantorSubsidiariesMember srt:ReportableLegalEntitiesMember 2019-01-01 2019-12-310000831001us-gaap:ForeignPlanMemberc:DefinedBenefitPlanOtherInvestmentsMemberus-gaap:FairValueInputsLevel2Member2022-12-310000831001us-gaap:NonUsMemberus-gaap:ConsumerPortfolioSegmentMemberc:ContingentPrincipalForgivenessMemberc:PersonalSmallBusinessAndOtherMember2021-01-012021-12-310000831001c:TradingAssetsExcludingDerivativeAssetsMemberus-gaap:MortgageBackedSecuritiesMember2021-12-31


UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549
FORM 10-K10-K
(Mark One)
☒
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT
OF 1934
For the fiscal year ended December 31, 20192022

OR
☐TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the transition period from  to
Commission file number 1-9924
Citigroup Inc.Inc.
(Exact name of registrant as specified in its charter)
Delaware52-1568099
(State or other jurisdiction of incorporation or organization)(I.R.S. Employer Identification No.)
388 Greenwich Street,New YorkNY10013
(Address of principal executive offices)

(Zip code)
(212) (212) 559-1000
(Registrant'sRegistrant’s telephone number, including area code)

Securities registered pursuant to Section 12(b) of the Securities Exchange Act of 1934 formatted in Inline XBRL: See Exhibit 99.01

Securities registered pursuant to Section 12(g) of the Act: none

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes o Nox No xo
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes o No x
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes x No o
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes x No o
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of "large“large accelerated filer," "accelerated” “accelerated filer," "smaller” “smaller reporting company"company” and “emerging growth company” in Rule 12b-2 of the Exchange Act.
Large accelerated filer☒Accelerated filer☐Non-accelerated filer☐Smaller reporting company☐
Emerging growth company☐
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. Yes o
Indicate by check mark whether the Registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☒
If securities are registered pursuant to Section 12(b) of the Act, indicate by check mark whether the financial statements of the registrant included in the filing reflect the correction of an error to previously issued financial statements. o
Indicate by check mark whether any of those error corrections are restatements that required a recovery analysis of incentive-based compensation received by any of the registrant’s executive officers during the relevant recovery period pursuant to §240.10D-1(b). o
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes ☐ No x
The aggregate market value of Citigroup Inc. common stock held by non-affiliates of Citigroup Inc. on June 30, 20192022 was approximately $158.0$88.9 billion.
Number of shares of Citigroup Inc. common stock outstanding on January 31, 2020: 2,106,486,7932023: 1,943,712,436
Documents Incorporated by Reference: Portions of the registrant’s proxy statement for the annual meeting of stockholders scheduled to be held on April 21, 202025, 2023 are incorporated by reference in this Form 10-K in response to Items 10, 11, 12, 13 and 14 of Part III.
Available on the web at www.citigroup.com



FORM 10-K CROSS-REFERENCE INDEX

Item NumberPage
Part I
1.Business1–23, 122–128,
131, 163–164,
315–316
1A.Risk Factors41–54
1B.Unresolved Staff CommentsNot Applicable
2.PropertiesNot Applicable
3.Legal Proceedings—See Note 29 to the Consolidated Financial Statements298–304
4.Mine Safety DisclosuresNot Applicable
Item NumberPart IIPage
Part I5.
1.Business4–27, 112–115,
118, 146,
294–295
1A.Risk Factors46–55
1B.Unresolved Staff CommentsNot Applicable
2.PropertiesNot Applicable
3.Legal Proceedings—See Note 27 to the Consolidated Financial Statements276–282
4.Mine Safety DisclosuresNot Applicable
Part II
5.Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities128–129, 152–154, 296–297142–143, 170–172, 317–318
6.Selected Financial Data[Reserved]10–11
7.Management’s Discussion and Analysis of Financial Condition and Results of Operations6–29, 58–1113–23, 60–121
7A.Quantitative and Qualitative Disclosures About Market Risk58–111, 147–151, 172–207, 214–26760–121, 165–169, 189–232, 238–289
8.Financial Statements and Supplementary Data124–293138–314
9.Changes in and Disagreements with Accountants on Accounting and Financial DisclosureNot Applicable
9A.Controls and Procedures116–117129–130
9B.Other InformationNot Applicable
9C.Disclosure Regarding Foreign Jurisdictions that Prevent InspectionsNot Applicable
Part III
Part III
10.
10.Directors, Executive Officers and Corporate Governance298–300*319–321*
11.Executive Compensation**
12.Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters***
13.Certain Relationships and Related Transactions, and Director Independence****
14.Principal AccountingAccountant Fees and Services*****
Part IV
15.ExhibitsExhibit and Financial Statement Schedules

*For additional information regarding Citigroup’s Directors, see “Corporate Governance” and “Proposal 1: Election of Directors” in the definitive Proxy Statement for Citigroup’s Annual Meeting of Stockholders scheduled to be held on April 21, 2020,25, 2023, to be filed with the SEC (the Proxy Statement), incorporated herein by reference.
**See “Compensation Discussion and Analysis,” “The Personnel and Compensation Committee Report,” and “2019“2022 Summary Compensation Table and Compensation Information” and “CEO Pay Ratio” in the Proxy Statement, incorporated herein by reference.reference, other than disclosure under the heading “Pay versus Performance” information responsive to Item 402(v) of Regulation S-K of SEC rules.
***See “About the Annual Meeting,” “Stock Ownership”Ownership,” and “Equity Compensation Plan Information” in the Proxy Statement, incorporated herein by reference.
****See “Corporate Governance—Director Independence,” “—Certain Transactions and Relationships, Compensation Committee Interlocks and Insider Participation” and “—Indebtedness” in the Proxy Statement, incorporated herein by reference.
*****See “Proposal 2: Ratification of Selection of Independent Registered Public Accounting Firm”Accountants” in the Proxy Statement, incorporated herein by reference.





CITIGROUP’S 20192022 ANNUAL REPORT ON FORM 10-K

OVERVIEW
41
Citigroup Operating Segments
MANAGEMENT'S2
MANAGEMENT’S DISCUSSION AND

ANALYSIS OF FINANCIAL CONDITION AND

RESULTS OF OPERATIONS
63
Executive Summary
63
Citi’s Consent Order Compliance
6
Summary of Selected Financial Data
8
Segment Revenues and Income (Loss)
10
Segment Balance Sheet
11
Institutional Clients Group
12
Personal Banking and Wealth Management
18
Legacy Franchises
20
Corporate/Other
23
CAPITAL RESOURCES
24
RISK FACTORS
41
SUSTAINABILITY AND OTHER ESG MATTERS
54
SEGMENTHUMAN CAPITAL RESOURCES AND BUSINESS—INCOME (LOSS)
  AND REVENUESMANAGEMENT
1257
SEGMENT BALANCE SHEET
13
Global Consumer Banking
14
North America GCB
16
Latin America GCB
18
Asia GCB
20
Institutional Clients Group
22
Corporate/Other
27
OFF-BALANCE SHEET
  ARRANGEMENTS
28
CONTRACTUAL OBLIGATIONS
29
CAPITAL RESOURCES
30
RISK FACTORS
46
Managing Global Risk Table of Contents
5758
MANAGING GLOBAL RISK
5859
SIGNIFICANT ACCOUNTING POLICIES AND

SIGNIFICANT ESTIMATES
112121
DISCLOSURE CONTROLS AND

PROCEDURES
116128
MANAGEMENT’S ANNUAL REPORT ON

INTERNAL CONTROL OVER FINANCIAL

REPORTING
117129
FORWARD-LOOKING STATEMENTS
118130
REPORT OF INDEPENDENT REGISTERED
PUBLIC ACCOUNTING FIRM (PCAOB ID # 185)
119131
FINANCIAL STATEMENTS AND NOTES

TABLE OF CONTENTS
123136
CONSOLIDATED FINANCIAL STATEMENTS
124137
NOTES TO CONSOLIDATED FINANCIAL

STATEMENTS
132145
FINANCIAL DATA SUPPLEMENT
293313
SUPERVISION, REGULATION AND OTHER
294314
CORPORATE INFORMATION
298318
Executive Officers
298318
Citigroup Board of Directors
299319
GLOSSARY OF TERMS AND ACRONYMS
321











OVERVIEW

Citigroup’s history dates back to the founding of the City
Bank of New York in 1812.
Citigroup is a global diversified financial services holding company whose businesses provide consumers, corporations, governments and institutions with a broad, yet focused, range of financial products and services, including consumer banking and credit, corporate and investment banking, securities brokerage, trade and securities services and wealth management. Citi has approximately 200 million customer accounts and does business in more thannearly 160 countries and jurisdictions.
At December 31, 2019,2022, Citi had approximately 200,000240,000 full-time employees, compared to approximately 204,000223,400 full-time employees at December 31, 2018.
Citigroup currently operates, for management reporting purposes, via two primary business segments: Global Consumer Banking (GCB)2021. For additional information, see “Human Capital Resources and Institutional Clients Group (ICG), with the remaining operations in Corporate/Other. For a further description of the business segments and the products and services they provide, see “Citigroup Segments” below, “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and Note 3 to the Consolidated Financial Statements.Management” below.
Throughout this report, “Citigroup,” “Citi” and “the Company” refer to Citigroup Inc. and its consolidated subsidiaries. For a list of certain terms and acronyms used herein, see “Glossary of Terms and Acronyms” at the end of this report. All “Note” references correspond to the Notes to the Consolidated Financial Statements.

Additional Information
Additional information about Citigroup is available on Citi’s website at www.citigroup.com.www.citigroup.com. Citigroup’s recent annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and proxy statements, as well as other filings with the U.S. Securities and Exchange Commission (SEC), are available free of charge through Citi’s website by clicking on the “Investors” tab and selecting “SEC Filings,” then “Citigroup Inc.Filings.” The SEC’s website also contains current reports on Form 8-Kthese filings and other information regarding Citi at www.sec.gov.www.sec.gov.
For a discussion of 20182021 versus 20172020 results of operations of GCB in North AmericaInstitutional Clients Group (ICG), Latin AmericaPersonal Banking and AsiaWealth Management (PBWM), ICGLegacy Franchises and Corporate/Other, see each respective business’s results of operationoperations in Citi’s 2018Citigroup’s Annual Report on Form 10-K.10-K for the year ended December 31, 2021 and its Current Report on Form 8-K dated May 10, 2022 (as amended by a Current Report on Form 8-K/A dated May 10, 2022) (collectively referred to as Citigroup’s 2021 Annual Report on Form 10-K).
Certain reclassifications including a realignment of certain businesses, have been made to the prior periods’ financial statements and disclosures to conform to the current period’s presentation. For additional information on certain recent reclassifications, see Note 3 to the Consolidated Financial Statements.



Please see “Risk Factors” below for a discussion of the most significantmaterial risks and uncertainties that could impact Citigroup’sCiti’s businesses, results of operations and financial condition.


Non-GAAP Financial Measures
Citi prepares its financial statements in accordance with U.S. GAAP and also presents certain non-GAAP financial measures (non-GAAP measures) that exclude certain items or otherwise include components that differ from the most directly comparable measures calculated in accordance with U.S. GAAP. Non-GAAP measures are provided as additional useful information to assess Citi’s financial condition and results of operations.
operations (including period-to-period operating performance). These non-GAAP measures are not intended as a substitute for GAAP financial measures and may not be defined or calculated the same way as non-GAAP measures with similar names used by other companies. For more information, including the reconciliation of these non-GAAP financial measures to their corresponding GAAP financial measures, see the respective sections where the measures are presented and described and the “Glossary of Terms and Acronyms” below.















































1

As described above,
Citigroup is managed pursuant to two businessthree operating segments:Global Consumer Banking and Institutional Clients Group, with Personal Banking and Wealth Management and Legacy Franchises. Activities not assigned to the remaining operationsoperating segments are included inCorporate/Other.

citisegments123119.jpg
Citigroup Operating Segments
Institutional
Clients Group
(ICG)		Personal Banking
and Wealth Management
(PBWM)		Legacy
Franchises
•Services
–Treasury and trade solutions (TTS)
–Securities services
•Markets
–Equity markets
–Fixed income markets
•Banking
–Investment banking
–Corporate lending
•U.S. Personal Banking
–Cards
◦Branded cards
◦Retail services
–Retail banking

•Global Wealth Management
(Global Wealth)
–Private bank
–Wealth at Work
–Citigold




•Asia Consumer Banking
(Asia Consumer)
–Retail banking and cards for the remaining 8 exit markets (China, India, Indonesia, Korea, Poland, Russia, Taiwan and Vietnam)

•Mexico Consumer Banking (Mexico Consumer) and Mexico Small Business and Middle-Market Banking (Mexico SBMM)
–Retail banking and cards
•Legacy Holdings Assets
–Certain North America consumer mortgage loans
–Other legacy assets


Corporate/Other


•Corporate Treasury managed portfolios
•Operations and technology
•Global staff functions and other corporate expenses
•Discontinued operations


The following are the four regions in which Citigroup operates. The regional results are fully reflected in the segment resultsoperating segments and Corporate/Other above.
citiregionsq4a04.jpg

(1)
Latin America GCBCitigroup Regions consists of Citi’s consumer banking businessin Mexico.(1)
(2)
Asia GCB includes the results of operations of GCB activities in certain EMEA countries for all periods presented.
(3)North
America
Europe,
Middle East
and Africa
North (EMEA)
Latin
America includes the U.S., Canada and Puerto Rico, Latin America includes Mexico and 		Asia includes Japan.
Note: As of the fourth quarter of 2019, Citi’s commercial banking businesses previously reported as part of
GCB in
(1)     North America includes the U.S., Canada and Puerto Rico, Latin America includes Mexico and Asia includes Japan.
2
Asia, including approximately $28 billion in end-of-period loans and approximately $37 billion in end-of-period deposits, are reported in ICG for all periods presented.    


MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION
AND RESULTS OF OPERATIONS

EXECUTIVE SUMMARY
As described further throughout this Executive Summary, Citi’s 2019 results reflected steady progress toward improving its profitability and returns, despite an uncertain revenue environment, as strong client engagement drove balanced growth across businesses and geographies:

•
Citi had solid underlying revenue growth in every region in Global Consumer Banking (GCB), excluding the impact of foreign currency translation into U.S. dollars for reporting purposes (FX translation), as well as pretax gains on sale in 2018 of approximately $150 million on the Hilton portfolio in North America GCB and approximately $250 million on an asset management business in Latin America GCB.
•
Citi had balanced performance across the Institutional Clients Group (ICG), with solid results in fixed income markets, treasury and trade solutions, investment banking and the private bank, while equity markets revenues were negatively impacted by a challenging environment.
Citi demonstrated strong expense discipline, resulting in expenses that were largely unchanged fromcontinued progress across the franchise during 2022:

•Citi’s revenues increased 5% versus the prior year, including net gains on sales of Citi’s Philippines and Thailand consumer banking businesses versus a loss on sale of Citi’s Australia consumer banking business in the prior year. Excluding these divestiture-related impacts (see “2022 Results Summary” below), revenues increased 3%, driven by higher net interest income, partially offset by lower non-interest revenues.
•Citi’s expenses increased 6% versus the prior year, including divestiture-related impacts in both the current and prior years. Excluding these divestiture-related impacts (see “2022 Results Summary” below), expenses increased 8%, driven by continued investments in Citi’s transformation, business-led investments and volume-related expenses, as well as positive operating leverage, even as Citi continued to makeother risk and control investments and inflation, all partially offset by productivity savings, the impact of foreign exchange translation and the expense reduction from the closure of five exit markets (see also “Expenses” below).
•Citi’s cost of credit was $5.2 billion, versus $(3.8) billion in the franchise. Citi’s positive operating leverageprior year, largely reflecting a net build of $1.2 billion in the allowance for credit losses (ACL) for loans and continued credit discipline resultedunfunded commitments, primarily due to consumer loan growth and a deterioration in an improvementmacroeconomic assumptions, compared to a net ACL release of $8.8 billion in pretax earnings.the prior year.
•
Citi reported broad-based loan and deposit growth across GCB and ICG.
Citi returned $22.3$7.3 billion of capital to itscommon shareholders in the form of common stock repurchasesdividends and dividends; share repurchases.
•Citi’s Common Equity Tier 1 (CET1) Capital ratio increased to 13.0% as of December 31, 2022, compared to 12.2% as of December 31, 2021 (for additional information, see “Capital Resources” below). Citi’s required regulatory CET1 Capital ratio was 12.0% as of January 1, 2023, under the Basel III Standardized Approach.
•Citi repurchased approximately 264 million common shares, contributing to a 9% reductionmade substantial progress on its consumer banking business divestitures in average outstanding common shares from2022, closing sales in five exit markets and working toward closing four additional sale transactions, as well as progressing with the prior year.ongoing wind-downs of the Korea consumer banking business and Russia consumer, local commercial and institutional businesses.
Despite continued progress in capital returns to shareholders, Citi’s key regulatory capital metrics remained strong.

While global growth has continued and the underlying macroeconomic environment remains largely positive, economic forecasts for 2020 have been lowered and various economic, political and other risks and uncertainties could create a more volatile operating environment and impact Citi’s businesses and future results. For a discussion of risks and uncertainties that could impact Citi’s businesses, results of operations and financial condition during 2020, see each respective business’s results of operations, “Risk Factors” and “Managing Global Risk” below. Despite these risks and uncertainties, Citi intends to continue to build on the progress made during 2019 with a focus on further optimizing its performance to benefit shareholders, while remaining flexible and adapting to market and economic conditions as they develop.

20192022 Results Summary

Citigroup
Citigroup reported net income of $19.4$14.8 billion, or $8.04$7.00 per share, compared to net income of $18.0$22.0 billion, or $6.68$10.14 per share in the prior year. NetThe decrease in net income increased 8%,was primarily driven by a lower effective tax rate and higher revenues, partially offset bythe higher cost of credit, while expenses were largely unchanged. Earnings per share increased 20%, driven by higher net income and the 9% reduction in average shares outstanding due to the common stock repurchases. Results in 2019 included a net tax benefit of approximately $0.35 per share related to discrete tax items, including an approximate $0.6 billion benefitresulting from reductions in Citi’s valuation allowance related to its deferred tax assets, primarily recorded in Corporate/Other (see “Significant Accounting Policies and Significant Estimates—Income Taxes” below).
Citigroup revenues of $74.3 billion increased 2%, or 4% excluding the impact of FX translation and the gains on sale in the prior year (see “Executive Summary” above), reflecting higher revenues across GCB and ICG, partially offset by lower revenues in Corporate/Other.
Citigroup’s end-of-period loans increased 2% to $699 billion. Excluding the impact of FX translation, Citigroup end-of-period loans also grew 2%, as 3% aggregateloan growth in GCB Personal Banking and Wealth Management (PBWM) ICGand a deterioration in macroeconomic assumptions, was
and the higher operating expenses, partially offset by the continued wind-downhigher revenues. Citigroup’s effective tax rate was 19.4% in the current year versus 19.8% in the prior year. Earnings per share (EPS) decreased 31%, reflecting the decrease in net income, partially offset by a 4% decline in average diluted shares outstanding.
As discussed above, results for 2022 included divestiture-related impacts of legacy assetsapproximately $(184) million in after-tax earnings, substantially all of which were recorded in Corporate/Other. Citigroup’s end-of-period deposits increased 6% to $1.1 trillion. Excluding the impact of FX translation, Citigroup’s end-of-period deposits also grew 6%, primarily driven by 7% growth in GCBLegacy Franchises and 6% growth(for additional information, see discussion below). Collectively, divestiture-related impacts had a $0.09 negative impact on EPS. This compares to divestiture-related negative impacts on EPS of $0.80 in ICG, excluding the impact of FX translation. (Citi’s2021. (As used throughout this Form 10-K, Citi’s results of operations and financial condition excluding the gains on sale as well as the impact of FX translationdivestiture-related impacts are non-GAAP financial measures. Citi believes the presentation of its results of operations and financial condition excluding the impact of FX translation and gains on saledivestiture-related impacts described above provides a meaningful depiction for investors of the underlying fundamentals of its businesses.broader results and Legacy Franchises’ results for investors, industry analysts and others.)
Results for 2022 included pretax divestiture-related impacts of approximately $82 million (approximately $(184) million after-tax), substantially all of which were recorded in Legacy Franchises, primarily consisting of the following:

•Approximately $618 million Philippines gain on sale recorded in revenues
•Approximately $209 million Thailand gain on sale recorded in revenues
•Approximately $(64) million incremental Australia consumer business loss on sale recorded in revenues
•Approximately $535 million goodwill impairment recorded in expenses due to re-segmentation and timing of divestitures
•Approximately $161 million of aggregate divestiture-related costs

Results for 2021 included pretax divestiture-related impacts of $(1.9) billion (approximately $(1.6) billion after-tax) in Legacy Franchises, which primarily consisted of the following:

•Approximately $(694) million Australia loss on sale recorded in revenues
•Approximately $1.1 billion related to charges incurred from the voluntary early retirement program (VERP) in connection with the wind-down of the Korea consumer banking business recorded in expenses
•Contract modification costs related to the Asia divestitures of $119 million

Citigroup revenues of $75.3 billion increased 5% versus the prior year. Excluding the divestiture-related impacts, revenues were up 3%, as the impact of higher interest rates across businesses and strong loan growth in PBWM were partially offset by declines in Banking in Institutional Clients
3


Group (ICG) and Asia investment product revenue in Global Wealth Management (Global Wealth), as well as the reduction in revenues from the closure of five exit markets and ongoing wind-downs.
Citigroup’s end-of-period loans were $657 billion, down 2% versus the prior year, largely driven by Legacy Franchises and the impact of foreign exchange translation. The decline in Legacy Franchises primarily reflected the reclassification of loans to Other assets to reflect held-for-sale (HFS) accounting, as a result of the signing of sale agreements for consumer banking businesses in Asia Consumer Banking (Asia Consumer), as well as the impact of the ongoing Korea and Russia wind-downs.
Citigroup’s end-of-period deposits were $1.4 trillion, up 4% versus the prior year, largely driven by Treasury and trade solutions in ICG, partially offset by the impact of foreign exchange translation.

Expenses
CitigroupCitigroup’s operating expenses of $42.0$51.3 billion increased 6% in 2022. Reported expenses included divestiture-related impacts of approximately $696 million in the current year and approximately $1.2 billion in the prior year, substantially all of which were recorded in Legacy Franchises. Excluding these divestiture-related impacts, expenses increased 8% versus the prior year, largely unchanged,driven by the following:

•Approximately 2% by transformation investments, with about two-thirds related to the risk, controls, data and finance programs (approximately 25% of the program investments were related to technology).
•Approximately 1% by business-led investments, as efficiencyCiti continues to hire commercial and investment bankers, as well as client advisors in Global Wealth, and continues to invest in client experience, front-office platforms and onboarding.
•Approximately 1% by higher volume-related expenses across both PBWM and ICG.
•Approximately 3% by other risk and control investments and inflation, partially offset by a Revlon-related wire transfer recovery, productivity savings, the impact of foreign exchange translation and the wind-down of legacy assets offset volume-driven growth and continued investments inexpense reduction from the franchise. Operatingexit markets.

Citi expects to incur higher expenses in GCB 2023, primarily driven by transformation-related investments, volume-related expenses and Corporate/Other were down 1% and 5%, respectively, while ICG operating expenses increased 2%.inflation-related impacts.

Cost of Credit
Citi’s total provisions for credit losses and for benefits and claims was a cost of $8.4$5.2 billion, increased 11%.compared to a benefit of $3.8 billion in the prior year. Results in 2022 included net credit losses of $3.8 billion versus $4.9 billion in the prior year. The increasehigher cost of credit was driven by the net build of $1.2 billion in the ACL for loans and unfunded commitments, compared to a net ACL release of $8.8 billion in the prior year, partially offset by the lower net credit losses. The net ACL build was primarily due to cards loan growth in PBWM and a deterioration in macroeconomic assumptions. For additional information on Citi’s ACL, see “Significant Accounting
Policies and Significant Estimates—Citi’s Allowance for Credit Losses (ACL)” below.
Net credit losses of $3.8 billion decreased 23% from the prior year, largely driven by lower consumer net credit losses. Consumer net credit losses decreased 20% to $3.6 billion, reflecting low loss rates in the first half of 2022, followed by the ongoing normalization of losses toward pre-pandemic levels, particularly in Retail services cards business in PBWM. Corporate net credit losses decreased 54% to $178 million, largely driven by improvements in portfolio credit quality.
Citi expects to incur higher net credit losses in both Citi-branded2023, primarily driven by continued normalization toward pre-pandemic levels, particularly in the cards and Citi retail servicesbusiness in North America GCB,as well as higher overall cost of credit in ICGPBWM.
Net credit losses of $7.8 billion increased 9%. Consumer net credit losses of $7.4 billion increased 7%, primarily reflecting volume growth and seasoning in the North America cards portfolios. Corporate net credit losses increased to $392

million from $205 million in the prior year, reflecting a normalization in credit trends.
For additional information on Citi’s consumer and corporate credit costs, and allowance for loan losses, see each respective business’s results of operations and “Credit Risk” below.

Capital
Citigroup’s Common Equity Tier 1 (CET1)CET1 Capital ratio was 11.8%13.0% as of December
31, 2022, compared to 12.2% as of December 31, 2019, compared to 11.9% as of December 31, 2018,2021, based
on the Basel III Standardized Approach for determining risk-weighted assets.assets (RWA). The decline inincrease was primarily driven by net income, impacts from the ratio primarily reflectedclosing of the Australia, Philippines and other Asia consumer banking business sales and business actions to reduce RWA, partially offset by the return of capital to common shareholders and interest rate impacts on Citigroup’s investment portfolio. The increase in Citi’s CET1 Capital ratio was also partially offset by net income and a reduction in risk-weighted assets. the impact of adopting the Standardized Approach for Counterparty Credit Risk (SA-CCR) on January 1, 2022.
Citigroup’s Supplementary Leverage ratio as of December 31, 20192022 was 6.2%5.8%, compared to 6.4%5.7% as of December 31, 2018.2021. The increase was driven by a decrease in Total Leverage Exposure, partly offset by lower Tier 1 Capital. For additional information on Citi’s capital ratios and related components, see “Capital Resources” below.

GlobalCiti has continued to pause common share repurchases in order to absorb any temporary capital impacts related to any potential signing of a sale agreement for its Mexico Consumer Banking
GCB net income of $5.7 billion increased 7%. Excluding the impact of FX translation, net income increased 8%, driven by higher revenues, partially offset by higher cost of credit. GCB operating expenses of $17.6 billion decreased 1%. Excluding the impact of FX translation, expenses were largely unchanged, as efficiency savings offset continued investments in the franchise and volume-driven growth.
GCB revenues of $33.0 billion increased 2%. Excluding the impact of FX translationSmall Business and Middle-Market Banking (Mexico Consumer/SBMM) business (for additional information, see “Macroeconomic and Other Risks and Uncertainties” and the gains on salecapital return risk factor in both North America GCB“Risk Factors” below) and Latin America GCB in the prior year, revenues increased 4%, driven by growth in all three regions. North America GCB revenues of $20.4 billion increased 3%, and 4% excluding the gain on sale in the prior year, primarily driven by growth in Citi-branded cards and Citi retail services, partially offset by lower retail banking revenues. In North America GCB,Citi-branded cards revenues of $9.2 billion increased 6%, and 8% excluding the gain on sale in the prior year, primarily reflecting volume growth and spread expansion. Citi retail servicesrevenues of $6.7 billion increased 2%, primarily driven by organic loan growth and the full-year benefit of the L.L.Bean acquisition. Retail banking revenues of $4.5 billion decreased 2%, as the benefit of stronger deposit volumes was more than offset by lower deposit spreads.to continue to have ample capital to serve its clients.
North America GCB average deposits of $153 billion increased 3%, average retail banking loans of $49 billion increased 3% and assets under management of $72 billion grew 20% (including the benefit of market movements). Average Citi-branded card loans of $90 billion increased 3%, while Citi-branded card purchase sales of $368 billion increased 7%. Average Citi retail services loans of $50 billion increased 3%, while Citi retail services purchase sales of $88 billion increased 2%. For additional information on the results of operations of North America GCB in 2019, see “Global Consumer Banking—North America GCB” below.
International GCB revenues (consisting of Latin America GCB and Asia GCB (which includes the results of operations in certain EMEA countries)), of $12.6 billion increased 1%.
Excluding the impact of FX translation and the gain on sale in Latin America GCB in the prior year, international GCB revenues increased 4%. On this basis, Latin America GCB revenues increased 4%, primarily driven by an increase in cards revenues and improved deposit spreads. Asia GCB revenues increased 4%, primarily reflecting higher deposit, investment and cards revenues. For additional information on the results of operations of Latin America GCB and Asia GCB in 2019, including the impact of FX translation,see “Global Consumer Banking—Latin America GCB” and “Global Consumer Banking—Asia GCB” below.
Year-over-year, excluding the impact of FX translation, international GCB average deposits of $124 billion increased 5%, average retail banking loans of $71 billion increased 4%, assets under management of $104 billion increased 16%(including the benefit of market movements), average card loans of $25 billion increased 3% and card purchase sales of $108 billion increased 6%.

Institutional Clients Group
ICG net income of $12.9$10.7 billion decreased 25%, driven by a net ACL release in the prior year, versus a net ACL build in the current year, and higher expenses, partially offset by higher revenues. ICG operating expenses of $26.3 billion increased 3%10%, primarily driven by higher revenuescontinued investment in Citi’s transformation, business-led investments and a lower effective tax rate,volume-related expenses, partially offset by higher expensesa Revlon-related wire transfer recovery, the impact of foreign exchange translation and cost of credit. ICG operating expenses increased 2% to $22.2 billion, primarily driven by higher compensation costs, investments and volume-driven growth, partially offset by efficiencyproductivity savings.
ICGrevenues of $39.3$41.2 billion increased 3%, reflecting a 1% increase in Banking revenues and a 5% increase in Markets and securities services revenues. The increase in Banking revenues included the impact of $432 million of (including losses on loan hedges within corporate lending, compared to gains of $45 million in the prior year.
Banking revenues of $21.9 billion (excluding the impact of gains (losses) on loan hedges within corporate lending) increased 3%hedges), driven by solidas revenue growth in treasuryServices and trade solutions, investment banking and the private bank. Investment banking revenues of $5.2 billion increased 4%, as strength in debt underwritingMarkets was partially offset by lower revenues in both equity underwriting and advisory. AdvisoryBanking. Results included a gain on loan hedges of $307 million,
4


compared with a loss on loan hedges of $140 million in the prior year.
Services revenues decreased 3% to $1.3of $16.0 billion equity underwriting revenues decreased 2% to $973 million and debt underwriting revenues increased 10% to $3.0 billion.
27%. Treasury and trade solutions (TTS) revenues of $10.3$12.2 billion increased 4%32%, driven by 46% growth in net interest income and 6% excluding10% growth in non-interest revenue. The strong performance in TTS was driven by the benefit of higher interest rates, as well as business actions, including balance sheet optimization and managing deposit pricing, deepening of relationships with existing clients and an increase in new clients across segments. Securities services revenues of $3.9 billion increased 15%, as net interest income increased 59%, driven by higher interest rates across currencies, as well as the impact of FXforeign exchange translation, reflecting strong client engagement and volume growth, partially offset by a 1% decrease in non-interest revenue due to the impact of lower interest rates. Private bankglobal financial markets.
Markets revenues of $3.5$19.1 billion increased 2%,7% versus the prior year, largely driven by higher lending and deposit volumesFixed income markets, partially offset by lower client activity levels in Equity markets, as well as higher investment activity, partially offset by spread compression. Corporate lending revenues declined 16%business actions to $2.5 billion. Excluding the impact of gains (losses) on loan hedges, corporate lending revenues were largely unchanged, as growth in the commercial loan portfolio was offset by lower volumes in the rest of the portfolio.
Markets and securities services revenues of $17.8 billion increased 5%, including a pretax gain of approximately $350 million on Citi’s investment in Tradeweb in the second quarter of 2019, recorded in fixed income markets.reduce RWA. Fixed income markets revenues of $12.9$14.6 billion increased 10%13%, reflecting

growth acrossdriven by strength in rates and currencies as well as spread products, including the Tradeweb gain.currencies. Equity markets revenues of $2.9$4.6 billion were down 9%, largely reflecting reduced client activity in equity derivatives versus the prior year.
Banking revenues of $6.1 billion decreased 15%35%, primarilyincluding the gain on loan hedges in the current year and loss on loan hedges in the prior year. Excluding the gain and loss on loan hedges, Banking revenues of $5.8 billion decreased 39%, driven by lower revenues across cash equities, derivativesin Investment banking and prime finance. Securities servicesCorporate lending. Investment banking revenues of $2.6$3.1 billion were largely unchanged, but increased 4% excludingdecreased 53%, as heightened macroeconomic uncertainty and volatility continued to impact client activity. Excluding the gain and loss on loan hedges, Corporate lending revenues decreased 8% versus the prior year, driven by the impact of FXforeign currency translation, reflecting higher net interest revenue due to higher depositscost of funds and higher interest rates, particularly in emerging markets, as well as higher client volumes. hedging costs.
For additional information on the results of operations of ICGin 2019,2022, see ��“Institutional Clients Group” below.

Personal Banking and Wealth Management
PBWM net income of $3.3 billion decreased 57% versus the prior year, largely driven by a net ACL release in the prior year versus a net ACL build in the current year, as well as higher expenses. PBWM operating expenses of $16.3 billion increased 11%, primarily driven by continued investments in Citi’s transformation, other risk and control initiatives, volume-related expenses and business-led investments, partially offset by productivity savings.
PBWM revenues of $24.2 billion increased 4% versus the prior year, as net interest income growth, driven by strong loan growth across Branded cards and Retail services and higher interest rates, was partially offset by a decline in non-interest revenue, driven by lower investment product revenue in Global Wealth and higher partner payments in Retail services.
U.S. Personal Banking revenues of $16.8 billion increased 7% versus the prior year. Branded cards revenues of $8.9 billion increased 9%, driven by higher net interest income. In Branded cards, new account acquisitions increased 11%, card spend volumes increased 16% and average loans increased 11%. Retail services revenues of $5.5 billion increased 7%,
driven by higher net interest income, partially offset by higher partner payments. Retail banking revenues of $2.5 billion were largely unchanged versus the prior year, as higher interest income and modest deposit growth were offset by lower mortgage revenues due to fewer mortgage originations.
Global Wealth revenues of $7.4 billion decreased 2% versus the prior year, as investment product revenue headwinds, particularly in Asia, more than offset net interest income growth from higher interest rates and higher loan and deposit volumes.
For additional information on the results of operations of PBWM in 2022, see “Personal Banking and Wealth Management” below.

Legacy Franchises
Legacy Franchises net loss of $12 million compared to net income of $1 million in the prior year, primarily driven by higher cost of credit, partially offset by lower expenses and higher revenues, primarily reflecting the Philippines and Thailand gains on sales in the current year and the Australia loss on sale in the prior year. Legacy Franchises expenses of $7.8 billion decreased 6%, largely driven by the absence of the Korea VERP charge in the prior year and the benefit from closing the five exit markets, partially offset by the $535 million goodwill impairment, an approximate $70 million impairment of long-lived assets related to the Russia consumer banking business and $156 million of other aggregate divestiture-related costs.
Legacy Franchises revenues of $8.5 billion increased 3% versus the prior year, primarily driven by the Philippines and Thailand gains on sale versus the Australia loss on sale in the prior year. Excluding these divestiture-related impacts, revenues decreased 15%, primarily driven by the reduction in revenues from the closings of the five exit markets, as well as the impact of the ongoing Korea and Russia wind-downs.
For additional information on the results of operations of Legacy Franchises in 2022, see “Legacy Franchises” below.

Corporate/Other
Corporate/Other net income was $801$879 million, compared to $186a net loss of $8 million in the prior year, primarily reflecting higher revenue and lower expenses, partially offset by lower income tax benefits, as well as the benefitsecond quarter of discrete tax items. Operating2022 release of a CTA (cumulative translation adjustment) loss (net of hedges) from Accumulated other comprehensive income (loss) (AOCI) related to the substantial liquidation of a legacy U.K. consumer operation, recorded in discontinued operations. Corporate/Other operating expenses of $2.2 billion$953 million decreased 5%31%, asprimarily driven by lower consulting expenses and the continued wind-downimpact of legacy assets more than offset higher infrastructure costs. certain legal settlements.
Corporate/Other revenues of $2.0$1.4 billion decreased 8%, primarilyincreased from $0.5 billion in the prior year, driven by higher net interest income, primarily from the continued wind-down of legacy assets,investment portfolio, partially offset by lower non-interest revenue, primarily due to the absence of mark-to-market gains on investments. in the prior year as well as higher hedging costs.
For additional information on the results of operations of Corporate/Other in 2019,2022, see “Corporate/Other” below.



5


Macroeconomic and Other Risks and Uncertainties
Various geopolitical and macroeconomic challenges and uncertainties continue to adversely impact economic conditions in the U.S. and globally. The U.S. and other countries have continued to experience significantly elevated levels of inflation, resulting in central banks implementing a series of interest rates increases, with additional increases expected in the near term. In addition to causing a humanitarian crisis, the war in Ukraine continues to disrupt energy and food markets. An economic rebound in China remains uncertain, due to the ongoing impacts from COVID-19, the amount of leverage in its economy and stress in the property sector. These and other factors have adversely affected financial markets, negatively impacted global economic growth rates, contributed to lower consumer confidence and increased the risk of recession in Europe, the U.S. and other countries. These and other factors could adversely affect Citi’s customers, clients, businesses, funding costs, expenses and results during 2023.
In addition, Citi could incur a significant loss on sale in 2023, due to CTA losses (net of hedges) in AOCI, goodwill write-offs and other AOCI loss components, related to the potential signing of a sale agreement for any of its remaining consumer banking divestitures. The majority of these losses would be regulatory capital neutral at closing.
For a further discussion of trends, uncertainties and risks that will or could impact Citi’s businesses, results of operations, capital and other financial condition during 2023, see “2022 Results Summary” above and “Risk Factors,” each respective business’s results of operations and “Managing Global Risk,” including “Managing Global Risk—Other Risks—Country Risk—Russia,” below.

CITI’S CONSENT ORDER COMPLIANCE
Citi has embarked on a multiyear transformation, with the target outcome to change Citi’s business and operating models such that they simultaneously strengthen risk and controls and improve Citi’s value to customers, clients and shareholders.
This includes efforts to effectively implement the October 2020 Federal Reserve Board (FRB) and Office of the Comptroller of the Currency (OCC) consent orders issued to Citigroup and Citibank, respectively. In the second quarter of 2021, Citi made an initial submission to the OCC, and submitted its plans to address the consent orders to both regulators during the third quarter of 2021. Citi continues to work constructively with the regulators and provides to both regulators on an ongoing basis additional information regarding its plans and progress. Citi will continue to reflect their feedback in its project plans and execution efforts.
As discussed above, Citi’s efforts include continued investments in its transformation, including the remediation of its consent orders. Citi’s CEO has made the strengthening of Citi’s risk and control environment a strategic priority and has established a Chief Administrative Officer organization to centralize program management. In addition, the Citigroup and Citibank Boards of Directors each formed a Transformation Oversight Committee, an ad hoc committee of each Board, to provide oversight of management’s remediation efforts under the consent orders. The Citi Board of Directors has determined that Citi’s plans are responsive to the Company’s objectives and that progress continues to be made on execution of the plans.
For additional information about the consent orders, see “Risk Factors—Compliance Risks” below and Citi’s Current Report on Form 8-K filed with the SEC on October 7, 2020.

6










































This page intentionally left blank.





7


RESULTS OF OPERATIONS
SUMMARY OF SELECTED FINANCIAL DATA—PAGE 1DATA

Citigroup Inc. and Consolidated Subsidiaries
In millions of dollars, except per share amounts20222021202020192018
Net interest income$48,668 $42,494 $44,751 $48,128 $47,744 
Non-interest revenue26,670 29,390 30,750 26,939 26,292 
Revenues, net of interest expense$75,338 $71,884 $75,501 $75,067 $74,036 
Operating expenses51,292 48,193 44,374 42,783 43,023 
Provisions for credit losses and for benefits and claims5,239 (3,778)17,495 8,383 7,568 
Income from continuing operations before income taxes$18,807 $27,469 $13,632 $23,901 $23,445 
Income taxes3,642 5,451 2,525 4,430 5,357 
Income from continuing operations$15,165 $22,018 $11,107 $19,471 $18,088 
Income (loss) from discontinued operations, net of taxes(231)7 (20)(4)(8)
Net income before attribution of noncontrolling interests$14,934 $22,025 $11,087 $19,467 $18,080 
Net income attributable to noncontrolling interests
89 73 40 66 35 
Citigroup’s net income$14,845 $21,952 $11,047 $19,401 $18,045 
Earnings per share
Basic
Income from continuing operations$7.16 $10.21 $4.75 $8.08 $6.69 
Net income7.04 10.21 4.74 8.08 6.69 
Diluted
Income from continuing operations$7.11 $10.14 $4.73 $8.04 $6.69 
Net income7.00 10.14 4.72 8.04 6.68 
Dividends declared per common share2.04 2.04 2.04 1.92 1.54 
Common dividends$4,028 $4,196 $4,299 $4,403 $3,865 
Preferred dividends(1)
1,032 1,040 1,095 1,109 1,174 
Common share repurchases3,250 7,600 2,925 17,875 14,545 
In millions of dollars, except per share amounts20192018201720162015
Net interest revenue$47,347
$46,562
$45,061
$45,476
$47,093
Non-interest revenue26,939
26,292
27,383
25,321
30,184
Revenues, net of interest expense$74,286
$72,854
$72,444
$70,797
$77,277
Operating expenses42,002
41,841
42,232
42,338
44,538
Provisions for credit losses and for benefits and claims8,383
7,568
7,451
6,982
7,913
Income from continuing operations before income taxes$23,901
$23,445
$22,761
$21,477
$24,826
Income taxes(1)
4,430
5,357
29,388
6,444
7,440
Income (loss) from continuing operations$19,471
$18,088
$(6,627)$15,033
$17,386
Income (loss) from discontinued operations, net of taxes(4)(8)(111)(58)(54)
Net income (loss) before attribution of noncontrolling interests$19,467
$18,080
$(6,738)$14,975
$17,332
Net income attributable to noncontrolling interests
66
35
60
63
90
Citigroup’s net income (loss)(1)
$19,401
$18,045
$(6,798)$14,912
$17,242
Earnings per share     
Basic     
Income (loss) from continuing operations$8.08
$6.69
$(2.94)$4.74
$5.43
Net income (loss)8.08
6.69
(2.98)4.72
5.41
Diluted     
Income (loss) from continuing operations$8.04
$6.69
$(2.94)$4.74
$5.42
Net income (loss)
8.04
6.68
(2.98)4.72
5.40
Dividends declared per common share1.92
1.54
0.96
0.42
0.16
Common dividends$4,403
$3,865
$2,595
$1,214
$484
Preferred dividends1,109
1,174
1,213
1,077
769
Common share repurchases17,875
14,545
14,538
9,451
5,452

Table continues on the next page, including footnotes.

8


SUMMARY OF SELECTED FINANCIAL DATA—PAGE 2DATA
(Continued)
Citigroup Inc. and Consolidated Subsidiaries
In millions of dollars, except per share amounts, ratios and direct staff20222021202020192018
At December 31:
Total assets$2,416,676 $2,291,413 $2,260,090 $1,951,158 $1,917,383 
Total deposits1,365,954 1,317,230 1,280,671 1,070,590 1,013,170 
Long-term debt271,606 254,374 271,686 248,760 231,999 
Citigroup common stockholders’ equity182,194 182,977 179,962 175,262 177,760 
Total Citigroup stockholders’ equity201,189 201,972 199,442 193,242 196,220 
Average assets2,396,023 2,347,709 2,226,454 1,978,805 1,920,242 
Direct staff (in thousands)
240 223 210 200 204 
Performance metrics
Return on average assets0.62 %0.94 %0.50 %0.98 %0.94 %
Return on average common stockholders’ equity(2)
7.7 11.5 5.7 10.3 9.4 
Return on average total stockholders’ equity(2)
7.5 10.9 5.7 9.9 9.1 
Return on tangible common equity (RoTCE)(3)
8.9 13.4 6.6 12.1 11.0 
Efficiency ratio (total operating expenses/total revenues, net)68.1 67.0 58.8 57.0 58.1 
Basel III ratios
CET1 Capital(4)
13.03 %12.25 %11.51 %11.79 %11.86 %
Tier 1 Capital(4)
14.80 13.91 13.06 13.33 13.43 
Total Capital(4)
15.46 16.04 15.33 15.87 16.14 
Supplementary Leverage ratio5.82 5.73 6.99 6.20 6.40 
Citigroup common stockholders’ equity to assets7.54 %7.99 %7.96 %8.98 %9.27 %
Total Citigroup stockholders’ equity to assets8.33 8.81 8.82 9.90 10.23 
Dividend payout ratio(5)
29 20 43 24 23 
Total payout ratio(6)
53 56 73 122 109 
Book value per common share$94.06 $92.21 $86.43 $82.90 $75.05 
Tangible book value (TBV) per share(3)
81.65 79.16 73.67 70.39 63.79 

(1)    Certain series of preferred stock have semiannual payment dates. See Note 21.
(2)    The return on average common stockholders’ equity is calculated using net income less preferred stock dividends divided by average common stockholders’ equity. The return on average total Citigroup stockholders’ equity is calculated using net income divided by average Citigroup stockholders’ equity.
(3)    RoTCE and TBV are non-GAAP financial measures. For information on RoTCE and TBV, see “Capital Resources—Tangible Common Equity, Book Value Per Share, Tangible Book Value Per Share and Returns on Equity” below.
(4)    Citi’s binding CET1 Capital and Tier 1 Capital ratios were derived under the Basel III Standardized Approach as of December 31, 2022, 2021, 2019 and 2018, and were derived under the Basel III Advanced Approaches framework as of December 31, 2020. Citi’s binding Total Capital ratio was derived under the Basel III Advanced Approaches framework for all periods presented.
(5)    Dividends declared per common share as a percentage of net income per diluted share.
(6)    Total common dividends declared plus common share repurchases as a percentage of net income available to common shareholders (Net income less preferred dividends). See “Consolidated Statement of Changes in Stockholders’ Equity,” Note 10 and “Equity Security Repurchases” below for the component details.

9
  
In millions of dollars, except per share amounts, ratios and direct staff20192018201720162015
At December 31:     
Total assets$1,951,158
$1,917,383
$1,842,465
$1,792,077
$1,731,210
Total deposits1,070,590
1,013,170
959,822
929,406
907,887
Long-term debt248,760
231,999
236,709
206,178
201,275
Citigroup common stockholders’ equity(1)
175,262
177,760
181,487
205,867
205,139
Total Citigroup stockholders’ equity(1)
193,242
196,220
200,740
225,120
221,857
Average assets1,978,805
1,920,242
1,875,438
1,808,728
1,823,875
Direct staff (in thousands)
200
204
209
219
231
Performance metrics     
Return on average assets0.98%0.94%(0.36)%0.82%0.95%
Return on average common stockholders’ equity(1)(2)
10.3
9.4
(3.9)6.6
8.1
Return on average total stockholders’ equity(1)(2)
9.9
9.1
(3.0)6.5
7.9
Return on tangible common equity (RoTCE)(1)(3)
12.1
11.0
8.1
7.6
9.3
Efficiency ratio (total operating expenses/total revenues)56.5
57.4
58.3
59.8
57.6
Basel III ratios(1)(4)
     
Common Equity Tier 1 Capital(5)
11.81%11.86%12.36 %12.57%12.07%
Tier 1 Capital(5)
13.36
13.46
14.06
14.24
13.49
Total Capital(5)
15.97
16.18
16.30
16.24
15.30
Supplementary Leverage ratio6.21
6.41
6.68
7.22
7.08
Citigroup common stockholders’ equity to assets(1)
8.98%9.27%9.85 %11.49%11.85%
Total Citigroup stockholders’ equity to assets(1)
9.90
10.23
10.90
12.56
12.82
Dividend payout ratio(6)
23.9
23.1
         NM
8.9
3.0
Total payout ratio(7)
121.8
109.1
         NM
77.1
36.0
Book value per common share(1)
$82.90
$75.05
$70.62
$74.26
$69.46
Tangible book value (TBV) per share(1)(3)
70.39
63.79
60.16
64.57
60.61
(1)2017 includes the one-time impact related to enactment of the Tax Cuts and Jobs Act (Tax Reform). 2019 and 2018 reflect the tax rate structure post Tax Reform. For additional information, see “Significant Accounting Policies and Significant Estimates—Income Taxes” below. RoTCE for 2017 excludes the one-time impact from Tax Reform.
(2)The return on average common stockholders’ equity is calculated using net income less preferred stock dividends divided by average common stockholders’ equity. The return on average total Citigroup stockholders’ equity is calculated using net income divided by average Citigroup stockholders’ equity.
(3)For information on RoTCE and TBV, see “Capital Resources—Tangible Common Equity, Book Value Per Share, Tangible Book Value Per Share and Returns on Equity” below.
(4)Citi’s risk-based capital and leverage ratios for 2017 and prior years are non-GAAP financial measures, which reflect full implementation of regulatory capital adjustments and deductions prior to the effective date of January 1, 2018.
(5)As of December 31, 2019, 2018, and 2017, Citi’s reportable Common Equity Tier 1 Capital and Tier 1 Capital ratios were the lower derived under the Basel III Standardized Approach, whereas the reportable Total Capital ratio was the lower derived under the Basel III Advanced Approaches framework. For all prior periods presented, Citi’s Common Equity Tier 1 Capital, Tier 1 Capital and Total Capital ratios were the lower derived under the Basel III Advanced Approaches framework.
(6)Dividends declared per common share as a percentage of net income per diluted share.
(7)
Total common dividends declared plus common stock repurchases as a percentage of net income available to common shareholders (Net income, less preferred dividends). See “Consolidated Statement of Changes in Stockholders’ Equity,” Note 10 to the Consolidated Financial Statements and “Equity Security Repurchases” below for the component details.


NMNot meaningful



SEGMENT REVENUES AND BUSINESS—INCOME (LOSS) AND

REVENUES
CITIGROUP INCOME
In millions of dollars202220212020% Change
2022 vs. 2021		% Change
2021 vs. 2020
Institutional Clients Group$41,206 $39,836 $41,093 3 %(3)%
Personal Banking and Wealth Management24,217 23,327 25,140 4 (7)
Legacy Franchises8,472 8,251 9,454 3 (13)
Corporate/Other1,443 470 (186)NMNM
Total Citigroup net revenues$75,338 $71,884 $75,501 5 %(5)%
In millions of dollars20192018
2017(1)
% Change 
 2019 vs. 2018		% Change 
 2018 vs. 2017
Income (loss) from continuing operations     
Global Consumer Banking     
  North America$3,224
$3,087
$1,829
4 %69 %
  Latin America901
802
516
12
55
  Asia(2)
1,577
1,420
1,197
11
19
Total$5,702
$5,309
$3,542
7 %50 %
Institutional Clients Group     
  North America$3,511
$3,675
$2,494
(4)%47 %
  EMEA3,867
3,889
2,828
(1)38
  Latin America2,111
2,013
1,637
5
23
  Asia3,455
2,997
2,416
15
24
Total$12,944
$12,574
$9,375
3 %34 %
Corporate/Other825
205
(19,544)NM
NM
Income (loss) from continuing operations$19,471
$18,088
$(6,627)8 %NM
Discontinued operations$(4)$(8)$(111)50 %93 %
Less: net income attributable to noncontrolling interests66
35
60
89
(42)
Citigroup’s net income (loss)$19,401
$18,045
$(6,798)8 %NM

(1)
2017 includes the one-time impact related to enactment of Tax Reform. For additional information, see “Significant Accounting Policies and SignificantEstimates—Income Taxes” below.
(2)
Asia GCB includes the results of operations of GCB activities in certain EMEA countries for all periods presented.
NM Not meaningful

CITIGROUP REVENUES
INCOME

In millions of dollars202220212020% Change
2022 vs. 2021		% Change
2021 vs. 2020
Income (loss) from continuing operations
Institutional Clients Group$10,738 $14,308 $10,811 (25)%32 %
Personal Banking and Wealth Management3,319 7,734 1,322 (57)NM
Legacy Franchises(9)(9)(142)— 94 
Corporate/Other1,117 (15)(884)NM98 
Income from continuing operations$15,165 $22,018 $11,107 (31)%98 %
Discontinued operations$(231)$7 $(20)NMNM
Less: Net income attributable to noncontrolling interests89 73 40 22 %83 %
Citigroup’s net income$14,845 $21,952 $11,047 (32)%99 %

NM Not meaningful


10
In millions of dollars201920182017% Change 
 2019 vs. 2018		% Change 
 2018 vs. 2017
Global Consumer Banking     
  North America$20,398
$19,829
$19,570
3 %1 %
  Latin America5,238
5,309
4,794
(1)11
  Asia(1)
7,335
7,201
7,081
2
2
Total$32,971
$32,339
$31,445
2 %3 %
Institutional Clients Group     
  North America$13,459
$13,522
$14,578
— %(7)%
  EMEA12,006
11,770
10,878
2
8
  Latin America5,166
4,954
4,814
4
3
  Asia8,670
8,079
7,552
7
7
Total$39,301
$38,325
$37,822
3 %1 %
Corporate/Other2,014
2,190
3,177
(8)(31)
Total Citigroup net revenues$74,286
$72,854
$72,444
2 %1 %
(1)
Asia GCB includes the results of operations of GCB activities in certain EMEA countries for all periods presented.





SEGMENT BALANCE SHEET(1)—DECEMBER 31, 20192022
In millions of dollarsInstitutional
Clients
Group		Personal Banking
and Wealth Management		Legacy Franchises
Corporate/Other
and
consolidating
eliminations(2)
Citigroup
parent company-
issued long-term
debt and
stockholders’
equity(3)
Total
Citigroup
consolidated
Assets     
Cash and deposits with banks, net of allowance$108,289 $6,411 $3,251 $224,074 $— $342,025 
Securities borrowed and purchased under agreements to resell, net of allowance364,673 425 303 — — 365,401 
Trading account assets319,376 2,250 639 11,849 — 334,114 
Investments, net of allowance140,613 73 1,516 384,380 — 526,582 
Loans, net of unearned income and allowance for credit losses on loans279,337 324,260 36,650 — — 640,247 
Other assets, net of allowance111,477 25,559 27,764 43,507 — 208,307 
Net intersegment liquid assets(4)
406,143 134,852 26,592 (567,587)— — 
Total assets$1,729,908 $493,830 $96,715 $96,223 $— $2,416,676 
Liabilities and equity     
Total deposits$845,364 $437,813 $50,994 $31,783 $— $1,365,954 
Securities loaned and sold under agreements to repurchase199,895 80 2,469 — — 202,444 
Trading account liabilities168,550 1,636 258 203 — 170,647 
Short-term borrowings34,785 2 4 12,305 — 47,096 
Long-term debt(3)
93,219 189 75 11,866 166,257 271,606 
Other liabilities99,353 14,514 27,868 15,356 — 157,091 
Net intersegment funding (lending)(3)
288,742 39,596 15,047 24,061 (367,446)— 
Total liabilities$1,729,908 $493,830 $96,715 $95,574 $(201,189)$2,214,838 
Total stockholders’ equity(5)
— — — 649 201,189 201,838 
Total liabilities and equity$1,729,908 $493,830 $96,715 $96,223 $— $2,416,676 

(1)The supplemental information presented in the table above reflects Citigroup’s consolidated GAAP balance sheet by reportable segment and component. The respective segment information depicts the assets and liabilities managed by each segment.
(2)Consolidating eliminations for total Citigroup and Citigroup parent company assets and liabilities are recorded within Corporate/Other.
(3)Total stockholders’ equity and the majority of long-term debt of Citigroup are reflected on the Citigroup parent company balance sheet (see Notes 18 and 30). Citigroup allocates stockholders’ equity and long-term debt to its businesses through intersegment allocations as shown above.
(4)Represents the attribution of Citigroup’s liquid assets (primarily consisting of cash, marketable equity securities and available-for-sale debt securities) to the various businesses based on Liquidity Coverage ratio (LCR) assumptions.
(5)Corporate/Other equity represents noncontrolling interests.

11
In millions of dollars
Global
Consumer
Banking
Institutional
Clients
Group
Corporate/Other
and
consolidating
eliminations(2)
Citigroup
parent
company-
issued
long-term
debt and
stockholders’
equity(3)
Total
Citigroup
consolidated
Assets     
Cash and deposits with banks$7,076
$69,363
$117,480
$—
$193,919
Securities borrowed and purchased under agreements to resell87
250,968
267
—
251,322
Trading account assets1,168
265,260
9,712
—
276,140
Investments1,150
126,481
240,932
—
368,563
Loans, net of unearned income and allowance for loan losses290,270
387,036
9,394
—
686,700
Other assets39,071
94,648
40,795
—
174,514
Net inter-segment liquid assets(4)
68,077
253,463
(321,540)—
—
Total assets$406,899
$1,447,219
$97,040
$—
$1,951,158
Liabilities and equity    
Total deposits$291,049
$767,666
$11,875
$—
$1,070,590
Securities loaned and sold under agreements to repurchase2,229
164,096
14
—
166,339
Trading account liabilities549
118,788
557
—
119,894
Short-term borrowings417
27,082
17,550
—
45,049
Long-term debt(3)
1,472
64,758
32,053
150,477
248,760
Other liabilities20,847
71,215
14,518
—
106,580
Net inter-segment funding (lending)(3)
90,336
233,614
19,769
(343,719)—
Total liabilities$406,899
$1,447,219
$96,336
$(193,242)$1,757,212
Total stockholders’ equity(5)
—
—
704
193,242
193,946
Total liabilities and equity$406,899
$1,447,219
$97,040
$—
$1,951,158

(1)The supplemental information presented in the table above reflects Citigroup’s consolidated GAAP balance sheet by reporting segment. The respective segment information depicts the assets and liabilities managed by each segment.
(2)
Consolidating eliminations for total Citigroup and Citigroup parent company assets and liabilities are recorded within Corporate/Other.
(3)Total stockholders’ equity and the majority of long-term debt of Citigroup reside on the Citigroup parent company balance sheet. Citigroup allocates stockholders’ equity and long-term debt to its businesses through inter-segment allocations as shown above.
(4)Represents the attribution of Citigroup’s liquid assets (primarily consisting of cash, marketable equity securities and available-for-sale debt securities) to the various businesses based on Liquidity Coverage Ratio (LCR) assumptions.
(5)
Corporate/Other equity represents noncontrolling interests.


GLOBAL CONSUMER BANKING
Global Consumer Banking (GCB) consists of consumer banking businesses in North America, Latin America (consisting of Citi’s consumer banking business in Mexico) and Asia. GCB provides traditional banking services to retail customers through retail banking, Citi-branded cards and Citi retail services (for additional information on these businesses, see “Citigroup Segments” above). GCB is focused on its priority markets in the U.S., Mexico and Asia with 2,348 branches in 19 countries and jurisdictions as of December 31, 2019. At December 31, 2019, GCB had approximately $407 billion in assets and $291 billion in deposits.
GCB’s overall strategy is to leverage Citi’s global footprint and be the pre-eminent bank for the affluent and emerging affluent consumers in large urban centers. In credit cards and in certain retail markets, Citi serves customers in a somewhat broader set of segments and geographies.

In millions of dollars, except as otherwise noted201920182017% Change 
 2019 vs. 2018		% Change 
 2018 vs. 2017
Net interest revenue$28,205
$27,374
$26,277
3 %4 %
Non-interest revenue4,766
4,965
5,168
(4)(4)
Total revenues, net of interest expense$32,971
$32,339
$31,445
2 %3 %
Total operating expenses$17,628
$17,786
$17,229
(1)%3 %
Net credit losses$7,382
$6,884
$6,462
7 %7 %
Credit reserve build439
568
1,029
(23)(45)
Provision for unfunded lending commitments1
—
—
100
—
Provision for benefits and claims73
103
116
(29)(11)
Provisions for credit losses and for benefits and claims
  (LLR & PBC)
$7,895
$7,555
$7,607
5 %(1)%
Income from continuing operations before taxes$7,448
$6,998
$6,609
6 %6 %
Income taxes1,746
1,689
3,067
3
(45)
Income from continuing operations$5,702
$5,309
$3,542
7 %50 %
Noncontrolling interests6
7
9
(14)(22)
Net income$5,696
$5,302
$3,533
7 %50 %
Balance Sheet data and ratios (in billions of dollars)
     
Total EOP assets$407
$388
$389
5 %— %
Average assets389
378
380
3
(1)
Return on average assets1.46%1.40%0.93%  
Efficiency ratio53
55
55
  
Average deposits$277
$269
$267
3
1
Net credit losses as a percentage of average loans2.60%2.48%2.39%  
Revenue by business     
Retail banking$12,549
$12,627
$12,089
(1)%4 %
Cards(1)
20,422
19,712
19,356
4
2
Total$32,971
$32,339
$31,445
2 %3 %
Income from continuing operations by business     
Retail banking$1,842
$1,851
$1,320
— %40 %
Cards(1)
3,860
3,458
2,222
12
56
Total$5,702
$5,309
$3,542
7 %50 %
Table continues on the next page, including footnotes.


Foreign currency (FX) translation impact     
Total revenue—as reported$32,971
$32,339
$31,445
2 %3 %
Impact of FX translation(2)
—
(146)(270)  
Total revenues—ex-FX(3)
$32,971
$32,193
$31,175
2 %3 %
Total operating expenses—as reported$17,628
$17,786
$17,229
(1)%3 %
Impact of FX translation(2)
—
(100)(154)  
Total operating expenses—ex-FX(3)
$17,628
$17,686
$17,075
— %4 %
Total provisions for LLR & PBC—as reported$7,895
$7,555
$7,607
5 %(1)%
Impact of FX translation(2)
—
(24)(53)  
Total provisions for LLR & PBC—ex-FX(3)
$7,895
$7,531
$7,554
5 %— %
Net income—as reported$5,696
$5,302
$3,533
7 %50 %
Impact of FX translation(2)
—
(16)(42)  
Net income—ex-FX(3)
$5,696
$5,286
$3,491
8 %51 %
(1)Includes both Citi-branded cards and Citi retail services.
(2)Reflects the impact of FX translation into U.S. dollars at the 2019 average exchange rates for all periods presented.
(3)Presentation of this metric excluding FX translation is a non-GAAP financial measure.
Note: For information on the impact of Citi’s January 1, 2020 adoption of the new accounting standard on credit losses (CECL), see “Risk Factors—Operational Risks” below and Note 1 to the Consolidated Financial Statements.



NORTH AMERICA GCB
North America GCB provides traditional retail banking and Citi-branded and Citi retail services card products to retail and small business customers in the U.S. North America GCB’s U.S. cards product portfolio includes its proprietary portfolio (including the Citi Double Cash, Thank You and Value cards) and co-branded cards (including, among others, American Airlines and Costco) within Citi-branded cards as well as its co-brand and private label relationships (including, among others, Sears, The Home Depot, Best Buy and Macy’s) within Citi retail services.
At December 31, 2019, North America GCB had 687 retail bank branches concentrated in the six key metropolitan areas of New York, Chicago, Miami, Washington, D.C., Los Angeles and San Francisco. Also as of December 31, 2019, North America GCB had approximately $50.3 billion in retail banking loans and $160.5 billion in deposits. In addition, North America GCB had approximately $149.2 billion in outstanding card loan balances.
In millions of dollars, except as otherwise noted201920182017% Change 
 2019 vs. 2018		% Change 
 2018 vs. 2017
Net interest revenue$19,869
$19,006
$18,298
5 %4 %
Non-interest revenue(1)
529
823
1,272
(36)(35)
Total revenues, net of interest expense$20,398
$19,829
$19,570
3 %1 %
Total operating expenses$10,154
$10,230
$9,867
(1)%4 %
Net credit losses$5,583
$5,085
$4,737
10 %7 %
Credit reserve build469
460
926
2
(50)
Provision for unfunded lending commitments1
—
—
100
—
Provision for benefits and claims19
22
33
(14)(33)
Provisions for credit losses and for benefits and claims$6,072
$5,567
$5,696
9 %(2)%
Income from continuing operations before taxes$4,172
$4,032
$4,007
3 %1 %
Income taxes948
945
2,178
—
(57)
Income from continuing operations$3,224
$3,087
$1,829
4 %69 %
Noncontrolling interests—
—
(1)—
100
Net income$3,224
$3,087
$1,830
4 %69 %
Balance Sheet data and ratios (in billions of dollars)
  
 
  
Average assets$232
$227
$232
2 %(2)%
Return on average assets1.39%1.36%0.79%  
Efficiency ratio50
52
50
  
Average deposits$152.8
$148.0
$151.0
3
(2)
Net credit losses as a percentage of average loans2.97%2.78%2.67%  
Revenue by business  
 
  
Retail banking$4,529
$4,600
$4,565
(2)%1 %
Citi-branded cards9,165
8,628
8,578
6
1
Citi retail services6,704
6,601
6,427
2
3
Total$20,398
$19,829
$19,570
3 %1 %
Income from continuing operations by business  
 
  
Retail banking$196
$312
$251
(37)%24 %
Citi-branded cards1,742
1,581
1,009
10
57
Citi retail services1,286
1,194
569
8
NM
Total$3,224
$3,087
$1,829
4 %69 %

(1)2018 includes an approximate $150 million gain on the Hilton portfolio sale.
NM Not meaningful


2019 vs. 2018
Net income increased 4%, as higher revenues and lower expenses were partially offset by higher cost of credit.
Revenues increased 3%. Excluding the impact of the $150 million gain on the Hilton portfolio sale in the prior year, revenues increased 4%, reflecting higher revenues in Citi-branded cards and Citi retail services, partially offset by lower retail banking revenues.
Retail banking revenues decreased 2%, as the benefit of stronger deposit volumes was more than offset by lower deposit spreads. Average deposits increased 3%. Assets under management increased 20%, including the benefit of market movements. Citi expects that retail banking revenues will likely be impacted by the lower interest rate environment in the near term.
Cards revenues increased 4% (5% excluding the Hilton gain). In Citi-branded cards, revenues increased 6% (8% excluding the Hilton gain), primarily driven by volume growth and spread expansion. Average loans increased 3% and purchase sales increased 7%.
Citi retail services revenues increased 2%, primarily driven by organic loan growth and the full-year benefit of the L.L.Bean portfolio acquisition. Average loans increased 3% and purchase sales increased 2%.
Expenses decreased 1%, as efficiency savings more than offset ongoing investments and higher volume-related expenses.
Provisions increased 9%, primarily driven by higher net credit losses. Net credit losses increased 10%, driven by higher net credit losses in Citi-branded cards (up 10% to $2.9 billion) and Citi retail services (up 9% to $2.6 billion). The increase in net credit losses reflected volume growth and seasoning in both cards portfolios. The net loan loss reserve build increased 2%, reflecting volume growth and seasoning in both cards portfolios.
For additional information on North America GCB’s retail banking and its Citi-branded cards and Citi retail services portfolios, see “Credit Risk—Consumer Credit” below.
For information on the impact of Citi’s January 1, 2020 adoption of the new accounting standard on credit losses (CECL), see “Risk Factors—Operational Risks” below and Note 1 to the Consolidated Financial Statements.
As previously disclosed, Sears has continued to close stores since it exited bankruptcy. Although Citi retail services will continue to be impacted from reduced new account acquisitions and lower purchase sales, Citi does not currently expect an immediate or ongoing material impact on its consolidated results. For additional information on the potential impact from a deterioration in or failure to maintain Citi’s co-branding and private label credit card relationships, see “Risk Factors—Strategic Risks” below.








LATIN AMERICA GCB
Latin America GCB provides traditional retail banking and Citi-branded card products to retail and small business customers in Mexico through Citibanamex, one of Mexico’s largest banks.
At December 31, 2019, Latin America GCB had 1,419 retail branches in Mexico, with approximately $11.7 billion in retail banking loans and $23.8 billion in deposits. In addition, the business had approximately $6.0 billion in outstanding card loan balances.
In millions of dollars, except as otherwise noted201920182017% Change 
 2019 vs. 2018		% Change 
 2018 vs. 2017
Net interest revenue$3,639
$3,681
$3,491
(1)%5 %
Non-interest revenue(1)
1,599
1,628
1,303
(2)25
Total revenues, net of interest expense$5,238
$5,309
$4,794
(1)%11 %
Total operating expenses$2,883
$2,900
$2,721
(1)%7 %
Net credit losses$1,109
$1,131
$1,083
(2)%4 %
Credit reserve build(38)84
113
NM
(26)
Provision for unfunded lending commitments—
—
—
—
—
Provision for benefits and claims54
81
83
(33)(2)
Provisions for credit losses and for benefits and claims (LLR & PBC)$1,125
$1,296
$1,279
(13)%1 %
Income from continuing operations before taxes$1,230
$1,113
$794
11 %40 %
Income taxes329
311
278
6
12
Income from continuing operations$901
$802
$516
12 %55 %
Noncontrolling interests—
—
5
—
(100)
Net income$901
$802
$511
12 %57 %
Balance Sheet data and ratios (in billions of dollars)
  
 
  
Average assets$35
$33
$35
6 %(6)%
Return on average assets2.57%2.43%1.46%  
Efficiency ratio55
55
57
  
Average deposits$22.8
$22.7
$21.8
—
4
Net credit losses as a percentage of average loans6.45%6.50%6.08%  
Revenue by business     
Retail banking$3,585
$3,744
$3,324
(4)%13 %
Citi-branded cards1,653
1,565
1,470
6
6
Total$5,238
$5,309
$4,794
(1)%11 %
Income from continuing operations by business  
 
  
Retail banking$600
$596
$332
1 %80 %
Citi-branded cards301
206
184
46
12
Total$901
$802
$516
12 %55 %
FX translation impact  
 
  
Total revenues—as reported(1)
$5,238
$5,309
$4,794
(1)%11 %
Impact of FX translation(2)
—
(23)(117)  
Total revenues—ex-FX(3)
$5,238
$5,286
$4,677
(1)%13 %
Total operating expenses—as reported$2,883
$2,900
$2,721
(1)%7 %
Impact of FX translation(2)
—
(13)(59)  
Total operating expenses—ex-FX(3)
$2,883
$2,887
$2,662
— %8 %
Provisions for LLR & PBC—as reported$1,125
$1,296
$1,279
(13)%1 %
Impact of FX translation(2)
—
(6)(32)  
Provisions for LLR & PBC—ex-FX(3)
$1,125
$1,290
$1,247
(13)%3 %
Net income—as reported$901
$802
$511
12 %57 %
Impact of FX translation(2)
—
(3)(19)  
Net income—ex-FX(3)
$901
$799
$492
13 %62 %
(1)2018 includes an approximate $250 million gain on the sale of an asset management business. See Note 2 to the Consolidated Financial Statements.
(2)Reflects the impact of FX translation into U.S. dollars at the 2019 average exchange rates for all periods presented.
(3)Presentation of this metric excluding FX translation is a non-GAAP financial measure.
NM Not meaningful



The discussion of the results of operations for Latin America GCB below excludes the impact of FX translation for all periods presented. Presentations of the results of operations, excluding the impact of FX translation, are non-GAAP financial measures. For a reconciliation of certain of these metrics to the reported results, see the table above.

2019 vs. 2018
Net income increased 13%, primarily reflecting lower cost of credit, partially offset by lower revenues.
Revenues decreased 1%, including a gain on sale (approximately $250 million) of an asset management business in the prior year. Excluding the gain on sale, revenues increased 4%, reflecting higher revenues in both retail banking and cards.
Retail banking revenues decreased 4%. Excluding the gain on sale, retail banking revenues increased 3%, as improved deposit spreads were partially offset by lower average loans (down 3%), reflecting the ongoing slowdown in overall economic growth and industry volumes in Mexico. Assets under management increased 13%, including the benefit of market movements, while average deposits were
largely unchanged, as clients transferred money to investments. Cards revenues increased 6%, primarily driven by continued volume growth, reflecting higher purchase sales (up 7%) and average loans (up 3%), as well as higher rates.
Expenses were largely unchanged, as efficiency savings offset ongoing investment spending and volume-driven growth.
Provisions decreased 13%, primarily driven by a modest net loan loss reserve release (compared to a net loan loss reserve build in the prior year) and lower net credit losses, reflecting lower volumes in retail banking.
For additional information on LatinAmerica GCB’s retail banking and its Citi-branded cards portfolios, see “Credit Risk—Consumer Credit” below.
For information on the impact of Citi’s January 1, 2020 adoption of the new accounting standard on credit losses (CECL), see “Risk Factors—Operational Risks” below and Note 1 to the Consolidated Financial Statements.




















ASIA GCB
Asia GCB provides traditional retail banking and Citi-branded card products to retail and small business customers. During 2019, Asia GCB’s most significant revenues in Asia were from Hong Kong, Singapore, South Korea, Australia, India, Taiwan, Thailand, Philippines, Indonesia and Malaysia. Included within Asia GCB, traditional retail banking and Citi-branded card products are also provided to retail customers in certain EMEA countries, primarily Poland, Russia and the United Arab Emirates.
At December 31, 2019, on a combined basis, the businesses had 242 retail branches, approximately $62.8 billion in retail banking loans and $106.7 billion in deposits. In addition, the businesses had approximately $19.9 billion in outstanding card loan balances.

In millions of dollars, except as otherwise noted(1)
201920182017% Change 
 2019 vs. 2018		% Change 
 2018 vs. 2017
Net interest revenue$4,697
$4,687
$4,488
— %4 %
Non-interest revenue2,638
2,514
2,593
5
(3)
Total revenues, net of interest expense$7,335
$7,201
$7,081
2 %2 %
Total operating expenses$4,591
$4,656
$4,641
(1)%— %
Net credit losses$690
$668
$642
3 %4 %
Credit reserve build (release)8
24
(10)(67)NM
Provision (release) for unfunded lending commitments—
—
—
—
—
Provisions for credit losses$698
$692
$632
1 %9 %
Income from continuing operations before taxes$2,046
$1,853
$1,808
10 %2 %
Income taxes469
433
611
8
(29)
Income from continuing operations$1,577
$1,420
$1,197
11 %19 %
Noncontrolling interests6
7
5
(14)40
Net income$1,571
$1,413
$1,192
11 %19 %
Balance Sheet data and ratios (in billions of dollars)
  
 
  
Average assets$122
$119
$114
3 %4 %
Return on average assets1.29%1.19%1.05%  
Efficiency ratio63
65
66
  
Average deposits$101.1
$98.0
$94.6
3
4
Net credit losses as a percentage of average loans0.88%0.86%0.85%  
Revenue by business     
Retail banking$4,435
$4,283
$4,200
4 %2 %
Citi-branded cards2,900
2,918
2,881
(1)1
Total$7,335
$7,201
$7,081
2 %2 %
Income from continuing operations by business     
Retail banking$1,046
$943
$737
11 %28 %
Citi-branded cards531
477
460
11
4
Total$1,577
$1,420
$1,197
11 %19 %
FX translation impact     
Total revenues—as reported$7,335
$7,201
$7,081
2 %2 %
Impact of FX translation(2)
—
(123)(153)  
Total revenues—ex-FX(3)
$7,335
$7,078
$6,928
4 %2 %
Total operating expenses—as reported$4,591
$4,656
$4,641
(1)%— %
Impact of FX translation(2)
—
(87)(95)  
Total operating expenses—ex-FX(3)
$4,591
$4,569
$4,546
— %1 %
Provisions for credit losses—as reported$698
$692
$632
1 %9 %
Impact of FX translation(2)
—
(18)(21)  
Provisions for credit losses—ex-FX(3)
$698
$674
$611
4 %10 %
Net income—as reported$1,571
$1,413
$1,192
11 %19 %
Impact of FX translation(2)
—
(13)(23)  
Net income—ex-FX(3)
$1,571
$1,400
$1,169
12 %20 %

(1)
Asia GCB includes the results of operations of GCB activities in certain EMEA countries for all periods presented.
(2)Reflects the impact of FX translation into U.S. dollars at the 2019 average exchange rates for all periods presented.
(3)Presentation of this metric excluding FX translation is a non-GAAP financial measure.
NM Not meaningful

The discussion of the results of operations for Asia GCB below excludes the impact of FX translation for all periods presented. Presentations of the results of operations, excluding the impact of FX translation, are non-GAAP financial measures. For a reconciliation of certain of these metrics to the reported results, see the table above.

2019 vs. 2018
Net income increased 12%, primarily driven by higher revenues, partially offset by modestly higher cost of credit.
Revenues increased 4%, primarily driven by growth in retail banking.
Retail banking revenues increased 5%, primarily driven by higher investment revenues due to improved market sentiment and higher deposit revenues. Investment sales increased 8%, assets under management grew 17%, including the benefit of market movements, average deposits increased 6% and average loans increased 5%. Retail lending revenues declined 1%, as continued growth in personal loans was more than offset by lower mortgage revenues due to spread compression.
Cards revenues increased 1%, including a modest episodic gain in the current year, as continued growth in average loans (up 3%) and purchase sales (up 6%) was largely offset by spread compression.
Expenses were largely unchanged, as efficiency savings were offset by ongoing investment spending and volume-driven growth.
Provisions increased 4%, as higher net credit losses reflecting volume growth and seasoning were partially offset by a lower net loan loss reserve build in the current year. Overall credit quality remained stable in the region.
For additional information on AsiaGCB’s retail banking portfolios and its Citi-branded cards portfolio, see “Credit Risk—Consumer Credit” below.
For information on the impact of Citi’s January 1, 2020 adoption of the new accounting standard on credit losses (CECL), see “Risk Factors—Operational Risks” below and Note 1 to the Consolidated Financial Statements.












INSTITUTIONAL CLIENTS GROUP

Institutional Clients Group (ICG) includes Banking and Services, Markets and securities servicesBanking (for additional information on these businesses, see “Citigroup Operating Segments” above). ICG provides corporate, institutional and public sector and high-net-worth clients around the world with a full range of wholesale banking products and services, including fixed income and equity sales and trading, foreign exchange, prime brokerage, derivative services, equity and fixed income research, corporate lending, investment banking and advisory services, private banking, cash management, trade finance and securities services. ICG transacts with clients in both cash instruments and derivatives, including fixed income, foreign currency, equity and commodity products.
ICG’s revenue is generated primarily from fees and spreads associated with these activities. ICG earns fee income for assisting clients with transactional services and clearing and providing brokerage and investment banking services and other such activities. Such fees are recognized at the point in time when Citigroup’s performance under the terms of a contractual arrangement is completed, which is typically at the trade/execution date or closing of a transaction. Revenue generated from these activities is recorded in Commissions and fees and Investment banking fees. Revenue is also generated from assets under custody and administration, which is recognized as/when the associated promised service is satisfied, which normally occurs at the point in time the service is requested by the customer and provided by Citi. Revenue generated from these activities is primarily recorded in Administration and other fiduciary fees. For additional information on these various types of revenues, see Note 5 to the Consolidated Financial Statements.5.
In addition, as a market maker, ICG facilitates transactions, including holding product inventory to meet client demand, and earns the differential between the price at which it buys and sells the products. These price differentials and the unrealized gains and losses on the inventory are recorded in Principal transactions. Mark-to-market gains and losses on certain credit derivatives (used to economically hedge the corporate loan portfolio) are also recorded in Principal transactions, (for additional information on Principal transactions revenue, see Note 6 to the Consolidated Financial Statements)6). Other primarily includes realized gains and losses on available-for-sale (AFS) debt securities, gains and losses on equity securities not held in trading accounts and other non-recurring gains and losses. Interest income earned on assets held, less interest paid on long- and short-term debt, secured funding transactions and to customers on deposits, is recorded as Net interest revenue.income.
The amount and types of Markets revenues are impacted by a variety of interrelated factors, including market liquidity; changes in market variables such as interest rates, foreign exchange rates, equity prices, commodity prices and credit spreads, as well as their implied volatilities; investor confidence and other macroeconomic conditions. Assuming all other market conditions do not change, increases in client activity levels or bid/offer spreads generally result in increases in revenues. However, changes in market conditions can
significantly impact client activity levels, bid/offer spreads and the fair value of product inventory. For example, a decrease in market liquidity may increase bid/offer spreads, decrease client activity levels and widen credit spreads on product inventory positions.
ICG’s management of the Markets businesses involves daily monitoring and evaluation of the above factors at the trading desk as well as the country level.ICG does not separately track the impact on total Markets revenues of the volume of transactions, bid/offer spreads, fair value changes of product inventory positions and economic hedges because, as noted above, these components are interrelated and are not deemed useful or necessary individually to manage the Markets businesses at an aggregatelevel.
In the Markets businesses, client revenues are those revenues directly attributable to client transactions at the time of inception, including commissions, interest or fees earned. Client revenues do not include the results of client facilitation activities (e.g., holding product inventory in anticipation of client demand) or the results of certain economic hedging activities.
ICG’s international presence is supported by trading floors in approximately 80 countries and a proprietary network in 9895 countries and jurisdictions. As previously disclosed, Citi intends to end nearly all of the institutional banking services it offers in Russia by the end of the first quarter of 2023. Going forward, Citi’s only operations in Russia will be those necessary to fulfill its remaining legal and regulatory obligations. At this time, the estimated cost to be incurred in relation to this action is approximately $80 million (excluding the impact from any portfolio sales), primarily through 2024. For additional information about Citi’s continued efforts to reduce its operations and exposure in Russia, see “Legacy Franchises” and “Managing Global Risk—Other Risks—Country Risk—Russia” below.
At December 31, 2019,2022, ICG had approximately $1.4$1.7 trillion in assets and $768$845 billion in deposits, while two of its businesses—securitiesdeposits. Securities services and issuer services—managed approximately $20.3 trillion and $17.5$22.2 trillion in assets under custody as ofand administration at December 31, 20192022, of which Citi provided both custody and 2018, respectively.administrative services to certain clients related to $1.9 trillion of such assets. Managed assets under trust were $4.0 trillion at December 31, 2022. For additional information on these operations, see “Administration and Other Fiduciary Fees” in Note 5.

In millions of dollars, except as otherwise noted202220212020% Change
2022 vs. 2021		% Change
2021 vs. 2020
Commissions and fees$4,404 $4,300 $3,961 2 %9 %
Administration and other fiduciary fees2,684 2,693 2,348 — 15 
Investment banking fees(1)
3,573 6,709 4,982 (47)35 
Principal transactions13,633 9,763 12,916 40 (24)
Other(999)1,372 1,136 NM21 
Total non-interest revenue$23,295 $24,837 $25,343 (6)%(2)%
Net interest income (including dividends)17,911 14,999 15,750 19 (5)
Total revenues, net of interest expense$41,206 $39,836 $41,093 3 %(3)%
Total operating expenses(2)
$26,299 $23,949 $22,336 10 %7 %
12



In millions of dollars, except as otherwise noted201920182017% Change 
 2019 vs. 2018		% Change 
 2018 vs. 2017
Commissions and fees$4,462
$4,651
$4,456
(4)%4 %
Administration and other fiduciary fees2,756
2,806
2,721
(2)3
Investment banking4,440
4,358
4,666
2
(7)
Principal transactions8,562
8,742
7,527
(2)16
Other(1)
1,829
941
1,711
94
(45)
Total non-interest revenue$22,049
$21,498
$21,081
3 %2 %
Net interest revenue (including dividends)17,252
16,827
16,741
3
1
Total revenues, net of interest expense$39,301
$38,325
$37,822
3 %1 %
Total operating expenses$22,224
$21,780
$21,187
2 %3 %
Net credit losses$394
$208
$465
89 %(55)%
Credit reserve build (release)71
(109)(285)NM
62
Provision (release) for unfunded lending commitments98
116
(161)(16)NM
Provisions for credit losses$563
$215
$19
NM
NM
Income from continuing operations before taxes$16,514
$16,330
$16,616
1 %(2)%
Income taxes3,570
3,756
7,241
(5)(48)
Income from continuing operations$12,944
$12,574
$9,375
3 %34 %
Noncontrolling interests40
17
57
NM
(70)
Net income$12,904
$12,557
$9,318
3 %35 %
EOP assets (in billions of dollars)
$1,447
$1,438
$1,375
1 %5 %
Average assets (in billions of dollars)
1,493
1,449
1,395
3
4
Return on average assets0.86%0.87%0.67%  
Efficiency ratio57
57
56
  
Revenues by region     
North America$13,459
$13,522
$14,578
— %(7)%
EMEA12,006
11,770
10,878
2
8
Latin America5,166
4,954
4,814
4
3
Asia8,670
8,079
7,552
7
7
Total$39,301
$38,325
$37,822
3 %1 %
Income from continuing operations by region  
   
North America$3,511
$3,675
$2,494
(4)%47 %
EMEA3,867
3,889
2,828
(1)38
Latin America2,111
2,013
1,637
5
23
Asia3,455
2,997
2,416
15
24
Total$12,944
$12,574
$9,375
3 %34 %
Average loans by region (in billions of dollars)
  
   
North America$188
$174
$159
8 %9 %
EMEA87
81
69
7
17
Latin America40
42
42
(5)—
Asia73
77
72
(5)7
Total$388
$374
$342
4 %9 %
EOP deposits by business (in billions of dollars)
     
Treasury and trade solutions$536
$509
$469
5 %9 %
All other ICG businesses
232
218
208
6
5
Total$768
$727
$677
6 %7 %
Net credit losses on loans$152 $356 $877 (57)%(59)%
Credit reserve build (release) for loans478 (2,093)2,582 NMNM
Provision (release) for credit losses on unfunded lending commitments187 (753)1,390 NMNM
Provisions for credit losses on HTM debt securities and other assets94 — 20 — 100 
Provisions (releases) for credit losses$911 $(2,490)$4,869 NMNM
Income from continuing operations before taxes$13,996 $18,377 $13,888 (24)%32 %
Income taxes3,258 4,069 3,077 (20)32 
Income from continuing operations$10,738 $14,308 $10,811 (25)%32 %
Noncontrolling interests79 83 50 (5)66 
Net income$10,659 $14,225 $10,761 (25)%32 %
Balance Sheet data (in billions of dollars)
EOP assets$1,730 $1,613 $1,592 7 %1 %
Average assets1,716 1,669 1,566 3 7 
Efficiency ratio64 %60 %54 %
Average loans by reporting unit (in billions of dollars)
 
Services$82 $75 $70 9 %7 %
Banking196 196 217 — (10)
Markets13 16 11 (19)45 
Total$291 $287 $298 1 %(4)%
Average deposits by reporting unit (in billions of dollars)
TTS$675 $670 $646 1 %4 %
Securities services133 135 108 (1)25 
Services$808 $805 $754 — %7 %
Markets and Banking22 23 26 (4)(12)
Total$830 $828 $780 — %6 %

(1)2019 includes an approximate $350 million gain on Citi's investment in Tradeweb in the second quarter. 2017 includes the approximate $580 million gain on the sale of a fixed income analytics business.
(1)    Investment banking fees are substantially composed of underwriting and advisory revenues.
(2)    2020 includes an approximate $390 million operational loss related to certain legal matters. 2022 includes a Revlon-related wire transfer recovery.
NM Not meaningful



13



ICG Revenue Details

In millions of dollars201920182017% Change 
 2019 vs. 2018		% Change 
 2018 vs. 2017
Investment banking revenue details
     
Advisory$1,259
$1,301
$1,123
(3)%16 %
Equity underwriting973
991
1,121
(2)(12)
Debt underwriting2,984
2,719
3,126
10
(13)
Total investment banking$5,216
$5,011
$5,370
4 %(7)%
Treasury and trade solutions10,293
9,914
9,279
4
7
Corporate lending—excluding gains (losses) on loan hedges(1)
2,921
2,913
2,623
—
11
Private bank3,458
3,398
3,108
2
9
Total Banking revenues (ex-gains (losses) on
  loan hedges)
$21,888
$21,236
$20,380
3 %4 %
  Corporate lending—gains (losses) on loan hedges(1)
$(432)$45
$(133)NM
NM
Total Banking revenues (including gains (losses) on loan hedges), net of interest expense
$21,456
$21,281
$20,247
1 %5 %
Fixed income markets(2)
$12,884
$11,661
$12,369
10 %(6)%
Equity markets2,908
3,427
2,879
(15)19
Securities services2,631
2,631
2,366
—
11
Other(3)
(578)(675)(39)14
NM
Total Markets and securities services revenues, net
of interest expense
$17,845
$17,044
$17,575
5 %(3)%
Total revenues, net of interest expense$39,301
$38,325
$37,822
3 %1 %
Commissions and fees$782
$705
$628
11 %12 %
Principal transactions(4)
7,661
7,134
7,001
7
2
Other(2)
1,117
380
619
NM
(39)
Total non-interest revenue$9,560
$8,219
$8,248
16 %— %
Net interest revenue3,324
3,442
4,121
(3)(16)
Total fixed income markets(5)
 
$12,884
$11,661
$12,369
10 %(6)%
Rates and currencies$9,225
$8,486
$8,901
9 %(5)%
Spread products/other fixed income3,659
3,175
3,468
15
(8)
Total fixed income markets$12,884
$11,661
$12,369
10 %(6)%
Commissions and fees$1,121
$1,267
$1,282
(12)%(1)%
Principal transactions(4)
775
1,240
494
(38)NM
Other172
110
(21)56
NM
Total non-interest revenue$2,068
$2,617
$1,755
(21)%49 %
Net interest revenue840
810
1,124
4
(28)
Total equity markets(5)
$2,908
$3,427
$2,879
(15)%19 %
In millions of dollars202220212020% Change
2022 vs. 2021		% Change
2021 vs. 2020
Services
Net interest income$9,722 $6,595 $7,581 47 %(13)%
Non-interest revenue6,300 5,987 5,165 5 16 
Total Services revenues$16,022 $12,582 $12,746 27 %(1)%
Net interest income$8,306 $5,706 $6,524 46 %(13)%
Non-interest revenue3,857 3,509 3,004 10 17 
TTS revenues$12,163 $9,215 $9,528 32 %(3)%
Net interest income$1,416 $889 $1,057 59 %(16)%
Non-interest revenue2,443 2,478 2,161 (1)15 
Securities services revenues$3,859 $3,367 $3,218 15 %5 %
Markets
Net interest income$5,164 $5,161 $5,182 — %— %
Non-interest revenue13,949 12,715 15,932 10 (20)
Total Markets revenues(1)
$19,113 $17,876 $21,114 7 %(15)%
Fixed income markets$14,555 $12,880 $17,040 13 %(24)%
Equity markets4,558 4,996 4,074 (9)23 
Total Markets revenues$19,113 $17,876 $21,114 7 %(15)%
Rates and currencies$11,743 $8,793 $12,057 34 %(27)%
Spread products / other fixed income2,812 4,087 4,983 (31)(18)
Total Fixed income markets revenues$14,555 $12,880 $17,040 13 %(24)%
Banking
Net interest income$3,025 $3,243 $2,987 (7)%9 %
Non-interest revenue3,046 6,135 4,246 (50)44 
Total Banking revenues$6,071 $9,378 $7,233 (35)%30 %
Investment banking
Advisory$1,365 $1,796 $1,010 (24)%78 %
Equity underwriting611 2,249 1,423 (73)58 
Debt underwriting1,133 2,586 2,173 (56)19 
Total Investment banking revenues$3,109 $6,631 $4,606 (53)%44 %
Corporate lending (excluding gains (losses) on loan hedges)(2)
$2,655 $2,887 $2,686 (8)%7 %
Total Banking revenues (excluding gains (losses) on loan hedges)(2)
$5,764 $9,518 $7,292 (39)%31 %
Gain (loss) on loan hedges(2)
307 (140)(59)NMNM
Total Banking revenues (including gains (losses) on loan hedges)(2)
$6,071 $9,378 $7,233 (35)%30 %
Total ICG revenues, net of interest expense
$41,206 $39,836 $41,093 3 %(3)%

(1)Credit derivatives are used to economically hedge a portion of the corporate loan portfolio that includes both accrual loans and loans at fair value. Gains (losses) on loan hedges include the mark-to-market on the credit derivatives and the mark-to-market on the loans in the portfolio that are at fair value. The fixed premium costs of these hedges are netted against the corporate lending revenues to reflect the cost of credit protection. Citigroup’s results of operations excluding the impact of gains (losses)
(1)    Citi assesses its Markets business performance on a total revenue basis, as offsets may occur across revenue line items. For example, securities that generate Net interest income may be risk managed by derivatives that are recorded in Principal transactions revenue within Non-interest revenue. For a description of the composition of these revenue line items, see Notes 4, 5 and 6.
(2)    Credit derivatives are used to economically hedge a portion of the corporate loan portfolio that includes both accrual loans and loans at fair value. Gain (loss) on loan hedges include the mark-to-market on the credit derivatives and the mark-to-market on the loans in the portfolio that are at fair value. The fixed premium costs of these hedges are netted against the corporate lending revenues to reflect the cost of credit protection. Citigroup’s results of operations excluding the impact of gain (loss) on loan hedges are non-GAAP financial measures.
(2)2019 includes an approximate $350 million gain on Citi's investment in Tradeweb in the second quarter.
(3)2017 includes the approximate $580 million gain on the sale of a fixed income analytics business.
(4)
Excludes principal transactions revenues of ICG businesses other than Markets, primarily treasury and trade solutions and the private bank.
(5)
Citi assesses its Markets business performance on a total revenue basis, as offsets may occur across revenue line items. For example, securities that generate Net interest revenue may be risk managed by derivatives that are recorded in Principal transactions revenue. For a description of the composition of these revenue line items, see Notes 4, 5 and 6 to the Consolidated Financial Statements.
NM Not meaningful






14



The discussion of the results of operations for ICG below excludes (where noted) the impact of gains (losses)any gain (loss) on hedges of accrual loans, which are non-GAAP financial measures. For a reconciliation of these metrics to the reported results, see the table above.


20192022 vs. 20182021
Net income increased 3%of $10.7 billion decreased 25%, primarily driven primarily by substantially higher revenuescost of credit and a lower effective tax rate,higher expenses, partially offset by higher expenses and higher cost of credit.revenues.
Revenues increased 3% (including gain (loss) on loan hedges), primarily reflecting higher Services and Markets revenues, partially offset by lower Banking revenues (increase of 1% including the gains (losses) on loan hedges) and higher Markets and securities services revenues (increase of 5%). Excluding the impact of the gains (losses) on loan hedges, Bankingrevenues. Services revenues were up 3%27%, driven by higher revenues in treasuryboth TTS and trade solutions, investment banking and the private bank, as corporate lending was largely unchanged. Securities services. Markets and securities services revenues were up 5%7%, including a gain in the second quarter of 2019 from Citi’s investment in Tradeweb, asprimarily driven by higher revenues in fixedFixed income markets wererevenues, partially offset by lower equityEquity markets revenues.revenues and the impact of business actions taken to reduce RWA.
Banking revenues were down 35% (39% excluding the impact of gain (loss) on loan hedges), reflecting lower revenues in both Investment banking and Corporate lending.
Citi expects that revenues in its Markets and Investment banking businesses will continue to reflect the overall market environment during 2023.

Within Services:

•TTS revenues increased 32%, driven by 46% growth in net interest income and 10% growth in non-interest revenue, driven by deepening of existing client relations and gaining new clients across segments. The increase in net interest income was driven by both the cash and trade businesses, reflecting benefits from higher interest rates, balance sheet optimization, higher average deposits and higher average loans. Average deposits grew 1%, as volume growth was partially offset by the impact of foreign exchange translation. Average loans grew 11%, primarily driven by the strength in trade flows in Asia and Latin America, partially offset by loan sales in North America. Strong non-interest revenues growth across both cash and trade businesses reflected client engagement and growth from underlying drivers, including higher U.S. dollar clearing volumes (up 2%), cross-border flows (up 11%) and commercial card spend (up 49%).
•Securities services revenues increased 15%, primarily driven by an increase in net interest income, reflecting higher interest rates across currencies as well as the impact of foreign exchange translation. Non-interest revenues decreased 1%, due to the impact of foreign exchange translation and lower fees in the custody business tied to lower assets under custody and administration (decline of 7%), driven by declines in global financial markets. The decline in non-interest revenues was partially offset by continued elevated levels of corporate activity in issuer services and new client onboarding of $1.2 trillion in assets under custody and administration. Average deposits declined 7%, due to clients seeking higher rate alternatives.

Within Markets:

•Fixed income markets revenues increased 13%, driven by growth in rates and currencies across all regions, due to strong corporate and investor client engagement, partially
offset by a decline in spread products, primarily driven by North America.
•Rates and currencies revenues increased 34%, reflecting increased market volatility, driven by rising interest rates and quantitative tightening, as central banks responded to elevated levels of inflation. Spread products and other fixed income revenues decreased 31%, due to continued lower client activity across spread products and a challenging credit market due to widening spreads for most of the year. The decline in spread products and other fixed income revenues was partially offset by strength in commodities, particularly with corporate clients, as the business assisted those clients in managing risk associated with the increased volatility.
•Equity markets revenues decreased 9%, driven by equity derivatives, primarily reflecting lower activity by both corporate and institutional clients compared to a strong prior year. The lower revenues also reflected a decline in equity cash, driven by lower client activity.

Within Banking:

•Investment banking revenues were down 53%, reflecting a significant decline in the overall market wallet and loss in wallet share, as heightened macroeconomic uncertainty and volatility continued to impact client activity. Advisory revenues decreased 24%, reflecting a decline in North America and EMEA, driven by the decline in the market wallet as well as loss in wallet share. Equity and debt underwriting revenues decreased 73% and 56% respectively, reflecting a decline in North America, EMEA and Asia and driven by the decline in the market wallet as well as wallet share loss. The decline in debt underwriting revenues also reflected markdowns on loan commitments and losses on loan sales.
•Corporate lending revenues increased 8%, including the impact of gain (loss) on loan hedges. Excluding the impact of gain (loss) on loan hedges, revenues decreased 8%, primarily driven by the impacts of foreign currency translation, higher cost of funds and higher hedging costs.

Expenses were up 10%, primarily driven by continued investment in Citi’s transformation, business-led investments and volume-related expenses, partially offset by a Revlon-related wire transfer recovery, the impact of foreign exchange translation and productivity savings.
Provisions were $911 million, compared to a benefit of $2.5 billion in the prior year, driven by an ACL build, partially offset by lower net credit losses.
Net credit losses declined to $152 million, compared to $356 million in the prior year, driven by improvements in portfolio credit quality.
The ACL build was $759 million, compared to a release of $2.8 billion in the prior year. The ACL build was primarily driven by a deterioration in macroeconomic assumptions. For additional information on Citi’s ACL, see “Significant Accounting Policies and Significant Estimates” below.
15


For additional information on ICG’scorporate credit portfolio, see “Managing Global Risk—Credit Risk—Corporate Credit” below.
For additional information on trends in ICG’s revenues will likely be impacted bydeposits and loans, see “Managing Global Risk—Liquidity Risk—Loans” and “—Deposits” below.
For additional information about trends, uncertainties and risks related to ICG’s future results, see “Executive Summary” above and “Risk Factors” and “Managing Global Risk—Other Risks—Country Risk—Argentina” and “—Russia” below.

16










































This page intentionally left blank.
17


PERSONAL BANKING AND WEALTH MANAGEMENT

Personal Banking and Wealth Management (PBWM) consists of U.S. Personal Banking and Global Wealth Management (Global Wealth). U.S. Personal Banking includes Retail banking, which provides traditional banking services to retail and small business customers. U.S. Personal Banking’s cards portfolio includes the lower interest rate environmentfollowing proprietary portfolios: Cash, Rewards and Value portfolios and co-branded cards (including, among others, American Airlines and Costco) within Branded cards, and co-brand and private label relationships (including, among others, The Home Depot, Best Buy, Sears and Macy’s) within Retail services. Global Wealth includes Private bank, Wealth at Work and Citigold and provides financial services to clients from affluent to ultra-high-net-worth through banking, lending, mortgages, investment, custody and trust product offerings in 20 countries, including the U.S., Mexico and four wealth management centers: Singapore, Hong Kong, the UAE and London.
At December 31, 2022, U.S. Personal Banking had 654 retail bank branches concentrated in the near term.six key metropolitan areas of New York, Chicago, Los Angeles, San Francisco, Miami and Washington, D.C. U.S. Personal Banking had $151 billion in outstanding credit card balances, $113 billion in deposits and $37 billion in retail banking loans.
At December 31, 2022, Global Wealth had $325 billion in deposits, $84 billion in mortgage loans, $61 billion in personal and small business loans and $5 billion in outstanding credit card balances.


In millions of dollars, except as otherwise noted202220212020% Change
2022 vs. 2021		% Change
2021 vs. 2020
Net interest income$22,656 $20,646 $22,326 10 %(8)%
Non-interest revenue1,561 2,681 2,814 (42)(5)
Total revenues, net of interest expense$24,217 $23,327 $25,140 4 %(7)%
Total operating expenses$16,258 $14,610 $13,599 11 %7 %
Net credit losses on loans$3,021 $3,061 $5,229 (1)%(41)%
Credit reserve build (release) for loans707 (4,284)4,613 NMNM
Provision (release) for credit losses on unfunded lending commitments11 (16)26 NMNM
Provisions for benefits and claims (PBC), and other assets15 15 17 — (12)
Provisions (release) for credit losses and PBC$3,754 $(1,224)$9,885 NMNM
Income from continuing operations before taxes$4,205 $9,941 $1,656 (58)%NM
Income taxes886 2,207 334 (60)NM
Income from continuing operations$3,319 $7,734 $1,322 (57)%NM
Noncontrolling interests— — — — — %
Net income$3,319 $7,734 $1,322 (57)%NM
Balance Sheet data (in billions of dollars)
EOP assets$494 $464 $453 6 %2 %
Average assets476 467 454 2 3 
Average loans321 307 304 5 1 
Average deposits435 417 358 4 16 
Efficiency ratio67 %63 %54 %
Net credit losses as a percentage of average loans0.94 1.00 1.72 
Revenue by reporting unit and component
Branded cards$8,892 $8,190 $8,799 9 %(7)%
Retail services5,450 5,082 5,965 7 (15)
Retail banking2,501 2,506 2,790 — (10)
U.S. Personal Banking$16,843 $15,778 $17,554 7 %(10)%
Private bank$2,762 $2,943 $2,882 (6)%2 %
Wealth at Work730 691 677 6 2 
Citigold3,882 3,915 4,027 (1)(3)
Global Wealth$7,374 $7,549 $7,586 (2)%— %
Total$24,217 $23,327 $25,140 4 %(7)%
Within
NM Not meaningful

18


2022 vs. 2021
Net income Banking:

•
Investment banking revenues increased 4%, reflecting gains in wallet share despite a decline in the overall market wallet. Debt underwriting increased 10%, reflecting gains in wallet share, primarily in investment grade underwriting, across North America, EMEA and Asia. Equity underwriting revenues decreased 2%, reflecting a decline in market wallet, particularly in Asia and EMEA,partially offset by gains in wallet share. Advisory revenues decreased 3%, largely due to a comparison to a strong prior year as well as a decline in market wallet, partially offset by gains in wallet share.
•
Treasury and trade solutions revenues increased 4%. Excluding the impact of FX translation, revenues increased 6%, reflecting strength in all regions, driven by growth across both net interest and fee income. Revenues increased in the cash business, primarily driven by strong client engagement and solid growth in deposit and transaction volumes, partially offset by spread compression in the second half of 2019 due to the impact of lower interest rates. Revenue growth in the trade business was driven by improved spreads, due to growth in structured loans as well as the ability to continue to utilize distribution capabilities to optimize the balance sheet and drive returns, while supporting clients. Average deposits increased 10%, reflecting growth across regions. Average trade loans declined 3%, driven by North America, EMEA and Asia (for additional information, see “Liquidity Risk—Loans” below).
•
Corporate lending revenues decreased 16%. Excluding the impact of gains (losses) on loan hedges, revenues were largely unchanged versus the prior year, as growth in the commercial loan portfolio was offset by lower
volumeswas $3.3 billion, compared to $7.7 billion in the restprior year, reflecting significantly higher cost of the portfolio.

•
Private bankcredit and higher expenses, partially offset by higher revenues. revenues increased 2%, driven primarily by North America and Asia, partially offset by Latin America. The increase in revenues reflected strong client activity, driving higher lending and deposit volumes, as well as higher capital markets revenues, partially offset by lower deposit spreads.

Within RevenuesMarkets increased 4%, primarily due to higher net interest income, driven by strong loan growth in Branded cards and securitiesRetail services: and higher interest rates. The increase was partially offset by lower non-interest revenue, reflecting lower investment product revenue in Global Wealth and higher partner payments in Retail services resulting from higher revenues.

U.S. Personal Banking revenues increased 7%, reflecting higher revenues in cards.
•
Fixed income markets revenues increased 10%, including the Tradeweb gain, reflecting higher revenues across all regions. Non-interest revenues increased due to higher corporate and investor client activity as well as improved market activity, particularly in rates and spread products. The increase in non-interest revenues was partially offset by a decline in net interest revenues, reflecting a change in the mix of trading positions in support of client activity as well as higher funding costs, given the higher interest rate environment in the first half of the year.
Rates and currenciesCards revenues increased 8%. Branded cards revenues increased 9%, primarily driven by higher G10net interest income on higher loan balances. Branded cards new account acquisitions increased 11% and card spend volume increased 16%. Average loans increased 11%, reflecting the higher card spend volumes.
Retail services revenues increased 7%, primarily driven by higher net interest income on higher loan balances and lower payment rates, partially offset by the increase in partner payments. The increase in partner payments reflected higher income sharing as a result of higher revenues (for additional information on partner payments, see Note 5). Retail services credit card spend volume increased 8% and average loans increased 6%, reflecting the higher card spend volumes.
Retail banking revenues were largely unchanged, as the higher interest rates and currenciesmodest deposit growth were offset by lower mortgage revenues due to fewer mortgage originations, driven by the higher interest rates. Average deposits increased 3%, largely reflecting higher levels of consumer liquidity in North America, Asia and EMEAthe first half of 2022.
Global Wealth revenues decreased 2%, reflecting investment product revenue headwinds, particularly in Asia, driven by overall market volatility, partially offset by net interest income growth, driven by higher interest rates and higher loan and deposit volumes. Average loans increased 2% and average deposits increased 5%. Client assets decreased 8%, primarily driven by declines in equity market valuations. Global Wealth advisors increased 4% during 2022. Private bank revenues decreased 6%, Citigold revenues decreased 1% and Wealth at Work revenues increased 6%.
Expenses increased 11%, primarily driven by continued investments in Citi’s transformation, other risk and control initiatives, volume-related expenses and business-led investments, partially offset by productivity savings.
Provisions were $3.8 billion, compared to a more favorable operating environmentbenefit of $1.2 billion in the secondprior year, largely driven by a net ACL build. Net credit losses decreased 1%, driven by historically low loss rates experienced in the first half of 2019, with higher corporate and investor client activity. Local markets rates and currencies revenues increased modestly despite declining currency volatility.2022, followed by the ongoing normalization of losses toward pre-pandemic levels, particularly in Retail services (net credit losses up 7% to $1.3 billion). Branded cards net credit losses declined 17% to $1.4 billion.
Spread
The net ACL build was $0.7 billion, compared to a net release of $4.3 billion in the prior year, primarily driven by U.S. Cards loan growth and a deterioration in macroeconomic assumptions. For additional information on Citi’s ACL, see “Significant Accounting Policies and Significant Estimates” below.
For additional information on U.S. Personal Banking’s Retail banking, and its Branded cards and Retail services portfolios, see “Credit Risk—Consumer Credit” below.
For additional information about trends, uncertainties and risks related to PBWM’s future results, see “Executive Summary” above and “Risk Factors” below.

19


LEGACY FRANCHISES

As of December 31, 2022, Legacy Franchises included (i) Asia Consumer Banking (Asia Consumer), representing the consumer banking operations of the remaining eight Asia and EMEA exit countries; (ii) Mexico Consumer Banking (Mexico Consumer) and Mexico Small Business and Middle-Market Banking (Mexico SBMM), collectively Mexico Consumer/SBMM, which Citi also plans to exit; and (iii) Legacy Holdings Assets (certain North America consumer mortgage loans and other legacy assets). Asia Consumer provides traditional retail banking and branded card products to retail and small business customers. Mexico Consumer/SBMM provides traditional retail banking and branded card products to consumers and small business customers and traditional middle-market banking products and services to commercial customers through Citibanamex.
Legacy Franchises also included the following consumer banking businesses prior to their sale: Australia, until its closing on June 1, 2022; the Philippines, until its closing on August 1, 2022; Thailand and Malaysia, until their closings on November 1, 2022; and Bahrain, until its closing on December 1, 2022. In addition, Citi has entered into agreements to sell its consumer banking businesses in India, Indonesia, Taiwan and Vietnam, and announced its wind-down of consumer banking operations in Korea and China and consumer banking and local commercial banking operations in Russia (see below). In December 2022, Citi announced the pursuit of sales of portfolios within its China consumer banking business, subject to applicable regulations. See Note 2 for additional information on Legacy Franchises’ consumer banking business sales and wind-downs.
As previously disclosed, Citi announced the wind-down of its consumer banking and local commercial banking operations in Russia, including its active pursuit of sales of certain Russia consumer banking portfolios. In connection with this wind-down plan, Citi expects to incur approximately $110 million in costs (excluding the impact from any portfolio sales), primarily through 2024, largely driven by restructuring, vendor termination fees and other fixedrelated charges. In December 2022, Citi (i) sold a portfolio of ruble-denominated personal installment loans, totaling approximately $240 million in outstanding loan balances as of the fourth quarter of 2022 and (ii) entered into a referral agreement to settle a portfolio of ruble-denominated credit card loans, subject to customer consents; the outstanding card loans balance was approximately $219 million as of the fourth quarter of 2022. For additional information about Citi’s continued efforts to reduce its operations and exposure in Russia, see “Institutional Clients Group” above and “Risk Factors” and “Managing Global Risk—Other Risks—Country Risk—Russia” below.
At December 31, 2022, on a combined basis, Legacy Franchises had 1,438 retail branches, $23 billion in retail banking loans and $51 billion in deposits. In addition, the businesses had $8 billion in outstanding card loan balances, and Mexico SBMM had $7 billion in outstanding corporate loan balances. These amounts exclude approximately $12 billion of loans ($9 billion of retail banking loans and $3 billion of credit card loan balances) and approximately $16 billion of deposits, all of which were reclassified to Other assets and Other liabilities held-for-sale (HFS) as a result of Citi’s agreements to sell its consumer banking businesses in India, Indonesia, Taiwan and Vietnam. See Note 2 for additional information.

20


In millions of dollars, except as otherwise noted202220212020% Change
2022 vs. 2021		% Change
2021 vs. 2020
Net interest income$5,691 $6,250 $6,973 (9)%(10)%
Non-interest revenue2,781 2,001 2,481 39 (19)
Total revenues, net of interest expense$8,472 $8,251 $9,454 3 %(13)%
Total operating expenses$7,782 $8,259 $6,890 (6)%20 %
Net credit losses on loans$616 $1,478 $1,505 (58)%(2)%
Credit reserve build (release) for loans(229)(1,621)1,116 86 NM
Provision (release) for credit losses on unfunded lending commitments93 (19)30 NMNM
Provisions for benefits and claims (PBC), HTM debt securities and other assets91 100 88 (9)14 
Provisions (releases) for credit losses and PBC$571 $(62)$2,739 NMNM
Income (loss) from continuing operations before taxes$119 $54 $(175)NMNM
Income taxes128 63 (33)NMNM
Income (loss) from continuing operations$(9)$(9)$(142)— %94 %
Noncontrolling interests3 (10)(6)NM(67)
Net income (loss)$(12)$1 $(136)NM101 %
Balance Sheet data (in billions of dollars)
EOP assets$97 $125 $131 (22)%(5)%
Average assets110 127 128 (13)(1)
EOP loans38 65 84 (42)(23)
EOP deposits51 76 90 (33)(16)
Efficiency ratio92 %100 %73 %
Revenue by reporting unit and component
Asia Consumer$3,811 $3,405 $4,311 12 %(21)%
Mexico Consumer/SBMM4,751 4,651 4,885 2 (5)
Legacy Holdings Assets(90)195 258 NM(24)
Total$8,472 $8,251 $9,454 3 %(13)%

NM Not meaningful
21


2022 vs. 2021
Net loss was $12 million, compared to net income of $1 million in the prior year, primarily driven by higher cost of credit, partially offset by lower expenses and higher revenues.
Results for 2022 included divestiture-related impacts of approximately $87 million (approximately $(180) million after-tax), which primarily consisted of (i) an approximate $618 million Philippines gain on sale recorded in revenues, (ii) an approximate $209 million Thailand gain on sale recorded in revenues, (iii) an approximate $(64) million incremental Australia consumer banking loss on sale recorded in revenues, (iv) an approximate $535 million goodwill impairment recorded in expenses and (v) an approximate $156 million of other aggregate divestiture-related costs.
Results for 2021 included divestiture-related impacts of approximately $(1.9) billion (approximately $(1.6) billion after-tax), which primarily consisted of (i) an approximate $(694) million Australia loss on sale recorded in revenues, (ii) an approximate $1.1 billion related to charges incurred from the voluntary early retirement program (VERP) in connection with the wind-down of the Korea consumer banking business recorded in expenses and (iii) contract modification costs related to the Asia divestitures of approximately $119 million recorded in expenses.
Revenues increased 15%3%, including the Tradeweb gain, reflectingprimarily driven by higher revenues in both North AmericaAsia Consumer and Mexico Consumer/SBMM, partially offset by lower Legacy Holdings Assets revenues.EMEA. The increase in
Asia Consumer revenues wasincreased 12%, primarily driven by the Philippines and Thailand gains on sale, versus the Australia loss on sale in the prior year, partially offset by the loss of revenues from the closing of the five exit markets and impacts of the ongoing Korea and Russia wind-downs.
Mexico Consumer/SBMM revenues increased 2%, as cards revenues in Mexico Consumer increased 7% and SBMM revenues increased 9%, primarily due to higher client activity as well as an improved trading environment, particularly in flow tradinginterest rates and financing products. Thishigher deposit and loan growth. The increase in revenues was partially offset by a 1% decrease in retail banking revenues, primarily driven by lower structured productsfiduciary fees reflecting declines in equity market valuations.
Legacy Holdings Assets revenues reflectingof $(90) million decreased from $195 million in the prior year, largely driven by a challenging trading environment.
•
Equity markets revenues decreased 15%, driven by lower revenues across cash equities, equity derivatives and prime finance, particularly in North America and Asia. Cash equities revenues decreased largely due to lower client volumes. Despite strong corporate and investor client activity, equity derivatives revenues decreased due to the impact of a less favorable trading environment, given lower market volatility, as well as a comparison to a strong prior year. The decline in prime finance revenues was primarily driven by lower client activity and lower financing balances. Non-interest revenues decreased, primarily driven by lower principal transaction and commissions and fee revenues, due to lower client activity and a less favorable trading environment, as well as a change in the mix of trading positions in support of client activity.
•
Securities services revenues were largely unchanged versus the prior year. Excluding the impact of FX translation, revenues increased 4%, reflecting higher revenues in Asia and Latin America. The increase in revenues was driven by higher net interest revenue due to higher deposit volumes and higher interest rates,

particularlyCTA loss (net of hedges) recorded in emerging markets,AOCI in the second quarter of 2022, related to the substantial liquidation of a legacy U.K. consumer operation (for additional information, see “Corporate/Other” below and Note 2), as well as higher client activity.

the continued wind-down of Legacy Holdings Assets.
Expenses increased 2%decreased 6%, as higher compensation, volume-related expensesprimarily driven by the absence of the $1.2 billion divestiture-related costs in the prior year, including the Korea VERP of approximately $1.1 billion and continued investments werecontract modification costs related to Asia divestiture markets of approximately $119 million, and the benefit from the closing of the five exit markets. The decline was partially offset by efficiency savingsan approximate $535 million goodwill impairment in the first quarter of 2022, an approximate $70 million impairment of long-lived assets related to the Russia consumer banking business in the second quarter of 2022 and a benefit from FX translation.approximately $156 million of other aggregate divestiture-related costs.

Provisions increased $348were $571 million, compared to a benefit of $62 million in the prior year, primarily driven by an increasea lower net ACL release, partially offset by lower net credit losses. Net credit losses decreased 58%, primarily reflecting improved delinquencies in both Asia Consumer and Mexico Consumer and the reclassification of loans and net credit losses to reflect HFS accounting as a result of $186the signing of sale agreements for the aforementioned consumer banking businesses in Asia Consumer.
The net ACL release was $136 million, and an increasecompared to a net release of $1.6 billion in the net loan loss reserve build of $162 million. Both the increaseprior year. The continued release primarily reflected further improvement in netportfolio credit losses and the higher loan loss reserve build largely reflected a normalization of credit trends.
quality. For additional information on the impact of Citi’s January 1, 2020 adoption of the new accounting standard on credit losses (CECL),ACL, see “Significant Accounting Policies and Significant Estimates” below.
For additional information about trends, uncertainties and risks related to Legacy Franchises’ future results, see “Executive Summary” above and “Risk Factors—Operational Risks” belowFactors” and Note 1“Managing Global Risk—Other Risks—Country Risk—Russia” below.

22


CORPORATE/OTHER

Activities not assigned to the Consolidated Financial Statements.





CORPORATE/OTHER
operating segments (ICG, PBWM and Legacy Franchises) are included in Corporate/Other. Corporate/Other includesincluded certain unallocated costs of global staff functions (including finance, risk, human resources, legal and compliance)compliance-related costs), other corporate expenses and unallocated global operations and technology expenses and income taxes, as well as results of Corporate Treasury certain North America legacy consumer loan portfolios, other legacy assetsinvestment activities and discontinued operations (for additional information on Corporate/Other, see “Citigroup Segments” above).operations. At December 31, 2019,2022, Corporate/Other had $97$96 billion in assets.assets, primarily related to the investment securities.

In millions of dollars201920182017% Change 
 2019 vs. 2018		% Change 
 2018 vs. 2017		In millions of dollars202220212020% Change
2022 vs. 2021		% Change
2021 vs. 2020
Net interest revenue$1,890
$2,361
$2,043
(20)%16 %
Net interest incomeNet interest income$2,410 $599 $(298)NMNM
Non-interest revenue124
(171)1,134
NM
NM
Non-interest revenue(967)(129)112 NMNM
Total revenues, net of interest expense$2,014
$2,190
$3,177
(8)%(31)%Total revenues, net of interest expense$1,443 $470 $(186)NMNM
Total operating expenses$2,150
$2,275
$3,816
(5)%(40)%Total operating expenses$953 $1,375 $1,549 (31)%(11)%
Net credit losses$(8)$21
$149
NM
(86)%
Credit reserve build (release)(60)(218)(317)72 %31
Provision (release) for unfunded lending commitments(7)(3)—
NM
—
Provision for benefits and claims—
(2)(7)100
71
Provisions (benefits) for credit losses and for benefits and claims$(75)$(202)$(175)63 %(15)%
Provisions (releases) for HTM debt securities and other assetsProvisions (releases) for HTM debt securities and other assets$3 $(2)$2 NMNM
Income (loss) from continuing operations before taxes$(61)$117
$(464)NM
NM
Income (loss) from continuing operations before taxes$487 $(903)$(1,737)NM48 %
Income taxes (benefits)(886)(88)19,080
NM
(100)%Income taxes (benefits)(630)(888)(853)29 %(4)
Income (loss) from continuing operations$825
$205
$(19,544)NM
NM
Income (loss) from continuing operations$1,117 $(15)$(884)NM98 %
Income (loss) from discontinued operations, net of taxes(4)(8)(111)50 %93 %Income (loss) from discontinued operations, net of taxes(231)7 (20)NMNM
Net income (loss) before attribution of noncontrolling interests$821
$197
$(19,655)NM
NM
Net income (loss) before attribution of noncontrolling interests$886 $(8)$(904)NM99 %
Noncontrolling interests20
11
(6)82 %NM
Noncontrolling interests7 — (4)— %100 
Net income (loss)$801
$186
$(19,649)NM
NM
Net income (loss)$879 $(8)$(900)NM99 %

NM Not meaningful


20192022 vs. 20182021
Net income was $801$879 million, compared to a net incomeloss of $186$8 million in the prior year. Net income was largely drivenyear, reflecting higher revenues and lower expenses, partially offset by anlower income tax benefitbenefits and a second quarter of $886 million,2022 release of a CTA loss (net of hedges) from AOCI, recorded in discontinued operations, related to the substantial liquidation of a U.K. consumer legacy operation (for additional information, see “Legacy Franchises” above and Note 2).
Revenues were $1.4 billion, compared to an income tax benefit of $88$470 million in the prior year. The increase in the income tax benefit primarily reflected the reduction in the valuation allowance related to Citi’s deferred tax assets and a pretax loss in the current year, (see “Significant Accounting Policies and Significant Estimates—Income Taxes” below). The pretax loss was largely driven by higher net interest income, partially offset by lower revenues from legacy assets,non-interest revenue. The higher net interest income was primarily due to the investment portfolio driven by higher balances, higher interest rates and lower mortgage-backed securities prepayments, partially offset by higher gains on investments. The pretax loss also reflected higher cost of credit, partially offset byfunds related to higher institutional certificates of deposit. The lower expenses.
Revenues decreased 8%, driven bynon-interest revenue was primarily due to the continued wind-downabsence of legacy assets, partially offset bymark-to-market gains on investments.in the prior year as well as higher hedging costs.
Expenses decreased 5%31%, asprimarily driven by lower consulting expenses and the continued wind-downimpact of legacy assets was partially offset by higher infrastructure costs.certain legal settlements.
Provisions increased $127 millionFor additional information about trends, uncertainties and risks related to a net benefit of $75 million, primarily due to a lower net loan loss reserve release, partially offset by lower net credit losses.
Citi expects that Corporate/Other’s future results, will likely be impacted by ongoing investments in infrastructuresee “Executive Summary” above and controls as well as lower interest rates and lower investment gains during 2020.“Risk Factors” below.





23


OFF-BALANCE SHEET ARRANGEMENTS

Citigroup enters into various types of off-balance sheet arrangements in the ordinary course of business. Citi’s involvement in these arrangements can take many different forms, including without limitation:

purchasing or retaining residual and other interests in unconsolidated special purpose entities, such as mortgage-backed and other asset-backed securitization entities;
holding senior and subordinated debt, interests in limited and general partnerships and equity interests in other unconsolidated special purpose entities; and
providing guarantees, indemnifications, loan commitments, letters of credit and representations and warranties.

Citi enters into these arrangements for a variety of business purposes. For example, securitization arrangements offer investors access to specific cash flows and risks created through the securitization process. Securitization arrangements also assist Citi and its customers in monetizing their financial assets and securing financing at more favorable rates than Citi or the customers could otherwise obtain.
The table below shows where a discussion of Citi’s various off-balance sheet arrangements may be found in this Form 10-K. In addition, see Note 1 to the Consolidated Financial Statements.

Types of Off-Balance Sheet Arrangements Disclosures in this Form 10-K
Variable interests and other obligations, including contingent obligations, arising from variable interests in nonconsolidated VIEsSee Note 21 to the Consolidated Financial Statements.
Letters of credit, and lending and other commitmentsSee Note 26 to the Consolidated Financial Statements.
GuaranteesSee Note 26 to the Consolidated Financial Statements.


CONTRACTUAL OBLIGATIONS

The following table includes information on Citigroup’s contractual obligations, as specified and aggregated pursuant to SEC requirements:
 Contractual obligations by year 
In millions of dollars20202021202220232024ThereafterTotal
Long-term debt obligations—principal(1)
$37,257
$38,083
$27,090
$20,128
$16,023
$110,179
$248,760
Long-term debt obligations—interest payments(2)
7,548
6,313
5,244
4,470
3,877
34,220
61,672
Operating lease obligations(3)
801
695
572
425
314
935
3,742
Purchase obligations(4)
584
538
532
316
324
752
3,046
Other liabilities(5)
34,561
474
218
127
114
1,622
37,116
Total$80,751
$46,103
$33,656
$25,466
$20,652
$147,708
$354,336

(1)For additional information about long-term debt obligations, see “Liquidity Risk—Long-Term Debt” below and Note 17 to the Consolidated Financial Statements.
(2)Contractual obligations related to interest payments on long-term debt for 2020–2024 are calculated by applying the December 31, 2019 weighted-average interest rate (3.28%) on average outstanding long-term debt to the average remaining contractual obligations on long-term debt for each of those years. The “Thereafter” interest payments on long-term debt for the remaining years to maturity (2025–2098) are calculated by applying current interest rates on the remaining contractual obligations on long-term debt for each of those years.
(3)For additional information about operating leases, see Note 26 to the Consolidated Financial Statements.
(4)Purchase obligations consist of obligations to purchase goods or services that are enforceable and legally binding on Citi. For presentation purposes, purchase obligations are included in the table above through the termination date of the respective agreements, even if the contract is renewable. Many of the purchase agreements for goods or services include clauses that would allow Citi to cancel the agreement with specified notice; however, that impact is not included in the table above (unless Citi has already notified the counterparty of its intention to terminate the agreement).
(5)
Other liabilities reflected on Citigroup’s Consolidated Balance Sheet includes accounts payable, accrued expenses, uncertain tax positions and other liabilities that have been incurred and will ultimately be paid in cash; legal reserve accruals are not included in the table above. Also includes discretionary contributions in 2018 for Citi’s employee-defined benefit obligations for the pension, postretirement and post employment plans and defined contribution plans.


CAPITAL RESOURCES

Overview
Capital is used principally to support assets in Citi’s businesses and to absorb potential losses, including credit, market and operational losses. Citi primarily generates capital through earnings from its operating businesses. Citi may augment its capital through issuances of common stock and noncumulative perpetual preferred stock, and equity issued through awards under employee benefit plans, among other issuances. Further, Citi’s capital levels may also be affected by changes in accounting and regulatory standards, as well as U.S. corporate tax laws and the impact of future events on Citi’s business results, such as the signing or closing of divestitures and changes in interest and foreign exchange rates, as well as business and asset dispositions.rates.
During 2019,2022, Citi returned a total of $22.3$7.3 billion of capital to common shareholders in the form of $4.0 billion in dividends and $3.3 billion in share repurchases (approximately 264totaling approximately 56 million common shares)shares. Citi has continued to pause common share repurchases in order to absorb any temporary capital impacts related to any potential signing of a sale agreement for its Mexico Consumer and dividends.Small Business and Middle-Market Banking (Mexico Consumer/SBMM) business (for additional information, see “Executive Summary—Macroeconomic and Other Risks and Uncertainties” above) and to continue to have ample capital to serve its clients. For additional information on capital-related trends, uncertainties and risks related to Citi’s exit businesses, including the impact of CTA losses, see “Executive Summary” above and “Risk Factors—Strategic Risks” and “—Operational Risks” below.

Capital Management
Citi’s capital management framework is designed to ensure that Citigroup and its principal subsidiaries maintain sufficient capital consistent with each entity’s respective risk profile, management targets and all applicable regulatory standards and guidelines. Citi assesses its capital adequacy against a series of internal quantitative capital goals, designed to evaluate its capital levels in expected and stressed economic environments. Underlying these internal quantitative capital goals are strategic capital considerations, centered on preserving and building financial strength.
The Citigroup Capital Committee, with oversight from the Risk Management Committee of Citigroup’s Board of Directors, has responsibility for Citi’s aggregate capital structure, including the capital assessment and planning process, which is integrated into Citi’s capital plan. Balance sheet management, including oversight of capital adequacy, for Citigroup’sCitigroup and its subsidiaries is governed by each entity’s Asset and Liability Committee, where applicable.
Based on Citigroup’s current regulatory capital requirements, as well as consideration of potential future changes to the U.S. Basel III rules, management currently believes that a targeted Common Equity Tier 1 Capital ratio of approximately 11.5% represents the amount necessary to prudently operate and invest in Citi’s franchise, including when considering future growth plans, capital return projections and other factors that may impact Citi’s businesses. However, management may revise Citigroup’s targeted Common Equity Tier 1 Capital ratio in response to changing regulatory capital requirements as well as other relevant factors.
For additional information regarding Citi’s capital planning and stress testing exercises, see “Stress Testing Component of Capital Planning” below.


Current Regulatory Capital Standards
Citi is subject to regulatory capital standardsrules issued by the Federal Reserve Board which constitute(FRB), in coordination with the OCC and FDIC, including the U.S. implementation of the Basel III rules.rules (for information on potential changes to the Basel III rules, see “Basel III Revisions” below). These rules establish an
integrated capital adequacy framework, encompassing both risk-based capital ratios and leverage ratios.

Risk-Based Capital Ratios
The U.S. Basel III rules set forth the composition of regulatory capital (including the application of regulatory capital adjustments and deductions), as well as two comprehensive methodologies (a Standardized Approach and Advanced Approaches) for measuring total risk-weighted assets.
Total risk-weighted assets under the Standardized Approach include credit and market risk-weighted assets, which are generally prescribed supervisory risk weights. Total risk-weighted assets under the Advanced Approaches, which are primarily modelsmodel based, include credit, market and operational risk-weighted assets. The Standardized Approach generally applies prescribed supervisory risk weights to broad categories of credit risk exposures. As a result, credit risk-weighted assets calculated under the Advanced Approaches are more risk sensitive than those calculated under the Standardized Approach. Market risk-weighted assets are currently calculated on a generally consistent basis under both approaches.the Standardized and Advanced Approaches. The Standardized Approach excludesdoes not include operational risk-weighted assets.
TheUnder the U.S. Basel III rules, establishCitigroup is required to maintain several regulatory capital buffers above the stated minimum Common Equity Tier 1capital requirements to avoid certain limitations on capital distributions and discretionary bonus payments to executive officers. Accordingly, for the fourth quarter of 2022, Citigroup’s required regulatory CET1 Capital Tier 1ratio was 11.5% under the Standardized Approach (incorporating its Stress Capital Buffer of 4.0% and Total Capital ratios for substantially all U.S. banking organizations, including CitiGSIB (global systemically important bank) surcharge of 3.0%) and Citibank, N.A. (Citibank). Moreover, these rules provide for both a10.0% under the Advanced Approaches (inclusive of the fixed 2.5% Capital Conservation Buffer and forGSIB surcharge of 3.0%).
In addition, commencing January 1, 2023, Citi’s GSIB surcharge increased from 3.0% to 3.5%, which is applicable to both the Standardized and Advanced Approaches, banking organizations,resulting in a required CET1 Capital ratio of 12.0% under the Standardized Approach and 10.5% under the Advanced Approaches, both as of such as Citi anddate (for additional information, see “GSIB Surcharge” below).
Similarly, Citigroup’s primary subsidiary, Citibank, a discretionary Countercyclical Capital Buffer. These capital buffers would be availableN.A. (Citibank), is required to absorb losses in advance of any potential impairment ofmaintain minimum regulatory capital belowratios plus applicable regulatory buffers, as well as hold sufficient capital to be considered “well capitalized” under the stated minimum risk-based capitalPrompt Corrective Action framework. In effect, Citibank’s required CET1 Capital ratio requirements. Any breachwas 7.0% under both the Standardized and Advanced Approaches, which is the sum of the buffers to absorb losses during periods of financial or economic stress would result in restrictions on earnings distributions (e.g., dividends, equity repurchasesminimum 4.5% CET1 requirement and discretionary executive bonuses), with the degree of such restrictions based upon the extent to which the buffers are breached. The Federal Reserve Board last voted to affirm the Countercyclicala fixed 2.5% Capital Buffer amount at the current level of 0% in March 2019.Conservation Buffer. For additional information, see “Regulatory Capital Buffers” and “Prompt Corrective Action Framework” below.
Further, the U.S. Basel III rules implement the “capital floor provision” of the Dodd-Frank Act (the so-called “Collins Amendment” of the Dodd-Frank Act,), which requires Advanced Approaches
banking organizations to calculate “generally applicable” capital requirements. As a result, Citi must calculate each of the three risk-based capital ratios (Common Equity Tier 1(CET1 Capital, Tier 1 Capital and Total Capital) under both the U.S. Basel III Standardized Approach and the Advanced Approaches and comply with the lowermore binding of each of the resulting risk-based capital ratios.








GSIB Surcharge24

The Federal Reserve Board imposes a risk-based capital surcharge upon U.S. bank holding companies that are identified as global systemically important bank holding companies (GSIBs), including Citi. The GSIB surcharge augments the Capital Conservation Buffer and, if invoked, any Countercyclical Capital Buffer.
Under the Federal Reserve Board’s rule, identification of a GSIB is based on the Basel Committee on Banking Supervision’s (Basel Committee) GSIB methodology, which primarily looks to five equally weighted broad categories of systemic importance: (i) size, (ii) interconnectedness, (iii) cross-jurisdictional activity, (iv) substitutability and (v) complexity. With the exception of size, each of the categories is composed of multiple indicators of equal weight, amounting to 12 indicators in total.
A U.S. bank holding company that is designated a GSIB is required, on an annual basis, to calculate a surcharge using two methods and is subject to the higher of the resulting two surcharges. The first method (“method 1”) is based on the Basel Committee’s GSIB methodology described above. Under the second method (“method 2”), the substitutability category is replaced with a quantitative measure intended to assess a GSIB’s reliance on short-term wholesale funding. In addition, method 1 incorporates relative measures of systemic importance across certain global banking organizations and a year-end spot foreign exchange rate, whereas method 2 uses fixed measures of systemic importance and application of an average foreign exchange rate over a three-year period. The GSIB surcharges calculated under both method 1 and method 2 are based on measures of systemic importance from the year immediately preceding that in which the GSIB surcharge calculations are being performed (e.g., the method 1 and method 2 GSIB surcharges to be calculated by December 31, 2020 will be based on 2019 systemic indicator data). Generally, Citi’s surcharge determined under method 2 will result in a higher surcharge than its surcharge determined under method 1.
Should a GSIB’s systemic importance change year-over-year such that it becomes subject to a higher surcharge, the higher surcharge would not become effective for a full year (e.g., a higher surcharge calculated by December 31, 2020 would not become effective until January 1, 2022). However, if a GSIB’s systemic importance changes such that the GSIB would be subject to a lower surcharge, the GSIB would be subject to the lower surcharge beginning with the next calendar year (e.g., a lower surcharge calculated by December 31, 2020 would become effective January 1, 2021).
The following table sets forth Citi’s GSIB surcharge as determined under method 1 and method 2 for 2019 and 2018:
 20192018
Method 12.0%2.0%
Method 23.0
3.0

Citi’s GSIB surcharge effective for both 2019 and 2018 was 3.0%, as derived under the higher method 2 result. Citi’s GSIB surcharge effective for 2020 will remain unchanged at 3.0%, as derived under the higher method 2 result. Citi expects that its method 2 GSIB surcharge will continue to remain higher than its method 1 GSIB surcharge. Citi’s GSIB surcharge effective for 2021 will not exceed 3.0%, and Citi’s GSIB surcharge effective for 2022 is not expected to exceed 3.0%.
Transition Provisions
Generally, the U.S. Basel III rules contain several differing, largely multi-year transition provisions, with various “phase-ins” and “phase-outs.” With the exception of the non-grandfathered trust preferred securities, which do not fully phase-out of Tier 2 Capital until January 1, 2022, all other transition provisions have occurred and were entirely reflected in Citi’s regulatory capital ratios beginning January 1, 2018. Moreover, the GSIB surcharge, Capital Conservation Buffer and any Countercyclical Capital Buffer (currently 0%) commenced phase-in on January 1, 2016, and became fully effective on January 1, 2019.

Tier 1 Leverage Ratio
Under the U.S. Basel III rules, CitiCitigroup is also required to maintain a minimum Tier 1 Leverage ratio of 4.0%. Similarly, Citibank is required to maintain a minimum Tier 1 Leverage ratio of 5.0% to be considered “well capitalized” under the Prompt Corrective Action framework. The Tier 1 Leverage ratio, a non-risk-based measure of capital adequacy, is defined as Tier 1 Capital as a percentage of quarterly adjusted average total assets less amounts deducted from Tier 1 Capital.


Supplementary Leverage Ratio
Citi is also required to calculate a Supplementary Leverage ratio (SLR), which differs from the Tier 1 Leverage ratio by also including certain off-balance sheet exposures within the denominator of the ratio (Total Leverage Exposure). The Supplementary Leverage ratioSLR represents end of periodend-of-period Tier 1 Capital to Total Leverage Exposure. Total Leverage Exposure with the latteris defined as the sum of (i) the daily average of on-balance sheet assets for the quarter and (ii) the average of certain off-balance sheet exposures calculated as of the last day of each month in the quarter, less applicable Tier 1 Capital deductions. Advanced Approaches banking organizations are required to maintain a stated minimum Supplementary Leverage ratioSLR of 3.0%.
Further, U.S. GSIBs, including Citi,Citigroup, are subject to enhanced Supplementary Leverage ratio standards. The enhanced Supplementary Leverage ratio standards establish a 2.0% leverage buffer in addition to the 3.0% stated 3.0% minimum Supplementary Leverage ratioSLR requirement, forresulting in a total effective minimum Supplementary Leverage ratio requirement of 5.0%. SLR. If a U.S. GSIB fails to exceed the 5.0% effective minimum Supplementary Leverage ratiothis requirement, it will be subject to increasingly onerousstringent restrictions (depending upon the extent of the shortfall) regardingon capital distributions and discretionary executive bonus payments.
Similarly, Citibank is required to maintain a minimum SLR of 6.0% to be considered “well capitalized” under the Prompt Corrective Action framework.

Regulatory Capital Treatment—Modified Transition of the Current Expected Credit Losses Methodology
In 2020, the U.S. banking agencies issued a final rule that modified the regulatory capital transition provision related to the current expected credit losses (CECL) methodology. The rule does not have any impact on U.S. GAAP accounting.
The rule permitted banks to delay for two years the “Day One” adverse regulatory capital effects resulting from adoption of the CECL methodology on January 1, 2020 until January 1, 2022, followed by a three-year transition to phase out the regulatory capital benefit provided by the delay.
In addition, for the ongoing impact of CECL, the agencies utilized a 25% scaling factor as an approximation of the increased reserve build under CECL compared to the previous incurred loss model and, therefore, allowed banks to add back to CET1 Capital an amount equal to 25% of the change in CECL-based allowances in each quarter between January 1, 2020 and December 31, 2021. Beginning January 1, 2022, the cumulative 25% change in CECL-based allowances between January 1, 2020 and December 31, 2021 started to be phased in to regulatory capital (i) at 25% per year on January 1 of each year over the three-year transition period and (ii) along with the delayed Day One impact.
Citigroup and Citibank elected the modified CECL transition provision provided by the rule. Accordingly, the Day One regulatory capital effects resulting from adoption of
the CECL methodology, as well as the ongoing adjustments for 25% of the change in CECL-based allowances in each quarter between January 1, 2020 and December 31, 2021, started to be phased in on January 1, 2022 and will be fully reflected in Citi’s regulatory capital as of January 1, 2025.
As of December 31, 2022, Citigroup’s reported CET1 Capital ratio of 13.0% benefited from the deferrals of the CECL transition provision by 24 basis points. For additional information on Citigroup’s and Citibank’s regulatory capital ratios excluding the impact of the CECL transition provision, see “Capital Resources (Full Adoption of CECL)” below.

Regulatory Capital Buffers
Citigroup and Citibank are required to maintain several regulatory capital buffers above the stated minimum capital requirements. These capital buffers would be available to absorb losses in advance of any potential impairment of regulatory capital below the stated minimum regulatory capital ratio requirements.
Banking organizations that fall below their regulatory capital buffers are subject to limitations on capital distributions and discretionary bonus payments to executive officers based on a percentage of “Eligible Retained Income” (ERI), with increasing restrictions based upon the severity of the breach. ERI is equal to the greater of (i) the bank’s net income for the four calendar quarters preceding the current calendar quarter, net of any distributions and tax effects not already reflected in net income, and (ii) the average of the bank’s net income for the four calendar quarters preceding the current calendar quarter.
As of December 31, 2022, Citi’s regulatory capital ratios exceeded the regulatory capital requirements. Accordingly, Citi is not subject to payout limitations as a result of the U.S. Basel III requirements.

Stress Capital Buffer
Citigroup is subject to the FRB’s Stress Capital Buffer (SCB) rule, which integrates the annual stress testing requirements with ongoing regulatory capital requirements. The SCB equals the peak-to-trough CET1 Capital ratio decline under the Supervisory Severely Adverse scenario over a nine-quarter period used in the Comprehensive Capital Analysis and Review (CCAR) and Dodd-Frank Act Stress Testing (DFAST), plus four quarters of planned common stock dividends, subject to a floor of 2.5%. SCB-based capital requirements are reviewed and updated annually by the FRB as part of the CCAR process. For additional information regarding CCAR and DFAST, see “Stress Testing Component of Capital Planning” below. The fixed 2.5% Capital Conservation Buffer will continue to apply under the Advanced Approaches (for additional information, see below).
In August 2022, the FRB finalized and announced Citi’s SCB requirement of 4.0% for the four-quarter window starting from October 1, 2022 to September 30, 2023.
Accordingly, as of October 1, 2022, Citi is required to maintain an 11.5% required regulatory CET1 Capital ratio under the Standardized Approach, incorporating this SCB and its GSIB surcharge of 3.0%. Previously, from October 1, 2021 through September 30, 2022, Citi had been subject to a 3.0% SCB, and a 10.5% required regulatory CET1 Capital ratio
25


under the Standardized Approach. Citi’s required regulatory CET1 Capital ratio under the Advanced Approaches (using the fixed 2.5% Capital Conservation Buffer) remains unchanged at 10.0%. The SCB applies to Citigroup only; the regulatory capital framework applicable to Citibank, including the Capital Conservation Buffer, is unaffected by Citigroup’s SCB.

Capital Conservation Buffer and Countercyclical Capital Buffer
Citigroup is subject to a fixed 2.5% Capital Conservation Buffer under the Advanced Approaches. Citibank is subject to the fixed 2.5% Capital Conservation Buffer under both the Advanced Approaches and the Standardized Approach.
In addition, Advanced Approaches banking organizations, such as Citigroup and Citibank, are subject to a discretionary Countercyclical Capital Buffer. The Countercyclical Capital Buffer is currently set at 0% by the U.S. banking agencies.

GSIB Surcharge
The FRB imposes a risk-based capital surcharge upon U.S. bank holding companies that are identified as GSIBs, including Citi. The GSIB surcharge augments the SCB, Capital Conservation Buffer and, if invoked, any Countercyclical Capital Buffer.
A U.S. bank holding company that is designated a GSIB is required, on an annual basis, to calculate a surcharge using two methods and is subject to the higher of the resulting two surcharges. The first method (“method 1”) is based on the Basel Committee’s GSIB methodology. Under the second method (“method 2”), the substitutability category under the Basel Committee’s GSIB methodology is replaced with a quantitative measure intended to assess a GSIB’s reliance on short-term wholesale funding. In addition, method 1 incorporates relative measures of systemic importance across certain global banking organizations and a year-end spot foreign exchange rate, whereas method 2 uses fixed measures of systemic importance and application of an average foreign exchange rate over a three-year period. The GSIB surcharges calculated under both method 1 and method 2 are based on measures of systemic importance from the year immediately preceding that in which the GSIB surcharge calculations are being performed (e.g., the method 1 and method 2 GSIB surcharges calculated during 2022 will be based on 2021 systemic indicator data). Generally, Citi’s surcharge determined under method 2 will result in a higher surcharge than its surcharge determined under method 1.
Should a GSIB’s systemic importance change year-over-year, such that it becomes subject to a higher GSIB surcharge, the higher surcharge would become effective on January 1 of the year that is one full calendar year after the increased GSIB surcharge was calculated (e.g., a higher surcharge calculated in 2024 using data as of December 31, 2023 would not become effective until January 1, 2026). However, if a GSIB’s systemic importance changes such that the GSIB would be subject to a lower surcharge, the GSIB would be subject to the lower surcharge on January 1 of the year immediately following the calendar year in which the decreased GSIB surcharge was calculated (e.g., a lower surcharge calculated in 2024 using data as of December 31, 2023 would become
effective January 1, 2025).
The following table presents Citi’s effective GSIB surcharge as determined under method 1 and method 2 during 2022 and 2021:

20222021
Method 12.0 %2.0 %
Method 23.0 3.0 

Citi’s GSIB surcharge effective during both 2022 and 2021 was 3.0%, as derived under the higher method 2 result. Citi’s GSIB surcharge effective for 2023 has increased from 3.0% to 3.5%, as derived under the higher method 2 result.
Citi expects that its method 2 GSIB surcharge will continue to remain higher than its method 1 GSIB surcharge. Accordingly, based on Citi’s method 2 result as of December 31, 2021 and its estimated method 2 result as of December 31, 2022, Citi’s GSIB surcharge is expected to remain at 3.5% effective January 1, 2024. Citi’s GSIB surcharge effective for 2025 will likely be based on the lower of its method 2 scores for year-end 2022 and 2023 and, therefore, is not expected to exceed 3.5%.

Prompt Corrective Action Framework
In general, the Prompt Corrective Action (PCA) regulations direct the U.S. banking agencies to enforce increasingly strict limitations on the activities of insured depository institutions that fail to meet certain regulatory capital thresholds. The PCA framework contains five categories of capital adequacy as measured by risk-based capital and leverage ratios: (i) “well capitalized,” (ii) “adequately capitalized,” (iii) “undercapitalized,” (iv) “significantly undercapitalized” and (v) “critically undercapitalized.”
Accordingly, an insured depository institution, such as Citibank, must maintain minimum Common Equity Tier 1CET1 Capital, Tier 1 Capital, Total Capital and Tier 1 Leverage ratios of 6.5%, 8.0%, 10.0% and 5.0%, respectively, to be considered “well capitalized.” In addition, insured depository institution subsidiaries of U.S. GSIBs, including Citibank, must maintain a minimum Supplementary Leverage ratio of 6.0% to be considered “well capitalized.” Citibank was “well capitalized” as of December 31, 2019.2022.
Furthermore, to be “well capitalized” under current federal bank regulatory agency definitions, a bank holding company must have a Tier 1 Capital ratio of at least 6.0%, a Total Capital ratio of at least 10.0% and not be subject to a FRB directive to maintain higher capital levels.

26


Stress Testing Component of Capital Planning
Citi is subject to an annual assessment by the Federal Reserve BoardFRB as to whether Citigroup has effective capital planning processes as well as sufficient regulatory capital to absorb losses during stressful economic and financial conditions, while also meeting obligations to creditors and counterparties and continuing to serve as a credit intermediary. This annual assessment includes two related programs: the Comprehensive Capital Analysis and Review (CCAR) and Dodd-Frank Act Stress Testing (DFAST).
For the largest and most complex firms, such as Citi, CCAR includes both a quantitativequalitative evaluation of a firm’s capital adequacy under stress and a qualitative evaluation of its abilities to determine its capital needs on a forward-looking
basis. In conducting the qualitative assessment, the FRB evaluates firms’ capital planning practices, focusing on six areas of capital planning: governance, risk management, internal controls, capital policies, incorporating stressful conditions and events, and estimating impact on capital positions. As part of the CCAR process, the Federal Reserve BoardFRB evaluates Citi’s capital adequacy, capital adequacy process and its planned capital distributions, such as dividend payments and common stockshare repurchases. The Federal Reserve BoardFRB assesses whether Citi has sufficient capital to continue operations throughout times of economic and financial market stress and whether Citi has robust, forward-looking capital planning processes that account for its unique risks. The Federal Reserve Board may object to Citi’s annual capital plan based on quantitative grounds. If the Federal Reserve Board objects to Citi’s annual capital plan, Citi may not undertake any capital distribution unless the Federal Reserve Board indicates in writing that it does not object to the distribution.
Based on recent changes to the Federal Reserve Board’s Capital Plan Rule, the qualitative objection to a firm’s capital plan will no longer apply. However, allAll CCAR firms, including Citi, will continue to beare subject to a rigorous evaluation of their capital planning process. Firms with weak practices may be subject to a deficient supervisory rating, and potentially an enforcement action, for failing to meet supervisory expectations. For additional information regarding CCAR, see “Risk Factors—Strategic Risks” below.
DFAST is a forward-looking quantitative evaluation of the impact of stressful economic and financial market conditions on Citi’s regulatory capital. This program serves to inform the Federal Reserve BoardFRB and the general public as to how Citi’s regulatory capital ratios might change using a hypothetical set of adverse economic conditions as designed by the Federal Reserve Board.FRB. In addition to the annual supervisory stress test conducted by the Federal Reserve Board,FRB, Citi is required to conduct annual company-run stress tests under the same adverse economic conditions designed by the Federal Reserve Board.FRB.

Both CCAR and DFAST include an estimate of projected revenues, losses, reserves, pro forma regulatory capital ratios and any other additional capital measures deemed relevant by Citi. Projections are required over a nine-quarter planning horizon under two supervisory scenarios (baseline and severely adverse conditions). All risk-based capital ratios reflect application of the Standardized Approach framework under the U.S. Basel III rules. Moreover, the Federal Reserve Board has deferred the use of the Advanced Approaches framework indefinitely.
In addition, Citibank is required to conduct the annual Dodd-Frank Act Stress Test. The annual stress test consists of a forward-looking quantitative evaluation of the impact of stressful economic and financial market conditions under
several scenarios on Citibank’s regulatory capital. This program serves to inform the Office of the Comptroller of
the Currency as to how Citibank’s regulatory capital ratios might change during a hypothetical set of adverse economic
conditions and to ultimately evaluate the reliability of Citibank’s capital planning process.
For additional information on potential changesCitigroup and Citibank are required to disclose the results of their company-run stress testing component of capital planning and assessment process applicable to Citi, see “Regulatory Capital Standards Developments” below.tests.


27


Citigroup’s Capital Resources
CitiThe following table presents Citi’s required risk-based capital ratios as of December 31, 2022, September 30, 2022 and December 31, 2021:

Advanced ApproachesStandardized Approach
December 31, 2022September 30, 2022December 31, 2021December 31, 2022September 30, 2022December 31, 2021
CET1 Capital ratio(1)
10.0 %10.0 %10.0 %11.5 %10.5 %10.5 %
Tier 1 Capital ratio(1)
11.5 11.5 11.5 13.0 12.0 12.0 
Total Capital ratio(1)
13.5 13.5 13.5 15.0 14.0 14.0 

(1)Beginning October 1, 2022, Citi’s required risk-based capital ratios included the 4.0% SCB and 3.0% GSIB surcharge under the Standardized Approach, and the 2.5% Capital Conservation Buffer and 3.0% GSIB surcharge under the Advanced Approaches (all of which must be composed of CET1 Capital). For prior periods presented, Citi’s required risk-based capital ratios included the 3.0% SCB and 3.0% GSIB surcharge under the Standardized Approach, and the 2.5% Capital Conservation Buffer and 3.0% GSIB surcharge under the Advanced Approaches. Commencing January 1, 2023, Citi’s GSIB surcharge increased from 3.0% to 3.5%, which is requiredapplicable to maintain stated minimum Common Equity Tier 1both the Standardized Approach and Advanced Approaches. See “Regulatory Capital Tier 1 Capital and Total Capital ratios of 4.5%, 6.0% and 8.0%, respectively. Citi’s effective minimum capital requirements are presented in the table below.Buffers” above for more information.
Furthermore, to be “well capitalized” under current federal bank regulatory agency definitions, a bank holding company must have a Tier 1 Capital ratio of at least 6.0%, a Total Capital ratio of at least 10.0% and not be subject to a Federal Reserve Board directive to maintain higher capital levels.


The following tables set forthpresent Citi’s capital components and ratios as of December 31, 2019,2022, September 30, 20192022 and December 31, 2018:2021:

Advanced ApproachesStandardized Approach
In millions of dollars, except ratiosDecember 31, 2022September 30, 2022December 31, 2021December 31, 2022September 30, 2022December 31, 2021
CET1 Capital(1)
$148,930 $144,567 $149,305 $148,930 $144,567 $149,305 
Tier 1 Capital(1)
169,145 164,830 169,568 169,145 164,830 169,568 
Total Capital (Tier 1 Capital + Tier 2 Capital)(1)
188,839 185,046 194,006 197,543 193,871 203,838 
Total Risk-Weighted Assets1,221,538 1,226,578 1,209,374 1,142,985 1,176,749 1,219,175 
Credit Risk(1)
$851,875 $849,769 $840,483 $1,069,992 $1,096,384 $1,135,906 
Market Risk71,889 78,748 78,634 72,993 80,365 83,269 
Operational Risk297,774 298,061 290,257 — — — 
CET1 Capital ratio(2)
12.19 %11.79 %12.35 %13.03 %12.29 %12.25 %
Tier 1 Capital ratio(2)
13.85 13.44 14.02 14.80 14.01 13.91 
Total Capital ratio(2)
15.46 15.09 16.04 17.28 16.48 16.72 
In millions of dollars, except ratiosRequired Capital RatiosDecember 31, 2022September 30, 2022December 31, 2021
Quarterly Adjusted Average Total Assets(1)(3)
$2,395,863 $2,364,564 $2,351,434 
Total Leverage Exposure(1)(4)
2,906,773 2,888,535 2,957,764 
Tier 1 Leverage ratio4.0%7.06 %6.97 %7.21 %
Supplementary Leverage ratio5.05.82 5.71 5.73 

(1)Citi’s regulatory capital ratios and components reflect certain deferrals based on the modified regulatory capital transition provision related to the CECL standard. For additional information, see “Capital Resources—Regulatory Capital Treatment—Modified Transition of the Current Expected Credit Losses Methodology” above.
(2)Citi’s binding CET1 Capital and Tier 1 Capital ratios were derived under the Basel III Standardized Approach, whereas Citi’s binding Total Capital ratio was derived under the Basel III Advanced Approaches framework for all periods presented.
(3)Tier 1 Leverage ratio denominator. Represents quarterly average total assets less amounts deducted from Tier 1 Capital.
(4)Supplementary Leverage ratio denominator.

28
 
Effective Minimum Requirement(1)
Advanced ApproachesStandardized Approach
In millions of dollars, except ratios20192018Dec. 31, 2019Sept. 30, 2019Dec. 31, 2018Dec. 31, 2019Sept. 30, 2019Dec. 31, 2018
Common Equity Tier 1 Capital  $137,798
$138,581
$139,252
$137,798
$138,581
$139,252
Tier 1 Capital  155,805
158,033
158,122
155,805
158,033
158,122
Total Capital (Tier 1 Capital + Tier 2 Capital)  181,337
183,996
183,144
193,682
196,354
195,440
Total Risk-Weighted Assets  1,135,553
1,145,091
1,131,933
1,166,523
1,197,050
1,174,448
   Credit Risk  $771,508
$776,367
$758,887
$1,107,775
$1,134,584
$1,109,007
   Market Risk  57,317
61,125
63,987
58,748
62,466
65,441
   Operational Risk  306,728
307,599
309,059
—
—
—
Common Equity Tier 1 Capital ratio(2)
10.0%8.625%12.13%12.10%12.30%11.81%11.58%11.86%
Tier 1 Capital ratio(2)
11.510.12513.72
13.80
13.97
13.36
13.20
13.46
Total Capital ratio(2)
13.512.12515.97
16.07
16.18
16.60
16.40
16.64


In millions of dollars, except ratiosEffective Minimum RequirementDec. 31, 2019Sept. 30, 2019Dec. 31, 2018
Quarterly Adjusted Average Total Assets(3)
 $1,957,039 $1,960,675 $1,896,959 
Total Leverage Exposure(4) 
 2,507,891 2,520,352 2,465,641 
Tier 1 Leverage ratio4.0%7.96%8.06%8.34%
Supplementary Leverage ratio5.06.21 6.27 6.41 

(1)Citi’s effective minimum risk-based capital requirements during 2019 and 2018 are inclusive of the 100% and 75% phase-in, respectively, of both the 2.5% Capital Conservation Buffer and the 3.0% GSIB surcharge (all of which must be composed of Common Equity Tier 1 Capital).
(2)Citi’s reportable Common Equity Tier 1 Capital and Tier 1 Capital ratios were the lower derived under the Basel III Standardized Approach, whereas the reportable Total Capital ratio was the lower derived under the Basel III Advanced Approaches framework for all periods presented.
(3)Tier 1 Leverage ratio denominator. Represents quarterly average total assets less amounts deducted from Tier 1 Capital.
(4)Supplementary Leverage ratio denominator.

Common Equity Tier 1 Capital Ratio
Citi’s Common Equity Tier 1 (CET1) Capital ratio was 11.8% under the Basel III Standardized Approach atwas 13.0% as of December 31, 2019,2022, relative to a required regulatory CET1 Capital ratio of 11.5% as of such date under the Standardized Approach. This compares to a CET1 Capital ratio of 12.3% as of September 30, 2022 and 12.2% as of December 31, 2021, relative to a required regulatory CET1 Capital ratio of 10.5% as of such dates under the Standardized Approach.
Citi’s CET1 Capital ratio under the Basel III Advanced Approaches was 12.2% as of December 31, 2022, compared to 11.6% at11.8% as of September 30, 20192022 and 11.9% at12.3% as of December 31, 2018. The quarter-over-quarter increase was2021, relative to a required regulatory CET1 Capital ratio of 10.0% as of such dates under the Advanced Approaches framework.
Citi’s CET1 Capital ratio increased under both the Standardized Approach and Advanced Approaches from September 30, 2022, driven primarily due to net income of $5.0 billion, a reduction in credit risk-weighted assets and beneficial net movements in
Accumulated other comprehensive income (AOCI), partially offset by the return of $6.2 billion of capital to common shareholders. The decline year-over-year was primarily due to the return of $22.3 billion of capital to common shareholders, partially offset by net income, of $19.4 billion in 2019,business actions to reduce RWA, beneficial net movements in AOCI and a reductionimpacts from the closing of Asia consumer banking business sales, partially offset by the payment of common dividends.
Citi’s CET1 Capital ratio increased under the Standardized Approach from year-end 2021, due to the net income of $14.8 billion, impacts from the closing of the Australia, Philippines and other Asia consumer banking business sales and business actions to reduce RWA, partially offset by the return of capital to common shareholders and interest rate impacts on Citigroup’s investment portfolio. The increase in risk-weighted assets.Citi’s CET1 Capital ratio was also partially offset by the impact of adopting the Standardized Approach for Counterparty Credit Risk (SA-CCR) on January 1, 2022.
Citi’s CET1 Capital ratio decreased under the Advanced Approaches from year-end 2021, due to the return of capital to common shareholders, the interest rate impacts on Citigroup’s investment portfolio and the impact of adopting the SA-CCR, partially offset by the net income of $14.8 billion and the impacts from the closing of the Australia, Philippines and other Asia consumer banking business sales.
For additional information on SA-CCR, see “Standardized Approach for Counterparty Credit Risk” below.


29


Components of Citigroup Capital

In millions of dollarsDecember 31,
2019		December 31,
2018		In millions of dollarsDecember 31,
2022		December 31,
2021
Common Equity Tier 1 Capital 
CET1 CapitalCET1 Capital
Citigroup common stockholders’ equity(1)
$175,414
$177,928
Citigroup common stockholders’ equity(1)
$182,325 $183,108 
Add: Qualifying noncontrolling interests154
147
Add: Qualifying noncontrolling interests128 143 
Regulatory capital adjustments and deductions: Regulatory capital adjustments and deductions:
Add: CECL transition provision(2)
Add: CECL transition provision(2)
2,271 3,028 
Less: Accumulated net unrealized gains (losses) on cash flow hedges, net of tax(2)
123
(728)(2,522)101 
Less: Cumulative unrealized net gain (loss) related to changes in fair value of financial liabilities
attributable to own creditworthiness, net of tax(3)
(679)580
Less: Cumulative unrealized net gain (loss) related to changes in fair value of financial liabilities attributable to own creditworthiness, net of taxLess: Cumulative unrealized net gain (loss) related to changes in fair value of financial liabilities attributable to own creditworthiness, net of tax1,441 (896)
Less: Intangible assets: Less: Intangible assets:
Goodwill, net of related DTLs(4)(3)
21,066
21,778
19,007 20,619 
Identifiable intangible assets other than MSRs, net of related DTLs4,087
4,402
Identifiable intangible assets other than MSRs, net of related DTLs3,411 3,800 
Less: Defined benefit pension plan net assets803
806
Less: DTAs arising from net operating loss, foreign tax credit and general business credit
carry-forwards(5)
12,370
11,985
Total Common Equity Tier 1 Capital (Standardized Approach and Advanced Approaches)$137,798
$139,252
Less: Defined benefit pension plan net assets; otherLess: Defined benefit pension plan net assets; other1,935 2,080 
Less: DTAs arising from net operating loss, foreign tax credit and general business credit
carry-forwards(4)
Less: DTAs arising from net operating loss, foreign tax credit and general business credit
carry-forwards(4)
12,197 11,270 
Less: Excess over 10%/15% limitations for other DTAs, certain common stock investments,
and MSRs(4)(5)
Less: Excess over 10%/15% limitations for other DTAs, certain common stock investments,
and MSRs(4)(5)
325 — 
Total CET1 Capital (Standardized Approach and Advanced Approaches)Total CET1 Capital (Standardized Approach and Advanced Approaches)$148,930 $149,305 
Additional Tier 1 Capital Additional Tier 1 Capital
Qualifying noncumulative perpetual preferred stock(1)
$17,828
$18,292
Qualifying noncumulative perpetual preferred stock(1)
$18,864 $18,864 
Qualifying trust preferred securities(6)
1,389
1,384
Qualifying trust preferred securities(6)
1,406 1,399 
Qualifying noncontrolling interests42
55
Qualifying noncontrolling interests30 34 
Regulatory capital deductions: Regulatory capital deductions:
Less: Permitted ownership interests in covered funds(7)
1,216
806
Less: Minimum regulatory capital requirements of insurance underwriting subsidiaries(8)
36
55
Less: OtherLess: Other85 34 
Total Additional Tier 1 Capital (Standardized Approach and Advanced Approaches)$18,007
$18,870
Total Additional Tier 1 Capital (Standardized Approach and Advanced Approaches)$20,215 $20,263 
Total Tier 1 Capital (Common Equity Tier 1 Capital + Additional Tier 1 Capital)
(Standardized Approach and Advanced Approaches)
$155,805
$158,122
Total Tier 1 Capital (CET1 Capital + Additional Tier 1 Capital)
(Standardized Approach and Advanced Approaches)
Total Tier 1 Capital (CET1 Capital + Additional Tier 1 Capital)
(Standardized Approach and Advanced Approaches)
$169,145 $169,568 
Tier 2 Capital Tier 2 Capital
Qualifying subordinated debt$23,673
$23,324
Qualifying subordinated debt$15,530 $20,064 
Qualifying trust preferred securities(9)(7)
326
321
— 248 
Qualifying noncontrolling interests46
47
Qualifying noncontrolling interests37 42 
Eligible allowance for credit losses(10)
13,868
13,681
Eligible allowance for credit losses(2)(8)
Eligible allowance for credit losses(2)(8)
13,426 14,209 
Regulatory capital deduction: Regulatory capital deduction:
Less: Minimum regulatory capital requirements of insurance underwriting subsidiaries(8)
36
55
Less: OtherLess: Other595 293 
Total Tier 2 Capital (Standardized Approach)$37,877
$37,318
Total Tier 2 Capital (Standardized Approach)$28,398 $34,270 
Total Capital (Tier 1 Capital + Tier 2 Capital) (Standardized Approach)$193,682
$195,440
Total Capital (Tier 1 Capital + Tier 2 Capital) (Standardized Approach)$197,543 $203,838 
Adjustment for excess of eligible credit reserves over expected credit losses(10)
$(12,345)$(12,296)
Adjustment for excess of eligible credit reserves over expected credit losses(2)(8)
Adjustment for excess of eligible credit reserves over expected credit losses(2)(8)
$(8,704)$(9,832)
Total Tier 2 Capital (Advanced Approaches)$25,532
$25,022
Total Tier 2 Capital (Advanced Approaches)$19,694 $24,438 
Total Capital (Tier 1 Capital + Tier 2 Capital) (Advanced Approaches)$181,337
$183,144
Total Capital (Tier 1 Capital + Tier 2 Capital) (Advanced Approaches)$188,839 $194,006 

(1)Issuance costs of $152 million and $168 million related to noncumulative perpetual preferred stock outstanding at December 31, 2019 and 2018, respectively, are excluded from common stockholders’ equity and netted against such preferred stock in accordance with Federal Reserve Board regulatory reporting requirements, which differ from those under U.S. GAAP.
(2)
Common Equity Tier 1 Capital is adjusted for accumulated net unrealized gains (losses) on cash flow hedges included in AOCI that relate to the hedging of items not recognized at fair value on the balance sheet.
(3)The cumulative impact of changes in Citigroup’s own creditworthiness in valuing liabilities for which the fair value option has been elected, and own-credit valuation adjustments on derivatives, are excluded from Common Equity Tier 1 Capital, in accordance with the U.S. Basel III rules.
(4)Includes goodwill “embedded” in the valuation of significant common stock investments in unconsolidated financial institutions.


(1)Issuance costs of $131 million related to outstanding noncumulative perpetual preferred stock at December 31, 2022 and 2021 were excluded from common stockholders’ equity and netted against such preferred stock in accordance with FRB regulatory reporting requirements, which differ from those under U.S. GAAP.
(2)Citi’s regulatory capital ratios and components reflect certain deferrals based on the modified regulatory capital transition provision related to the CECL standard. For additional information, see “Capital Resources—Regulatory Capital Treatment—Modified Transition of the Current Expected Credit Losses Methodology” above.
(3)Includes goodwill “embedded” in the valuation of significant common stock investments in unconsolidated financial institutions.

Footnotes continue on the following page.


(5)Of Citi’s $23.1 billion of net DTAs at December 31, 2019, $12.4 billion was includable in Common Equity Tier 1 Capital pursuant to the U.S. Basel III rules, while $10.7 billion was excluded. Excluded from Citi’s Common Equity Tier 1 Capital as of December 31, 2019 was $12.4 billion of net DTAs arising from net operating loss, foreign tax credit and general business credit carry-forwards, which was reduced by $1.7 billion of net DTLs primarily associated with goodwill and certain other intangible assets. Separately, under the U.S. Basel III rules, goodwill and these other intangible assets are deducted net of associated DTLs in arriving at Common Equity Tier 1 Capital. DTAs arising from net operating loss, foreign tax credit and general business credit carry-forwards are required to be entirely deducted from Common Equity Tier 1 Capital under the U.S. Basel III rules. Citi’s DTAs arising from temporary differences are less than the 10% limitation under the U.S. Basel III rules and therefore not subject to deduction from Common Equity Tier 1 Capital, but are subject to risk-weighting at 250%.
(6)Represents Citigroup Capital XIII trust preferred securities, which are permanently grandfathered as Tier 1 Capital under the U.S. Basel III rules.
(7)Banking entities are required to be in compliance with the Volcker Rule of the Dodd-Frank Act, which prohibits conducting certain proprietary investment activities and limits their ownership of, and relationships with, covered funds. Accordingly, Citi is required by the Volcker Rule to deduct from Tier 1 Capital all permitted ownership interests in covered funds.
(8)50% of the minimum regulatory capital requirements of insurance underwriting subsidiaries must be deducted from each of Tier 1 Capital and Tier 2 Capital.
(9)Represents the amount of non-grandfathered trust preferred securities eligible for inclusion in Tier 2 Capital under the U.S. Basel III rules, which will be fully phased-out of Tier 2 Capital by January 1, 2022.
(10)Under the Standardized Approach, the allowance for credit losses is eligible for inclusion in Tier 2 Capital up to 1.25% of credit risk-weighted assets, with any excess allowance for credit losses being deducted in arriving at credit risk-weighted assets, which differs from the Advanced Approaches framework, in which eligible credit reserves that exceed expected credit losses are eligible for inclusion in Tier 2 Capital to the extent that the excess reserves do not exceed 0.6% of credit risk-weighted assets. The total amount of eligible credit reserves in excess of expected credit losses that were eligible for inclusion in Tier 2 Capital, subject to limitation, under the Advanced Approaches framework was $1.5 billion and $1.4 billion at December 31, 2019 and 2018, respectively.









30


(4)Of Citi’s $27.7 billion of net DTAs at December 31, 2022, $12.2 billion of net DTAs arising from net operating loss, foreign tax credit and general business credit tax carry-forwards, as well as $0.3 billion of DTAs arising from temporary differences that exceeded 10%/15% limitations, were excluded from Citi’s CET1 Capital as of December 31, 2022. DTAs arising from net operating loss, foreign tax credit and general business credit tax carry-forwards are required to be entirely deducted from CET1 Capital under the U.S. Basel III rules. DTAs arising from temporary differences are required to be deducted from capital only if they exceed 10%/15% limitations under the U.S. Basel III rules.
(5)Assets subject to 10%/15% limitations include MSRs, DTAs arising from temporary differences and significant common stock investments in unconsolidated financial institutions. At December 31, 2022, this deduction related only to DTAs arising from temporary differences that exceeded the 10% limitation. At December 31, 2021, none of these assets were in excess of the 10%/15% limitations.
(6)Represents Citigroup Capital XIII trust preferred securities, which are permanently grandfathered as Tier 1 Capital under the U.S. Basel III rules.
(7)Represents the amount of non-grandfathered trust preferred securities that were previously eligible for inclusion in Tier 2 Capital under the U.S. Basel III rules. Commencing January 1, 2022, non-grandfathered trust preferred securities have been fully phased out of Tier 2 Capital.
(8)Under the Standardized Approach, the allowance for credit losses is eligible for inclusion in Tier 2 Capital up to 1.25% of credit risk-weighted assets, with any excess allowance for credit losses being deducted in arriving at credit risk-weighted assets, which differs from the Advanced Approaches framework, in which eligible credit reserves that exceed expected credit losses are eligible for inclusion in Tier 2 Capital to the extent that the excess reserves do not exceed 0.6% of credit risk-weighted assets. The total amount of eligible credit reserves in excess of expected credit losses that were eligible for inclusion in Tier 2 Capital, subject to limitation, under the Advanced Approaches framework were $4.7 billion and $4.4 billion at December 31, 2022 and December 31, 2021, respectively.
31


Citigroup Capital Rollforward
In millions of dollarsThree Months Ended December 31, 2019Twelve Months Ended 
 December 31, 2019
Common Equity Tier 1 Capital, beginning of period$138,581
$139,252
Net income4,979
19,401
Common and preferred stock dividends declared(1,401)(5,512)
 Net increase in treasury stock(5,119)(17,290)
Net change in common stock and additional paid-in capital92
(98)
Net change in foreign currency translation adjustment net of hedges, net of tax972
(321)
Net change in unrealized gains (losses) on debt securities AFS, net of tax(160)1,985
Net change in defined benefit plans liability adjustment, net of tax15
(552)
Net change in adjustment related to change in fair value of financial liabilities
    attributable to own creditworthiness, net of tax
82
123
Net change in ASC 815—excluded component of fair value hedges(27)25
Net decrease in goodwill, net of related DTLs432
712
Net decrease in identifiable intangible assets other than MSRs, net of related DTLs45
315
Net decrease in defined benefit pension plan net assets187
3
 Net increase in DTAs arising from net operating loss, foreign tax credit and
      general business credit carry-forwards
(883)(385)
Other3
140
Net decrease in Common Equity Tier 1 Capital$(783)$(1,454)
Common Equity Tier 1 Capital, end of period
    (Standardized Approach and Advanced Approaches)
$137,798
$137,798
Additional Tier 1 Capital, beginning of period$19,452
$18,870
Net decrease in qualifying perpetual preferred stock(1,493)(464)
Net increase in qualifying trust preferred securities—
5
Net change in permitted ownership interests in covered funds49
(410)
Other(1)6
Net decrease in Additional Tier 1 Capital$(1,445)$(863)
Tier 1 Capital, end of period
    (Standardized Approach and Advanced Approaches)
$155,805
$155,805
Tier 2 Capital, beginning of period (Standardized Approach)$38,321
$37,318
Net change in qualifying subordinated debt(408)349
Net change in eligible allowance for credit losses(46)187
Other10
23
Net change in Tier 2 Capital (Standardized Approach)$(444)$559
Tier 2 Capital, end of period (Standardized Approach)$37,877
$37,877
Total Capital, end of period (Standardized Approach)$193,682
$193,682
Tier 2 Capital, beginning of period (Advanced Approaches)$25,963
$25,022
Net change in qualifying subordinated debt(408)349
Net change in excess of eligible credit reserves over expected credit losses(33)138
Other10
23
Net change in Tier 2 Capital (Advanced Approaches)$(431)$510
Tier 2 Capital, end of period (Advanced Approaches)$25,532
$25,532
Total Capital, end of period (Advanced Approaches)$181,337
$181,337


In millions of dollarsThree months ended December 31, 2022Twelve months ended
December 31, 2022
CET1 Capital, beginning of period$144,567 $149,305 
Net income2,513 14,845 
Common and preferred dividends declared(1,241)(5,060)
Net change in treasury stock10 (2,727)
Net increase in common stock and additional paid-in capital111 455 
Net change in CTA net of hedges, net of tax1,571 (2,472)
Net change in unrealized gains (losses) on debt securities AFS, net of tax974 (5,384)
Net change in defined benefit plans liability adjustment, net of tax(22)97 
Net change in adjustment related to change in fair value of financial liabilities
attributable to own creditworthiness, net of tax
168 (307)
Net change in excluded component of fair value hedges(32)55 
Net change in goodwill, net of related DTLs(211)1,612 
Net decrease in identifiable intangible assets other than MSRs, net of related DTLs81 389 
Net change in defined benefit pension plan net assets(7)61 
Net increase in DTAs arising from net operating loss, foreign tax credit and general business credit carry-forwards(507)(927)
Net change in excess over 10%/15% limitations for other DTAs, certain common stock investments and MSRs936 (325)
Net decrease in CECL 25% provision deferral— (757)
Other19 70 
Net change in CET1 Capital$4,363 $(375)
CET1 Capital, end of period
(Standardized Approach and Advanced Approaches)
$148,930 $148,930 
Additional Tier 1 Capital, beginning of period$20,263 $20,263 
Net increase in qualifying trust preferred securities2 7 
Other(50)(55)
Net decrease in Additional Tier 1 Capital$(48)$(48)
Tier 1 Capital, end of period
(Standardized Approach and Advanced Approaches)
$169,145 $169,145 
Tier 2 Capital, beginning of period (Standardized Approach)$29,041 $34,270 
Net decrease in qualifying subordinated debt(149)(4,534)
Net decrease in eligible allowance for credit losses(326)(783)
Other(168)(555)
Net decrease in Tier 2 Capital (Standardized Approach)$(643)$(5,872)
Tier 2 Capital, end of period (Standardized Approach)$28,398 $28,398 
Total Capital, end of period (Standardized Approach)$197,543 $197,543 
Tier 2 Capital, beginning of period (Advanced Approaches)$20,216 $24,438 
Net decrease in qualifying subordinated debt(149)(4,534)
Net increase in excess of eligible credit reserves over expected credit losses(205)345 
Other(168)(555)
Net decrease in Tier 2 Capital (Advanced Approaches)$(522)$(4,744)
Tier 2 Capital, end of period (Advanced Approaches)$19,694 $19,694 
Total Capital, end of period (Advanced Approaches)$188,839 $188,839 


32



Citigroup Risk-Weighted Assets Rollforward (Basel III Standardized Approach)

In millions of dollarsThree Months Ended December 31, 2019Twelve Months Ended 
 December 31, 2019		In millions of dollarsThree months ended December 31, 2022Twelve months ended
December 31, 2022
Total Risk-Weighted Assets, beginning of period$1,197,050
$1,174,448
Total Risk-Weighted Assets, beginning of period$1,176,749 $1,219,175 
Changes in Credit Risk-Weighted Assets Changes in Credit Risk-Weighted Assets
General credit risk exposures(1)
2,821
10,376
General credit risk exposures(1)
(4,243)(26,061)
Repo-style transactions(2)
(19,681)(7,420)
Repo-style transactions(2)
(225)(15,302)
Securitization exposures(277)980
Equity exposures(3)
1,590
5,013
Over-the-counter (OTC) derivatives(4)
(13,283)(6,669)
Other exposures(5)
4,639
9,290
Off-balance sheet exposures(6)
(2,618)(12,802)
Securitization exposures(3)
Securitization exposures(3)
2,928 4,886 
Equity exposures(4)
Equity exposures(4)
3,751 453 
Over-the-counter (OTC) derivatives(5)
Over-the-counter (OTC) derivatives(5)
(27,320)(4,619)
Other exposures(6)
Other exposures(6)
(1,911)(10,718)
Off-balance sheet exposures(7)
Off-balance sheet exposures(7)
628 (14,553)
Net decrease in Credit Risk-Weighted Assets$(26,809)$(1,232)Net decrease in Credit Risk-Weighted Assets$(26,392)$(65,914)
Changes in Market Risk-Weighted Assets Changes in Market Risk-Weighted Assets
Risk levels(7)
$(4,718)$(6,847)
Risk levelsRisk levels$(8,974)$(15,961)
Model and methodology updates1,000
154
Model and methodology updates1,602 5,685 
Net decrease in Market Risk-Weighted Assets$(3,718)$(6,693)
Net decrease in Market Risk-Weighted Assets(8)
Net decrease in Market Risk-Weighted Assets(8)
$(7,372)$(10,276)
Total Risk-Weighted Assets, end of period$1,166,523
$1,166,523
Total Risk-Weighted Assets, end of period$1,142,985 $1,142,985 

(1)General credit risk exposures include cash and balances due from depository institutions, securities, and loans and leases. General credit risk exposures increased during the three and 12 months ended December 31, 2019, mainly driven by growth in commercial and retail loans and increases in investment securities.
(2)Repo-style transactions include repurchase and reverse repurchase transactions as well as securities borrowing and securities lending transactions. Repo-style transactions decreased during the three and 12 months ended December 31, 2019, driven by volume reduction and matured deals.
(3)Equity exposures increased during the three months ended December 31, 2019, primarily due to increased exposures from existing investments. Equity exposures increased during the 12 months ended December 31, 2019, primarily due to an increase in market value of investments and increased exposures from existing investments.
(4)OTC derivatives decreased during the three and 12 months ended December 31, 2019, primarily due to decreases in notionals.
(5)
Other exposures include cleared transactions, unsettled transactions and other assets. Other exposures increased during the three months ended December 31, 2019, primarily due to increases in centrally cleared derivatives and various other assets. Other exposures increased during the 12 months ended December 31, 2019, primarily due to the recognition of right-of-use (ROU) assets in accordance with the adoption of ASU No. 2016-02, Leases (Topic 842), effective January 1, 2019, as well as increases in centrally cleared derivatives and various other assets.
(6)Off-balance sheet exposures decreased during the three months ended December 31, 2019, primarily due to a decrease in standby letters of credit. Off-balance sheet exposures decreased during the 12 months ended December 31, 2019, primarily due to decreases in standby letters of credit and loan commitments.
(7)Risk levels decreased during the three months ended December 31, 2019, primarily due to a decrease in exposure levels subject to Stressed Value at Risk and Incremental Risk charges. Risk levels decreased during the 12 months ended December 31, 2019, primarily due to a decrease in exposure levels subject to Stressed Value at Risk. 

(1)General credit risk exposures include cash and balances due from depository institutions, securities, and loans and leases. General credit risk exposures decreased during the three and 12 months ended December 31, 2022 primarily due to Asia consumer divestitures and a decrease in corporate lending, partially offset by an increase in card activities.
As set forth(2)Repo-style transactions include repurchase and reverse repurchase transactions, as well as securities borrowing and securities lending transactions. Repo-style transactions decreased during the 12 months ended December 31, 2022 primarily due to reduced exposure in repurchase agreements and securities lending, as well as a decrease in margin loans.
(3)Securitization exposures increased during the table above, total risk-weighted assets underthree and 12 months ended December 31, 2022 primarily due to new exposures.
(4)Equity exposures increased during the Basel III Standardized Approachthree months ended December 31, 2022 primarily due to increases in market value of various investments.
(5)OTC derivatives decreased from year-end 2018,during the three months ended December 31, 2022 primarily due to decreases in market risk-weighted assetsacross FX, commodities and credit risk-weighted assets. Market risk-weighted assetsequities. OTC derivatives decreased from year-end 2018 primarily due to a net reduction in exposure levels. The decrease in credit risk-weighted assets wasduring the 12 months ended December 31, 2022 primarily due to decreases in standby letters of creditrates, FX, commodities and loan commitments as well as volume reduction and matured deals in repo-style transactions and changes in OTC derivative trade activity,equities, partially offset by increases in loan exposures, the recognition of right-of-use (ROU) assets in accordance withimpact from the adoption of ASU No. 2016-02, SA-CCR. For additional information on SA-CCR, see “Standardized Approach for Counterparty Credit Risk” below.
(6)Leases (Topic 842), effective January 1, 2019,Other exposures include cleared transactions, unsettled transactions and other assets. Other exposures decreased during the 12 months ended December 31, 2022 primarily due to decreases in centrally cleared derivatives and default fund contributions, partially offset by an increase in fixed assets.
(7)Off-balance sheet exposures decreased during the 12 months ended December 31, 2022 primarily due to a decrease in loan commitments.
(8)Market risk-weighted assets decreased during the three and 12 months ended December 31, 2022 primarily due to exposure changes, partially offset by changes in model inputs regarding volatility and the correlation between market value of investments.risk factors.

33












Citigroup Risk-Weighted Assets Rollforward (Basel III Advanced Approaches)

In millions of dollarsThree Months Ended December 31, 2019Twelve Months Ended 
 December 31, 2019		In millions of dollarsThree months ended December 31, 2022Twelve months ended
December 31, 2022
Total Risk-Weighted Assets, beginning of period$1,145,091
$1,131,933
Total Risk-Weighted Assets, beginning of period$1,226,578 $1,209,374 
Changes in Credit Risk-Weighted Assets Changes in Credit Risk-Weighted Assets
Retail exposures(1)
6,140
4,959
Retail exposures(1)
4,610 12,633 
Wholesale exposures(2)
(3,007)(9,288)
Wholesale exposures(2)
2,094 (14,843)
Repo-style transactions(3)
(8,761)(3,184)
Repo-style transactions(3)
390 (10,694)
Securitization exposures(4)
153
5,889
Securitization exposures(4)
2,916 5,057 
Equity exposures(5)
1,764
4,924
Equity exposures(5)
3,795 948 
Over-the-counter (OTC) derivatives(6)
(2,992)8,508
Over-the-counter (OTC) derivatives(6)
(11,929)(2,667)
Derivatives CVA(7)
(6,651)(15,034)
Derivatives CVA(7)
(2,067)19,667 
Other exposures(8)
8,394
14,282
Other exposures(8)
2,026 1,725 
Supervisory 6% multiplier101
1,565
Supervisory 6% multiplier271 (434)
Net change in Credit Risk-Weighted Assets$(4,859)$12,621
Net increase in Credit Risk-Weighted AssetsNet increase in Credit Risk-Weighted Assets$2,106 $11,392 
Changes in Market Risk-Weighted Assets Changes in Market Risk-Weighted Assets
Risk levels(9)
$(4,808)$(6,824)
Risk levelsRisk levels$(8,461)$(12,430)
Model and methodology updates1,000
154
Model and methodology updates1,602 5,685 
Net decrease in Market Risk-Weighted Assets$(3,808)$(6,670)
Net decrease in Operational Risk-Weighted Assets(10)
$(871)$(2,331)
Net decrease in Market Risk-Weighted Assets(9)
Net decrease in Market Risk-Weighted Assets(9)
$(6,859)$(6,745)
Net change in Operational Risk-Weighted Assets(10)
Net change in Operational Risk-Weighted Assets(10)
$(287)$7,517 
Total Risk-Weighted Assets, end of period$1,135,553
$1,135,553
Total Risk-Weighted Assets, end of period$1,221,538 $1,221,538 

(1)Retail exposures increased during the three months ended December 31, 2019, primarily due to seasonal spending for qualifying revolving (cards) exposures. Retail exposures increased during the 12 months ended December 31, 2019, primarily due to increases in consumer loans, partially offset by decreases due to annual parameter updates.
(2)Wholesale exposures decreased during the three months ended December 31, 2019, primarily due to decreases in commercial loans partially offset by increases in investment securities. Wholesale exposures decreased during the 12 months ended December 31, 2019, primarily due to annual model parameter updates reflecting Citi’s loss experience, partially offset by increases in commercial loans and investment securities.
(3)Repo-style transactions include repurchase and reverse repurchase transactions as well as securities borrowing and securities lending transactions. Repo-style transactions decreased during the three and 12 months ended December 31, 2019, driven by volume reduction and matured deals.
(4)Securitization exposures increased during the 12 months ended December 31, 2019, due to increased exposures from existing deals.
(5)Equity exposures increased during the three months ended December 31, 2019, primarily due to increased exposures from existing investments. Equity exposures increased during the 12 months ended December 31, 2019, primarily due to an increase in market value of investments and increased exposures from existing investments.
(6)OTC derivatives decreased during the three months ended December 31, 2019, primarily due to a reduction in notionals. OTC derivatives increased during the 12 months ended December 31, 2019, primarily due to approved model changes, partially offset by a reduction in notionals.
(7)Derivatives CVA decreased during the three months ended December 31, 2019, primarily due to exposure decreases and changes in credit spreads. Derivatives CVA decreased during the 12 months ended December 31, 2019, primarily due to approved model changes, exposure decreases and changes in credit spreads.
(8)
Other exposures include cleared transactions, unsettled transactions, assets other than those reportable in specific exposure categories and non-material portfolios. Other exposures increased during the three months ended December 31, 2019, primarily due to increases in centrally cleared derivatives and various other assets. Other exposures increased during the 12 months ended December 31, 2019, primarily due to the recognition of ROU assets in accordance with the adoption of ASU No. 2016-02, Leases (Topic 842), effective January 1, 2019, and increases in centrally cleared derivatives and various other assets.
(9)Risk levels decreased during the three months ended December 31, 2019, primarily due to a decrease in exposure levels subject to Stressed Value at Risk and Incremental Risk charges. Risk levels decreased during the 12 months ended December 31, 2019, primarily due to a decrease in exposure levels subject to Stressed Value at Risk. 
(10)Operational risk-weighted assets decreased during the 12 months ended December 31, 2019, primarily due to changes in operational loss severity and frequency.

As set forth in(1)Retail exposures increased during the table above, total risk-weighted assets under the Basel III Advanced Approaches increased from year-end 2018three months ended December 31, 2022 primarily due to an increase in credit risk-weighted assets,card activities, partially offset by decreases in market and operational risk-weighted assets. The increase in credit risk-weighted assets wasa decrease from divestitures. Retail exposures increased during the 12 months ended December 31, 2022 primarily due to recognitionincreases in card activities, consumer loans and model recalibrations, partially offset by a decrease from divestitures.
(2)Wholesale exposures decreased during the 12 months ended December 31, 2022 primarily due to decreases in wholesale loans and available-for-sale securities.
(3)Repo-style transactions include repurchase and reverse repurchase transactions as well as securities borrowing and securities lending transactions. Repo-style transactions decreased during the 12 months ended December 31, 2022 primarily due to reduced exposure in repurchase agreements and securities lending, as well as a decrease in margin loans.
(4)Securitization exposures increased during the three and 12 months ended December 31, 2022 primarily driven by new exposures.
(5)Equity exposures increased during the three months ended December 31, 2022 primarily due to increases in market value of ROU assets in accordance withvarious investments.
(6)OTC derivatives decreased during the three months ended December 31, 2022 primarily due to exposure decreases across FX and commodities. OTC derivatives decreased during the 12 months ended December 31, 2022 primarily due to exposure decreases across FX and commodities, partially offset by the impact from the adoption of ASU 2016-02, changes in OTC derivatives trade activities and increases in securitization exposures, loan exposures and equity exposures, partially offset by decreases in derivativesSA-CCR. For additional information on SA-CCR, see “Standardized Approach for Counterparty Credit Risk” below.
(7)Derivatives CVA and wholesale exposures mainlyincreased during the 12 months ended December 31, 2022 primarily due to annual model parameter updates. the adoption of SA-CCR. For additional information on SA-CCR, see “Standardized Approach for Counterparty Credit Risk” below.
(8)Other exposures include cleared transactions, unsettled transactions, assets other than those reportable in specific exposure categories and non-material portfolios. Other exposures increased during the three and 12 months ended December 31, 2022 primarily due to an increase in fixed assets.
(9)Market risk-weighted assets decreased from year-end 2018,during the three and 12 months ended December 31, 2022 primarily due to a net reductionexposure changes, partially offset by changes in exposure levels. The
model inputs regarding volatility and the correlation between market risk factors.
decrease in operational(10)Operational risk-weighted assets wasincreased during the 12 months ended December 31, 2022 primarily due to changes in operational lossnew model severity and frequency.updates.

34



Supplementary Leverage Ratio
The following table sets forthpresents Citi’s Supplementary Leverage ratio and related components as of December 31, 2019,2022, September 30, 20192022 and December 31, 2018:2021:

In millions of dollars, except ratiosDecember 31, 2019September 30, 2019December 31, 2018In millions of dollars, except ratiosDecember 31, 2022September 30, 2022December 31, 2021
Tier 1 Capital$155,805
$158,033
$158,122
Tier 1 Capital$169,145 $164,830 $169,568 
Total Leverage Exposure Total Leverage Exposure
On-balance sheet assets(1)
$1,996,617
$2,000,082
$1,936,791
Certain off-balance sheet exposures:(2)
 
On-balance sheet assets(1)(2)
On-balance sheet assets(1)(2)
$2,432,823 $2,401,767 $2,389,237 
Certain off-balance sheet exposures(3)
Certain off-balance sheet exposures(3)
Potential future exposure on derivative contracts169,478
176,546
187,130
Potential future exposure on derivative contracts133,071 153,842 222,241 
Effective notional of sold credit derivatives, net(3)
38,481
41,328
49,402
Counterparty credit risk for repo-style transactions(4)
23,715
24,362
23,715
Unconditionally cancelable commitments70,870
70,648
69,630
Effective notional of sold credit derivatives, net(4)
Effective notional of sold credit derivatives, net(4)
34,117 32,768 23,788 
Counterparty credit risk for repo-style transactions(5)
Counterparty credit risk for repo-style transactions(5)
17,169 16,997 25,775 
Other off-balance sheet exposures248,308
246,793
238,805
Other off-balance sheet exposures326,553 320,364 334,526 
Total of certain off-balance sheet exposures$550,852
$559,677
$568,682
Total of certain off-balance sheet exposures$510,910 $523,971 $606,330 
Less: Tier 1 Capital deductions39,578
39,407
39,832
Less: Tier 1 Capital deductions36,960 37,203 37,803 
Total Leverage Exposure$2,507,891
$2,520,352
$2,465,641
Total Leverage Exposure$2,906,773 $2,888,535 $2,957,764 
Supplementary Leverage ratio6.21%6.27%6.41%Supplementary Leverage ratio5.82 %5.71 %5.73 %

(1)Represents the daily average of on-balance sheet assets for the quarter.
(2)Represents the average of certain off-balance sheet exposures calculated as of the last day of each month in the quarter.
(3)Under the U.S. Basel III rules, banking organizations are required to include in Total Leverage Exposure the effective notional amount of sold credit derivatives, with netting of exposures permitted if certain conditions are met.
(4)Repo-style transactions include repurchase or reverse repurchase transactions as well as securities borrowing or securities lending transactions.
(1)Represents the daily average of on-balance sheet assets for the quarter.
(2)Citi’s regulatory capital ratios and components reflect certain deferrals based on the modified regulatory capital transition provision related to the CECL standard. For additional information, see “Capital Resources—Regulatory Capital Treatment—Modified Transition of the Current Expected Credit Losses Methodology” above.
(3)Represents the average of certain off-balance sheet exposures calculated as of the last day of each month in the quarter.
(4)Under the U.S. Basel III rules, banking organizations are required to include in Total Leverage Exposure the effective notional amount of sold credit derivatives, with netting of exposures permitted if certain conditions are met.
(5)Repo-style transactions include repurchase and reverse repurchase transactions as well as securities borrowing or securities lending transactions.

As set forthpresented in the table above, Citigroup’s Supplementary Leverage ratio was 6.2%5.8% at December 31, 2019,2022, compared to 6.3%5.7% at September 30, 20192022 and 6.4% at December 31, 2018.2021. The quarter-over-quarter decreaseincrease was primarily driven by a reductionan increase in Tier 1 Capital resulting fromdue to net income in the returnfourth quarter of $6.2 billion of capital to common shareholders and a preferred stock redemption, partially offset by net income2022 and beneficial net movements in AOCI, as well as a decreasepartially offset by an increase in average off-balance sheet exposures.Total Leverage Exposure. The year-over-year decreaseincrease was primarily driven by a reduction in Tier 1 Capital resulting from the return of $22.3 billion of capital to common shareholders, as well as an increase in average on-balance sheet assets, partially offset by net income and beneficial net movements in AOCI, as well as a decrease in average off-balance sheet exposures.Total Leverage Exposure.



35


Capital Resources of Citigroup’s Subsidiary U.S.
Depository Institutions
Citigroup’s subsidiary U.S. depository institutions are also subject to regulatory capital standards issued by their respective primary federal bank regulatory agencies, which are similar to the standards of the Federal Reserve Board.FRB.

The following tables set forthpresent the capital components and ratios for Citibank, Citi’s primary subsidiary U.S. depository
institution, as of December 31, 2019,2022, September 30, 20192022 and December 31, 2018:2021:



Advanced ApproachesStandardized Approach
In millions of dollars, except ratios
Required Capital Ratios(1)
December 31, 2022September 30, 2022December 31, 2021December 31, 2022September 30, 2022December 31, 2021
CET1 Capital(2)
$149,593 $147,938 $148,548 $149,593 $147,938 $148,548 
Tier 1 Capital(2)
151,720 150,062 150,679 151,720 150,062 150,679 
Total Capital (Tier 1 Capital + Tier 2 Capital)(2)(3)
165,131 165,171 166,921 172,647 172,916 175,427 
Total Risk-Weighted Assets1,003,747 1,046,884 1,017,774 982,914 1,024,923 1,066,015 
Credit Risk(2)
$728,082 $762,660 $737,802 $948,150 $983,949 $1,016,293 
Market Risk34,403 40,676 48,089 34,764 40,974 49,722 
Operational Risk241,262 243,548 231,883 — — — 
CET1 Capital ratio(4)(5)
7.0 %14.90 %14.13 %14.60 %15.22 %14.43 %13.93 %
Tier 1 Capital ratio(4)(5)
8.5 15.12 14.33 14.80 15.44 14.64 14.13 
Total Capital ratio(4)(5)
10.5 16.45 15.78 16.40 17.56 16.87 16.46 
 
Effective Minimum Requirement(1)
Advanced ApproachesStandardized Approach
In millions of dollars, except ratios20192018Dec. 31, 2019Sept. 30, 2019Dec. 31, 2018Dec. 31, 2019Sept. 30, 2019Dec. 31, 2018
Common Equity Tier 1 Capital  $130,791
$130,067
$129,091
$130,791
$130,067
$129,091
Tier 1 Capital  132,918
132,198
131,215
132,918
132,198
131,215
Total Capital (Tier 1 Capital + Tier 2 Capital)(2)
  145,989
144,829
144,358
157,324
155,735
155,154
Total Risk-Weighted Assets  932,432
946,433
926,229
1,019,916
1,047,550
1,032,809
   Credit Risk  $664,828
$664,014
$654,962
$990,319
$1,005,337
$994,294
   Market Risk  29,167
41,867
38,144
29,597
42,213
38,515
   Operational Risk  238,437
240,552
233,123
—
—
—
Common Equity Tier 1 Capital ratio(3)(4)
7.0%6.375%14.03%13.74%13.94%12.82%12.42%12.50%
Tier 1 Capital ratio(3)(4)
8.57.87514.26
13.97
14.17
13.03
12.62
12.70
Total Capital ratio(3)(4)
10.59.87515.66
15.30
15.59
15.43
14.87
15.02
In millions of dollars, except ratiosRequired Capital RatiosDecember 31, 2022September 30, 2022December 31, 2021
Quarterly Adjusted Average Total Assets(2)(6)
$1,738,744 $1,694,381 $1,716,596 
Total Leverage Exposure(2)(7)
2,189,541 2,147,923 2,236,839 
Tier 1 Leverage ratio(5)
5.0 %8.73 %8.86 %8.78 %
Supplementary Leverage ratio(5)
6.06.93 6.99 6.74 

(1)Citibank’s required risk-based capital ratios are inclusive of the 2.5% Capital Conservation Buffer (all of which must be composed of CET1 Capital).
(2)Citibank’s regulatory capital ratios and components reflect certain deferrals based on the modified regulatory capital transition provision related to the CECL standard. For additional information, see “Capital Resources—Regulatory Capital Treatment—Modified Transition of the Current Expected Credit Losses Methodology” above.
(3)Under the Advanced Approaches framework, eligible credit reserves that exceed expected credit losses are eligible for inclusion in Tier 2 Capital to the extent that the excess reserves do not exceed 0.6% of credit risk-weighted assets, which differs from the Standardized Approach in which the ACL is eligible for inclusion in Tier 2 Capital up to 1.25% of credit risk-weighted assets, with any excess ACL being deducted in arriving at credit risk-weighted assets.
(4)Citibank’s binding CET1 Capital and Tier 1 Capital ratios were derived under the Basel III Advanced Approaches framework as of December 31, 2022 and September 30, 2022, and under the Basel III Standardized Approach as of December 31, 2021, whereas Citibank’s binding Total Capital ratio was derived under the Basel III Advanced Approaches framework for all periods presented.
(5)Citibank must maintain required CET1 Capital, Tier 1 Capital, Total Capital and Tier 1 Leverage ratios of 6.5%, 8.0%, 10.0% and 5.0%, respectively, to be considered “well capitalized” under the revised Prompt Corrective Action (PCA) regulations applicable to insured depository institutions as established by the U.S. Basel III rules. Citibank must also maintain a required Supplementary Leverage ratio of 6.0% to be considered “well capitalized.”
(6)Tier 1 Leverage ratio denominator. Represents quarterly average total assets less amounts deducted from Tier 1 Capital.
(7)Supplementary Leverage ratio denominator.

In millions of dollars, except ratiosEffective Minimum RequirementDec. 31, 2019Sept. 30, 2019Dec. 31, 2018
Quarterly Adjusted Average Total Assets(5)
 $1,459,851 $1,451,352 $1,398,875 
Total Leverage Exposure(6) 
 1,951,701 1,952,628 1,914,663 
Tier 1 Leverage ratio(4)
4.0%9.10%9.11%9.38%
Supplementary Leverage ratio(4)
6.06.81 6.77 6.85 

(1)Citibank’s effective minimum risk-based capital requirements during 2019 and 2018 are inclusive of the 100% and 75% phase-in, respectively, of the 2.5% Capital Conservation Buffer (all of which must be composed of Common Equity Tier 1 Capital).
(2)Under the Advanced Approaches framework, eligible credit reserves that exceed expected credit losses are eligible for inclusion in Tier 2 Capital to the extent that the excess reserves do not exceed 0.6% of credit risk-weighted assets, which differs from the Standardized Approach in which the allowance for credit losses is eligible for inclusion in Tier 2 Capital up to 1.25% of credit risk-weighted assets, with any excess allowance for credit losses being deducted in arriving at credit risk-weighted assets.
(3)Citibank’s reportable Common Equity Tier 1 Capital, Tier 1 Capital and Total Capital ratios were the lower derived under the Basel III Standardized Approach for all periods presented.
(4)Citibank must maintain minimum Common Equity Tier 1 Capital, Tier 1 Capital, Total Capital and Tier 1 Leverage ratios of 6.5%, 8.0%, 10.0% and 5.0%, respectively, to be considered “well capitalized” under the revised Prompt Corrective Action (PCA) regulations applicable to insured depository institutions as established by the U.S. Basel III rules. Citibank must also maintain a minimum Supplementary Leverage ratio of 6.0% to be considered “well capitalized.”
(5)Tier 1 Leverage ratio denominator. Represents quarterly average total assets less amounts deducted from Tier 1 Capital.
(6)Supplementary Leverage ratio denominator.

As indicated in the table above, Citibank’s capital ratios at December 31, 20192022 were in excess of the stated and effective minimumregulatory capital requirements under the U.S. Basel III rules. In addition, Citibank was also “well capitalized” as of December 31, 2019.2022.

As presented in the table above, Citibank’s Supplementary Leverage ratio was 6.9% at December 31, 2022, compared to 7.0% at September 30, 2022 and 6.7% at December 31, 2021. The quarter-over-quarter decrease was primarily driven by an increase in Total Leverage Exposure, partially offset by an increase in Tier 1 Capital due to net income in the fourth quarter of 2022 and beneficial net movements in AOCI. The year-over-year increase was primarily driven by a decrease in Total Leverage Exposure.


36



Impact of Changes on Citigroup and Citibank Capital Ratios
The following tables present the estimated sensitivity of Citigroup’s and Citibank’s capital ratios to changes of $100 million in Common Equity Tier 1CET1 Capital, Tier 1 Capital and Total Capital (numerator), and changes of $1 billion in Advanced Approaches and Standardized Approach risk-weighted assets and quarterly adjusted average total assets, as well as Total Leverage Exposure (denominator), as of December 31, 2019.2022. This information is provided for the purpose of analyzing the
impact that a change in Citigroup’s
or Citibank’s financial position or results of operations could have on these ratios. These sensitivities only consider a single change to either a component of capital, risk-weighted assets, quarterly adjusted average total assets or Total Leverage Exposure. Accordingly, an event that affects more than one factor may have a larger basis point impact than is reflected in these tables.


Common Equity
Tier 1 Capital ratio
Tier 1 Capital ratioTotal Capital ratio
In basis points
Impact of
$100 million
change in
Common Equity
Tier 1 Capital
Impact of
$1 billion
change in risk-
weighted assets
Impact of
$100 million
change in
Tier 1 Capital
Impact of
$1 billion
change in risk-
weighted assets
Impact of
$100 million
change in
Total Capital
Impact of
$1 billion
change in risk-
weighted assets
Citigroup
Advanced Approaches0.81.00.81.10.81.3
Standardized Approach0.91.10.91.30.91.5
Citibank
Advanced Approaches1.01.51.01.51.01.6
Standardized Approach1.01.51.01.61.01.8
 
Common Equity
Tier 1 Capital ratio
Tier 1 Capital ratioTotal Capital ratio
In basis points
Impact of
$100 million
change in
Common Equity
Tier 1 Capital
Impact of
$1 billion
change in risk-
weighted assets
Impact of
$100 million
change in
Tier 1 Capital
Impact of
$1 billion
change in risk-
weighted assets
Impact of
$100 million
change in
Total Capital
Impact of
$1 billion
change in risk-
weighted assets
Citigroup      
Advanced Approaches0.91.10.91.20.91.4
Standardized Approach0.91.00.91.10.91.4
Citibank      
Advanced Approaches1.11.51.11.51.11.7
Standardized Approach1.01.31.01.31.01.5
Tier 1 Leverage ratioSupplementary Leverage ratio
In basis points
Impact of
$100 million
change in
Tier 1 Capital
Impact of
$1 billion
change in quarterly adjusted average total assets
Impact of
$100 million
change in
Tier 1 Capital
Impact of
$1 billion
change in Total Leverage Exposure
Citigroup0.40.30.30.2
Citibank0.60.50.50.3

 Tier 1 Leverage ratioSupplementary Leverage ratio
In basis points
Impact of
$100 million
change in
Tier 1 Capital
Impact of
$1 billion
change in quarterly adjusted average total assets
Impact of
$100 million
change in
Tier 1 Capital
Impact of
$1 billion
change in Total Leverage Exposure
Citigroup0.50.40.40.2
Citibank0.70.60.50.3

Citigroup Broker-Dealer Subsidiaries
At December 31, 2019,2022, Citigroup Global Markets Inc., a U.S. broker-dealer registered with the SEC that is an indirect wholly owned subsidiary of Citigroup, had net capital, computed in accordance with the SEC’s net capital rule, of $10.1$13 billion, which exceeded the minimum requirement by $6.9$8 billion.
Moreover, Citigroup Global Markets Limited, a broker-dealer registered with the United Kingdom’s Prudential Regulation Authority (PRA) that is also an indirect wholly owned subsidiary of Citigroup, had total regulatory capital of $21.4$27 billion at December 31, 2019,2022, which exceeded the PRA'sPRA’s minimum regulatory capital requirements.
In addition, certain of Citi’s other broker-dealer
subsidiaries are subject to regulation in the countries in which they do business, including requirements to maintain specified levels of net capital or its equivalent. Citigroup’s other principal broker-dealer subsidiaries were in compliance with their regulatory capital requirements at December 31, 2019.2022.

37



Total Loss-Absorbing Capacity (TLAC)
U.S. GSIBs, including Citi, are required to maintain minimum levels of TLAC and eligible long-term debt (LTD), each set by reference to the GSIB’s consolidated risk-weighted assets (RWA) and total leverage exposure.

Minimum External TLAC Requirement
The minimum external TLAC requirement is the greater of (i) 18% of the GSIB’s RWA plus the then-applicable RWA-based TLAC buffer (see below) and (ii) 7.5% of the GSIB’s total leverage exposure plus a leverage-based TLAC buffer of 2% (i.e., 9.5%).
The RWA-based TLAC buffer equals the 2.5% Capital Conservation Buffer, plus any applicable Countercyclical Capital Buffer (currently 0%), plus the GSIB’s capital surcharge as determined under method 1 of the GSIB surcharge rule (2.0% for Citi for 2022). Accordingly, Citi’s total current minimum TLAC requirement was 22.5% of RWA for 2022.

Minimum Long-Term Debt (LTD) Requirement
The minimum LTD requirement is the greater of (i) 6% of the GSIB’s RWA plus its capital surcharge as determined under method 2 of the GSIB surcharge rule (3.0% for Citi for 2022), for a total current requirement of 9% of RWA for Citi, and (ii) 4.5% of the GSIB’s total leverage exposure.

The table below details Citi’s eligible external TLAC and LTD amounts and ratios, and each effective minimum TLAC and long-term debt (LTD) ratioLTD regulatory requirement, as well as the surplus amount in dollars in excess of each requirement.

December 31, 2022
In billions of dollars, except ratiosExternal TLACLTD
Total eligible amount$334 $160 
% of Advanced Approaches risk-
weighted assets		27.3 %13.1 %
Regulatory requirement(1)(2)
22.5 9.0 
Surplus amount$59 $50 
% of Total Leverage Exposure11.5 %5.5 %
Regulatory requirement9.5 4.5 
Surplus amount$58 $29 

(1)    External TLAC includes method 1 GSIB surcharge of 2.0%.
(2)    LTD includes method 2 GSIB surcharge of 3.0%.

As of December 31, 2019,2022, Citi exceeded each of the minimum TLAC and LTD regulatory requirements, resulting in a $14$29 billion surplus above its binding TLAC requirement of LTD as a percentage of Total Leverage Exposure.
 December 31, 2019
In billions of dollars, except ratios
External TLAC

LTD
Total eligible amount$289
$127
% of Standardized Approach risk-
  weighted assets
24.7%10.9%
Effective minimum requirement(1)(2)
22.5
9.0
Surplus amount$26
$22
% of Total Leverage Exposure11.5%5.1%
Effective minimum requirement9.5
4.5
Surplus amount$50
$14

(1)External TLAC includes method 1 GSIB surcharge of 2.0%.
(2)LTD includes method 2 GSIB surcharge of 3.0%.

For additional information on Citi’s TLAC-related requirements, see “Liquidity Risk—Long-Term Debt—Total Loss-Absorbing Capacity (TLAC)” and “Risk Factors—Compliance, Conduct and Legal Risks” below.

Regulatory
Capital Treatment—ImplementationResources (Full Adoption of CECL)(1)
The following tables present Citigroup’s and TransitionCitibank’s capital components and ratios under a hypothetical scenario where the full impact of CECL is reflected as of December 31, 2022:

CitigroupCitibank
Required Capital Ratios, Advanced ApproachesRequired Capital Ratios, Standardized ApproachAdvanced ApproachesStandardized Approach
Required Capital Ratios(2)
Advanced ApproachesStandardized Approach
CET1 Capital ratio10.0 %11.5 %11.96 %12.79 %7.0 %14.70 %15.01 %
Tier 1 Capital ratio11.5 13.0 13.62 14.56 8.5 14.91 15.23 
Total Capital ratio13.5 15.0 15.24 17.06 10.5 16.25 17.36 
Required Capital RatiosCitigroupRequired Capital RatiosCitibank
Tier 1 Leverage ratio4.0 %6.94 %5.0 %8.61 %
Supplementary Leverage ratio5.0 5.716.0 6.84

(1)See footnote 2 on the Current Expected“Components of Citigroup Capital” table above.
(2)Citibank’s required capital ratios were the same under the Standardized Approach and the Advanced Approaches framework.

38


Standardized Approach for Counterparty Credit Losses (CECL) MethodologyRisk
In February 2019,2020, the U.S. banking agencies issued a final rule that provides banking organizations an optional phase-in over a three-year periodadopted the Standardized Approach for Counterparty Credit Risk (SA-CCR) to calculate exposure for all derivative contracts at the netting set level. In addition, SA-CCR is used in numerous other instances throughout the regulatory framework, including but not limited to the Supplementary Leverage ratio, certain components of the “Day One” adverse regulatory capital effects resulting from adoptionGSIB score, single counterparty credit limits and legal lending limits.
As previously disclosed, Citi adopted SA-CCR as of the CECL methodology.
The rule is in recognition of the issuance by the Financial Accounting Standards Board of ASU No. 2016-13, Financial Instruments—Credit Losses (Topic 326). The ASU introduces a new credit loss methodology, the CECL methodology, which requires earlier recognition of credit losses while also providing additional transparency about credit risk. The ASU was effective for Citi asmandatory compliance date of January 1, 2020. For additional information regarding Citi’s adoption2022. Adoption of the CECL methodology, see Note 1SA-CCR increased Citigroup’s Standardized RWA by approximately $51 billion, which resulted in a 49 basis points decrease to the Consolidated Financial Statements.
Citi and Citibank have elected the transition provisions provided by the U.S. banking agencies’ rule. Accordingly, the “Day One” regulatory capital effects resulting from adoption of the CECL methodology commenced phase-in on January 1, 2020, and will be fully reflected in Citi’s regulatory capital as of January 1, 2023. Based on Citi’s regulatory capital position as of December 31, 2019, the estimated impact of adopting the CECL methodology would reduce Citi’s Common Equity Tier 1Citigroup’s CET1 Capital ratio under the Standardized Approach by approximately 25 basis points in total, or approximately 6
basis points per year on January 1, 2022.
Adoption of each year overSA-CCR also increased Citigroup’s Advanced RWA by approximately $29 billion, which resulted in a 29 basis points decrease to Citigroup’s CET1 Capital ratio under the transition period. The actual basis point impact of adopting CECLAdvanced Approaches on Citi’s regulatory capital ratios may change, if Citi’s capital position changes over time.January 1, 2022.
The Federal Reserve Board has issued a statement that it plans to maintain its current framework for calculating allowances on loans in the supervisory stress test for the 2020 and 2021 supervisory stress test cycles, and to evaluate appropriate future enhancements to this framework as best practices for implementing CECL are developed. However, banking organizations are required to incorporate CECL into their stress testing methodologies, data and disclosure beginning in the cycle coinciding with their first full year of CECL adoption (2020 for Citi).

Regulatory Capital Standards Developments
The U.S. banking agencies and the
Basel Committee issued numerous proposed and final rules on a variety of topics in 2019. In the U.S., the most significant rule finalized in 2019 relates to the calculation of risk-weighted assets for derivative contracts, while the Stress Capital Buffer proposal from 2018 has not yet been finalized. The Basel Committee, among other things, finalized revisions to the minimum capital requirements for market risk and proposed revisions to its credit valuation adjustment risk framework.III Revisions

U.S. Banking Agencies

Standardized Approach for Counterparty Credit Risk
In November 2019,As described above, the U.S. banking agencies releasedimplemented a final rule to introduce the Standardized Approach for Counterparty Credit Risk (SA-CCR) in the U.S. SA-CCR will replace the Current Exposure Method (CEM), which is the current methodology used to calculate risk-weighted assets for all derivative contracts under the Standardized Approach, as well as risk-weighted assets for derivative contracts under the Advanced Approaches in cases where internal models are not used. In addition, SA-CCR would replace CEM in numerous other instances throughout the regulatory framework, including but not limited to the Supplementary Leverage Ratio, single counterparty credit limits and legal lending limits.
Under SA-CCR, a banking organization would calculate the exposure amountnumber of its derivative contracts at the netting set level. Multiple derivative contracts would generally be considered to be under the same netting set as long as each derivative contract is subject to the same qualifying master netting agreement. SA-CCR also introduces the concept of hedging sets, which would allow a banking organization to fully or partially net derivative contracts within the same netting set that share similar risk factors. Moreover, SA-CCR incorporates updated supervisory and maturity factors to calculate the potential future exposure of a derivative contract, and provides for improved recognition of collateral. Under the proposal, the exposure amount of a netting set would be equal to an alpha factor of 1.4 multipliedinternational capital standards adopted by the sum of the replacement cost and potential future exposure of the netting set.

The mandatory compliance date of the final rule is January 1, 2022, with early adoption permitted beginning April 1, 2020. Citi’s SA-CCR implementation efforts are already underway. Citi is currently evaluating a decision on its intended implementation date for SA-CCR, including consideration of the impact of SA-CCR on both Citigroup’s and Citibank’s regulatory capital ratios.

Stress Capital Buffer
In April 2018, the Federal Reserve Board issued a proposal that is designed to more closely integrate the results of the quantitative assessment in CCAR with firms’ ongoing minimum capital requirements under the U.S. Basel III rules.
Specifically, the proposed rule would replace the existing Capital Conservation Buffer, currently fixed at 2.5% under the U.S. Basel III rules, with (i) a variable buffer known as the Stress Capital Buffer (as described below), plus (ii) for U.S. GSIBs, the GSIB’s then-current GSIB surcharge, plus (iii) the Countercyclical Capital Buffer, if any. These three components would constitute the new Capital Conservation Buffer under the Standardized Approach. The Stress Capital Buffer (SCB) would be based upon the maximum decline in a bank holding company’s Common Equity Tier 1 Capital ratio under the severely adverse scenario of the supervisory stress test. Under the April 2018 proposal, the SCB would be subject to a floor of 2.5%.
The proposed rule would also modify certain assumptions currently required in supervisory stress tests, including continued capital distributions during the nine-quarter capital planning horizon and balance sheet growth assumptions.
A final rule has not yet been issued. Senior staff at the Federal Reserve Board have indicated publicly that they plan to finalize certain components of the proposal for application in the 2020 CCAR cycle, and that they may re-propose certain other elements of the proposal to better balance the need to preserve the dynamism of stress testing while reducing unnecessary volatility, among other things. Senior staff at the Federal Reserve Board have also indicated publicly that they are considering two options in place of the “dividend add-on,” which was a component of the SCB under the April 2018 proposal: setting the Countercyclical Capital Buffer at a higher baseline level during normal times, or raising the floor of the SCB higher than 2.5%. The potential re-proposal may also address certain other elements of the original proposal, such as the relative timing between stress testing results and the submission of a firm’s capital plan, and the consequences of breaching a buffer.

TLAC Holdings
In April 2019, the U.S. banking agencies released a proposal that would create a new regulatory capital deduction applicable to Advanced Approaches banking organizations for certain investments in covered debt instruments issued by GSIBs. The proposed rule is intended to reduce systemic risk by creating an incentive for Advanced Approaches banking organizations to limit their exposure to GSIBs.
Under the U.S. Basel III rules, investments in the capital of unconsolidated financial institutions are subject to deduction to the extent that they exceed certain thresholds.
Under the proposed rule, an investment in a “covered debt instrument” would be treated as an investment in a Tier 2 capital instrument and, therefore, would be subject to deduction from the Advanced Approaches banking organization’s own Tier 2 Capital in accordance with the existing rules for investments in unconsolidated financial institutions. Covered debt instruments would include unsecured debt instruments that are “eligible debt securities” for purposes of the TLAC rule, or that are pari passu or subordinated to such securities, in addition to certain unsecured debt instruments issued by foreign GSIBs.
To support a deep and liquid market for covered debt instruments, the proposed rule provides an exception from the approach described above for covered debt instruments held for 30 days or less for market-making purposes, if the aggregate amount of such debt instruments does not exceed 5% of the banking organization’s Common Equity Tier 1 Capital.
The proposed rule does not specify a proposed effective date for the new regulatory capital deduction. If adopted as proposed, Citi does not expect the proposed rule to have a material impact on its regulatory capital.

Basel Committee

Revisions to the Minimum Capital Requirements for
Market Risk
In January 2019, the Basel Committee issued a final standard that revises the market risk capital framework—the so-called Fundamental Review of the Trading Book, or FRTB. The final rule revises the assessment process under the Advanced Approaches to determine whether a bank’s internal risk management models appropriately reflect the risks of individual trading desks, and clarifies the requirements for identification of risk factors that are eligible for internal modeling. In addition, the risk weights for general interest rate risk and foreign exchange risk under the Standardized Approach have been recalibrated.
If the U.S. banking agencies were to adopt the Basel Committee’s revised market risk framework unchanged, Citi believes its market risk-weighted assets could increase significantly. The ultimate impact on Citi, however, will depend upon the specific provisions of any final rule.

Leverage Ratio Treatment of Client-Cleared Derivatives
In June 2019, the Basel Committee on Banking Supervision issued(Basel Committee), following the Global Financial Crisis regulatory reforms (see the U.S. Basel III rules discussion above). The Basel Committee finalized the Basel III reforms in December 2017, which included revisions to the methodologies in deriving credit, market and operational risk-weighted assets, the imposition of a final standard that revises its leverage ratio frameworknew aggregate output floor for risk-weighted assets and revisions to align the leverage ratio measurement of client-cleared derivatives with the measurement as determined per the Basel Committee’s standardized approach for measuring counterparty credit risk exposures, as used for risk-based capital requirements. Under the Basel Committee’s leverage ratio framework, the leverage ratio exposure measure is generally not adjusted for physical or financial collateral, guarantees or other credit risk mitigation techniques, including initial margin received from clients. However, the final rule permits both cash and non-cash forms of initial margin and variation margin received from clients to mitigate replacement cost and potential future exposure for client-cleared

derivatives only. The Basel Committee stated in the rule that this revision balances the robustness of the leverage ratio as a non-risk-based safeguard against unsustainable sources of leverage with the policy objective of promoting central clearing of standardized derivative contracts.
In the U.S., the Basel Committee’s leverage ratio framework and leverage ratio exposure measure are most closely aligned with the Supplementary Leverage Ratio and Total Leverage Exposure, respectively. As part of the SA-CCR final rule discussed previously, the U.S. agencies amended the Supplementary Leverage Ratio requirements in a manner similar to the Basel Committee. This particular aspect of the U.S. SA-CCR final rule will likely benefit Citi’s Supplementary Leverage Ratio modestly upon implementation.

Credit Valuation Adjustment Risk—Targeted Revisions
In November 2019, the Basel Committee on Banking Supervision issued a consultative document that proposes a targeted set of revisions to the credit valuation adjustment (CVA) risk framework previously finalized in December 2017. The revisions aim to align the revised CVA risk framework, in part, with the revised market risk capital framework that was finalized in January 2019. The Basel Committee also sought feedback on a possible adjustment to the overall calibration of capital requirements calculated under their CVA risk framework.
The U.S. banking agencies may consider revisions to the CVA risk framework underrevise the U.S. Basel III rules in the future, based upon any revisions adopted byin response to the Basel Committee.Committee’s final Basel III reforms. For information about risks related to changes in regulatory capital requirements, see “Risk Factors—Strategic Risks” below.

39


TangibleTangible Common Equity, Book Value Per Share, Tangible Book Value Per Share and ReturnsReturn on Equity
Tangible common equity (TCE), as defined by Citi, represents common stockholders’ equity less goodwill and identifiable intangible assets (other than MSRs)mortgage servicing rights (MSRs)). RoTCE represents annualized net income available to common shareholders as a percentage of average TCE. Tangible book value per share represents average TCE divided by average common shares outstanding. Other companies may calculate these measures differently. TCE, in a different manner. TCE,RoTCE and tangible book value (TBV) per share and return on average TCE are non-GAAP financial measures. Citi believes the presentation of TCE, TBV per share and return on average TCE provides alternateRoTCE provide
alternative measures of capital strength and performance that are commonly used by for
investors, industry analysts and industry analysts.others.

At December 31,
In millions of dollars or shares, except per share amounts20222021202020192018
Total Citigroup stockholders’ equity$201,189 $201,972 $199,442 $193,242 $196,220 
Less: Preferred stock18,995 18,995 19,480 17,980 18,460 
Common stockholders’ equity$182,194 $182,977 $179,962 $175,262 $177,760 
Less:
Goodwill19,691 21,299 22,162 22,126 22,046 
Identifiable intangible assets (other than MSRs)3,763 4,091 4,411 4,327 4,636 
Goodwill and identifiable intangible assets
(other than MSRs) related to assets held-for-sale (HFS)
589 510 — — — 
Tangible common equity (TCE)$158,151 $157,077 $153,389 $148,809 $151,078 
Common shares outstanding (CSO)1,937.0 1,984.4 2,082.1 2,114.1 2,368.5 
Book value per share (common stockholders’ equity/CSO)$94.06 $92.21 $86.43 $82.90 $75.05 
Tangible book value per share (TCE/CSO)81.65 79.16 73.67 70.39 63.79 
For the year ended December 31,
In millions of dollars20222021202020192018
Net income available to common shareholders$13,813 $20,912 $9,952 $18,292 $16,871 
Average common stockholders’ equity180,093 182,421 175,508 177,363 179,497 
Average TCE155,943 156,253 149,892 150,994 153,343 
Return on average common stockholders’ equity7.7 %11.5 %5.7 %10.3 %9.4 %
RoTCE8.9 13.4 6.6 12.1 11.0 


 At December 31,
In millions of dollars or shares, except per share amounts20192018201720162015
Total Citigroup stockholders’ equity$193,242
$196,220
$200,740
$225,120
$221,857
Less: Preferred stock17,980
18,460
19,253
19,253
16,718
Common stockholders’ equity$175,262
$177,760
$181,487
$205,867
$205,139
Less:     
    Goodwill22,126
22,046
22,256
21,659
22,349
    Identifiable intangible assets (other than MSRs)4,327
4,636
4,588
5,114
3,721
    Goodwill and identifiable intangible assets (other than
      MSRs) related to assets held-for-sale (HFS)
—
—
32
72
68
Tangible common equity (TCE)$148,809
$151,078
$154,611
$179,022
$179,001
Common shares outstanding (CSO)2,114.1
2,368.5
2,569.9
2,772.4
2,953.3
Book value per share (common equity/CSO)$82.90
$75.05
$70.62
$74.26
$69.46
Tangible book value per share (TCE/CSO)70.39
63.79
60.16
64.57
60.61
 For the Year Ended December 31,
In millions of dollars20192018
2017(1)
20162015
Net income available to common shareholders$18,292
$16,871
$14,583
$13,835
$16,473
Average common stockholders’ equity177,363
179,497
207,747
209,629
204,188
Average TCE150,994
153,343
180,458
182,135
176,505
Return on average common stockholders’ equity10.3%9.4%7.0%6.6%8.1%
Return on average TCE (RoTCE)(2)
12.1
11.0
8.1
7.6
9.3
40

(1)Year ended December 31, 2017 excludes the one-time impact of Tax Reform. For a reconciliation of these measures, see “Significant Accounting Policies and Significant Estimates—Income Taxes” below.
(2)RoTCE represents net income available to common shareholders as a percentage of average TCE.





RISK FACTORS

The following discussion sets forthpresents what management currently believes could be the most significantmaterial risks and uncertainties that could impact Citi’s businesses, results of operations and financial condition. Other risks and uncertainties, including those not currently known to Citi or its management, could also negatively impact Citi’s businesses, results of operations and financial condition. Thus, the following should not be considered a complete discussion of all of the risks and uncertainties that Citi may face. For additional information about risks and uncertainties that could impact Citi, see “Executive Summary” and each respective business’ results of operations above and “Managing Global Risk” below. The following risk factors are categorized to improve the readability and usefulness of the risk factor disclosure, and, while the headings and risk factors generally align with Citi’s risk categorization, in certain instances the risk factors may not directly correspond with how Citi categorizes or manages its risks.

MARKET-RELATED RISKS

Macroeconomic, Geopolitical and Other Challenges and Uncertainties Could Continue to Have a Negative Impact on Citi.
Citi has experienced, and could experience in the future, negative impacts to its businesses, results of operations and financial condition as a result of various macroeconomic, geopolitical and other challenges, uncertainties and volatility. These include, among other things, significantly elevated levels of inflation, higher interest rates, global supply shocks and lower economic growth rates, as well as an increasing risk of recession in Europe, the U.S. and other countries.
For example, in 2022, the U.S., the U.K., the EU and other economies experienced significantly higher levels of widespread inflation. As a result, the Federal Reserve Board (FRB) and other central banks have substantially raised interest rates, reduced the size of their balance sheets and taken other actions in an aggressive effort to curb inflation. These actions are expected to slow economic growth, increase the risk of recession and increase the unemployment rate in the U.S. and other countries, all of which would likely adversely affect Citi’s consumer and institutional clients, businesses and results of operations. Elevated levels of inflation are also expected to continue to result in higher labor and other costs, thus putting further pressure on Citi’s expenses.
Interest rates on loans Citi makes are typically based off or set at a spread over a benchmark interest rate and would likely decline or rise as benchmark rates decline or rise, respectively. While Citi expects its overall net interest income would generally increase due to higher interest rates, higher rates could adversely affect its funding costs, levels of deposits in its consumer and institutional businesses and certain business or product revenues. Citi’s net interest income could be adversely affected due to a flattening (a lower spread between shorter-term versus longer-term interest rates) or longer lasting or more severe inversion (shorter-term interest rates exceeding longer-term interest rates) of the interest rate yield curve, as Citi, similar to other banks, typically pays
interest on deposits based on shorter-term interest rates and earns money on loans based on longer-term interest rates. For additional information on Citi’s interest rate risk, see “Managing Global Risk—Market Risk—Banking Book Interest Rate Risk” below. Additionally, Citi’s balance sheet includes interest-rate sensitive fixed-rate assets such as U.S. Treasuries, U.S. agency securities and residential mortgages, among others, whose valuation would be adversely impacted in a rising-rate environment and/or whose hedging costs may increase.
Russia’s war in Ukraine has caused supply shocks in energy, food and other commodities markets, worsened inflation, increased cybersecurity risks, increased the risk of recession in Europe and heightened geopolitical tensions. Actions by Russia, and any further measures taken by the U.S. or its allies, could continue to have negative impacts on regional and global energy and other commodities and financial markets and macroeconomic conditions, adversely impacting jurisdictions where Citi operates and Citi’s customers, clients and employees. Citi’s ability to continue to reduce its operations and exposure in Russia, including completion of the wind-down of its consumer and local commercial banking operations and nearly all of its institutional banking services in the country, may be negatively impacted by macroeconomic challenges and uncertainties, local market conditions, and sanctions and other governmental regulations or actions.
Moreover, Citi’s remaining operations in Russia subject Citi to various other risks, among which are foreign currency volatility, including appreciations or devaluations; restrictions arising from retaliatory Russian laws and regulations on the conduct of its business, including, without limitation, its provision to its customers of certain securities services; sanctions or asset freezes; and other deconsolidation events. Examples of triggers that may result in deconsolidation of Citi’s subsidiary bank in Russia, AO Citibank, include voluntary or forced sale of ownership or loss of control due to actions of relevant governmental authorities, including expropriation (i.e., the entity becomes subject to the complete control of a government, court, administrator, trustee or regulator); revocation of banking license; and loss of ability to elect a board of directors or appoint members of senior management. In the event of a loss of control of AO Citibank, Citi would be required to write off its net investment in the entity, recognize a CTA loss through earnings and recognize a loss on intercompany liabilities owed by AO Citibank to other Citi entities outside of Russia. In the sole event of a substantial liquidation, as opposed to a loss of control, Citi would be required to recognize the CTA loss through earnings and would evaluate its remaining net investment as circumstances evolve. Additionally, Citi may incur reputational harm if its actions are perceived to be misaligned with Citi’s announced reductions of its operations and exposure in Russia. For additional information about these risks, see the operational processes and systems, cybersecurity and emerging markets risk factors and “Managing Global Risk—Other Risks—Country Risk—Russia” below.
COVID-19 is expected to continue to adversely affect global health and could negatively impact macroeconomic conditions in 2023. The extent of the impact remains uncertain
41


and will largely depend on future developments in China, the U.S. and other countries, such as the severity and duration of the public health consequences, including the course of variants; the public response; and government actions. COVID-19 could again disrupt supply chains, worsen inflation and reduce economic activity. These factors could adversely impact Citi’s businesses and results of operations and financial condition.
Additional areas of uncertainty include, among others, economic and geopolitical challenges related to China, including related policy actions, distress in Chinese real estate finance and other credit markets, tensions or conflicts between China and Taiwan and/or between China and the U.S.; significant disruptions and volatility in financial markets, including foreign currency volatility and devaluations and continued strength in the U.S. dollar; other geopolitical tensions and conflicts; protracted or widespread trade tensions; financial market, other economic and political disruption driven by populist movements and governments; natural disasters; other pandemics; and election outcomes, including the effects of divided government in the U.S., such as with respect to raising of the federal debt limit. For example, Citi’s market-making businesses can suffer losses resulting from the widening of credit spreads due to unanticipated changes in financial markets. Moreover, adverse developments or downturns in one or more of the world’s larger economies would likely have a significant impact on the global economy or the economies of other countries because of global financial and economic linkages.

STRATEGIC RISKS

Citi’s Ability to Return Capital to Common Shareholders Consistent with Its Capital Planning Efforts and Targets Substantially Depends on Regulatory Capital Requirements, Including the Results of the CCAR Process and the Results ofDodd-Frank Act Regulatory Stress Tests.
Citi’s ability to return capital to its common shareholders consistent with its capital planning efforts and targets, whether through its common stock dividend or through a share repurchase program, substantially depends, among other things, on regulatory approval,capital requirements, including throughthe annual recalibration of the Stress Capital Buffer (SCB), which is based upon the results of the CCAR process required by the Federal Reserve Board (FRB)FRB, and recalibration of the supervisory stress tests required under the Dodd-Frank Act. TheGSIB surcharge.
Citi’s ability to return capital also depends on Citi’sits results of
operations and financial condition, including the capital impact related to its remaining divestitures, such as, among other things, any temporary capital impact from CTA losses (net of hedges) between transaction signings and closings and achievement of the expected capital benefits from the divestitures (for additional information, see “Executive Summary” above and the continued investments risk factor below); Citi’s effectiveness in planning, managing and calculating its level of risk-weighted assets under both the Advanced Approaches and the Standardized Approach, Supplementary Leverage ratio (SLR) and GSIB surcharge. Citi’ssurcharge; its implementation and maintenance of an effective capital planning process and management framework; forecasts of macroeconomic conditions; and deferred tax asset (DTA) utilization (see the ability to accurately predict, interpretutilize DTA risk factor below).
Changes in regulatory capital rules, requirements or explaininterpretations could continue to stakeholdershave a material impact on Citi’s regulatory capital. For example, on October 1, 2022, Citi’s required regulatory CET1 Capital ratio increased to 11.5% from 10.5% due to an increase in the outcomeSCB requirement (see below for information on calculation of the CCAR process, and thusSCB). In addition, on January 1, 2023, Citi’s required regulatory CET1 Capital ratio further increased to address any market or investor perceptions, may be limited12% from 11.5% under the Standardized Approach, as the FRB’s assessmentcurrent GSIB surcharge increased to 3.5% from 3.0%. Due to these increases as well as macroeconomic uncertainty, Citi paused common share repurchases beginning as of Citi’s capital adequacy is conducted using the FRB’s proprietary stress test models.third quarter of 2022. In addition, allthe U.S. banking agencies are considering a number of changes to the U.S. regulatory capital framework in the future, including, but not limited to, revisions to the U.S. Basel III rules, and potential changes to the GSIB surcharge, SLR and discretionary Countercyclical Capital Buffer. All of these potential changes could negatively impact Citi’s regulatory capital position or increase Citi’s regulatory capital requirements.
All firms subject to CCAR firms,requirements, including Citi, will continue to be subject to a rigorous regulatory evaluation of their capital planning practices, including, but not limited to, governance, risk management, data quality and internal controls. For additional information on Citi’s ability to return capital may be adversely impacted if such an evaluation of capital to common shareholdersCiti results in 2019 as well as the CCAR process, supervisory stress test requirements and GSIB surcharge, see “Capital Resources—Overview” and “Capital Resources—Current Regulatory Capital Standards—Stress Testing Component of Capital Planning” above and the risk management risk factor below.
negative findings. The FRB has stated that it expects leading capital adequacy practices to continue to evolve and to likely be determined by the FRB each year as a result of its yearly cross-firm review of capital plan submissions. Similarly, the FRB has indicated that, as part of its stated goal to continually evolve its annual stress testing requirements, several parameters of the annual stress testing process may continue to be altered, including the severity of the stress test scenario, the FRB modeling of Citi’s balance sheet, pre-provision net revenue and stress losses, and the addition of components deemed important by the FRB.
Citi will be required For information on limitations on Citi’s ability to incorporatereturn capital to common shareholders, as well as the current expected credit losses (CECL) methodology into its stress testing methodologies, data and disclosure beginning with the 2020CCAR process, supervisory stress test cycle.requirements and GSIB surcharge, see “Capital Resources—Overview” and “Capital Resources—Stress Testing Component of Capital Planning” above and the risk management risk factor below.
Beginning January 1, 2022, Citi was required to phase into regulatory capital, at 25% per year, the changes in retained earnings, DTAs and ACL determined upon the January 1, 2020 CECL adoption date, as well as subsequent changes in the ACL through December 31, 2021. The FRB has stated that it plans to maintain its current framework for calculating allowances on loans in the supervisory stress test forthrough the 2020 and 2021
2023 supervisory stress test cycles, andcycle, while continuing to evaluate appropriate future enhancements to this framework as best practices for implementing CECL are developed.framework. The impacts on Citi’s capital adequacy of incorporatingthe FRB’s incorporation of CECL into its supervisory stress tests on an ongoing basis, and of other potential regulatory changes in the FRB’s stress testing methodologies, remain unclear. For additional information regarding the CECL methodology, including the transition provisions related to the “Day One” adverse regulatory capital effects resulting from adoption of the CECL methodology, see “Capital Resources—Current Regulatory Capital Standards—Regulatory Capital Treatment—Implementation and Modified
42


Transition of the Current Expected Credit Losses (CECL) Methodology” above and Note 1 to the Consolidated Financial Statements.1.
In addition, in 2018, the FRB proposed to more closely integrate the results of the quantitative assessment in CCAR with firms’ ongoing minimum capital requirements under the U.S. Basel III rules. Proposed changes to theannual stress testing regime include, among others, introduction of a firm-specific “stressrequirements are integrated into ongoing regulatory capital buffer” (SCB), which would be equal torequirements. Citi’s SCB equals the maximum decline in a firm’s Common Equity Tier 1its CET1 Capital ratio under athe supervisory severely adverse scenario over a nine-quarter CCAR measurement period, plus four quarters of planned common stock dividends, subject to a minimum requirement of 2.5%. The FRB proposed that the SCB would replace the capital conservation buffer in Citi’s ongoing regulatory capital requirements for Standardized Approach capital ratios. The SCB would beis calculated by the FRB using its proprietary data and modeling of each firm’s results. Accordingly, a firm’sCiti’s SCB wouldmay change annually, based on the supervisory stress test results, thus potentially resulting in year-to-yearadditional volatility in the calculation of Citi’s required regulatory CET1 Capital ratio under the SCB.Standardized Approach. Similar to the other regulatory capital buffers, a breach of the SCB may result in graduated limitations on capital distributions. For additional information on the FRB’s proposal, including calculation of the SCB, see “Capital Resources—Regulatory Capital Standards Developments”Buffers” above.
Although various uncertainties exist regarding the extent of, and the ultimate impact to Citi from, these changes to the FRB’s regulatory capital, stress testing and CCAR regimes, these changes would likelycould increase the level of capital Citi is required or elects to hold, including as part of Citi’s estimated management buffer, thus potentially impacting the extent to which Citi is able to return capital to shareholders.

Macroeconomic, Geopolitical and Other Challenges and Uncertainties Globally Could Have a Negative Impact on Citi’s Businesses and Results of Operations.
Citi has experienced, and could experience in the future, negative impacts to its businesses and results of operations as a result of macroeconomic, geopolitical and other challenges, uncertainties and volatility. For example, protracted or widespread trade tensions, including changes in trade policies, which have resulted in retaliatory measures from other countries, could result in a further reduction or realignment of trade flows among countries and negatively impact businesses, sectors and economic growth rates. In addition, adverse developments or downturns in one or more of the world’s larger economies would likely have a significant impact on the global economy or the economies of other countries because of global financial and economic linkages. Additional areas of uncertainty include, among others, geopolitical tensions and

conflicts, natural disasters, pandemics and election outcomes. For example, it was reported in January 2020 that a novel strain of coronavirus which first surfaced in China, had spread to several other countries, resulting in various uncertainties, including the potential impact to Asian and global economies, trade and consumer and corporate clients.
Governmental fiscal and monetary actions, or expected actions, such as changes in interest rate policies and any program implemented by a central bank to change the size of its balance sheet, could significantly impact interest rates, economic growth rates, the volatility of global financial markets, foreign exchange rates and capital flows among countries. For example, in 2019, the FRB reduced its benchmark U.S. interest rate three times to add additional stimulus to the U.S. economy. The interest rates on Citi loans are typically based off or set at a spread over a benchmark interest rate, including the U.S. benchmark interest rate, and are therefore likely to decline as benchmark rates decline. By contrast, the interest rates at which Citi pays depositors are already low and unlikely to decline much further. Consequently, declining loan rates and largely unchanged deposit rates would likely compress Citi’s net interest revenue. Citi’s net interest revenue could also be adversely affected due to a flattening of the interest rate yield curve (e.g., a lower spread between shorter-term versus longer-term interest rates), as Citi, similar to other banks, typically pays interest on deposits based on shorter-term interest rates and earns money on loans typically based on longer-term interest rates. For additional information on Citi’s interest rate risk, see “Managing Global Risk—Market Risk—Net Interest Revenue at Risk” below.
Despite the U.K.’s official withdrawal from the European Union (EU) as of January 31, 2020, numerous uncertainties continue to exist regarding the U.K.’s future relationship with the EU. For example, the terms of the U.K. withdrawal continue to be negotiated between the U.K. and the EU, including their future trading relationship. It remains unclear whether the parties will be able to agree on terms prior to the end of the currently scheduled transition period on December 31, 2020. If no agreement is reached on terms of the exit in a timely manner, it would likely result in what is commonly referred to as a “no deal” or “hard” exit scenario. A hard exit scenario would result in the U.K. and EU losing reciprocal financial services license-passporting rights and require the U.K. to deal with the EU as a third-country regime, but without an equivalence regime or transition period in place. A hard exit scenario could cause severe disruptions in the movement of goods and services between the U.K. and EU countries and negatively impact financial markets and the U.K. and EU economies. Citi’s business and operations could be impacted by these and other factors, including the preparedness and reaction of clients, counterparties and financial markets infrastructure. For information about Citi’s actions to manage the U.K.’s exit from the EU, see “Managing Global Risk—Strategic Risk—Exit of U.K. from EU” below. Further, the economic and fiscal situations of some EU countries have remained fragile, and concerns and uncertainties remain in the U.K. and Europe over the resulting effects of the U.K.’s exit from the EU.
These and additional global macroeconomic, geopolitical and other challenges, uncertainties and volatilities have negatively impacted, and could continue to negatively impact, Citi’s businesses, results of operations and financial condition, including its credit costs, revenues in its Markets and securities services and other businesses, and AOCI (which would in turn negatively impact Citi’s book and tangible book value).

Citi, Its Management and Its Businesses Must Continually Review, Analyze and Successfully Adapt to Ongoing Regulatory and Legislative Uncertainties and Changes in the U.S. and Globally.
Despite the adoption of final regulations and laws in numerous areas impacting Citi and its businesses over the past several years, Citi, its management and its businesses continuallycontinue to face ongoing regulatory and legislative uncertainties and changes, both in the U.S. and globally. While the areas of ongoing regulatory and legislative uncertainties and changes facing Citi are too numerous to list completely, various examples include, but are not limited to (i) potential fiscal, monetary, regulatorytax, sanctions and other changes arising frompromulgated by the U.S. federal government and others;other governments, including as a result of priority shifts depending on individuals, political parties and other groups in governmental positions; (ii) potential changes to various aspects of the regulatory capital framework and requirements applicable to Citi, including the Basel III rules (see the capital return risk factor and “Capital Resources—Regulatory Capital Standards Developments” above); and (iii) the terms ofrapidly evolving legislative and regulatory requirements and other uncertainties resulting fromgovernment initiatives in the U.K.’s exit from the EUU.S. and globally related to climate change and other ESG areas that vary, and may conflict, across jurisdictions, including any new disclosure requirements (see the macroeconomic challenges and uncertaintiesclimate change risk factor above)below). When referringReferences to “regulatory,” Citi is including“regulatory” refer to both formal regulation and the views and expectations of itsCiti’s regulators in their supervisory roles.
Ongoing regulatory and legislative uncertainties and changes make Citi’s and its management’s long-term business, balance sheet and budget planning difficult or subject to change. For example, U.S. and other regulators globally have implemented and continue to discuss variousin February 2023, the Consumer Financial Protection Bureau proposed significant changes to certain regulatory requirements,the maximum amounts on credit card late fees, which, if adopted as proposed, would require ongoing assessment by management as to the impact to Citi, its businessesreduce credit card fee revenues in Branded cards and business planning. Business planning is required to be based on possible or proposed rules or outcomes, which can change dramatically upon finalization, or upon implementation or interpretive guidance from numerous regulatory bodies worldwide, and such guidance can change.
Moreover,Retail services in PBWM. In addition, U.S. and international regulatory and legislative initiatives have not always been undertaken or implemented on a coordinated basis, and areas of divergence have developed and continue to develop with respect to thetheir scope, interpretation, timing, structure or approach, leading to inconsistent or even
conflicting requirements, including within a single jurisdiction. For example, in May 2019, the European Commission adopted, as part of Capital Requirements Directive V (CRD V), a new requirement for major banking groups headquartered outside the EU (which would include Citi) to establish an intermediate EU holding company where the foreign bank has two or more institutions (broadly meaning banks, broker-dealers and similar financial firms) established in the EU. While in some respects the requirement mirrors an existing U.S. requirement for non-U.S. banking organizations to form U.S. intermediate holding companies,

the implementation of the EU holding company requirement could lead to additional complexity with respect to Citi’s resolution planning, capital and liquidity allocation and efficiency in various jurisdictions.
Further, ongoing regulatory and legislative uncertainties and changes make Citi’s and its management’s long-term business, balance sheet and strategic budget planning difficult, subject to change and potentially more costly and may impact its results of operations. U.S. and other regulators globally have implemented and continue to discuss various changes to certain regulatory requirements, which would require ongoing assessment by management as to the impact to Citi, its businesses and business planning. For example, while the Basel III regulatory reforms and revised market risk framework have been finalized at the international level, there remain significant uncertainties with respect to the integration of these revisions into the U.S. regulatory capital framework. Business planning is required to be based on possible or proposed rules or outcomes, which can change dramatically upon finalization, or upon implementation or interpretive guidance from numerous regulatory bodies worldwide, and such guidance can change. Regulatory and legislative changes have also significantly increased Citi’s compliance risks and costs (see the implementation and interpretation of regulatory changes risk factor below). and can adversely affect Citi’s businesses, results of operations and financial condition.

Citi’s Continued InvestmentsInvestment and EfficiencyOther Initiatives as Part of Its Transformation and Strategic Refresh May Not Be as Successful as It Projects or Expects.
Citi continues to leverageAs part of its scaletransformation and make incremental investments to deepen client relationships, increase revenues and lower expenses. For example,other strategic initiatives, Citi continues to make significant investments to improve its risk and control environment, modernize its data and technology infrastructure and further enhance its digital capabilities acrosssafety and soundness (for additional information on these investments, see “Executive Summary” above and the franchise, including digital platformslegal and mobile and cloud-based solutions, as well as make investments inregulatory proceedings risk management and controls. Citi also has been investing in higher-return businesses, such as the U.S. cards and wealth management businesses in Global Consumer Banking (GCB) and treasury and trade solutions, securities services and other businesses in Institutional Clients Group (ICG)factor below). Citi also continues to execute onmake business-led investments, as part of the execution of its previously disclosed investment of more than $1 billion in Citibanamex. Further,strategic refresh. For example, Citi has been making investments across the Company, including, for example, hiring front office colleagues and enhancing product capabilities and platforms to improve client digital experiences and add scalability and implementing new capabilities and partnerships. Citi has also been pursuing efficiencyproductivity improvements through various technology and digital initiatives, organizational simplification and location strategies, which are intended to self-fund Citi’s incremental investment initiatives as well as offset growth-driven expenses.strategies.
Citi’s investmentsmultiyear transformation initiatives involve significant execution complexity, and efficiency initiatives are being undertaken as part of its overall strategy to meet operational and financial objectives, including, among others, those relating to shareholder returns. Therethere is no guaranteeinherent risk that these or other initiatives Citi may pursue will not be as productive or effective as Citi expects,
43


or at all. Conversely, failure to properly invest in and upgrade Citi’s technology and processes could result in Citi’s inability to meet regulatory expectations, be sufficiently competitive, serve clients effectively and avoid operational errors (for additional information, see the operational processes and systems and legal and regulatory proceedings risk factors below). Moreover, Citi’s ability to achieve expected returns on its investments and productivity improvements depends, in part, on factors that it cannot control, including, among others, macroeconomic challenges and uncertainties; customer, client and competitor actions; and ongoing regulatory requirements or changes.
Citi’s strategic refresh also includes the divestiture of its remaining consumer banking businesses in Legacy Franchises, including Mexico Consumer/SBMM, in order to simplify the Company and enhance its allocation of resources. These divestitures involve significant uncertainty and execution complexity, and may result in additional CTA or other losses, charges or other negative financial or strategic impacts, which could be material (for information about risks related to Citi’s operations in Russia, see the macroeconomic challenges and uncertainties risk factor above and “Managing Global Risk—Other Risks—Country Risk—Russia” below). For additional information about CTA losses, see “Executive Summary” and the capital return risk factor above and the incorrect assumptions or estimates risk factor below.
Citi’s investment and efficiencyother initiatives may continue to evolve as its business strategies, and the market environment and regulatory expectations change, which could make the initiatives more costly and more challenging to implement, and limit their effectiveness. Moreover,

Climate Change Presents Various Financial and Non-Financial Risks to Citi and its Customers and Clients.
Climate change presents both immediate and long-term risks to Citi and its customers and clients, with the risks expected to increase over time. Climate risks can arise from both physical risks (those risks related to the physical effects of climate change) and transition risks (risks related to regulatory, market, technological, stakeholder and legal changes from a transition to a low-carbon economy). Physical and transition risks can manifest themselves differently across Citi’s risk categories in the short, medium and long terms. Physical risks from climate change include acute risks, such as hurricanes and floods, as well as consequences of chronic changes in climate, such as rising sea levels, prolonged droughts and systemic changes to geographies and any resulting population migration. Such physical risks could have adverse financial, operational and other impacts on Citi, both directly on its business and operations, and indirectly as a result of impacts to Citi’s clients, customers, vendors and other counterparties. These impacts can include destruction, damage or impairment of properties and other assets, disruptions to business operations and supply chains and reduced availability or increase in the cost of insurance. Physical risks can also impact Citi’s credit risk exposures, for example, in its mortgage and commercial real estate lending businesses.
Transition risks may arise from changes in regulations or market preferences toward low-carbon industries or sectors, which in turn could have negative impacts on asset values,
results of operations or the reputations of Citi and its customers and clients. For example, Citi’s corporate credit exposures include oil and gas, power and other industries that may experience reduced demand for carbon-intensive products due to the transition to a low-carbon economy. Failure to adequately consider transition risk in developing and executing on its business strategy could lead to a loss of market share, lower revenues and higher credit costs.
Additionally, if Citi’s response to climate change is perceived to be ineffective or insufficient or Citi is unable to achieve its objectives or commitments relating to climate change, its businesses, reputation, attractiveness to certain investors and efforts to recruit and retain employees may suffer. For example, the need to decarbonize in a gradual and orderly way, while promoting energy security, may lead to continued exposure to carbon-intensive activity that in turn may raise such reputational risks.
Even as some regulators seek to mandate additional disclosure of climate-related information, Citi’s ability to achieve expected returnscomply with such requirements and conduct more robust climate-related risk analyses may be hampered by lack of information and reliable data. Data on its investmentsclimate-related risks is limited in availability, often based on estimated or unverified figures, collected and reported on a lag, and variable in quality. Modeling capabilities to analyze climate-related risks and interconnections are improving, but remain incomplete. Moreover, U.S. and non-U.S. banking regulators and others are increasingly focusing on the issue of climate risk at financial institutions, both directly and with respect to their clients. For example, in December 2022, the FRB requested comment on draft principles that would provide a high-level framework for the safe and sound management of exposures to climate-related financial risks for FRB-supervised financial institutions with more than $100 billion in assets.
Legislative and regulatory changes and uncertainties regarding climate-related risk management and disclosures are likely to result in higher regulatory, compliance, credit, reputational and other risks and costs savings depends, in part, on factors that it cannot control, such as macroeconomic conditions, customer, client and competitor actions andfor Citi (for additional information, see the ongoing regulatory and legislative uncertainties and changes among others.

Uncertainties Regarding the Transition Away from or Possible Discontinuance of the London Inter-Bank Offered Rate (LIBOR) or Any Other Interest Rate Benchmark Could Have Adverse Consequences for Market Participants, Including Citi.
LIBOR is extensively used as a “benchmark” or “reference rate” across financial productsrisk factor above). In addition, Citi could face increased regulatory, reputational and markets globally. The U.K. Financial Conduct Authority (FCA) has raised questions about the future sustainability of LIBOR, and,legal scrutiny as a result the FCA obtained voluntary panel bank support to sustain LIBOR only until 2021, and LIBOR is expected to be discontinued as early as January 1, 2022. In addition, following guidance provided by the Financial Stability Board, other regulators have suggested reforming or replacing other benchmark rates with alternative reference rates. Accordingly, the transition away from and discontinuance of LIBOR or any other benchmark
rate presents various uncertainties, risks and challenges to financial markets and institutions, including Citi. These include, among others, the pricing, liquidity, value of, return on and market for financial instruments and contracts that reference LIBOR or any other applicable benchmark rate.
Citi issues, trades, holds or otherwise uses a substantial amount of securities or products that reference LIBOR, including, among others, derivatives, corporate loans, commercial and residential mortgages, credit cards, securitized productsits climate risk, sustainability and other securities. The transition awayESG-related commitments and disclosures. Citi also faces potentially conflicting anti-ESG initiatives from and discontinuation of LIBOR presents significant operational, legal, reputational or compliance, financialcertain U.S. state governments that may impact its ability to conduct certain business within those jurisdictions, as well as from Congress.
For information on Citi’s climate and other risks to Citi. For example, LIBOR transition presents various challenges related to contractual mechanics of existing floating rate financial instrumentssustainability initiatives, see “Sustainability and contracts that reference LIBOR and mature after 2021. Certain of these instruments and contracts do not provide for alternative benchmark rates, which makes it unclear what the future benchmark rates would be after LIBOR’s cessation. Even if the instruments and contracts provide for a transition to alternative benchmark rates, the new benchmark rates may significantly differ from the prior rates. As a result, Citi may need to proactively address any contractual uncertainties or rate differences in such instruments and contracts, which would likely be both time consuming and costly. In addition, the transition away from and discontinuance of LIBOR could result in disputes, including litigation, involving holders of outstanding instruments and contracts that reference LIBOR, whether or not the underlying documentation provides for alternative benchmark rates. Citi will also need to develop significant internal systems and infrastructure to transition to alternative benchmark rates to both manage its businesses and support clients.
Other ESG Matters” below. For additional information abouton Citi’s ongoing management of LIBOR transitionclimate risk, see “Managing Global Risk—Strategic Risk—LIBOR TransitionRisks—Climate Risk” below.

Citi’s Ability to Utilize Its DTAs, and Thus Reduce the Negative Impact of the DTAs on Citi’s Regulatory Capital, Will Be Driven by Its Ability to Generate U.S. Taxable Income.
At December 31, 2019,2022, Citi’s net DTAs were $23.1$27.7 billion, net of a valuation allowance of $6.5$2.4 billion, of which $10.7$10.9 billion was excludeddeducted from Citi’s Common Equity Tier 1CET1 Capital under the U.S.
44


Basel III rules, (for additional information, see “Capital Resources—Components of Citigroup Capital” above).primarily relating to net operating losses, foreign tax credit and general business credit carry-forwards. Of the net DTAs at December 31, 2019, $6.32022, $1.9 billion related to foreign tax credit (FTC) carry-forwards, (FTCs), net of a valuation allowance. The carry-forward utilization period for FTCs is 10 years and represents the most time-sensitive component of Citi’s DTAs. The FTC carry-forwards at December 31, 20192022 expire over the period of 2020–2025–2029. Citi must utilize any FTCs generated in the then-current-year tax return prior to utilizing any carry-forward FTCs.
The accounting treatment for realization of DTAs, including FTCs, is complex and requires significant judgment and estimates regarding future taxable earnings in the jurisdictions in which the DTAs arise and available tax planning strategies. Forecasts of future taxable earnings will depend upon various factors, including, among others, macroeconomic conditions. In addition, any future increase in U.S. corporate tax rates could result in an increase in Citi’s DTA, which may subject more of Citi’s existing DTA to exclusion from regulatory capital while improving Citi’s ability to utilize its FTC carry-forwards.
Citi’s overall ability to realize its DTAs will

primarily be dependent upon Citi’sits ability to generate U.S. taxable income in the relevant tax carry-forward periods. Although utilization of FTCs in any year is generally limited to 21% of foreign source taxable income in that year, overall domestic losses (ODL) that Citi has incurred in the past allow it to reclassify domestic source income as foreign source. Failure to realize any portion of the net DTAs would have a corresponding negative impact on Citi’s net income and financial returns.
Citi has not been and does not expect to be subject to the Base Erosion Anti-Abuse Tax (BEAT), which, if applicable to Citi in any given year, would have a significantly adverse effect on both Citi’s net income and regulatory capital.
For additional information on Citi’s DTAs, including FTCs, see “Significant Accounting Policies and Significant Estimates—Income Taxes” below and Notes 1 and 9 to the Consolidated Financial Statements.9.

Citi’s Interpretation or Application of the Complex Tax Laws to Which It Is Subject Could Differ from Those of the Relevant Governmental Authorities, Which Could Result in Litigation or Examinations and the Payment of Additional Taxes, Penalties or Interest.
Citi is subject to various income-based and non-income-based tax laws of the U.S. and its states and municipalities, as well as the numerous non-U.S. jurisdictions in which it operates. These tax laws are inherently complex, and Citi must make judgments and interpretations about the application of these laws including the Tax Cuts and Jobs Act (Tax Reform), to its entities, operations and businesses.
For example, the Organization for Economic Cooperation and Development (OECD) Pillar 2 initiative contemplates a 15% global minimum tax with respect to earnings in each separate country. EU member states are required to adopt the OECD Pillar 2 rules in 2023, and other non-U.S. countries are expected to follow suit. Under these rules, Citi will be required to pay a “top-up” tax to the extent that Citi’s effective tax rate in any given country is below 15%. The U.S. is not expected to pass Pillar 2 legislation in the near term, but the top-up tax can be collected by other countries. While many aspects of the
application of the rules remain uncertain, Citi does not expect a material effect to its earnings.
In addition, Citi is subject to litigation or examinations with U.S. and non-U.S. tax authorities regarding non-income-based tax matters. While Citi has appropriately reserved for such matters where there is a probable loss, and has disclosed, as reasonably possible, matters that are more-likely-than-not, the outcome from the matters may be different than Citi’s expectations. Citi’s interpretations andor application of the tax laws, including with respect to Tax Reform, withholding, stamp, service and other non-income taxes, could differ from that of the relevant governmental taxing authority, which could result in the payment ofrequirement to pay additional taxes, penalties or interest, which could be material.

Citi’s Presence in the Emerging Markets Subjects It to Various Risks as well as Increased Compliance and Regulatory Risks and Costs.
During 2019, emerging markets revenues accounted for approximately 37% of Citi’s total revenues (Citi generally defines emerging markets as countries in Latin America, Asia
(other than Japan, Australia and New Zealand), Central and Eastern Europe, the Middle East and Africa). Although Citi continues to pursue its target client strategy, Citi’s presence in the emerging markets subjects it to a number of risks, including limitations of hedges on foreign investments, foreign currency volatility, sovereign volatility, election outcomes, regulatory changes and political events, foreign exchange controls, limitations on foreign investment, sociopolitical instability (including from hyperinflation), fraud, nationalization or loss of licenses, business restrictions, sanctions or asset freezes, potential criminal charges, closure of branches or subsidiaries and confiscation of assets. For example, Citi operates in several countries that have, or have had in the past, strict foreign exchange controls, such as Argentina, that limit its ability to convert local currency into U.S. dollars and/or transfer funds outside of those countries.
Moreover, if the economic situation in an emerging markets country where Citi operates were to deteriorate below
a certain level, U.S. regulators may impose mandatory loan loss or other reserve requirements on Citi, which would increase its credit costs and decrease its earnings (see “Strategic Risk—Country Risk—Argentina” below See Note 29 for additional information on emerging markets risk). In addition, political turmoillitigation and instability have occurred in certain regions and countries, including Asia, the Middle East and Latin America, which have required, and may continue to require, management time and attention and other resources (such as monitoring the impact of sanctions on certain emerging markets economies as well as impacting Citi’s businesses and results of operations in affected countries).examinations involving non-U.S. tax authorities.
Citi’s emerging markets presence also increases its compliance and regulatory risks and costs. For example, Citi’s operations in emerging markets, including facilitating cross-border transactions on behalf of its clients, subject it to higher compliance risks under U.S. regulations that are primarily focused on various aspects of global corporate activities, such as anti-money laundering regulations and the Foreign Corrupt Practices Act. These risks can be more acute in less developed markets and thus require substantial investment in compliance infrastructure or could result in a reduction in certain of Citi’s business activities. Any failure by Citi to comply with applicable U.S. regulations, as well as the regulations in the countries and markets in which it operates as a result of its global footprint, could result in fines, penalties, injunctions or other similar restrictions, many of which could negatively impact Citi’s results of operations and reputation (see the implementation and interpretation of regulatory changes and legal and regulatory proceedings risk factors below).

A Deterioration in or Failure to Maintain Citi’s Co-Branding or Private Label Credit Card Relationships Including as a Result of Any Bankruptcy or Liquidation, Could Have a Negative Impact on Citi’s Results of Operations or Financial Condition.Citi.
Citi has co-branding and private label relationships through its Citi-brandedBranded cards and Citi retailRetail services credit card businesses with various retailers and merchants, globally, whereby in the ordinary course of business Citi issues credit cards to customers of the retailers or merchants. The five largest relationships across both businesses in U.S. Personal Bankingconstituted an aggregate of approximately 10% of Citi’s revenues in 2022 (for additional information, see “Personal Banking and Wealth Management” above). Citi’s co-branding and private label agreements often provide for shared economics between the parties and generally have a fixed term. The five largest
Competition among card issuers, including Citi, for these relationships which include Sears, constituted an aggregate of approximately 11% ofis significant, and Citi may not be able to maintain such relationships on existing terms or at all. Citi’s revenues in 2019. Theseco-branding and private label relationships could also be negatively impacted by, among other things, the general economic environment, decliningincluding the impacts of significantly elevated levels of inflation, higher interest rates, global supply shocks and lower economic growth rates, as well as an increasing risk of recession; changes in consumer sentiment, spending patterns and credit card usage behaviors; a decline in sales and revenues, partner store closures, any reduction in air and business travel, or other operational difficulties of the retailer or merchant,merchant; early termination due to a contractual breach by Citi or by the retailer or merchant,exercise of other early termination right; or other factors, including bankruptcies, liquidations, restructurings, consolidations or other similar events.events, whether due to the challenging macroeconomic environment or otherwise.
Over the last several years, a number of U.S. retailers have continued to experience declining sales, which has resulted in significant numbers of store closures and, in a number of cases, bankruptcies, as retailers attempt to cut costs and reorganize. For example, despite its exit from bankruptcy in 2019, Sears continues to close stores and experience declining sales (for additional information regarding Citi retail

services’ co-brand and private label credit card products relationship with Sears, see “Global Consumer Banking—North America GCB” above). In addition, as has been widely reported, competition among card issuers, including Citi, for these relationships is significant, and it has become increasingly difficult in recent years to maintain such relationships on the same terms or at all.
While various mitigating factors could be available to Citi if any of the above events were to occur—such as by replacing the retailer or merchant or offering other card products—theseThese events, particularly early termination and bankruptcies or liquidations, could negatively impact the results of operations or financial condition of Citi-brandedBranded cards, Citi retailRetail services or Citi as a whole, including as a result of loss of revenues, increased expenses, higher cost of credit, impairment of purchased credit card relationships and contract-related intangibles or other losses (for(see Note 16 for information on Citi’s credit card related intangibles generally, see Note 16 to the Consolidated Financial Statements)generally).


45


Citi’s Inability in Its Resolution Plan Submissions to Address Any Shortcomings or Deficiencies Identified or Guidance Provided by the FRB and FDIC Could Subject Citi to More Stringent Capital, Leverage or Liquidity Requirements, or Restrictions on Its Growth, Activities or Operations, and Could Eventually Require Citi to Divest Assets or Operations.
Title I of the Dodd-Frank Act requires Citi to prepare and submit a plan to the FRB and the FDIC for the orderly resolution of Citigroup (the bank holding company) and its significant legal entities under the U.S. Bankruptcy Code in the event of future material financial distress or failure. On December 17, 2019,November 22, 2022, the FRB and FDIC issued feedback on the resolution plans filed on July 1, 20192021 by the eight U.S. GSIBs, including Citi. The FRB and FDIC identified one shortcoming, but no deficiencies, in Citi’s 2021 resolution plan. The shortcoming related to data integrity and data quality management issues, specifically, weaknesses in Citi’s processes and practices for producing certain data that could materially impact its resolution capabilities. If a shortcoming is not satisfactorily explained or addressed before, or in, the submission of the next resolution plan, relatingthe shortcoming may be found to governance mechanisms.be a deficiency in the next resolution plan. For additional information on Citi’s resolution plan submissions, see “Managing Global Risk—Liquidity Risk” below.
Under Title I, if the FRB and the FDIC jointly determine that Citi’s resolution plan is not “credible” (which, although not defined, is generally believed to mean the regulators do
not believe the plan is feasible or would otherwise allow the regulatorsCiti to resolve Citibe resolved in a way that protects systemically important functions without severe systemic disruption), or would not facilitate an orderly resolution of Citi under the U.S. Bankruptcy Code, and Citi fails to resubmit a resolution plan that remedies any identified deficiencies, Citi could be subjected to more stringent capital, leverage or liquidity requirements, or restrictions on its growth, activities or operations. If within two years from the imposition of any such requirements or restrictions Citi has still not remediated any identified deficiencies, then Citi could eventually be required to divest certain assets or operations. Any such restrictions or actions would negatively impact Citi’s reputation, market and investor perception, operations and strategy.

Citi’s Performance and the Performance of Its Individual BusinessesAbility to Effectively Execute Its Transformation and Other Strategic Initiatives Could Be Negatively Impacted if CitiIt Is Not Able to Effectively Compete for, Retain and Motivate Highly Qualified Employees.Colleagues.
Recent employment conditions and inflationary pressures have made the competition to hire and retain qualified employees significantly more challenging and costly. Citi’s performance and the performance of its individual businesses largely dependsdepend on the talents and efforts of its diverse and highly skilled employees.qualified colleagues. Specifically, Citi’s continued ability to compete in each of its businesses,lines of business, to manage its businesses effectively and to continue to execute its overall global strategytransformation and other strategic initiatives, including, for example, hiring front office colleagues to grow businesses or hiring colleagues to support transformation of its risk, controls, data and finance infrastructure and compliance, depends on its ability to attract new employeescolleagues and to retain and motivate its existing employees.
colleagues. If Citi is unable to continue to attract, retain and retainmotivate the most highly qualified employees,colleagues, Citi’s performance, including its competitive position, the successful execution of its overall strategytransformation and other strategic initiatives and its results of operations could be negatively impacted.
Citi’s ability to attract, retain and retain employeesmotivate colleagues depends on numerous factors, some of which are outside of its control. For example, the competition for talent recently has been particularly intense, and attrition rates have risen due to factors such as low unemployment, a strong job market with a large number of open positions, and changes in worker’s expectations, concerns and preferences, in part due to the pandemic, including an increased demand for remote work options and other job flexibility. Also, the banking industry generally is subject to more comprehensive regulation of executive and employee compensation than other industries, including deferral and clawback requirements for incentive compensation.compensation, which can make it unusually challenging for Citi often competesto compete in the marketlabor markets against businesses, including for talent with entitiesexample technology companies, that are not subject to such comprehensive regulatory requirements on the structure of incentive compensation, including, among others, technology companies.regulation. Other factors that could impact Citi’sits ability to attract, retain and retain employeesmotivate colleagues include, its culture and the management and leadership of the Company as well as its individual businesses,among other things, Citi’s presence in thea particular market or region, at issue and the professional and development opportunities and employee benefits it offers.offers, its reputation and its diversity. For information on Citi’s colleagues and workforce management, see “Human Capital Resources and Management” below.

Citi Faces Increased Competitive Challenges, Including from Financial Services and Other Companies and Others as well as Emerging Technologies Pose Increasingly Competitive Challenges to Citi.Technologies.
Citi operates in an increasingly evolving and competitive business environment, which includes both financial and non-financial services firms, such as traditional banks, online banks, financial technology companies and others. These companies compete on the basis of, among other factors, size, reach, quality and type of products and services offered, price, technology and reputation. Emerging technologies have the potentialCertain competitors may be subject to intensify competitiondifferent and, accelerate disruption in the financial services industry.some cases, less stringent legal and regulatory requirements, whether due to size, jurisdiction, entity type or other factors, placing Citi at a competitive disadvantage.
For example, Citi competes with other financial services companies in the U.S. and globally that continue to develop and introduce new products and services. In recent years, non-financialnon-traditional financial services firms, such as financial technology companies, have begun to offer services traditionally provided by financial institutions, such as Citi.Citi, and have sought bank charters to provide these services. These firms attempt to use technology and mobile platforms to enhance the ability of companies and individuals to borrow, money, save and invest. invest money. Emerging technologies have the potential to intensify competition and accelerate disruption in the financial services industry. For example, despite recent turmoil in the digital asset market, there is sustained interest from clients and investors in digital assets. Financial services firms and other market participants have begun to offer services related to those assets. However, Citi may not be able to provide the same or similar services for legal or regulatory reasons and due to increased compliance and other risks. In
46


addition, changes in the payments space (e.g., instant and 24x7 payments) are accelerating, and, as a result, certain of Citi’s products and services could become less competitive.
Increased competition and emerging technologies have required and could require Citi to change or adapt its products and services to attract and retain customers or clients or to compete more effectively with competitors, including new market entrants. Simultaneously, as Citi develops new products and services leveraging emerging technologies, new risks may emerge that, if not designed and governed adequately, may result in control gaps and in Citi operating outside of its risk appetite. For example, instant and 24x7 payments products could be accompanied by challenges to forecasting and managing liquidity, as well as increased operational and compliance risks.
Moreover, Citi relies on third parties to support certain of its product and service offerings, which may put Citi at a disadvantage to competitors who may directly offer a broader array of products and services. Also, Citi’s businesses, results of operations and reputation may suffer if any third party is unable to provide adequate support for such product and service offerings, whether due to operational incidents or otherwise (for additional information, see the operational processes and systems, cybersecurity and emerging markets risk factors below).
To the extent that Citi is not able to compete effectively with thesefinancial technology companies and other firms, Citi could be placed at a competitive disadvantage, which could result in loss of customers and market share, and its businesses, results of operations and financial condition could suffer. For additional information on Citi’s competitors, see the co-brand and private label cards and qualified colleagues risk factorfactors above and “Supervision, Regulation and Other—Competition” below.


OPERATIONAL RISKS

A Failure or Disruption of Citi’s Operational Processes or Systems Could Negatively Impact Citi’sIts Reputation, Customers, Clients, Businesses or Results of Operations and Financial Condition.
A significant portion of Citi’s global operations reliesrely heavily on its technology, including the accurate, timely and secure processing, management, storage and transmission of confidential transactions, data and other information as well as the monitoring of a large numbersubstantial amount of data and complex transactions on a minute-by-minute basis. For example, through GCB and treasury and trade solutions and securities services businesses in ICG,real time. Citi obtains and stores an extensive amount of personal and client-specific information for its retail, corporateconsumer and governmentalinstitutional customers and clients, and must accurately record and reflect their extensive account transactions.
Citi’s operations must also comply with complex and evolving laws and regulations in the countries in which it operates. With the evolving proliferation of new technologies and the increasing use of the internet, mobile devices and cloud technologies to conduct financial transactions and customers’ and clients’ increasing use of online banking and trading systems and other platforms, large global financial institutions such as Citi have been, and will continue to be, subject to an increasingever-increasing risk of operational loss, failure or disruption, orincluding as a result of cyber or information
security incidents from these activities (for additional information, see the cybersecurity risk factor below). These
Although Citi has continued to upgrade its technology, including systems to automate processes and enhance efficiencies, operational incidents are unpredictable and can arise from numerous sources, not all of which are infully within Citi’s control, including,control. These include, among others, human error, such as manual transaction processing errors, which can be exacerbated by staffing challenges and processing backlogs; fraud or malice on the part of employees or third parties; operational or execution failures or deficiencies by third parties; insufficient (or limited) straight-through processing between legacy systems and any failure to design and effectively operate controls that mitigate operational risks associated with those legacy systems leading to potential risk of errors and operating losses; accidental system or technological failure,failure; electrical or telecommunication outages,outages; failures of or cyber incidents involving computer servers or infrastructure; or other similar losses or damage to Citi’s property or assets. These issuesassets (see also the climate change risk factor above).
For example, Citi has experienced and could experience further losses associated with manual transaction processing errors, including erroneous payments to lenders or manual errors by Citi traders that cause system and market disruptions and losses for Citi and its clients. Irrespective of the sophistication of the technology utilized by Citi, there will always be some room for human error. In view of the large transactions in which Citi engages, such errors could result in significant losses. While Citi has change management processes in place to appropriately upgrade its operational processes and systems to ensure that any changes introduced do not adversely impact security and operational continuity, such change management can fail or be ineffective. Operational incidents can also arise as a result of failures by third parties with which Citi does business, such as failures by internet, mobile technology and cloud service providers or other vendors to adequately follow procedures or processes, safeguard their systems andor prevent system disruptions or cyber attacks.cyberattacks.
Such events couldIncidents that impact information security and/or technology operations may cause interruptions disruptions and/or malfunctions in the operations of Citi (such aswithin Citi’s businesses (e.g., the temporary loss of availability of Citi’s online banking system or mobile banking platform), as well as the operations of its clients, customers or other third parties. In addition, operational incidents could involve the failure or ineffectiveness of internal processes or controls. Given Citi’s global footprint and the high volume of transactions processed by Citi, certain failures, errors or actions may be repeated or compounded before they are discovered and rectified, which would further increase these coststhe consequences and consequences. Any such eventscosts. Operational incidents could also result in financial losses as well as misappropriation, corruption or loss of confidential and other information or assets, which could significantly negatively impact Citi’s reputation, customers, clients, businesses or results of operations and financial condition, perhaps significantly.condition. Cyber-related and other operational incidents can also result in legal and regulatory actions or proceedings, fines and other costs (see the legal and regulatory proceedings risk factor below).
47


For information on Citi’s management of operational risk, see “Managing Global Risk—Operational Risk” below.

Citi’s and Third Parties’ Computer Systems and Networks Have Been, and Will Continue to Be Susceptible to an Increasing Risk of Continually Evolving, Sophisticated Cybersecurity ActivitiesIncidents That Could Result in the Theft, Loss, Misuse or Disclosure of Confidential Client or Customer Information, Damage to Citi’s Reputation, Additional Costs to Citi, Regulatory Penalties, Legal Exposure and Financial Losses.
Citi’s computer systems, software and networks are subject to ongoing cyber incidents, such as unauthorized access, loss or destruction of data (including confidential client information), account takeovers, unavailabilitydisruptions of service, phishing, malware, ransomware, computer viruses
or other malicious code, cyber attackscyberattacks and other similar events. These threats can arise from external parties, including cyber criminals, cyber terrorists, hacktivists (individuals or groups using cyberattacks to promote a political or social agenda) and nation statenation-state actors, as well as insiders who knowingly or unknowingly engage in or enable malicious cyber activities.
The increasing use of mobile and other digital banking platforms and services, cloud technologies and connectivity solutions to facilitate remote working for Citi’s employees all increase Citi’s exposure to cybersecurity risks. Citi’s wind-down of its businesses in Russia could also increase its susceptibility to cyberattacks (for additional information about Citi’s exposures related to its Russia operations, see the macroeconomic and geopolitical risk factor above and “Managing Global Risk—Other Risks—Country Risk—Russia” below).
Third parties with which Citi does business, as well as retailers and other third parties with which Citi’s customers do business, may also be sources of cybersecurity risks, particularly where activities of customers are beyond Citi’s security and control systems. For example, Citi outsources certain functions, such as processing customer credit card transactions, uploading content on customer-facing websites and developing software for new products and services. These relationships allow for the storage and processing of customer information by third-party hosting of, or access to, Citi websites, which could lead to compromise or the potential to introduce vulnerable or malicious code, resulting in security breaches impacting Citi customers. Furthermore, because financial institutions are becoming increasingly interconnected with central agents, exchanges and clearing houses, including as a result of the derivatives reforms over the last few years, Citi has increased exposure to cyber attackscyberattacks through third parties.While many of Citi’s agreements with the third parties include indemnification provisions, Citi may not be able to recover sufficiently, or at all, under thethese provisions to adequately offset any losses Citi may incur from third-party cyber incidents.
Citi hasand some of its third-party partners have been subject to intentional cyber incidentsattempted and sometimes successful cyberattacks from external sources over the last several years, including (i) denial of service attacks, which attemptedattempt to interrupt service to clients and customers,customers; (ii) hacking and malicious software installations intended to gain unauthorized access to information systems or to disrupt those systems; (iii) data
breaches which obtaineddue to unauthorized access to customer account datadata; and (iii)(iv) malicious software attacks on client systems, which attemptedin attempts to allowgain unauthorized entranceaccess to Citi’sCiti systems or client data under the guise of anormal client and the extraction of client data.transactions. While Citi’s monitoring and protection services were able to detect and respond to the incidents targeting its systems before they became significant, they still resulted in limited losses in some instances as well as increases in expenditures to monitor against the threat of similar future cyber incidents. There can be no assurance that such cyber incidents will not occur again, and they could occur more frequently, via novel tactics and on a more significant scale.
Further, although Citi devotes significant resources to implement, maintain, monitor and regularly upgrade its systems and networks with measures such as intrusion detection and prevention and firewalls to safeguard critical business applications, there is no guarantee that these measures or any other measures can provide absolute security. Because the methodstechniques used to cause cyber attacksinitiate cyberattacks change frequently or, in some cases, are not recognized until launched
or even later, Citi may be unable to implement effective preventive measures or otherwise proactively address these methods until they are discovered.methods. In addition, given the evolving nature of cyber threat actors and the frequency and sophistication of the cyber activities they carry out, the determination of the severity and potential impact of a cyber incident may not occurbecome apparent for a substantial period until afterof time following discovery of the incident has been discovered.incident. Also, while Citi engages in

certain actions to reduce the exposure resulting from outsourcing, such as performing security control assessments of third-party vendors and limiting third-party access to the least privileged level necessary to perform job functions, these actions cannot prevent all third-party-related cyber attackscyberattacks or data breaches.
Cyber incidents can result in the disclosure of personal, confidential or proprietary customer, client or clientemployee information, damage to Citi’s reputation with its clients and the market, customer dissatisfaction and additional costs to Citi, including expenses such as repairing systems, replacing customer payment cards, credit monitoring or adding new personnel or protection technologies. RegulatoryCyber incidents can also result in regulatory penalties, loss of revenues, exposure to litigation and other financial losses, including loss of funds, to both Citi and its clients and customers and disruption to Citi’s operational systems could also result from cyber incidents (for additional information on the potential impact of operational disruptions, see the operational processes and systems risk factor above). Moreover, the increasing risk of cyber incidents has resulted in increased legislative and regulatory scrutiny of firms’ cybersecurity protection services and calls for additional laws and regulations to further enhance protection of consumers’ personal data.
While Citi maintains insurance coverage that may, subject to policy terms and conditions including significant self-insured deductibles, cover certain aspects of cyber risks, such insurance coverage may be insufficient to cover all losses.losses and may not take into account reputational harm, the costs of which are impossible to quantify.
For additional information about Citi’s management of cybersecurity risk, see “Managing Global Risk—Operational Risk—Cybersecurity Risk” below.
48


Changes to or IncorrectErrors in Accounting Assumptions, Judgments or Estimates, or the Application of Certain Accounting Principles, Could Result in Citi’s Financial Statements Could Cause Significant Unexpected Losses or Impacts in the Future.Other Adverse Impacts.
U.S. GAAP requires Citi to use certain assumptions, judgments and estimates in preparing its financial statements, including, among other items, the estimate of the allowance for credit losses,ACL; reserves related to litigation, regulatory and tax matters exposures,matters; valuation of DTAs andDTAs; the fair values of certain assets and liabilities,liabilities; and the assessment of goodwill and other assets for impairment. These assumptions, judgments and estimates are inherently limited because they involve techniques, including the use of historical data in many circumstances, that cannot anticipate every economic and financial outcome in the markets in which Citi operates, nor can they anticipate the specifics and timing of such outcomes. For example, many models used by Citi include assumptions about correlation or lack thereof among prices of various asset classes or other items.market indicators that may not hold in times of market stress, limited liquidity or other unforeseen circumstances. If Citi’s assumptions, judgments or estimates underlying its financial statements are incorrect or differ from actual or subsequent events, Citi could experience unexpected losses or other adverse impacts, some of which could be significant. Citi could also experience declines in its stock price, be subject to legal and regulatory proceedings and incur fines and other losses. For additional information on the key areas for which assumptions and estimates are used in preparing Citi’s financial statements, see “Significant Accounting Policies and Significant Estimates” below and Notes 1 and 15.
For example, the CECL methodology requires that Citi provide reserves for a current estimate of lifetime expected credit losses for its loan portfolios and other financial assets, as applicable, at the time those assets are originated or acquired. This estimate is adjusted each period for changes in expected lifetime credit losses. Citi’s ACL estimate depends upon its CECL models and assumptions; forecasted macroeconomic conditions, including, among other things, the U.S. unemployment rate and U.S. inflation-adjusted gross domestic product (real GDP); and the credit indicators, composition and other characteristics of Citi’s loan portfolios and other applicable financial assets. These model assumptions and forecasted macroeconomic conditions will change over time, resulting in variability in Citi’s ACL, and, thus, impact its results of operations and financial condition, as well as regulatory capital due to the CECL phase-in (for additional information on the CECL phase-in, see the capital return risk factor above).
Moreover, Citi has incurred losses related to its foreign operations that are reported in the foreign currency translation adjustment (CTA)CTA components of Accumulated other comprehensive income (loss) (AOCI). In accordance with U.S. GAAP, a sale, or substantial liquidation or other deconsolidation event of any foreign operations, such as those related to Citi’s remaining divestitures or legacy businesses, would result in reclassification of any foreign CTA component of AOCIrelated to that foreign operation, including related hedges and taxes, into Citi’s earnings. For example, in the second quarter of 2022, Citi incurred a CTA loss (net of hedges) in AOCI released to earnings of approximately $400 million ($345 million after-tax) related to
the substantial liquidation of a legacy U.K. consumer operation (for additional information, see “Legacy Franchises” and “Corporate/Other” above and Note 2). For additional information on Citi’s accounting policy for foreign currency translation and its foreign CTA components of AOCI, see Notes 1 and 1920.

Changes to Financial Accounting and Reporting Standards or Interpretations Could Have a Material Impact on How Citi Records and Reports Its Financial Condition and Results of Operations.
Periodically, the Consolidated Financial Statements.
In addition, changesAccounting Standards Board (FASB) issues financial accounting and reporting standards that govern key aspects of Citi’s financial statements or interpretations thereof when those standards become effective, including those areas where Citi is required to make assumptions or estimates. Changes to financial accounting or reporting standards or interpretations, whether promulgated or required
by the FASB, the SEC, banking regulators or other regulators,others, could present operational challenges and could also require Citi to change certain of the assumptions or estimates it previously used in preparing its financial statements, which could negatively impact how it records and reports its financial condition and results of operations generally and/or with respect to particular businesses (see the changes to financial accounting and reporting standards risk factor below). Forbusinesses. See Note 1 for additional information on the key areas for which assumptionsCiti’s accounting policies and estimates are used in preparing Citi’s financial statements, see “Significant Accounting Policies and Significant Estimates” below and Notes 1 and 27 to the Consolidated Financial Statements.

Changes to Financial Accounting and Reporting Standards or Interpretations Could Have a Material Impact on How Citi Records and Reports Its Financial Condition and Results of Operations.
Periodically, the Financial Accounting Standards Board (FASB) issues financial accounting and reporting standards that may govern key aspects of Citi’s financial statements or interpretations thereof when those standards become effective, including those areas where Citi is required to make assumptions or estimates. For example, the FASB’s new accounting standard on credit losses (CECL), which became effective for Citi on January 1, 2020, requires earlier recognition of credit losses on loans and held-to-maturity securities and other financial assets. The CECL methodology requires that lifetime “expected credit losses” be recorded at the time the financial asset is originated or acquired. The expected credit losses are adjusted each period for changes in expected lifetime credit losses. The CECL methodology replaces the multiple existing impairment models under U.S. GAAP that generally required that a loss be “incurred” before it was recognized. The CECL methodology represents a significant change from existing GAAP and may result in material changes to Citi’s accounting, for financial instruments. Citi’s ongoing estimates of its expected credit losses will depend upon its CECL models and assumptions, existing and forecasted macroeconomic conditions and the credit quality, composition and other characteristics of Citi’s loan and other applicable portfolios. These factors are likely to cause variability in Citi’s expected credit losses under CECL compared to previous GAAP and, thus, impact its results of operations and regulatory capital. For additional information on this and other accounting standards, including the expected impacts on Citi’s results of operations and financial condition, see Note 1 to the Consolidated Financial Statements.condition.

If Citi’s Risk Management Processes, Strategies or Models Are Deficient or Ineffective, Citi May Incur Significant Losses and Its Regulatory Capital and Capital Ratios Could Be Negatively Impacted if Its Risk Management Processes, Strategies or Models Are Deficient or Ineffective.Impacted.
Citi utilizes a broad and diversified set of risk management and mitigation processes and strategies, including the use of risk models in enacting processes and strategies as well as in analyzing and monitoring the various risks Citi
assumes in conducting its activities. For example, Citi uses models as part of its comprehensive stress testing initiatives across Citi.the Company. Citi also relies on data to aggregate, assess and

manage various risk exposures. Management of these risks is made even more challenging within a global financial institution such as Citi, particularly given the complex, diverse and rapidly changing financial markets and conditions in which Citi operates as well as that losses can occur unintentionally from untimely, inaccurate or incomplete processes caused by unintentional human error.and data. As discussed below, in October 2020, Citigroup and Citibank entered into consent orders with the FRB and OCC that require Citigroup and Citibank to make improvements in various aspects of enterprise-wide risk management, compliance, data quality management and governance and internal controls (see “Citi’s Consent Order Compliance” above and the legal and regulatory proceedings risk factor below).
TheseCiti’s risk management processes, strategies and models are inherently limited because they involve techniques, including the use of historical data in many circumstances, assumptions and judgments that cannot anticipate every economic and financial outcome in the markets in which Citi operates, nor can they anticipate the specifics and timing of
49


such outcomes. For example, many models used by Citi include assumptions about correlation or lack thereof among prices of various asset classes or other market indicators that may not necessarily hold in times of market stress, limited liquidity or other unforeseen circumstances. Citi could incur significant losses, and its regulatory capital and capital ratios could be negatively impacted, if Citi’s risk management processes, including its ability to manage and aggregate data in a timely and accurate manner, strategies or models are deficient or ineffective. Such deficiencies or
ineffectiveness could also result in inaccurate financial, regulatory or risk reporting.
Moreover, Citi’s Basel III regulatory capital models, including its credit, market and operational risk models, currently remain subject to ongoing regulatory review and approval, which may result in refinements, modifications or enhancements (required or otherwise) to these models. Citi is required to notify and obtain preapproval from both the OCC and FRB prior to implementing certain risk-weighted asset treatments, as well as certain model changes, resulting in a more challenging environment within which Citi must operate in managing its risk-weighted assets. Modifications or requirements resulting from these ongoing reviews, as well as any future changes or guidance provided by the U.S. banking agencies regarding the regulatory capital framework applicable to Citi, have resulted in, and could continue to result in, significant changes to Citi’s risk-weighted assets. These changes can negatively impact Citi’s capital ratios and its ability to achieve its regulatory capital requirements as it projects or as required.requirements.

CREDIT RISKS

Credit Risk and Concentrations of Risk Can Increase the Potential for Citi to Incur Significant Losses.
Credit risk arises from Citi’s lending and other businesses in both GCB and ICG. Citi has credit exposures to consumer, corporate and public sector borrowers and other counterparties in the U.S. and various countries and jurisdictions globally, including end-of-period consumer loans of $310$368 billion and end-of-period corporate loans of $390$289 billion at year-end 2019. December 31, 2022. For additional information on Citi’s corporate and consumer loan portfolios, see “Managing Global Risk—Corporate Credit” and “—Consumer Credit” below.
A default by a borrower or other counterparty, or a decline in the credit quality or value of any underlying collateral, exposes Citi to credit risk. Despite Citi’s target client strategy, various macroeconomic, geopolitical and other factors, among other things, can increase Citi’s credit risk and credit costs, particularly for certain sectors, industries or countries (for additional information, see the co-branding and private label credit card and macroeconomic challenges and uncertainties risk factors above and the emerging markets risk factors above)factor below). For example, a weakening of economic conditions can adversely affect borrowers’ ability to repay their obligations, as well as result in Citi being unable to liquidate the collateral it holds or forced to liquidate the collateral at prices that do not cover the full amount owed to Citi. Citi is also a member of various central clearing counterparties and could incur financial losses as a result of defaults by other clearing members due to the requirements of clearing members to share losses. Additionally, due to the
interconnectedness among financial institutions, concerns about the creditworthiness of or defaults by a financial institution could spread to other financial market participants and result in market-wide losses.
While Citi provides reserves for expected losses for its credit exposures, as applicable, such reserves are subject to judgments and estimates that could be incorrect or differ from actual future events. Under the new CECL accounting standard, the allowance for credit lossesACL reflects expected losses, rather than incurred losses, which has resulted in and could lead to moreadditional volatility in the allowance and the provision for credit losses as forecasts of economic conditions change. In addition, Citi’s future allowance may be affected by seasonality of its cards
portfolios based on historical evidence showing that (i) credit card balances along with 30+ days past due balances increase during the third and fourth quarters each year as the holiday season approaches; and (ii) during the first and second quarters, borrowers use tax refunds to pay down balances while delinquent balances from the prior third and fourth quarters are charged off. For additional information, see the incorrect assumptions or estimates and changes to financial accounting and reporting standards risk factors above. For additional information on the impact of CECL,Citi’s ACL, see Note“Significant Accounting Policies and Significant Estimates” below and Notes 1 to the Consolidated Financial Statements.and 15. For additional information on Citi’s credit and country risk, see each respective business’s results of operations above and “Managing Global Risk—Credit Risk” and “Managing Global Risk—Strategic Risk—Other Risks—Country Risk” below and NoteNotes 14 to the Consolidated Financial Statements.and 15.
Concentrations of risk particularlyto clients or counterparties engaged in the same or related industries or doing business in a particular geography, especially credit and market risks, can also increase Citi’s risk of significant losses. As of year-end 2019, Citi’s most significant concentration of credit
risk was with the U.S. government and its agencies, which primarily results from trading assets and investments issued by the U.S. government and its agencies (for additional information, including concentrations of credit risk to other public sector entities, see Note 23 to the Consolidated Financial Statements). In addition,For example, Citi routinely executes a high volume of securities, trading, derivative and foreign exchange transactions with non-U.S. sovereigns and with counterparties in the financial services industry, including banks, insurance companies, investment banks, governments, central banks and other financial institutions. Moreover, Citi has indemnification obligations in connection with various transactions that expose it to concentrations of risk, including credit risk from hedging or reinsurance arrangements related to those obligations (for additional information about these exposures, see Note 26 to the Consolidated Financial Statements)27). A rapid deterioration of a large borrower or other counterparty or within a sector or country wherein which Citi has large exposures or guaranteesindemnifications or unexpected market dislocations could lead to concerns about the creditworthiness of other borrowers or counterparties in related or dependent industries, and such conditions could cause Citi to incur significant losses.

LIQUIDITY RISKS
The Maintenance of Adequate Liquidity and Funding Depends on Numerous Factors, Including Those Outside of Citi’s Control, Such as Market Disruptions and Increases in
Citi’s Credit Spreads.Businesses, Results of Operations and Financial Condition Could Be Negatively Impacted if It Does Not Effectively Manage Its Liquidity.
As a large, global financial institution, adequate liquidity and sources of funding are essential to Citi’s businesses. Citi’s liquidity and sources of funding can be significantly and negatively impacted by factors it cannot control, such as general disruptions in the financial markets, governmental
fiscal and monetary policies, regulatory changes or negative investor perceptions of Citi’s creditworthiness, unexpected increases in cash or collateral requirements and the consequent inability to
monetize available liquidity resources. Citi competes with other banks and financial institutions for both institutional and consumer deposits, which represent Citi’s most stable and lowest cost source of long-term funding. The competition for retail banking deposits has increasedcontinued to increase in recent
50


years, including as a result of online banks and digital banking among others.and fixed income alternatives for customer funds. Furthermore, givenit is expected that the declinemarket for deposits will become more competitive in the current higher interest rates,
rate environment.

a growing number of customers have transferred deposits to other products, including investments and interest-bearing accounts, and/or other financial institutions. This, along with slower growth in deposits, has resulted in a more challenging environment for Citi. For additional information on the impact of interest rates, see the macroeconomic challenges and uncertainties risk factor above.
Moreover, Citi’s costs to obtain and access secured funding and long-term unsecuredwholesale funding are directly related to changes in interest and currency exchange rates and its credit spreads. For example, during 2022, interest rates in the U.S. increased significantly, thus, affecting Citi’s cost of funding. Changes in Citi’s credit spreads are driven by both external market factors and factors specific to Citi, such as negative views by investors of the financial services industry or Citi’s financial prospects, and can be highly volatile. For additional information on Citi’s primary sources of funding, see “Managing Global Risk—Liquidity Risk” below.
Citi’s ability to obtain funding may be impaired and its cost of funding could also increase if other market participants are seeking to access the markets at the same time or to a greater extent than expected, or if market appetite for corporate debt securities declines, as is likely to occur in a liquidity stress event or other market crisis. Citi’s ability to sell assets may also be impaired if other market participants are seeking to sell similar assets at the same time or a liquid market does not exist for such assets. A sudden drop in market liquidity could also cause a temporary or lengthierprotracted dislocation of underwriting and capital markets activity. In addition, clearing organizations, central banks, clients and financial institutions with which Citi interacts may exercise the right to require additional collateral based on their perceptions or theduring challenging market conditions, which could further impair Citi’s accessliquidity. If Citi fails to effectively manage its liquidity, its businesses, results of operations and cost of funding.financial condition could be negatively impacted.
AsIn addition, as a holding company, CitiCitigroup Inc. relies on interest, dividends, distributions and other payments from its subsidiaries to fund dividends as well as to satisfy its debt and other obligations. Several of Citi’s U.S. and non-U.S. subsidiaries are or may be subject to capital adequacy or other liquidity, regulatory or contractual restrictions on their ability to provide such payments, including any local regulatory stress test requirements.requirements and inter-affiliate arrangements entered into in connection with Citigroup Inc.’s resolution plan. Citigroup Inc.’s broker-dealer and bank subsidiaries are subject to restrictions on their ability to lend or transact with affiliates, as well as restrictions on their ability to use funds deposited with them in brokerage or bank accounts to fund their businesses. Limitations on the payments that CitiCitigroup Inc. receives from its subsidiaries could also impact its liquidity. A bank holding company is required by law to act as a source of financial and managerial strength for its subsidiary banks. As a result, the FRB may require Citigroup Inc. to commit resources to its subsidiary banks even if doing so is not otherwise in the interests of Citigroup Inc. or its shareholders or creditors, reducing the amount of funds available to meet its obligations.

The
Credit Rating Agencies Continuously Review the Credit Ratings of Citi and Certain of Its Subsidiaries, and a Ratings Downgrade Could Have a NegativeAdversely Impact on Citi’s Funding and Liquidity Due to Reduced Funding Capacity and Increased Funding Costs, Including Derivatives Triggers That Could Require Cash Obligations or Collateral Requirements.Liquidity.
The credit rating agencies, such as Fitch Ratings, Moody’s Investors Services and S&P Global Ratings, continuously evaluate Citi and certain of its subsidiaries. Their ratings of Citi and its more significantrated subsidiaries’ long-term/seniorlong-term debt and short-term/commercial papershort-term obligations are based on a number ofseveral factors, including standalonethe financial strength of Citi and such subsidiaries, as well as factors that are not entirely within the control of Citi and its subsidiaries, such as the agencies’ proprietary rating methodologies and assumptions, and conditions affecting the financial services industry and markets generally.
Citi and its subsidiaries may not be able to maintain their current respective ratings. A ratings downgradeand outlooks. Rating downgrades could negatively impact Citi’sCiti and its rated subsidiaries’ ability to access the capital markets and other sources of funds as well as the costs of those funds, and its ability to maintain certain deposits.funds. A ratings downgrade could also have a negative impact on Citi’sCiti and its rated subsidiaries’ ability to obtain funding and liquidity due to reduced funding capacity and the impact from derivative triggers, which could require Citi and its rated subsidiaries to
meet cash obligations and collateral requirements. In addition, a ratings downgrade could have a negative impact on other funding sources such as secured financing and other margined transactions for which there may be no explicit triggers, and on contractual provisions and other credit requirements of Citi’s counterparties and clients that may contain minimum ratings thresholds in order for Citi to hold third-party funds. Some entities could have ratings limitations on their permissible counterparties, of which Citi may or may not be aware.
Furthermore, a credit ratings downgrade could have impacts that may not be currently known to Citi or are not possible to quantify. Some of Citi’s counterparties and clients could have ratings limitations on their permissible counterparties, of which Citi may or may not be aware. Certain of Citi’s corporate customers and trading counterparties, among other clients, could re-evaluate their business relationships with Citi and limit the trading of certain contracts or market instruments with Citi in response to ratings downgrades. Changes in customer and counterparty behavior could impact not only Citi’s funding and liquidity but also the results of operations of certain Citi businesses. For additional information on the potential impact of a reduction in Citi’s or Citibank’s credit ratings, see “Managing Global Risk—Liquidity Risk” below.

COMPLIANCE RISKS

Ongoing Interpretation and Implementation of Regulatory and Legislative Requirements andChanges and Heightened Regulatory Scrutiny and Expectations in the U.S. and Globally Have Increased Citi’s Compliance, Regulatory and Other Risks and Costs.
Citi is continually required to interpret and implement extensive and frequently changing regulatory and legislative requirements in the U.S. and other jurisdictions in which it does business, which may overlap or conflict across jurisdictions, resulting in substantial compliance, regulatory and other risks and costs. In addition, there are heightened regulatory scrutiny and expectations in the U.S. and globally
51


for large financial institutions, as well as their employees and agents, with respect to among other things, governance, infrastructure, data, climate and risk management practices and controls. These requirements and expectations also include, among other things, those related to customer and client protection, market practices, anti-money laundering and increasingly complex sanctions and disclosure regimes. A failure to comply with these requirements and expectations, even if inadvertent, or resolve any identified deficiencies, could result in increased regulatory oversight and restrictions.restrictions, enforcement proceedings, penalties and fines (for additional information on such regulatory consequences, see the legal and regulatory proceedings risk factor below).
Over the past several years, Citi has been required to implement a significant number of regulatory and legislative changes, including new regulatory or legislative requirements or regimes, across all of its businesses and functions, and these changes continue. The changes themselves may be complex and subject to interpretation, and will require continued investments in Citi’s global operations and technology solutions. In some cases, Citi’s implementation of a regulatory or legislative requirement is occurring simultaneously with changing or conflicting regulatory guidance, legal challenges or legislative action to modify or repeal existing rules or enact new rules. Moreover, in some cases, there have been entirely new regulatory or legislative requirements or regimes, resulting in large volumes of regulation and potential uncertainty regarding regulatory expectations as to what is required in order to be in compliance.
Examples of regulatory or legislative changes that have resulted in increased compliance risks and costs include (i) a proliferation ofvarious laws relating to the limitation of cross-border data movement and/or collection and use of customer

information, including data localization and protection and privacy laws, which also can conflict with or increase compliance complexity with respect to other laws, including anti-money laundering laws; and (ii) the FRB’s “total loss absorbing capacity” (TLAC) requirements, including, among other things, consequences of a breach of the clean holding company requirements, given there are no cure periods for the requirements.
Increased and ongoing compliance requirements and uncertainties have resulted in higher costs for Citi. For example, Citi employed roughly 30,000 risk,U.S. banking agencies’ regulatory and compliance staff as of year-end 2019, out of a total employee population of 200,000, compared to approximately 14,000 as of year-end 2008 with a total employee population of 323,000. These higher compliance costs can require management to incur additional expense, including potentially away from ongoing business investment initiatives.
Extensive and changing compliance requirements can also result in increased reputational and legal risks for Citi, as failure to comply with regulationscapital rules and requirements, or failurewhich have continued to comply with regulatory expectations, can result in enforcement and/or regulatory proceedingsevolve (for additional discussion,information, see the legal and regulatory proceedingscapital return risk factor below)and “Capital Resources” above). In addition, certain U.S. regulatory agencies and non-U.S. authorities have prioritized issues of social, economic and racial justice, and are in the process of considering ways in which these issues can be mitigated, including through rulemaking, supervision and other means, even while Congress is signaling, and certain U.S. state governments are pursuing potentially conflicting anti-ESG priorities.

Citi Is Subject to Extensive Legal and Regulatory Proceedings, Examinations, Investigations, Consent Orders and Related Compliance Efforts and Other Inquiries That Could Result in Significant Monetary Penalties, Supervisory or Enforcement Orders, Business Restrictions, Limitations on Dividends, Changes to Directors and/or Officers and Other Negative Impacts on Citi, Its Businesses and Results of Operations.Collateral Consequences Arising from Such Outcomes.
At any given time, Citi is defendinga party to a significant number of legal and regulatory proceedings and is subject to numerous governmental and regulatory examinations,examinations. Additionally, Citi remains subject to governmental and regulatory investigations, consent orders and related compliance efforts, and other inquiries. Citi could also be subject to enforcement proceedings not only because of violations of laws and regulations, but also due to failures, as determined by its regulators, to have adequate policies and procedures, or to remedy deficiencies on a timely basis.
As previously disclosed, the October 2020 FRB and OCC consent orders require Citigroup and Citibank to implement targeted action plans and submit quarterly progress reports detailing the results and status of improvements relating principally to various aspects of enterprise-wide risk management, compliance, data quality management and governance and internal controls. These improvements will result in continued significant investments by Citi during 2023 and beyond, as an essential part of Citi’s broader transformation efforts to enhance its risk, controls, data and finance infrastructure and compliance.
Although there are no restrictions on Citi’s ability to serve its clients, the OCC consent order requires Citibank to obtain prior approval of any significant new acquisition, including any portfolio or business acquisition, excluding ordinary course transactions. Moreover, the OCC consent order provides that the OCC has the right to assess future civil money penalties or take other supervisory and/or enforcement actions. Such actions by the OCC could include imposing business restrictions, including possible limitations on the declaration or payment of dividends and changes in directors and/or senior executive officers. More generally, the OCC and/or the FRB could take additional enforcement or other actions if the regulatory agency believes that Citi has not met regulatory expectations regarding compliance with the consent orders. For additional information regarding the consent orders, see “Citi’s Consent Order Compliance” above.
The global judicial, regulatory and political environment has generally been challenging for large financial institutions.institutions, and financial institutions have been subject to continued regulatory scrutiny. The complexity of the federal and state regulatory
and enforcement regimes in the U.S., coupled with the global scope of Citi’s operations, also means that a single event or issue may give rise to a large number of overlapping investigations and regulatory proceedings, either by multiple federal and state agencies and authorities in the U.S. or by multiple regulators and other governmental entities in differentforeign jurisdictions, as well as multiple civil litigation claims in multiple jurisdictions. CitiViolations of law by other financial institutions may also result in regulatory scrutiny of Citi. Responding to regulatory inquiries and proceedings can be subject to enforcement proceedings not only because of violations of lawtime consuming and regulation, but also due to a failure, as determined by its regulators, to have adequate policies and procedures, or to remedy deficiencies on a timely basis.costly.
U.S. and non-U.S. regulators have been increasingly focused on the culture of financial services firms, including Citi, as well as “conduct risk,” a term used to describe the risks associated with behavior by employees and agents, including third parties, that could harm clients, customers, employees or the integrity of the markets, such as improperly creating, selling, marketing or managing products and services or improper incentive compensation programs with respect thereto, failures to safeguard a party’s personal information, or failures to identify and manage conflicts of interest.
In addition to the greater focus on conduct risk, the general heightened scrutiny and expectations generally from regulators could lead to
investigations and other inquiries, as well as remediation requirements, more regulatory or other enforcement proceedings, civil litigation and higher compliance and other risks and costs.
Further, while Citi takes numerous steps to prevent and detect conduct by employees and agents that could potentially harm clients, customers,
52


employees or the integrity of the markets, such behavior may not always be deterred or prevented. Banking regulators have also focused on the overall culture of financial services firms, including Citi. In addition to regulatory restrictions or structural changes that could result from perceived deficiencies in Citi’s culture, such focus could also lead to additional regulatory proceedings.
In addition, Moreover, the severity of the remedies sought in legal and regulatory proceedings to which Citi is subject has remained elevated. U.S. and certain internationalnon-U.S. governmental entities have increasingly brought criminal actions against, or have sought criminal convictions from,
financial institutions and individual employees, and criminal prosecutors in the U.S. have increasingly sought and obtained criminal guilty pleas or deferred prosecution agreements against corporatefinancial entities and individuals and other criminal sanctions fromfor those institutions and individuals. These types of actions by U.S. and international governmental entities may, in the future, have significant collateral consequences for a financial institution, including loss of customers and business, and the inability to offer certain products or services and/or operate certain businesses. Citi may be required to accept or be subject to similar types of criminal remedies, consent orders, sanctions, substantial fines and penalties, remediation and other financial costs or other requirements in the future, including for matters or practices not yet known to Citi, any of which could materially and negatively affect Citi’s businesses, business practices, financial condition or results of operations, require material changes in Citi’s operations or cause Citi reputational harm.
Further,Additionally, many large claims—both private civil and regulatory—asserted against Citi are highly complex, slow to develop and may involve novel or untested legal theories. The outcome of such proceedings is difficult to predict or estimate until late in the proceedings. Although Citi establishes accruals for its legal and regulatory matters according to accounting requirements, Citi’s estimates of, and changes to, these accruals involve significant judgment and may be subject to significant uncertainty, and the amount of loss ultimately incurred in relation to those matters may be substantially higher than the amounts accrued.accrued (see the incorrect assumptions or estimates risk factor above). In addition, certain settlements are subject to court approval and may not be approved.
For additionalfurther information relating toon Citi’s legal and regulatory proceedings, see Note 29.

OTHER RISKS

Citi’s Emerging Markets Presence Subjects It to Various Risks as well as Increased Compliance and matters,Regulatory Risks and Costs.
During 2022, emerging markets revenues accounted for approximately 37% of Citi’s total revenues (Citi generally defines emerging markets as countries in Latin America, Asia (other than Japan, Australia and New Zealand), and central and Eastern Europe, the Middle East and Africa in EMEA). Citi’s presence in the emerging markets subjects it to various risks, such as limitations or unavailability of hedges on foreign investments; foreign currency volatility, including devaluations and continued strength in the U.S. dollar; sustained increases in interest rates; sovereign debt volatility; election outcomes, regulatory changes and political events;
foreign exchange controls, including inability to access indirect foreign exchange mechanisms; macroeconomic and geopolitical challenges and uncertainties and volatility, including with respect to Russia and China (see the macroeconomic and geopolitical risk factor above and “Managing Global Risk—Other Risks—Country Risk—Russia” and “—Ukraine” below); limitations on foreign investment; sociopolitical instability (including from hyperinflation); fraud; nationalization or loss of licenses; restrictions arising from retaliatory Russian laws and regulations on the conduct of its business; sanctions or asset freezes; potential criminal charges; closure of branches or subsidiaries; and confiscation of assets, and these risks can be exacerbated in the event of a deterioration in relationships between the U.S. and an emerging market country.
For example, Citi operates in several countries that have, or have had in the past, strict capital controls, currency controls and/or sanctions, such as Argentina and Russia, that limit its ability to convert local currency into U.S. dollars and/or transfer funds outside of those countries. For instance, due to currency controls in Argentina, Citi faces a risk of devaluation on its unhedged Argentine peso-denominated assets, which continue to increase (for additional information on Argentina-related risks, see “Managing Global Risk—Other Risks—Country Risk—Argentina” below). Moreover, if the economic situation in a country in which Citi operates were to deteriorate below a certain level, U.S. regulators through the Interagency Country Exposure Review Committee (ICERC) may impose mandatory loan loss or other reserve requirements on Citi, which would increase its credit costs and decrease its earnings.
In addition, political turmoil and instability and geopolitical tensions and conflicts (such as the Russia–Ukraine war) have occurred in various regions and emerging market countries across the globe which have required, and may continue to require, management time and attention and other resources, such as monitoring the impact of sanctions on certain emerging market economies as well as impacting Citi’s businesses, results of operations and financial conditions in affected countries.

The Transition Away from and Discontinuance of LIBOR or Any Other Interest Rate Benchmark Could Have Adverse Consequences for Citi.
LIBOR and other rates or indices deemed to be benchmarks have been the subject of ongoing U.S. and non-U.S. regulatory scrutiny and reform. The LIBOR administrator ceased publication of non-USD LIBOR and one-week and two-month USD LIBOR on a permanent or representative basis on December 31, 2021, with plans for all other USD LIBOR tenors to permanently cease or become non-representative after June 30, 2023. As a result, Citi ceased entering into new contracts referencing USD LIBOR as of January 1, 2022, other than for limited circumstances where regulators recognized that it may be appropriate for banks to enter into new USD LIBOR contracts, including with respect to market-making, hedging or novations of USD transactions executed before January 1, 2022.
Through a global effort by the financial services industry and regulators, alternative reference rates have been identified
53


and/or developed and are being used to replace LIBOR and other benchmark rates. Alternative reference rates, such as the Secured Overnight Financing Rate (SOFR), are calculated using components different from those used in the calculation of LIBOR and may fluctuate differently than, and not be representative of, LIBOR. In order to compensate for these differences, certain of Citi’s financial instruments and commercial agreements allow for a benchmark replacement adjustment. However, there can be no assurance that any benchmark replacement adjustment will be sufficient to produce the economic equivalent of LIBOR, either at the benchmark replacement date or over the life of such instruments and agreements.
Moreover, the transition presents challenges related to contractual mechanics of existing contracts that reference USD LIBOR and are governed by non-U.S. law or reference the USD LIBOR Ice Swap Rate. Certain of these legacy instruments and contracts are not covered by any legislative solution and do not provide for fallbacks to alternative reference rates, which makes it unclear what the applicable future replacement benchmark rates and associated payments might be after the current benchmark’s cessation. Citi may be unable to amend certain instruments and contracts due to an inability to obtain sufficient levels of consent from counterparties or security holders. Although this will depend on the precise contractual terms of the instrument, such consent requirements are often conditions of securities, such as floating rate notes. The Financial Conduct Authority (FCA), a U.K. regulator, has proposed that one-, three- and six-month USD LIBOR be published on a synthetic basis, which would only be available through September 2024.
In addition, the transition away from and discontinuance of LIBOR and other benchmark rates have subjected financial institutions, including Citi, to heightened scrutiny from regulators. Failure to successfully transition away from LIBOR and other benchmark rates could result in adverse regulatory actions, disputes, including potential litigation involving holders of outstanding products and contracts that reference LIBOR and other benchmark rates, and reputational harm to Citi. See “Managing Global Risk—Other Risks—LIBOR Transition Risk” for Citi’s ongoing actions to prepare for the transition away from LIBOR.

SUSTAINABILITY AND OTHER ESG MATTERS

Introduction
Citi has worked on Environmental, Social and Governance (ESG) issues for more than 20 years and has a demonstrated record of ESG progress, including participating in the creation and adoption of ESG-related principles and standards. This section summarizes some of Citi’s key ESG initiatives, including its Sustainable Progress Strategy, Net Zero, and Financial Inclusion and Racial Equity commitments.
Citi’s ESG Report provides information on a broad set of ESG-related efforts. Citi’s Task Force on Climate-Related Financial Disclosures (TCFD) Report provides its stakeholders with information on Citi’s continued progress to manage
climate risk and its Net Zero plan, including information on financed emissions and 2030 emissions targets.
For information regarding Citi’s management of climate risk, see “Managing Global Risk—Strategic Risks—Climate Risk” below.

ESG and Climate-Related Governance
Citi’s Board of Directors (Board) provides oversight of Citi’s management activities (for additional information, see “Managing Global Risk—Risk Governance” below). For example, the Nomination, Governance and Public Affairs Committee of the Board oversees many of Citi’s ESG activities, including reviewing Citi’s policies on establishing legal accruals, see Note 27and programs for environmental and social sustainability, climate change, human rights, diversity and other ESG issues, as well as overseeing engagement with external stakeholders.
The Risk Management Committee of the Board provides oversight of Citi’s Independent Risk Management function and reviews Citi’s risk policies and frameworks, including receiving climate risk-related updates.
The Audit Committee of the Board has recently been chartered to provide oversight of controls and procedures pertaining to the Consolidated Financial Statements.ESG-related metrics and related disclosures in Citi’s SEC filed reports and voluntary ESG reporting, as well as management’s evaluation of Citi’s disclosure controls and procedures for ESG reporting.

Citi’s Global ESG Council consists of senior members of its management team and certain subject matter experts who provide oversight of Citi’s ESG goals and activities. In addition, a number of teams and senior managers contribute to the oversight and management of areas such as environmental sustainability; community investing; talent and diversity; ethics and business practices; and remuneration.

Citi’s climate governance structure continues to evolve as Citi advances its understanding of its climate risk and its progress under the Net Zero plan. In addition to the expansion of the Board’s oversight of climate matters (see Risk Management Committee and Audit Committee descriptions above), Citi has:

•Expanded and realigned its climate risk team to be part of the Enterprise Risk Management function within Risk;
•Further built out its Clean Energy Transition (CET) team (formed in 2021 and expanded in 2022 to include Corporate Banking), which focuses on providing advisory and capital-raising services to companies involved in energy transition; and
•Launched two climate training pilots for its BCMA (Banking, Capital Markets and Advisory), Risk Management and Global Functions teams involving in-person workshops focused on providing foundational knowledge of climate risks and client engagement.

Key ESG Initiatives

Sustainable Progress Strategy
Citi’s Sustainable Progress Strategy is summarized in its Environmental and Social Policy Framework. The three pillars of the strategy each have climate-related elements and serve as the foundation for Citi’s climate commitments:


54



•The first pillar, “Low-Carbon Transition,” focuses on financing and facilitating environmental and social finance, including low-carbon solutions, and supporting Citi’s clients in their decarbonization and transition strategies.

•The second pillar, “Climate Risk,” focuses on Citi’s efforts to measure, manage and reduce the climate risk and impact of its client portfolio. Areas of activity include portfolio analysis and stakeholder engagement as well as enhancing TCFD implementation and disclosure.

•The third pillar, “Sustainable Operations,” focuses on Citi’s efforts to reduce the environmental footprint of its facilities and strengthen its sustainability culture. This includes minimizing the impact of its global operations through operational footprint goals and further integrates sustainable practices across the countries in which Citi operates.


Net Zero Emissions by 2050

Citi is a member of several initiatives that enhance its understanding of climate-related issues, improve its access to data and promote a common understanding and terminology across various climate efforts. These initiatives include the Partnership for Carbon Accounting Financials, the Glasgow Financial Alliance for Net Zero and the Net Zero Banking Alliance.

As previously disclosed, Citi has committed to achieving net zero greenhouse gas (GHG) emissions associated with its financing by 2050, and net zero GHG emissions for its own operations by 2030; both are significant targets given the size and breadth of Citi’s lending portfolios, businesses and operational footprint. Citi made this commitment as part of its ongoing work to reduce its climate risk and impact, grow its business in the clean energy transition and help address the challenges that climate change poses to the global economy and broader society. Citi’s net zero commitment demonstrates how identifying, assessing and managing climate-related risks and opportunities remains a top business priority for Citi.

While many financial institutions, including Citi, face increasing public pressure to divest from carbon-intensive sectors, Citi believes it has an important role to play in advising and financing the transition to net zero, and it plans to work closely with clients in this effort. Citi recognizes that large-scale, rapid divestment could result in an abrupt and disorderly transition to a low-carbon economy, creating both economic and social upheaval. Citi believes that an orderly, responsible and equitable transition, which accounts for the immediate economic needs of communities and workers, continued access to energy, environmental justice considerations and broader economic development concerns, is essential for the retention of political and social support to move to a low-carbon economy.

The 2050 net zero commitment includes the following framework, delineating the key areas required to achieve its targets:


•Calculate Emissions: Calculate baseline financed emissions for each carbon-intensive sector





•Transition Pathway: Identify the appropriate climate scenario transition pathway

•Target Setting: Establish emissions reduction targets for 2030 and beyond

•Implementation Strategy: Engage with and assess clients to determine transition opportunities

•External Engagement: Solicit feedback from clients, investors and other stakeholders, as the work continues to evolve and the parties collectively define net zero for the banking sector


Citi’s Net Zero plan includes:


•Net Zero Metrics and Target Setting: Assess targets for carbon-intensive sectors and explore methodologies for calculating financed emissions beyond lending portfolios

•Client Engagement and Assessment: Seek to understand clients’ GHG emissions and work with them to develop their transition plans and advise on capacity building

•Risk Management: Assess climate risk exposure across Citi’s lending portfolios and review client carbon reduction progress, with ongoing review and refining of Citi’s risk appetite and thresholds and policies related to Climate Risk Management

•Clean Technology and Transition Finance: Support existing and, where possible, new technologies to accelerate commercialization and provide transition advisory and finance, via debt and equity underwriting

•Portfolio Management: Active portfolio management to align with net zero targets, including considerations of transition measures taken by clients

•Public Policy and Regulatory Engagement: Support enabling public policy and regulation in the U.S. and other countries where relevant


In 2022, Citi took the following steps to operationalize its Net Zero plan:

•In addition to the energy and power targets established last year, Citi has set 2030 emissions reduction targets for four additional loan portfolio sectors: automotive manufacturing, commercial real estate, steel and thermal coal mining.
•Citi has begun piloting a Net Zero Review Template for its energy and power clients to better understand their transition plans.
•Citi worked with RMI to help develop and launch the Sustainable STEEL Principles, a solution for measuring and disclosing the alignment of steel lending portfolios with 1.5°C climate targets.

Financial Inclusion and Racial Equity
Building on Citi’s longstanding focus on advancing financial inclusion and economic opportunity for communities of color, in September 2020, Citi and the Citi Foundation announced Action for Racial Equity (ARE), a set of strategic initiatives to help close the racial wealth gap and increase economic mobility in the U.S. As part of ARE, Citi and the Citi Foundation have invested more than $1 billion in strategic initiatives to provide greater access to banking and credit in communities of color, increase investment in Black-owned businesses, expand access to affordable housing and
55













This page intentionally left blank.

homeownership among Black Americans and advance anti-racist practices within Citi and across the financial services industry.

Consistent with its commitment to transparently report on ARE, in December 2022 Citi released the results of a racial equity audit of ARE, which it had commissioned from the law firm Covington & Burling. The audit assessed ARE as an effort to help address various drivers of the racial wealth gap by evaluating ARE’s design, implementation and extent of integration into Citi’s business. The audit’s overall assessment was that ARE was a well-designed and credible effort to help address the racial wealth gap in the U.S., given the dimensions of Citi’s business. More specifically, it concluded that:


•ARE’s design effectively leveraged Citi’s expertise, network of business partners and resources to address some of the key factors contributing to the racial wealth gap.
•Citi has made progress toward many of the objectives committed to under ARE, although at the time of the audit (the end of the first two years of its three-year commitment) it had not yet accomplished every objective or commitment.
•There are opportunities to further institutionalize ARE efforts into Citi’s core business, building upon the creation of dedicated business units in both PBWM and ICG.
•There are opportunities for Citi to further support consumers from underrepresented communities to build and maintain healthy credit scores and access credit.

In addition to Citi’s ongoing work and focus on ARE and in line with its continued commitment to expand access to banking products and services that can help advance economic progress—especially for underbanked and unbanked communities—Citi eliminated overdraft fees, returned item fees and overdraft protection fees beginning in June 2022. In addition to eliminating these fees, Citi will continue to offer a robust suite of free overdraft protection services for its customers.

Additional Information
For additional information on Citi’s environmental and social policies and priorities, click on “Our Impact” on Citi’s website at www.citigroup.com. For information on Citi’s ESG and Sustainability (including climate change) governance, see Citi’s 2023 Annual Meeting Proxy Statement to be filed with the SEC in March 2023, as well as its 2022 TCFD Report to be published and available on Citi’s investor relations website in March 2023.
The 2022 TCFD Report and any other ESG-related reports and information included elsewhere on Citi’s investor relations website are not incorporated by reference into, and do not form any part of, this 2022 Annual Report on Form 10-K.

56


HUMAN CAPITAL RESOURCES AND MANAGEMENT

Attracting and retaining a highly qualified and motivated workforce is a strategic priority for Citi. Citi seeks to enhance the competitive strength of its workforce through the following efforts:

•Continuously innovating the recruitment, training, compensation, promotion and engagement of colleagues
•Actively seeking and listening to diverse perspectives at all levels of the organization
•Optimizing transparency concerning workforce goals to promote accountability, credibility and effectiveness in achieving those goals
•Providing compensation programs that are competitive in the market and aligned to strategic objectives














Workforce Size and Distribution
As of December 31, 2022, Citi employed approximately 240,000 colleagues in over 90 countries. The Company’s workforce is constantly evolving and developing, benefiting from a strong mix of internal and external hiring into new and existing positions. In 2022, Citi welcomed nearly 60,000 new colleagues in addition to the roles filled by colleagues through internal mobility. The following table shows the geographic distribution of Citi’s employee population by segment, region and gender:

Segment or component(1)
North AmericaEMEALatin AmericaAsia
Total(2)
Women(3)
Men(3)
Unspecified(3)
Institutional Clients Group19,162 19,635 7,569 27,882 74,248 44.1 %55.9 %0.03 %
Personal Banking and Wealth Management39,952 2,227 452 14,084 56,715 56.8 43.2 0.02 
Legacy Franchises58 21 35,776 14,392 50,247 55.1 44.9 — 
Corporate/Other27,690 10,894 7,281 12,828 58,693 46.8 53.2 0.02 
Total86,862 32,777 51,078 69,186 239,903 50.1 %49.9 %0.02 %

(1)    Colleague distribution is based on assigned business and region, which may not reflect where the colleague physically resides.
(2)    Part-time colleagues represented less than 1.5% of Citi’s global workforce.
(3)    Information regarding gender is self-identified by colleagues.

Driving a Culture of Excellence and Accountability
Citi continues to embark on a talent and culture transformation to drive a culture of excellence and accountability that is supported by strong risk and controls management.
Citi’s new Leadership Principles of “taking ownership, delivering with pride and succeeding together” have been reinforced through a behavioral science-led campaign, Citi’s New Way, that reinforces the key working habits that support Citi’s leadership culture.
Citi’s performance management approach also emphasizes the Leadership Principles through a new four-pillar system, evaluating what colleagues deliver against financial performance, risk and controls, and client and franchise goals as well as how colleagues deliver from a leadership perspective. The performance management and incentive compensation processes and associated policies and frameworks have been redesigned to enhance accountability through increased rigor and consistency, in particular for risk and controls.
The culture shift is also being supported by changes in the way Citi identifies, assesses, develops and promotes talent, particularly at the most senior levels of the organization. In 2022, the first Company-wide approach for promotions to the critical leadership role of Managing Director was launched, with common eligibility criteria across Citi, including risk and control performance. Further, all potential successors to Executive Management Team roles are evaluated by the Board and are now subject to a risk and controls assessment.

Diversity, Equity and Inclusion
Citigroup’s Board is committed to ensuring that the Board and Citi’s Executive Management Team are composed of individuals whose backgrounds reflect the diversity of Citi’s employees, customers and other stakeholders. In addition, Citi has increased its efforts to diversify its workforce, including, among other things, taking actions with respect to pay equity, setting representation goals and the use of diverse slates in recruiting.

Pay Transparency and Pay Equity
Citi values pay transparency and has taken significant action to ensure that both managers and employees have greater clarity around Citi’s compensation philosophy. Over the past two years, Citi introduced market-based salary structures and bonus opportunity guidelines in various countries worldwide. In addition, Citi recently began posting salary ranges on all
external U.S. job postings, which aligns with strategic objectives of pay equity and transparency. Citi also raised its U.S. minimum wage in 2022, the second broad-based increase in less than two years.
Citi has focused on measuring and addressing pay equity within the organization:

•In 2018, Citi was the first major U.S. financial institution to publicly release the results of a pay equity review comparing its compensation of women to that of men, as well as U.S. minorities to U.S. non-minorities. Since 2018, Citi has continued to be transparent about pay equity, including disclosing its unadjusted or “raw” pay gap for both women and U.S. minorities. The raw gap measures the difference in median compensation. The existence of Citi’s raw pay gap reflects a need to increase representation of women and U.S. minorities in senior and higher-paying roles.
•Citi’s 2022 pay equity review determined that on an adjusted basis, women globally are paid on average more than 99% of what men are paid at Citi, and that there was not a statistically significant difference in adjusted compensation for U.S. minorities and non-minorities.
•Citi’s 2022 raw pay gap analysis showed that the median
pay for women globally is 78% of the median for men, up
from 74% in 2021 and 2020. The median pay for U.S.
minorities is more than 97% of the median for non-minorities, which is up from just above 96% in 2021 and 94% in 2020.

Representation Goals
Citi’s management believes that a diverse workforce is key to the Company’s success in serving diverse clients and communities. In 2022, Citi announced that it exceeded its Company-wide, aspirational diversity representation goals for 2018–2021 to increase its percentages of women colleagues globally and Black talent in the U.S.
Recognizing that this was just a starting point, Citi has set new goals for 2025. The new goals are more global, embrace more dimensions of diversity and include all levels of the Company.
Citi’s 2025 aspirational representation goals are embedded in its business strategy. Citi has goals for hiring and promoting colleagues into roles at the Assistant Vice President to Managing Director levels across the organization, as well as goals for campus hiring from colleges and universities. Having aspirational goals across all levels—from early career through senior leadership roles—will help ensure Citi not only has diverse talent in leadership roles, but will also help the Company build a diverse talent pipeline for the future.

Workforce Development
Citi’s numerous programmatic offerings aim to reinforce its culture and values, foster understanding of compliance requirements and develop competencies required to deliver excellence to its clients. Citi encourages career growth and development by offering broad and diverse opportunities to colleagues, including the following:

•Citi provides a range of internal development and rotational programs to colleagues at all levels, including an extensive leadership curriculum, allowing the opportunity to build the skills needed to transition to supervisory and managerial roles. Citi’s tuition assistance program further enables colleagues in North America to pursue their educational goals.
•Citi has a focus on internal talent development and aims to provide colleagues with career growth opportunities, with more than 33,000 open positions filled internally in 2022. These opportunities are particularly important as Citi focuses on providing career paths for its internal talent base as part of its efforts to increase organic growth and promotions within the organization.

Wellness and Benefits
Citi is proud to provide a wide range of benefits that support its colleagues mentally, emotionally, physically and financially and through various life stages and events. The Company is focused on providing equitable benefits that are designed to attract, engage and retain colleagues.
Citi has significantly enhanced mental well-being programs by offering free counseling sessions for colleagues and their family members and adding real-time text, video and message-based counseling in the U.S., as well as offering an online tool so that all colleagues around the globe can easily find their local Employee Assistance Programs and resources. Citi also continues to value the importance of physical well-being—providing employees in several office locations and countries access to onsite medical care clinics, fitness centers, subsidized gym memberships and virtual fitness programs.
Citi continues expanding employee benefits to support colleagues and their families. In early 2020, Citi expanded its Paid Parental Leave Policy to include Citi colleagues around the world. Citi also began to offer additional leave opportunities to eligible colleagues, including the “Refresh, Recharge, Reenergize” program, whereby employees are able to take up to 12 weeks for a sabbatical to pursue a personal interest, and the “Giving Back” program, allowing employees to take up to four weeks to work with a charitable institution.
In 2022, Citi implemented a global, flexible work approach to provide colleagues with the ability to balance the demands of their home lives with the work conditions that are necessary for success. The “How We Work” approach includes a new work model for Citi, defined by three role designations for colleagues globally: Resident, Hybrid or Remote. By embracing a flexible model of work, Citi has focused on keeping its approach consistent and aligned with its values and priorities.

For additional information about Citi’s human capital management initiatives and goals, see Citi’s 2021 ESG report available at www.citigroup.com. The 2021 ESG report and other information included elsewhere on Citi’s investor relations website are not incorporated by reference into, and do not form any part of, this 2022 Annual Report on Form 10-K.
57


Managing Global Risk Table of Contents

MANAGING GLOBAL RISK
5859
Overview
5859
CREDIT RISK(1)
6162
Overview
6162
   ConsumerCorporate Credit
6263
   CorporateConsumer Credit
69
Additional Consumer and Corporate Credit Details
7276
Loans Outstanding
7276
Details of Credit Loss Experience
7377
Allowance for LoanCredit Losses on Loans (ACLL)7580
Non-Accrual Loans and Assets and Renegotiated Loans
7681
Forgone Interest Revenue on Loans7985
LIQUIDITY RISK
8085
Overview
8085
Liquidity Monitoring and Measurement
8085
High-Quality Liquid Assets (HQLA)8187
Loans8288
Deposits8288
Long-Term Debt8389
Secured Funding Transactions and Short-Term Borrowings8692
Credit Ratings8893
MARKET RISK(1)
9094
Overview
9094
Market Risk of Non-Trading Portfolios
9094
        NetBanking Book Interest Revenue atRate Risk
9094
Interest Rate Risk of Investment Portfolios—Impact on AOCI
90
96
Changes in Foreign Exchange Rates—Impacts on AOCI and Capital
9298
Interest Revenue/Expense and Net Interest Margin (NIM)
9398
Additional Interest Rate Details95102
Market Risk of Trading Portfolios
99105
Factor Sensitivities100107
Value at Risk (VAR)100107
Stress Testing103110
OPERATIONAL RISK
104110
Overview
104110
Cybersecurity Risk
104110
COMPLIANCE RISK
105111
REPUTATION RISK
106112
STRATEGIC RISK
106112
   OverviewClimate Risk
106112
   Exit of U.K. from EUOTHER RISKS114
LIBOR Transition Risk114
Country Risk
106115
   LIBOR Transition Risk
106
   Country Risk
108
Top 25 Country Exposures
108115
        ArgentinaRussia
109116
Ukraine
119
Argentina
119
FFIEC—Cross-Border Claims on Third Parties and Local Country Assets
109119

(1)For additional information regarding certain credit risk, market risk and other quantitative and qualitative information, refer to Citi’s Pillar 3 Basel III Advanced Approaches Disclosures, as required by the rules of the Federal Reserve Board, on Citi’s Investor Relations website.
(1)    For additional information regarding certain credit risk, market risk and other quantitative and qualitative information, refer to Citi’s Pillar 3 Basel III Advanced Approaches Disclosures, as required by the rules of the Federal Reserve Board, on Citi’s Investor Relations website.
58


MANAGING GLOBAL RISK

Overview
For Citi, effective risk management is of primary importance to its overall operations. Accordingly, Citi has established an Enterprise Risk Management (ERM) Framework to ensure that all of Citi’s risks are managed appropriately and consistently across the Company and at an aggregate, enterprise-wide level. Citi’s culture drives a strong risk management process has been designed to monitor, evaluate and managecontrol environment, and is at the principal risks it assumes in conducting its activities. Specifically,heart of the ERM Framework, underpinning the way Citi conducts business. The activities that Citi engages in, and the risks those activities generate, must be consistent with Citi’s missionMission and value proposition,Value Proposition and the key principlesLeadership Principles that guidesupport it, and Citi'sas well as Citi’s risk appetite. As discussed above, Citi also continues its efforts to comply with the FRB and OCC consent orders, relating principally to various aspects of risk management, compliance, data quality management and governance, and internal controls (see “Citi’s Consent Order Compliance” and “Risk Factors—Compliance Risks” above).
Risk management must be built on a foundation of ethical culture. Under Citi’s missionMission and value proposition,Value Proposition, which was developed by its senior leadership and distributed throughout the Company, Citi strives to serve its clients as a trusted partner by responsibly providing financial services that enable growth and economic progress while earning and maintaining the public’s trust by constantly adhering to the highest ethical standards. As such, Citi asks all employeescolleagues to ensure that their decisions pass three tests: they are in Citi’s clients’ best interests, create economic value and are always systemically responsible. In addition,
As discussed in “Human Capital Resources and Management” above, Citi evaluates employees’ performance against behavioralhas designed Leadership Principles that represent the qualities, behaviors and expectations set out in Citi’s leadership standards, which were designed in partall employees must exhibit to effectuatedeliver on Citi’s mission of enabling growth and value proposition. Other culture-related efforts in connection with conduct risk,economic progress. The Leadership Principles inform Citi’s ERM Framework and will contribute to creating a culture that drives client, control and operational excellence. Citi colleagues share a common responsibility to uphold these leadership principles and hold themselves to the highest standards of ethics and leadership, escalationprofessional behavior in dealing with Citi’s clients, business colleagues, shareholders, communities and treating customers fairly help Citi to execute its mission and value proposition.each other.
Citi’s Company-wideERM Framework details the principles used to support effective enterprise-wide risk governance framework consists of the key policies, standards and processes through which Citi identifies, assesses, measures, monitors and controls risksmanagement across the Company. It also emphasizes Citi’send-to-end risk culturemanagement lifecycle. The ERM Framework covers the risk management roles and lays out standards, procedures and programs that are designed to set, reinforce and enhance the Company’s risk culture, integrate its values and conduct expectations into the organization, providing employees with tools to assist them with making prudent and ethical risk decisions and to escalate issues appropriately.
Citi selectively takes risks in supportresponsibilities of its underlying customer-centric strategy. Citi’s objective is to ensure that those risks are consistent with its mission and value proposition and principle of responsible finance; that they are identified, assessed, measured, monitored and controlled; and that they are captured in Citi’s risk/reward assessment.
Citi’s risk appetite framework, which is approved by the Citigroup Board of Directors includes both(the Board), Citi’s Executive Management Team (see “Risk Governance—Executive Management Team” below) and employees across the lines of defense. The underlying pillars of the framework encompass:

•Culture—the core principles and behaviors that underpin a strong culture of risk awareness, in line with Citi’s Mission and Value Proposition, and Leadership Principles;
•Governance—the committee structure and reporting arrangements that support the appropriate oversight of risk management activities at the Board and Executive Management Team levels;
•Risk Management—the end-to-end risk management cycle including the identification, measurement, monitoring, controlling and reporting of all risks including top, material, growing, idiosyncratic and emerging risks, and aggregated to an enterprise-wide level; and
•Enterprise Programs—the key risk management programs performed across the risk management lifecycle for all risk categories; these programs also outline the specific roles played by each of the lines of defense in these processes.

Each of these pillars is underpinned by supporting capabilities, which are the infrastructure, people, technology and data, and modelling and analytical capabilities that are in place to enable the execution of the ERM Framework.
Citi’s approach to risk management requires that its risk-taking be consistent with its risk appetite. The risk appetite statement, which articulatesis the aggregate level and types of risk that Citi is willing to accepttake or tolerate in order to achievemeet its strategic objectives and business objectives, as well asplan. Citi’s risk appetite framework is the overall firm-wide approach, including policies, processes, controls and systems through which the risk appetite is established, communicated and monitored. It is built on quantitative boundaries, which includeIn addition, underlying risk limits orand thresholds are designed to control concentrations and on qualitative principles to guide behavior. Citi’soperationalize risk appetite framework is comprehensive, incorporating all risks, enterprise-wide and applicable across products, functions and geographies.appetite.

Citi’s risks are generally categorized and summarized as follows:

•
•Credit risk is the risk of loss resulting from the decline in credit quality (or downgrade risk) or failure of a borrower, counterparty, third party or issuer to honor its financial or contractual obligations.
•Liquidity risk is the risk that Citi will not be able to efficiently meet both expected and unexpected current and future cash flow and collateral needs without adversely affecting either daily operations or financial conditions of Citi.
•Market risk (Trading and Non-Trading): Market risk of trading portfolios is the risk of loss arising from changes in the value of Citi’s assets and liabilities resulting from changes in market variables, such as interest rates, exchange rates, equity and commodity prices or credit spreads. Market risk of non-trading portfolios is the risk to current or projected financial condition and resilience arising from movements in interest rates resulting from repricing risk, basis risk, yield curve risk and options risk.
•Operational risk is the risk of loss resulting from inadequate or failed internal processes, people and systems, or from external events. It includes legal risk, which is the risk of loss (including litigation costs, settlements and regulatory fines) resulting from Citi’s failure to comply with laws, regulations, prudent ethical standards or contractual obligations in any aspect of Citi’s business, but excludes strategic and reputation risks (see below).
•Compliance risk is the risk to current or projected financial condition and resilience arising from violations of laws, rules or regulations, or from non-conformance is the risk of loss resulting from the decline in credit quality or the failure of a borrower, counterparty, third party or issuer to honor its financial or contractual obligations.
•
Liquidity risk is the risk that the Company will not be able to efficiently meet both expected and unexpected current and future cash flow and collateral needs without adversely affecting either daily operations or financial conditions of the Company. The risk may be exacerbated by the inability of the Company to access funding sources or monetize assets and the composition of liability funding and liquid assets.
•
Market risk (including price risk and interest rate risk) is the risk of loss arising from changes in the value of Citi’s assets and liabilities resulting from changes in market variables, such as interest rates, exchange rates or credit spreads. Losses can be exacerbated by the negative convexity of positions, as well as the presence of basis or correlation risks.
•
Operational risk is the risk of loss resulting from inadequate or failed internal processes, systems, human factors or from external events. It includes the reputation and franchise risk impact associated with business practices or market conduct in which Citi is involved. It also includes the risk of failing to comply with applicable laws and regulations, but excludes strategic risk (see below).
•
Compliance risk is the risk to current or projected financial conditions and resilience arising from violations of laws, rules or regulations, or from nonconformance with prescribed practices, internal policies and procedures or ethical standards. It also includes the exposure to litigation (known as legal risk) from all aspects of banking, traditional and nontraditional.Compliance risk spans across all risk types outlined in the risk governance framework.
•
Reputation risk is the risk to current or projected financial conditions and resilience arising from negative public opinion.
•
Strategic risk is the risk to current or anticipated earnings, capital, or franchise or enterprise value arising from poor but authorized business decisions (in compliance with regulations, policies and procedures), an inability to adapt to changes in the operating environment or other external factors that may impair the ability to carry out a business strategy. Strategic risk also includes:

•
Country risk, which is the risk that an event in a country (precipitated by developments within or external to a country) will impair the value of Citi’s franchise or will adversely affect the ability of obligors within that country to honor their obligations. Country risk events may include sovereign defaults, banking crises, currency crises, currency convertibility and/or transferability restrictions or political events.


59


with prescribed practices, internal policies and procedures or ethical standards.
•Reputation risk is the risk to current or projected financial conditions and resilience from negative opinion held by stakeholders.
•Strategic risk is the risk of a sustained impact (not episodic impact) to Citi’s core strategic objectives as measured by impacts on anticipated earnings, market capitalization or capital, arising from the external factors affecting the Company’s operating environment; as well as the risks associated with defining the strategy and executing the strategy, which are identified, measured and managed as part of the Strategic Risk Framework at the Enterprise Level.

Citi manages its risks throughuses a “three lines of defense” model: (i) business management; (ii) Independentdefense model as a key component of its ERM Framework to manage its risks. As discussed below, the lines of defense model brings together risk-taking, risk oversight and risk assurance under one umbrella and provides an avenue for risk accountability of first line of defense, a construct for effective challenge by the second line of defense (Independent Risk Management and Independent Compliance Risk ManagementManagement), and other control functions; and (iii) Internal Audit. The threeempowers independent risk assurance by the third line of defense (Internal Audit). In addition, the lines of defense collaboratemodel includes organizational units tasked with each othersupporting a strong control environment (“enterprise support functions”). The first, second and third lines of defense, along with enterprise support functions, have distinct roles and responsibilities and are empowered to perform relevant risk management processes and responsibilities in structured forumsorder to manage Citi’s risks in a consistent and processes to bring together various perspectives and to lead the organization toward outcomes that are in clients’ interests, that create economic value and that are systemically responsible.effective manner.

First Line of Defense: Business ManagementFront Line Units and Front Line Unit Activities
Through Citi’s business management (“frontline units” or the “firstfirst line of defense”), each businessdefense owns the risks and associated controls inherent in, or arising from, the execution of its businesses,business activities and is responsible for identifying, assessingmeasuring, monitoring, controlling and controllingreporting those risks to ensure theyconsistent with Citi’s strategy, Mission and Value Proposition, Leadership Principles and risk appetite.
Front line units are responsible and held accountable for managing the risks associated with their activities within the boundaries set by independent risk appetite, establishingmanagement. They are also responsible for designing and operatingimplementing effective internal controls to mitigate those risks,and maintaining processes for managing their risk profile, including concentration risks, performing manager assessmentsthrough risk mitigation, so that it remains consistent with Citi’s established risk appetite.
Front line unit activities are considered part of the designfirst line of defense and effectivenessare subject to the oversight and challenge of internal controls, implementing appropriate procedures to fulfill itsindependent risk governance responsibilities and promoting a culture of compliance and control.management.
The first line of defense is composed of Citi’s businesses (Institutional Clients Group (ICG)Business
Management, Regional Management, certain Corporate Functions (Enterprise Operations and Technology, Chief Administrative Office, Global Consumer Bank (GCB))Public Affairs, Office of the Citibank Chief Executive Officer (CEO) and Finance), supporting clients globally as well as in regions and countries that execute Citi’s strategy locally. In addition, there are functional teams, such as Enterprise Infrastructure, Operations and Technology (EIO&T) thatother front line unit activities. Front line units may also include enterprise support the Citi CEO in a first line capacity. The CEOs of each region, business, EIO&T and certain functional teams report to the Citigroup CEO.units and/or conduct enterprise support activities—see “Enterprise Support Functions” below.

Businesses at Citi organize and chair committees, councils, steering groups and other forums that cover risk considerations with participation from Independent Risk Management, Independent Compliance Risk Management and other control functions. These are often conducted across lines of defense and may include matters related to capital, assets and liabilities, business practices, business risks and controls, mergers and acquisitions, the Community Reinvestment Act and fair lending and incentives.

Second Line of Defense: Independent Risk Management; Control Functions
Citi’sManagement Independent risk management units are independent of the first line of defense. They are responsible for overseeing the risk-taking activities of the first line of defense and challenging the first line of defense in the execution of its risk management responsibilities. They are also responsible for independently identifying, measuring, monitoring, controlling and reporting aggregate risks and for setting standards for the management and oversight of risk. Independent risk management is composed of Independent Risk Management (IRM) and Independent Compliance Risk Management (ICRM) together with other control functions (Finance, Human Resources, Legal) set standards that Citi, which are led by the Group Chief Risk Officer (CRO) and Group Chief Compliance Officer (CCO) who have unrestricted access to the Board and its businesses and products are requiredRisk Management Committee to adherefacilitate the ability to in orderexecute their specific responsibilities pertaining to manage and oversee risks, including conformance with applicable laws, regulatory requirements, policies and other relevant standards of ethical conduct. IRM and ICRM provide credible challengeescalation to first line units in their assessment and management of risk. In addition, among other responsibilities, IRM, ICRM and the control functions provide advice and training to Citi’s businesses and establish tools, methodologies, processes and oversight of controls used by the businesses to foster a culture of compliance and control. Where certain activities of control functions constitute first line activity, such activities are subject to appropriate review and challenge.Board.


Independent Risk Management
The Independent Risk ManagementIRM organization sets risk and control standards for the businessfirst line of defense and actively manages and oversees aggregate credit, market (price, FX(trading and interest rate)non-trading), liquidity, strategic, operational compliance and reputation risks across the Company,Citi, including risks that span categories, such as concentration risk, country risk and climate risk.
Independent Risk ManagementIRM is organized to align to businesses, risk categories, legal entities/regions risk types and to Citi-wide,Company-wide, cross-risk functions or processes. There are teams that reportEach of these units reports to an independent Chief Risk Officer (CRO) for Citi’s businesses (business CROs) and regions (regional CROs). In addition, there are teams that report to the heads for certain risk categories (e.g., Global Market Risk) and for certain foundational risk areas (e.g., Global Risk Review). Alla member of the risk heads, together with the business and regional CROs, reportRisk Management Executive Council, who are all direct reports to the Citigroup CRO.
The head of Independent Risk Management is the Citigroup CRO, who reports directly to the Citigroup CEO and to the Citigroup Risk Management Committee (RMC) of the Board of Directors. As part of its responsibilities, the RMC approves the appointment and removal of the CRO. The CRO has regular and unrestricted access to the full Citigroup Board, as well as the Risk Management Committee of the Board, to discuss risks and issues identified through Independent Risk Management’s activities, including instances in which the CRO’s assessment differs from that of the business or the CEO, and instances in which the business or the CEO may not be adhering to the risk governance framework.

Independent Compliance Risk Management
The Independent Compliance Risk ManagementICRM organization is an independent risk management function that is designed to oversee and credibly challenge products, functions, jurisdictional activities and legal entities in managingactively oversees compliance risk as well as promotingacross Citi, sets compliance risk and control standards for the first line of defense to manage compliance risk and promotes business conduct and activity that is consistent with Citi’s missionMission and value propositionValue Proposition and the compliance risk appetite. Citi’s objective is to embed an enterprise-wide compliance risk management framework and culture that identifies, escalates, measures, monitors, reportscontrols and controlsescalates compliance risk across the three lines of defense. For further information on Citi’sCiti.
ICRM is aligned by product line, function and geography to provide compliance risk framework, see “Compliance Risk” below.
management advice and credible challenge on day-to-day matters and strategic decision-making for key initiatives. ICRM also has program-level Enterprise Compliance units responsible for setting standards and establishing priorities for program-related compliance efforts. These Compliance Risk Management heads report directly to the CCO. The Citigroup Chief Compliance OfficerCCO reports to the Citigroup CEOCiti’s General Counsel and has regular and unrestricted access to committeesICRM is organizationally part of the Citigroup and Citibank Boards of Directors, including the Audit Committees, Risk Management Committees and the Ethics, Conduct and Culture Committee of the Citigroup Board.

Human Resources
Human Resources (HR) provides leadership with respect to Citi’s human capital strategy, which is primarily focused on ensuring employees are appropriately rewarded for demonstrating Citi values and leadership standards and for maintaining a pipeline of new and developing talent to meet Citi’s changing business needs.

HR is primarily composed of and organized around the core global disciplines of compensation and benefits, performance management, talent acquisition, talent and diversity and workforce relations, with consideration for support to Citi businesses, products and functions and second line of defense responsibilities. Through its disciplines, HR advises business management, escalates identified risks and establishes policies, standards or processes to manage risk.
The Head of HR reports to the Citigroup CEO and interacts regularly with the Personnel and Compensation Committee of the Citigroup Board of Directors.Global Legal Affairs & Compliance group. In addition, the HeadCCO has matrix reporting into the CRO and is part of HR has regular and unrestricted access to the full Citigroup Board of Directors, as well as to the Audit Committee of the Board of Directors.

Legal
Citi Legal is responsible for advising Citi’s lines of business and control functions in order to facilitate the prudent management of Citi’s exposure to legal risk.
Citi Legal’s organizational structure is designed to insulate it from potential conflicts of interest that could undermine its role in providing advice in regard to legal obligations and exposures of Citi.
Activities within Citi Legal include providing legal advice to Citi’s businesses and other functions on the interpretation of legal and regulatory requirements, including contractual requirements, and on managing and mitigating legal exposure based on a proper understanding of legal requirements; providing legal advice to promote the reporting of Citi’s and its subsidiaries obligations to identify legal matters to regulators and investors, as required by law; helping to identify current and emerging legal risks that arise in the context of Citi’s provision of products and services to its clients; attending meetings of the Board of Directors and committees of the Board to facilitate the oversight role of these bodies; and participating in management committees and forums where legal risk should be considered and evaluated.
The General Counsel leads Citi Legal and reports directly to the Citigroup CEO. The General Counsel meets regularly with the Board of Directors, the Audit Committee, the Risk Management Committee, the Ethics, Conduct and Culture Committee and the Nomination, Governance and Public Affairs Committee and is involved in the discussion of legal issues that arise in the context of items being presented to the Board and its committees.Executive Council.

Finance
Finance’s mission is to serve as an advisor to the business, delivering timely, accurate and complete information to each of its constituencies, accompanied by insightful analytics, and operating in a cost-efficient manner with highly effective controls.
The Finance organization, led by the Chief Financial Officer (CFO), is composed of a set of core, global disciplines (capital planning, controllers, corporate M&A, corporate
treasury, financial planning and analysis, investor relations and tax). Through the disciplines, Finance advises business management, escalates identified risks and establishes policies, standards or processes to manage risk. Also reporting to the Citigroup CFO are a set of product, geographical and legal entity Finance Officers who, along with their teams, interact with the global finance disciplines in the execution of their responsibilities.
Citi’s CFO reports directly to the Citigroup CEO. The CFO chairs or co-chairs several management committees that serve as key governance and oversight forums for business activities. In addition, the CFO has regular and unrestricted access to the full Citigroup Board of Directors as well as to the Audit Committee of the Board of Directors.

Third Line of Defense: Internal Audit
Internal Audit is independent of the first line, second line and enterprise support functions. The role of Internal Audit is to provide independent, objective, reliable, valued and timely assurance to the Citigroup and Citibank Boards, theBoard, its Audit Committees of the Boards,Committee, Citi senior management and regulators regardingover the effectiveness of governance, risk management and controls that mitigate
60


current and evolving risks and enhance the control culture within Citi.
The Internal Audit function has designated Chief Auditors responsible for assessing the design and effectiveness of controls within the various business units, functions, geographies and legal entities in which Citi operates, including specific Chief Auditors for Finance, ICRM and Independent Risk Management.
The Citigroup Chief Auditor manages Internal Audit and reports functionally to the ChairChairman of the CitigroupCiti Audit Committee and administratively to the CEO of Citigroup.Citi Chief Executive Officer. The Citi Chief Auditor has unrestricted access to the Board and the Board Audit Committee to address risks and issues identified through Internal Audit’s activities.

Enterprise Support Functions
Enterprise support functions engage in activities that support safety and soundness across Citi. These functions provide advisory services and/or design, implement, maintain and oversee Company-wide programs that support Citi in maintaining an effective control environment.
Enterprise support functions are composed of Human Resources and Legal (including Citi Security and Investigative Services). Front line units may also include enterprise support units and/or conduct enterprise support activities (e.g., the Controllers Group within Finance).
Enterprise support functions, units and activities are subject to the relevant Company-wide independent oversight processes specific to the risks for which they are accountable (e.g., operational risk, compliance risk, reputation risk).

Risk Governance
Citi’s ERM Framework encompasses risk management processes to address risks undertaken by Citi through identification, measurement, monitoring, controlling and reporting of all risks. The ERM Framework integrates these processes with appropriate governance to complement Citi’s commitment to maintaining strong and consistent risk management practices.

Board Oversight
The Board is responsible for oversight of Citi and holds the Executive Management Team accountable for implementing the ERM Framework, meeting strategic objectives within Citi’s risk appetite.

Executive Management Team
The Board delegates authority to an Executive Management Team for directing and overseeing day-to-day management of Citi. The Executive Management Team is led by the Citigroup CEO and provides oversight of group activities, both directly and through authority delegated to committees it has established to oversee the management of risk, to ensure continued alignment with Citi’s risk strategy.

Board and Executive Management Committees
The Board executes its responsibilities are carried out independently undereither directly or through its committees. The Board has delegated authority to the following Board standing committees to help fulfill its oversight and risk management responsibilities:
•Risk Management Committee (RMC): assists the Board in fulfilling its responsibility with respect to (i) oversight of Citi’s risk management framework, including the significant policies and practices used in managing credit, market, liquidity, strategic, operational, compliance, reputation and certain other risks, including those pertaining to capital management, and (ii) performance
oversight of the Global Risk Review—credit, capital and collateral review functions.
•Audit Committees,Committee: provides oversight of Citi’s financial reporting and internal control risk, as well as Internal Audit employees accordingly report to the Citigroup Chief Auditor and do not have reporting lines to either first or second line of defense management.Citi’s external independent accountants.

Citigroup Board of Directors and Committees of the Board
Citigroup’s Board of Directors actively oversees Citi’s risk-taking activities and holds management accountable for adhering to the risk governance framework. Directors review reports prepared by and receive presentations from management, and exercise independent judgment to question, probe and challenge recommendations of and decisions made by management.
The standing committees of the Citigroup Board of Directors are the Executive Committee, Risk•Compensation, Performance Management Committee, Audit Committee, Personnel and Compensation Committee, Ethics, Conduct and Culture Committee Operations:provides oversight of compensation of Citi’s employees and Technology CommitteeCiti management’s sustained focus on fostering a principled culture of sound ethics, responsible conduct and accountability within the organization.
•Nomination, Governance and Public Affairs Committee. Committee:provides oversight of reputational issues, Environmental, Social and Governance (ESG) and sustainability matters, and legal and regulatory compliance risks as they relate to corporate governance matters.
•Technology Committee: assists the Board in fulfilling its responsibility with respect to oversight of (i) Citigroup’s technology strategy and operating plan and the development of Citi’s target operating model and architecture, (ii) technology-based risk management, including Cyber Security, (iii) technology-related resource and talent planning and (iv) third-party management policies, practices and standards.

In addition to the above, the Board has established the following ad hoc committee:

•Transformation Oversight Committee: provides oversight of the actions of Citi’s management to develop and execute a transformation of Citi’s risk and control environment pursuant to the recent regulatory consent orders (for additional information see “Citi’s Consent Order Compliance” above).

The Executive Management Team has established five standing committees that cover the Board establishes additionalprimary risks to which Citi (i.e., Group) is exposed. These consist of:

•Group Strategic Risk Committee (GSRC): provides governance oversight of Citi’s management actions to adequately identify, monitor, report, manage and escalate all material strategic risks facing Citi.
•Citigroup Asset and Liability Committee (ALCO): responsible for governance over management’s Liquidity Risk and Market Risk (non-trading) management and for monitoring and influencing the balance sheet, investment securities and capital management activities of Citigroup.
•Group Risk Management Committee (GRMC): the primary senior executive level committee responsible for (i) overseeing the execution of Citigroup’s ERM Framework, (ii) monitoring Citi’s risk profile at an aggregate level inclusive of individual risk categories, (iii) ensuring that Citi’s risk profile remains consistent with its approved risk appetite and (iv) discussing material and emerging risk issues facing the Company. The Committee also provides comprehensive Group-wide coverage of all risk categories, including Credit Risk and Market Risk (trading).
•Group Business Risk and Control Committee (GBRCC):provides governance oversight of Citi’s Compliance and Operational Risks.
61


•Group Reputation Risk Committee (GRRC): provides governance oversight for Reputation Risk management across Citi.

In addition to the Executive Management committees as necessary or appropriatelisted above, management may establish ad-hoc committees in response to regulatory legalfeedback or other requirements.to manage additional activities when deemed necessary.




The figure below illustrates the reporting lines between the Board and Executive Management committees:


c-20221231_g1.jpg




CREDIT RISK


Overview
Credit risk is the risk of loss resulting from the decline in credit quality of a client, customer or counterparty (or downgrade risk) or the failure of a borrower, counterparty, third party or issuer to honor its financial or contractual obligations. Credit risk is one of the most significant risks Citi faces as an institution. For additional information, see “Risk Factors—Credit Risk” above. Credit risk arises in many of Citigroup’s business activities, including:

•consumer, commercial and corporate lending;
•capital markets derivative transactions;
•structured finance; and
•securities financing transactions (repurchase and reverse repurchase agreements, and securities loaned and borrowed).

Credit risk also arises from settlementclearing and clearingsettlement activities, when Citi transfers an asset in advance of receiving its counter-value or advances funds to settle a transaction on behalf of a client. Concentration risk, within credit risk, is the risk associated with having credit exposure concentrated within a specific client, industry, region or other category.
Credit risk is one of the most significant risks Citi faces as an institution. For additional information, see “Risk Factors—Credit Risk” above. As a result, Citi has a well-establishedan established framework in place for managing credit risk across all businesses. Thisbusinesses that includes a defined risk appetite, credit limits and credit policies, both at the business level as well as at the Company-wide level.policies. Citi’s credit risk management framework also includes processespolicies and policies with respectprocedures to manage problem recognition, including “watch lists,” portfolio reviews, stress tests, updated risk ratings and classification triggers.
With respect to Citi’s settlement and clearing activities, intraday client usage of lines is monitored against limits, as well as against usage patterns. To the extent that a problem develops, Citi typically moves the client to a secured (collateralized) operating model. Generally, Citi’s intraday settlement and clearing lines are uncommitted and cancelable at any time.exposures.
To manage concentration of risk within credit risk, Citi has in place a correlation framework consisting of industry limits, an idiosyncratic framework consisting of single namesingle-name concentrations for each business and across Citigroup and a specialized framework consisting of product limits.limit framework.
Credit exposures are generally reported in notional terms for accrual loans, reflecting the value at which the loans as well as loan and other off-balance sheet commitments are carried on the Consolidated Balance Sheet. Credit exposure arising from capital markets activities is generally expressed as the current mark-to-market, net of margin, reflecting the net value owed to Citi by a given counterparty.
The credit risk associated with theseCiti’s credit exposures is a function of the idiosyncratic creditworthiness of the obligor, as well as the terms and conditions of the specific obligation. Citi assesses the credit risk associated with its credit exposures on a regular basis through its loan loss reserveallowance for credit losses (ACL) process (see “Significant Accounting Policies and Significant Estimates—Allowance for Credit Losses” below and Notes 1 and 15 to the Consolidated Financial Statements)15), as well as through regular
stress testing at the company, business, geography and product levels. These stress-testing processes typically estimate potential incremental credit costs that would occur as a result of either downgrades in the credit quality or defaults of the obligors or counterparties.
For See Note 14 for additional information on Citi’s credit risk management.
62


CORPORATE CREDIT
Consistent with its overall strategy, Citi’s corporate clients are typically corporations that value the depth and breadth of Citi’s global network. Citi aims to establish relationships with these clients whose needs encompass multiple products, including cash management seeand trade services, foreign exchange, lending, capital markets and M&A advisory.

Corporate Credit Portfolio
The following table details Citi’s corporate credit portfolio within ICG and the Mexico SBMM component of Legacy Franchises (excluding certain loans managed on a delinquency basis, loans carried at fair value and loans held-for-sale), and before consideration of collateral or hedges, by remaining tenor for the periods indicated:

 December 31, 2022September 30, 2022December 31, 2021
In billions of dollarsDue
within
1 year		Greater
than 1 year
but within
5 years		Greater
than
5 years		Total
exposure		Due
within
1 year		Greater
than 1 year
but within
5 years		Greater
than
5 years		Total
exposure		Due
within
1 year		Greater
than 1 year
but within
5 years		Greater
than
5 years		Total
exposure
Direct outstandings
(on-balance sheet)(1)
$134 $122 $27 $283 $143 $114 $27 $284 $145 $119 $20 $284 
Unfunded lending commitments
(off-balance sheet)(2)
140 256 10 406 133 248 10 391 147 269 13 429 
Total exposure$274 $378 $37 $689 $276 $362 $37 $675 $292 $388 $33 $713 

(1)    Includes drawn loans, overdrafts, bankers’ acceptances and leases.
(2)    Includes unused commitments to lend, letters of credit and financial guarantees.

Portfolio Mix—Geography and Counterparty
Citi’s corporate credit portfolio is diverse across geography and counterparty. The following table shows the percentage of this portfolio by region based on Citi’s internal management geography:

December 31,
2022		September 30,
2022		December 31,
2021
North America56 %56 %56 %
EMEA25 25 25 
Asia12 12 13 
Latin America7 7 6 
Total100 %100 %100 %

The maintenance of accurate and consistent risk ratings across the corporate credit portfolio facilitates the comparison of credit exposure across all lines of business, geographic regions and products. Counterparty risk ratings reflect an estimated probability of default for a counterparty, and internal risk ratings are derived by leveraging validated statistical models and scorecards in combination with consideration of factors specific to the obligor or market, such as management experience, competitive position, regulatory environment and commodity prices. Facility risk ratings are assigned that reflect the probability of default of the obligor and factors that affect the loss given default of the facility, such as support or collateral. Internal obligor ratings that generally correspond to BBB and above are considered investment grade, while those below are considered non-investment grade.
The following table presents the corporate credit portfolio by facility risk rating as a percentage of the total corporate credit portfolio:

 Total exposure
 December 31,
2022		September 30,
2022		December 31,
2021
AAA/AA/A50 %50 %48 %
BBB34 33 34 
BB/B14 15 16 
CCC or below2 2 2 
Total100 %100 %100 %

Note: Total exposure includes direct outstandings and unfunded lending commitments.

In addition to the obligor and facility risk ratings assigned to all exposures, Citi may classify exposures in the corporate credit portfolio. These classifications are consistent with Citi’s interpretation of the U.S. banking regulators’ definition of criticized exposures, which may categorize exposures as special mention, substandard, doubtful or loss.
Risk ratings and classifications are reviewed regularly and adjusted as appropriate. The credit review process incorporates quantitative and qualitative factors, including financial and non-financial disclosures or metrics, idiosyncratic events or changes to the competitive, regulatory or macroeconomic environment. This includes but is not limited to exposures in those sectors significantly impacted by the COVID-19
63


pandemic (including consumer retail, commercial real estate and transportation).
Citi believes the corporate credit portfolio to be appropriately rated and classified as of December 31, 2022. Citigroup has taken action to adjust internal ratings and classifications of exposures as both the macroeconomic environment and obligor-specific factors have changed, particularly where additional stress has been seen.
As obligor risk ratings are downgraded, the probability of default increases. Downgrades of obligor risk ratings tend to result in a higher provision for credit losses. In addition, downgrades may result in the purchase of additional credit derivatives or other risk mitigants to hedge the incremental credit risk, or may result in Citi’s seeking to reduce exposure to an obligor or an industry sector. Citi will continue to review exposures to ensure that the appropriate probability of default is incorporated into all risk assessments.
See Note 14 for additional information on Citi’s corporate credit portfolio.
Portfolio Mix—Industry
Citi’s corporate credit portfolio is diversified by industry. The following table details the allocation of Citi’s total corporate credit portfolio by industry:

 Total exposure
 December 31,
2022		September 30,
2022		December 31,
2021
Transportation and
industrials		20 %20 %20 %
Technology, media
and telecom		12 12 12 
Consumer retail11 11 11 
Real estate10 10 10 
Power, chemicals,
metals and mining		9 9 9 
Banks and finance companies(1)
10 9 8 
Energy and commodities7 7 7 
Asset managers and funds5 7 8 
Health6 5 5 
Insurance4 4 4 
Public sector3 3 3 
Financial markets infrastructure2 2 2 
Other industries1 1 1 
Total100 %100 %100 %

(1)    As of the periods in the table, Citi had less than 1% exposure to securities firms. See corporate credit portfolio by industry, below.
64


The following table details Citi’s corporate credit portfolio by industry as of December 31, 2022:

Non-investment gradeSelected metrics
In millions of dollarsTotal credit exposure
Funded(1)
Unfunded(1)
Investment gradeNon-criticizedCriticized performing
Criticized non-performing(2)
30 days or more past due and accruingNet credit losses (recoveries)
Credit derivative hedges(3)
Transportation and industrials$139,225 $57,271 $81,954 $109,197 $19,697 $9,850 $481 $403 $— $(8,459)
Autos(4)
47,482 21,995 25,487 40,795 5,171 1,391 125 52 — (3,084)
Transportation24,843 10,374 14,469 18,078 3,156 3,444 165 57 (30)(1,270)
Industrials66,900 24,902 41,998 50,324 11,370 5,015 191 294 30 (4,105)
Technology, media and telecom81,211 28,931 52,280 65,386 12,308 3,308 209 169 11 (6,050)
Consumer retail78,255 32,687 45,568 60,215 14,830 2,910 300 195 28 (5,395)
Real estate70,676 48,539 22,137 63,023 4,722 2,881 50 138 2 (739)
Power, chemicals, metals and mining59,404 18,326 41,078 47,395 10,466 1,437 106 226 34 (5,063)
Power22,718 4,827 17,891 18,822 3,325 512 59 129 (3)(2,306)
Chemicals23,147 7,765 15,382 19,033 3,534 564 16 55 30 (2,098)
Metals and mining13,539 5,734 7,805 9,540 3,607 361 31 42 7 (659)
Banks and finance companies65,623 42,276 23,347 57,368 5,718 2,387 150 266 65 (1,113)
Energy and commodities(5)
46,309 13,069 33,240 38,918 6,076 1,200 115 180 11 (3,852)
Asset managers and funds35,983 13,162 22,821 34,431 1,492 60 — 95 — (759)
Health41,836 8,771 33,065 36,954 3,737 978 167 84 7 (2,855)
Insurance29,932 4,417 25,515 29,090 801 41 — 44 — (3,884)
Public sector23,705 11,736 11,969 20,663 2,084 956 2 77 4 (1,633)
Financial markets infrastructure8,742 60 8,682 8,672 70 — — — — (18)
Securities firms1,462 569 893 625 678 157 2 2 — (2)
Other industries6,697 3,651 3,046 4,842 1,568 238 49 19 16 (8)
Total$689,060 $283,465 $405,595 $576,779 $84,247 $26,403 $1,631 $1,898 $178 $(39,830)

(1)    Excludes $0.6 billion and $0.1 billion of funded and unfunded exposure at December 31, 2022, respectively, primarily related to the Consolidated Financial Statements.delinquency-managed loans and unearned income. Funded balances also exclude loans carried at fair value of $5.1 billion at December 31, 2022.
(2)    Includes non-accrual loan exposures and criticized unfunded exposures.
(3)    Represents the amount of purchased credit protection in the form of derivatives to economically hedge funded and unfunded exposures. Of the $39.8 billion of purchased credit protection, $36.6 billion represents the total notional amount of purchased credit derivatives on individual reference entities. The remaining $3.2 billion represents the first loss tranche of portfolios of purchased credit derivatives with a total notional of $27.6 billion, where the protection seller absorbs the first loss on the referenced loan portfolios.
(4)    Autos total credit exposure includes securitization financing facilities secured by auto loans and leases, extended mainly to the finance company subsidiaries of global auto manufacturers, bank subsidiaries and independent auto finance companies, of approximately $17.4 billion ($10.3 billion in funded, with more than 99% rated investment grade) as of December 31, 2022.
(5)    In addition to this exposure, Citi has energy-related exposure within the public sector (e.g., energy-related state-owned entities) and the transportation and industrials sector (e.g., off-shore drilling entities) included in the table above. As of December 31, 2022, Citi’s total exposure to these energy-related entities was approximately $4.7 billion, of which approximately $2.4 billion consisted of direct outstanding funded loans.

65


The following table details Citi’s corporate credit portfolio by industry as of December 31, 2021:

Non-investment gradeSelected metrics
In millions of dollarsTotal credit exposure
Funded(1)
Unfunded(1)
Investment gradeNon-criticizedCriticized performing
Criticized non-performing(2)
30 days or more past due and accruingNet credit losses (recoveries)
Credit derivative hedges(3)
Transportation and industrials$143,445 $51,502 $91,943 $110,047 $19,051 $13,196 $1,151 $384 $127 $(8,791)
Autos(4)
48,210 18,662 29,548 39,824 5,365 2,906 115 49 2 (3,228)
Transportation26,897 12,085 14,812 19,233 2,344 4,447 873 105 104 (1,334)
Industrials68,338 20,755 47,583 50,990 11,342 5,843 163 230 21 (4,229)
Technology, media and telecom84,333 28,542 55,791 64,676 15,873 3,587 197 156 11 (6,875)
Consumer retail78,994 32,894 46,100 60,686 13,590 4,311 407 224 100 (5,115)
Real estate69,808 46,220 23,588 58,089 6,761 4,923 35 116 50 (798)
Power, chemicals, metals and mining65,641 20,224 45,417 53,575 10,708 1,241 117 292 22 (5,808)
Power26,199 5,610 20,589 22,860 2,832 420 87 100 17 (3,032)
Chemicals25,550 8,525 17,025 20,788 4,224 528 10 88 6 (2,141)
Metals and mining13,892 6,089 7,803 9,927 3,652 293 20 104 (1)(635)
Banks and finance companies58,252 36,804 21,448 49,465 4,892 3,890 5 150 (5)(680)
Energy and commodities(5)
48,973 13,485 35,488 38,972 7,517 2,220 264 224 78 (3,679)
Asset managers and funds55,517 26,879 28,638 54,119 1,019 377 2 211 — (869)
Health33,393 8,826 24,567 27,600 4,702 942 149 95 — (2,465)
Insurance28,495 3,162 25,333 27,447 987 61 — 2 1 (2,711)
Public sector23,842 12,464 11,378 21,035 1,527 1,275 5 37 (3)(1,282)
Financial markets infrastructure14,341 109 14,232 14,323 18 — — — — (22)
Securities firms1,472 613 859 605 816 51 — 4 — (5)
Other industries6,591 2,803 3,788 4,151 1,890 489 61 — 5 (169)
Total$713,097 $284,527 $428,570 $584,790 $89,351 $36,563 $2,393 $1,895 $386 $(39,269)

(1)    Excludes $0.6 billion and $0.1 billion of funded and unfunded exposure at December 31, 2021, respectively, primarily related to the delinquency-managed loans and unearned income. Funded balances also excludes loans carried at fair value of $6.1 billion at December 31, 2021.
(2)    Includes non-accrual loan exposures and criticized unfunded exposures.
(3)    Represents the amount of purchased credit protection in the form of derivatives to economically hedge funded and unfunded exposures. Of the $39.3 billion of purchased credit protection, $36.0 billion represents the total notional amount of purchased credit derivatives on individual reference entities. The remaining $3.3 billion represents the first loss tranche of portfolios of purchased credit derivatives with a total notional of $28.4 billion, where the protection seller absorbs the first loss on the referenced loan portfolios.
(4)    Autos total credit exposure includes securitization financing facilities secured by auto loans and leases, extended mainly to the finance company subsidiaries of global auto manufacturers, bank subsidiaries and independent auto finance companies, of approximately $17.9 billion ($6.5 billion in funded, with more than 99% rated investment grade) at December 31, 2021.
(5)    In addition to this exposure, Citi has energy-related exposure within the public sector (e.g., energy-related state-owned entities) and the transportation and industrials sector (e.g., off-shore drilling entities) included in the table above. As of December 31, 2021, Citi’s total exposure to these energy-related entities was approximately $5.1 billion, of which approximately $2.6 billion consisted of direct outstanding funded loans.

66


Credit Risk Mitigation
As part of its overall risk management activities, Citigroup uses credit derivatives and other risk mitigants to hedge portions of the credit risk in its corporate credit portfolio, in addition to outright asset sales. Citi may enter into partial-term hedges as well as full-term hedges. In advance of the expiration of partial-term hedges, Citi will determine, among other factors, the economic feasibility of hedging the remaining life of the instrument. The results of the mark-to-market and any realized gains or losses on credit derivatives are reflected primarily in Principal transactions in the Consolidated Statement of Income.
At December 31, 2022, September 30, 2022 and December 31, 2021, ICG had economic hedges on the corporate credit portfolio of $39.8 billion, $36.5 billion and $39.3 billion, respectively. Citi’s expected credit loss model used in the calculation of its ACL does not include the favorable impact of credit derivatives and other mitigants that are marked-to-market. In addition, the reported amounts of direct outstandings and unfunded lending commitments in the tables above do not reflect the impact of these hedging transactions. The credit protection was economically hedging underlying ICG corporate credit portfolio exposures with the following risk rating distribution:

Rating of Hedged Exposure

December 31,
2022		September 30,
2022		December 31,
2021
AAA/AA/A39 %38 %35 %
BBB45 45 49 
BB/B12 13 13 
CCC or below4 4 3 
Total100 %100 %100 %

67


Loan Maturities and Fixed/Variable Pricing of Corporate Loans

In millions of dollars at December 31, 2022Due within
1 year		Over 1 year
but within
5 years		Over 5 years
but within
15 years		Over
15 years		Total
Corporate loans
In North America offices(1)
Commercial and industrial loans$23,636 $31,116 $1,328 $96 $56,176 
Financial institutions21,619 21,600 168 12 43,399 
Mortgage and real estate(2)
7,028 5,074 4,348 1,379 17,829 
Installment and other9,605 12,747 1,287 128 23,767 
Lease financing86 188 34 — 308 
Total$61,974 $70,725 $7,165 $1,615 $141,479 
In offices outside North America(1)
Commercial and industrial loans$70,210 $19,376 $4,300 $81 $93,967 
Financial institutions15,888 5,201 607 235 21,931 
Mortgage and real estate(2)
1,946 1,592 566 75 4,179 
Installment and other12,386 7,109 1,256 2,596 23,347 
Lease financing6 40 — — 46 
Governments and official institutions2,535 428 798 444 4,205 
Total$102,971 $33,746 $7,527 $3,431 $147,675 
Corporate loans, net of unearned income(3)
$164,945 $104,471 $14,692 $5,046 $289,154 
Loans at fixed interest rates(4)
Commercial and industrial loans$3,885 $1,045 $48 
Financial institutions3,924 61 12 
Mortgage and real estate(2)
1,238 3,643 977 
Other(5)
4,148 261 6 
Lease financing165 — — 
Total$13,360 $5,010 $1,043 
Loans at floating or adjustable interest rates(4)
Commercial and industrial loans$46,607 $4,583 $129 
Financial institutions22,877 714 235 
Mortgage and real estate(2)
5,428 1,271 477 
Other(5)
16,136 3,080 3,162 
Lease financing63 34 — 
Total$91,111 $9,682 $4,003 
Total fixed/variable pricing of corporate loans with maturities due after one year, net of unearned income(3)
$104,471 $14,692 $5,046 

(1)    North America includes the U.S., Canada and Puerto Rico. Mexico is included in offices outside North America. The classification between offices in North America and outside North America is based on the domicile of the booking unit. The differences between the domicile of the booking unit and the domicile of the managing unit are not material.
(2)    Loans secured primarily by real estate.
(3)    Corporate loans are net of unearned income of ($797) million. Unearned income on corporate loans primarily represents interest received in advance, but not yet earned, on loans originated on a discounted basis.
(4)    Based on contractual terms. Repricing characteristics may effectively be modified from time to time using derivative contracts. See Note 23.
(5)    Other includes installment and other and loans to government and official institutions.

68


CONSUMER CREDIT
Citi provides traditionalPBWM fulfills a broad spectrum of customer financial needs, with U.S. Personal Banking providing retail banking, includingcredit card, personal loan, mortgage and small business banking, and credit cardGlobal Wealth offering wealth management lending and other products in 19 countriesglobally to affluent to ultra-high-net-worth customer segments through the Private bank, Wealth at Work and jurisdictions throughCitigold. North America GCBPBWM, Latin America GCB and Asia GCB. The’s retail banking products include consumer mortgages, home equity, personal and small business loans and lines of credit and similar related products with a focus ongenerally prime portfolio built through well-defined lending to prime customers. Citi uses itsparameters within Citi’s risk appetite frameworkframework.
Legacy Franchises also provides such activities in its remaining markets through Asia Consumer and Mexico Consumer. The Legacy Franchises consumer credit information discussed below reflects only those exit market portfolios that remained held-for-investment (versus held-for-sale) as of each period. The Philippines was reclassified to define its lending parameters. In addition, Citi uses proprietary scoring models for new customer approvals.held-for-sale as of 4Q21, followed by Malaysia, Thailand, Indonesia, Vietnam, Taiwan, India and Bahrain in 1Q22. As a result, China, Korea, Russia and Poland were the only portfolios that remained held-for-investment and are reflected in the discussion below as of 4Q22.
As stated in “Global Consumer Banking” above, GCB’s overall strategy is to leverage Citi’s global footprint and be the pre-eminent bank for the affluent and emerging affluent consumers in large urban centers. In credit cards and in certain retail markets, Citi serves customers in a somewhat broader set of segments and geographies. As of the fourth quarter of 2019, Citi’s commercial banking businesses previously reported as part of GCB in North America, Latin America and Asia, including approximately $28 billion in end-of-period loans, are now reported in ICG for all periods presented.    

Consumer Credit Portfolio
The following table shows Citi’s quarterly end-of-period consumer loans:(1)

In billions of dollars
4Q’21(2)
1Q’22(2)
2Q’22(2)
3Q’22(2)
4Q’22(2)
Personal Banking and Wealth Management
U.S. Personal Banking
Cards
Branded cards$87.9 $85.9 $91.6 $93.7 $100.2 
Retail services46.0 44.1 45.8 46.7 50.5 
Retail banking
Mortgages(5)
30.2 30.5 32.3 32.3 33.4 
Personal, small business and other2.8 2.8 3.1 3.5 3.7 
Global Wealth(3)(4)
Cards4.0 3.8 4.0 4.0 4.6 
Mortgages(5)
74.6 75.4 77.8 82.0 84.0 
Personal, small business and other(6)
72.7 71.0 67.0 65.1 60.6 
Total$318.2 $313.5 $321.6 $327.3 $337.0 
Legacy Franchises
Asia Consumer(7)
$41.1 $19.5 $17.3 $13.4 $13.3 
Mexico Consumer (excludes Mexico SBMM)13.3 13.6 13.5 13.7 14.8 
Legacy Holdings Assets(8)
3.9 3.7 3.2 3.2 3.0 
Total$58.3 $36.8 $34.0 $30.3 $31.1 
Total consumer loans$376.5 $350.3 $355.6 $357.6 $368.1 

(1)End-of-period loans include interest and fees on credit cards.
(2)Legacy Franchises—4Q22 Asia Consumer loan balances exclude approximately $12 billion of loans ($9 billion of retail banking loans and $3 billion of credit card loan balances) reclassified to held-for-sale (HFS) (in Other assets on the Consolidated Balance Sheet) as a result of Citi’s signed agreements to sell its consumer banking businesses in four countries: Indonesia, Vietnam, Taiwan and India, which were reclassified to HFS starting 1Q22. (See Legacy Franchises above and Note 2 for additional information.) The Malaysia, Thailand and Bahrain sales closed during the fourth quarter of 2022 and were also reclassified to HFS starting 1Q22. The Philippines consumer banking business was reclassified to HFS from 4Q21 until the closing of its sale on August 1, 2022. Accordingly, loans from these sold businesses are excluded from the Asia Consumer loan balances as of the end of such periods.
(3)Consists of $98.2 billion, $99.3 billion, $94.6 billion, $94.1 billion and $92.7 billion of loans in North America as of December 31, 2022, September 30, 2022, June 30, 2022, March 31, 2022 and December 31, 2021, respectively. For additional information on the credit quality of the Global Wealth portfolio, see Note 14.
(4)Consists of $51.0 billion, $51.8 billion, $54.2 billion, $56.1 billion and $58.6 billion of loans outside North America as of December 31, 2022, September 30, 2022, June 30, 2022, March 31, 2022 and December 31, 2021, respectively.
(5)See Note 14 for details on loan-to-value ratios for the portfolios and FICO scores for the U.S. portfolio.
(6)At December 31, 2022, includes approximately $49 billion of classifiably managed loans. Over 90% of these loans are fully collateralized (consisting primarily of marketable investment securities, commercial real estate and limited partner capital commitments in private equity) and have experienced very low historical NCLs. As discussed below, approximately 95% of the classifiably managed portion of these loans are investment grade. See “Consumer Loan Delinquencies Amounts and Ratios” below for details on the delinquency-managed portfolio.
(7)Asia Consumer also includes loans and leases in certain EMEA countries for all periods presented.
(8)Primarily consists of certain North America consumer mortgages.

In billions of dollars4Q’181Q’192Q’193Q’194Q’19
Retail banking:     
Mortgages$80.6
$80.8
$81.9
$83.0
$85.1
Personal, small business and other37.0
37.3
37.8
37.6
39.7
Total retail banking$117.6
$118.1
$119.7
$120.6
$124.8
Cards:     
Citi-branded cards$116.8
$111.4
$115.5
$115.8
$122.2
Citi retail services52.7
48.9
49.6
50.0
52.9
Total cards$169.5
$160.3
$165.1
$165.8
$175.1
Total GCB
$287.1
$278.4
$284.8
$286.4
$299.9
GCB regional distribution:
     
North America67%66%66%66%66%
Latin America6
6
6
6
6
Asia(2)
27
28
28
28
28
Total GCB
100%100%100%100%100%
Corporate/Other(3)
$15.3
$12.6
$11.7
$11.0
$9.6
Total consumer loans$302.4
$291.0
$296.5
$297.4
$309.5

(1)End-of-period loans include interest and fees on credit cards.
(2)
Asia includes loans and leases in certain EMEA countries for all periods presented.
(3)
Primarily consists of legacy assets, principally North America consumer mortgages.

For information on changes to Citi’s end-of-period consumer loans, see “Liquidity Risk—Loans” below.




Overall 69


Consumer Credit Trends
The following charts show the quarterly trends in delinquencies (90+ days past due (90+ DPD) ratio)
Personal Banking and the net credit losses (NCL) ratio across both retail banking and cards for total GCB and by region.Wealth Management (PBWM)

Global ConsumerPersonal Banking and Wealth Management
c-20221231_g2.jpg
cctglobalvf.jpg
North America GCB
legenda75.jpg
cctnav3.jpg

c-20221231_g3.jpg
North America GCB
As indicated above, PBWM consists of U.S. Personal Banking and Global Wealth Management (Global Wealth). U.S. Personal Banking provides mortgage,card products through Branded cards and Retail services, and also includes mortgages and home equity, small business and personal consumer loans through Citi’s retailRetail banking network and card products through Citi-branded cards and Citi retail services businesses.network. The retailRetail bank is concentrated in six major U.S. metropolitan cities inareas. Global Wealth provides investment services, cards, mortgages and personal, small business and other consumer loans through the United States (for additional information on the U.S. retailPrivate bank, see “North America GCB” above).Wealth at Work and Citigold.
As of December 31, 2019,2022, approximately 75%45% of North America GCBPBWM consumer loans consisted of Citi-brandedBranded cards and Citi retailRetail services cards,card loans, which generally drives the overall credit performance of North America GCB PBWM(for,as U.S. Cards net credit losses represent approximately 90% of total PBWM losses.
As shown in the chart above, the fourth quarter of 2022 net credit loss rate in PBWM increased quarter-over-quarter and year-over-year, driven by an increase in net flow rates, primarily reflecting ongoing normalization from historically low levels in U.S. Cards.
PBWM’s 90+ days past due delinquency rate increased quarter-over-quarter and year-over-year, also driven by an increase in net flow rates, primarily reflecting the ongoing normalization in U.S. Cards.

Branded Cards
c-20221231_g2.jpg
c-20221231_g4.jpg


U.S. Personal Banking’s Branded cards portfolio includes proprietary and co-branded cards.
As shown in the chart above, the fourth quarter of 2022 net credit loss rate in Branded cards increased quarter-over-quarter and year-over-year, driven by an increase in net flow rates, primarily reflecting ongoing normalization from historically low levels.
The 90+ days past due delinquency rate increased quarter-over-quarter and year-over year, also driven by an increase in net flow rates, primarily reflecting the ongoing normalization.

Retail Services
c-20221231_g2.jpg
c-20221231_g5.jpg

U.S. Personal Banking’s Retail services partners directly with more than 20 retailers and dealers to offer private label and co-branded cards. Retail services’ target market focuses on select industry segments such as home improvement, specialty retail, consumer electronics and fuel. Retail services continually evaluates opportunities to add partners within target industries that have strong loyalty, lending or payment programs and growth potential.
As shown in the chart above, the fourth quarter of 2022 net credit loss rate in Retail services increased quarter-over-quarter and year-over-year, driven by an increase in net flow rates, primarily reflecting the ongoing normalization from historically low levels.
The 90+ days past due delinquency rate increased quarter-over-quarter and year-over-year, also driven by an increase in net flow rates, primarily reflecting the ongoing normalization.

For additional information on North America GCB’scost of credit, loan delinquency and other information for Citi’s cards portfolios, including delinquencysee each respective business’s results of operations above and net credit loss rates, see “Credit Card Trends” below).Note 14.

Retail Banking
c-20221231_g2.jpg
c-20221231_g6.jpg

70


U.S. Personal Banking’s Retail banking portfolio consists primarily of consumer mortgages (including home equity) and unsecured lending products, such as small business loans and personal loans. The portfolio is generally delinquency managed, where Citi evaluates credit risk based on FICO scores, delinquencies and the value of underlying collateral. The consumer mortgages in this portfolio have historically been extended to high credit quality customers, generally with loan-to-value ratios that are less than or equal to 80% on first and second mortgages. For additional information, see “Loan-to-Value (LTV) Ratios” in Note 14.
As shown in the chart above, the net credit loss rate in North America GCBRetail banking for the fourth quarter of 2022 increased slightly quarter-over-quarter and year-over-year, primarily driven by seasonality in Citi retail servicesportfolios. the continued impact of industry-wide episodic overdraft losses.
The 90+ days past due delinquency rate also increaseddecreased quarter-over-quarter and year-over-year, primarily duedriven by U.S. mortgages, which reflected the lasting effects of government stimulus, unemployment benefits and consumer relief programs.

Global Wealth
c-20221231_g2.jpg
c-20221231_g7.jpg

As discussed above, the Global Wealth credit portfolio primarily consists of consumer mortgages, cards and other lending products extended to seasonalitycustomer segments that range from the affluent to ultra-high-net-worth through the Private bank, Wealth at Work and Citigold. These customer segments represent a target market that is characterized by historically low default rates and delinquencies.
As of December 31, 2022, approximately $49 billion, or 33%, of the portfolio was classifiably managed and primarily consisted of margin lending, commercial real estate, subscription credit finance and other lending programs. These classifiably managed loans are primarily evaluated for credit risk based on their internal risk rating, of which 95% is rated investment grade. While the delinquency rate in the cardschart above is calculated only for the delinquency-managed portfolio, the net credit loss rate is calculated using net credit losses for both the delinquency and classifiably managed portfolios.
TheAs shown in the chart above, the net credit loss rate and 90+ days past due delinquency rate were broadly stable quarter-over-quarter and year-over-year, reflecting the strong credit profiles of the portfolios. The net credit loss rate increased year-over-year, primarily driven by seasoningslightly quarter-over-quarter, due to a classifiably managed loan charge-off. The low levels of more recent vintages in Citi-branded cards and an increase in net flow rates in later delinquency buckets in Citi retail services.


credit losses
Latin America GCB
legenda75.jpg
cctlatamv3.jpg

and the 90+ days past due delinquency rate continued to reflect the strong credit profiles of the portfolios.
Latin America GCB
Legacy Franchises
Legacy Franchises operates in Mexico through
Citibanamex, one of Mexico’s largest banks,provides traditional retail banking and provides
credit cards, consumer mortgagesbranded card products to retail and small business customers in Asia Consumer and personal loans. Latin America GCB serves a more mass-market segment in Mexico and focuses on developing multi-product relationships with customers.Consumer.

Asia(1) Consumer
c-20221231_g2.jpgc-20221231_g8.jpg

(1)    Asia Consumer includes Legacy Franchises activities in certain EMEA countries for all periods presented.

As shown in the chart above, the fourth quarter of 2022 net credit loss rate in Latin America GCB decreasedAsia Consumer for the remaining portfolios held-for-investment (China, Korea, Russia and Poland) increased quarter-over-quarter, primarily driven by lower average loans due to seasonalitythe ongoing wind-down of the businesses, particularly in Korea (decline of $1.5 billion) and the sale of the personal loan portfolio in Russia in the cardsfourth quarter of 2022. The net credit loss rate increased year-over-year, primarily driven by lower average loans due to the ongoing wind-down of the businesses, particularly in Korea (decline of $7.8 billion) and the sale of the personal loan portfolio whilein Russia, partially offset by the reclassification of loans to held-for-sale during 2022.
The 90+ days past due delinquency rate remained broadly stable.
The net credit losswas largely unchanged quarter-over-quarter and 90+ days past due rate decreased year-over-year, primarilymainly driven by the impact of the Asia Consumer held-for-sale reclassifications, partially offset by the effect of declining loans due to the growthongoing wind-down of the businesses, including the sale of the personal loan portfolio in recent vintages for cards as well as a slower paceRussia.
The performance of acquisitionsAsia Consumer’s portfolios continues to reflect the strong credit profiles in the retail portfolios during 2019.region’s target customer segments.

Asia(1) GCB
legenda75.jpgcctasiav4a03.jpg

(1)
Asia includes GCB activities in certain EMEA countries for all periods presented.
Mexico Consumer

c-20221231_g2.jpg
c-20221231_g9.jpg
Asia GCB
71


Mexico Consumer operates in 17 countries in Asia and EMEA
Mexico through Citibanamex and provides credit cards, consumer mortgages and small business and personal loans. Mexico Consumer serves a more mass-market segment in Mexico and focuses on developing multiproduct relationships with customers.
As shown in the chart above, the fourth quarter of 2022 net credit loss rate in Asia GCBMexico Consumer decreased quarter-over-quarter and year-over-year, primarily duedriven by the impact of the charge-off of peak delinquencies in early 2021, which resulted in lower delinquencies, leading to seasonality, whilelower net credit losses in the current quarter.
The 90+ days past due delinquency rate remained broadly stable quarter-over-quarter. Year-over-year,was largely unchanged quarter-over-quarter and decreased year-over-year, primarily driven by the net credit lossimpact of the charge-off of peak delinquencies and the 90+ days past due delinquency rate remained broadly stable.higher payment rates.
The stability in Asia GCB’s portfolios reflects the strong credit profiles in the region’s target customer segments. Regulatory changes in many markets in Asia over the past few years have also resulted in stable portfolio credit quality.
For additional information on cost of credit, loan delinquency and other information for Citi’s consumer loan portfolios, see each respective business’s results of operations above and Note 14 to the Consolidated Financial Statements.

Credit Card Trends14.
The following charts show the quarterly trends in delinquencies and net credit losses for total GCB cards, North America Citi-branded cards and Citi retail services portfolios, as well as for Citi’s Latin America and Asia Citi-branded cards portfolios.

Global Cards
legenda75.jpg
ccglobalcardsv2.jpg

North America Citi-Branded Cards
legenda75.jpg
ccnacardsv4.jpg


North America GCB’s Citi-branded cards portfolio issuesproprietary and co-branded cards. As shown in the chart above, the net credit loss rate in North America Citi-branded cards was relatively stable quarter-over-quarter, while the 90+ days past due delinquency rate increased, driven by seasonality.
The net credit loss and 90+ days past due delinquency rate increased year-over-year, primarily driven by seasoning of more recent vintages.






North America Citi Retail Services
legenda75.jpg
ccnaretailv2.jpg

Citi retail services partners directly with more than 20 retailers and dealers to offer private label and co-branded cards. Citi retail services’ target market is focused on select industry segments such as home improvement, specialty retail, consumer electronics and fuel.
Citi retail services continually evaluates opportunities to add partners within target industries that have strong loyalty, lending or payment programs and growth potential.
As shown in the chart above, the net credit loss and 90+ days past due delinquency rate in Citi retail services increased quarter-over-quarter, primarily due to seasonality.
The net credit loss rate and 90+ days past due delinquency rate increased year-over-year, primarily driven by an increase in net flow rates in later delinquency buckets.

Latin America Citi-Branded Cards
legenda75.jpg
cclatamcardsv2.jpg

Latin America GCB issues proprietary and co-brandedcards. As shown in the chart above, the net credit loss rate in Latin America Citi-branded cards decreased quarter-over-quarter, primarily due to seasonality,while the 90+ days past due delinquency rate remained stable.
The net credit loss and 90+ days past due delinquency rate decreased year-over-year, primarily due to growth in recent vintages.


Asia Citi-Branded Cards(1)
legenda75.jpg
ccasiacardsv3a01.jpg

(1)
Asia includes loans and leases in certain EMEA countries for all periods presented.

Asia GCB issues proprietary and co-branded cards.
As set forth in the chart above, the net credit loss rate in
Asia Citi-branded cards decreased quarter-over-quarter, primarily due to seasonality, while the 90+ days past due delinquency rate remained broadly stable.
Year-over-year, the net credit loss rate and 90+ days past due delinquency rate remained broadly stable.
For additional information on cost of credit, delinquency and other information for Citi’s cards portfolios, see each respective business’s results of operations above and Note 13 to the Consolidated Financial Statements.


North AmericaU.S. Cards FICO Distribution
The following tables show the current FICO score distributions for Citi’s North AmericaBranded cards and Retail services portfolios based on end-of-period receivables. FICO scores are updated monthly for substantially all of the portfolio and on a quarterly basis for the remaining portfolio.


Branded Cards
Citi-Branded Cards
FICO distribution(1)
Dec 31, 2019Sept. 30, 2019Dec 31, 2018
  > 76042%41%42%
   680–76041
41
41
  < 68017
18
17
Total100%100%100%


FICO distribution(1)
Dec. 31, 2022Sept. 30, 2022Dec. 31, 2021
> 76048 %48 %49 %
680–76038 38 38 
< 68014 14 13 
Total100 %100 %100 %
Citi
Retail Services
FICO distribution(1)
Dec 31, 2019Sept. 30, 2019Dec 31, 2018
   > 76025%24%25%
   680–76042
43
42
  < 68033
33
33
Total100%100%100%


(1)The FICO bands in the tables are consistent with general industry peer presentations.

FICO distribution(1)
Dec. 31, 2022Sept. 30, 2022Dec. 31, 2021
> 76027 %27 %28 %
680–76042 43 44 
< 68031 30 28 
Total100 %100 %100 %
Both
(1)The FICO bands in the Citi-branded cards’tables are consistent with general industry peer presentations.

The FICO distribution of both cards portfolios shifted slightly lower across the credit bands from the prior quarter and Citi retail services’ cardsthe prior year consistent with the ongoing normalization in net credit loss and delinquency rates in the portfolios. The FICO distributions remained stable asdistribution continues to reflect strong underlying credit quality and a benefit from the continued impacts of year-end 2019.
Forgovernment stimulus, unemployment benefits and customer relief programs. See Note 14 for additional information on FICO scores, see Note 14 to the Consolidated Financial Statements.scores.



72


Additional Consumer Credit Details

Consumer Loan Delinquencies Amounts and Ratios

 
EOP
loans(1)
90+ days past due(2)
30–89 days past due(2)
December 31,December 31,December 31,
In millions of dollars,
except EOP loan amounts in billions		2022202220212020202220212020
Personal Banking and Wealth Management(3)(4)(5)
Total$337.0 $1,764 $1,350 $1,879 $2,037 $1,453 $1,794 
Ratio0.61 %0.52 %0.74 %0.71 %0.56 %0.71 %
U.S. Personal Banking
Total$187.8 $1,578 $1,069 $1,588 $1,720 $1,130 $1,513 
Ratio0.84 %0.64 %0.95 %0.92 %0.68 %0.90 %
Cards(4)
Total$150.7 $1,415 $871 $1,330 $1,511 $947 $1,228 
Ratio0.94 %0.65 %1.02 %1.00 %0.71 %0.94 %
Branded cards100.2 629 389 686 693 408 589 
Ratio0.63 %0.44 %0.82 %0.69 %0.46 %0.70 %
Retail services50.5 786 482 644 818 539 639 
Ratio1.56 %1.05 %1.39 %1.62 %1.17 %1.38 %
Retail banking(3)
37.1 163 198 258 209 183 285 
Ratio0.45 %0.62 %0.70 %0.57 %0.57 %0.77 %
Global Wealth
delinquency-managed loans(5)
$100.0 $186 $281 $291 $317 $323 $281 
Ratio0.19 %0.31 %0.34 %0.32 %0.35 %0.33 %
Global Wealth
classifiably managed loans(6)
$49.2 N/AN/AN/AN/AN/AN/A
Legacy Franchises
Total$31.1 $389 $613 $1,131 $335 $546 $1,083 
Ratio1.26 %1.06 %1.47 %1.09 %0.94 %1.41 %
Asia Consumer(7)(8)
13.3 49 209 456 70 285 514 
Ratio0.37 %0.51 %0.81 %0.53 %0.69 %0.92 %
Mexico Consumer14.8 190 183 363 186 173 390 
Ratio1.28 %1.38 %2.49 %1.26 %1.30 %2.67 %
Legacy Holdings Assets (consumer)(9)
3.0 150 221 312 79 88 179 
Ratio5.56 %6.31 %5.03 %2.93 %2.51 %2.89 %
Total Citigroup consumer$368.1 $2,153 $1,963 $3,010 $2,372 $1,999 $2,877 
Ratio0.68 %0.62 %0.91 %0.75 %0.63 %0.87 %

(1)End-of-period (EOP) loans include interest and fees on credit cards.
(2)The ratios of 90+ days past due and 30–89 days past due are calculated based on EOP loans, net of unearned income.
(3)The 90+ days past due and 30–89 days past due and related ratios forRetail banking exclude loans guaranteed by U.S. government-sponsored agencies since the potential risk of loss predominantly resides with the U.S. government-sponsored agencies. The amounts excluded for loans 90+ days past due and (EOP loans) were $89 million ($0.6 billion), $185 million ($1.1 billion) and $171 million ($0.7 billion) at December 31, 2022, 2021 and 2020, respectively. The amounts excluded for loans 30–89 days past due (the 30–89 days past due EOP loans have the same adjustments as the 90+ days past due EOP loans) were $70 million, $74 million and $98 million at December 31, 2022, 2021 and 2020, respectively. The EOP loans in the table include the guaranteed loans.
(4)The 90+ days past due balances for Branded cards and Retail services are generally still accruing interest. Citi’s policy is generally to accrue interest on credit card loans until 180 days past due, unless notification of bankruptcy filing has been received earlier.
(5)Excludes EOP classifiably managed Private bank loans. These loans are not included in the delinquency numerator, denominator and ratios.
(6)These loans are evaluated for non-accrual status and write-off primarily based on their internal risk classification and not solely on their delinquency status, and therefore delinquency metrics are excluded from this table. As of December 31, 2022, 2021 and 2020, 96%, 94% and 92% of Global Wealth classifiably managed loans were rated investment grade. For additional information on the credit quality of the Global Wealth portfolio, including classifiably managed portfolios, see “Consumer Credit Trends” above.
(7)Asia Consumer includes delinquencies and loans in certain EMEAcountries for all periods presented.
73


 
EOP
loans(1)
90+ days past due(2)
30–89 days past due(2)
 December 31,December 31,December 31,
In millions of dollars, except EOP loan amounts in billions2019201920182017201920182017
Global Consumer Banking(3)(4)
       
Total$299.9
$2,737
$2,550
$2,378
$3,001
$2,864
$2,687
Ratio 0.91%0.89%0.84%1.00%1.00%0.95%
Retail banking       
Total$124.8
$438
$416
$415
$816
$752
$747
Ratio 0.35%0.36%0.35%0.66%0.64%0.64%
North America50.3
146
135
134
334
265
256
Ratio 0.29%0.29%0.29%0.67%0.56%0.55%
Latin America11.7
106
108
112
180
185
181
Ratio 0.91%0.95%0.96%1.54%1.62%1.55%
Asia(5)
62.8
186
173
169
302
302
310
Ratio 0.30%0.30%0.29%0.48%0.52%0.52%
Cards       
Total$175.1
$2,299
$2,134
$1,963
$2,185
$2,112
$1,940
Ratio 1.31%1.26%1.19%1.25%1.25%1.18%
North America—Citi-branded
96.3
915
812
768
814
755
698
Ratio 0.95%0.88%0.85%0.85%0.82%0.77%
North America—Citi retail services
52.9
1,012
952
845
945
932
830
Ratio 1.91%1.81%1.72%1.79%1.77%1.69%
Latin America6.0
165
171
151
159
170
153
Ratio 2.75%3.00%2.80%2.65%2.98%2.83%
Asia(5)
19.9
207
199
199
267
255
259
Ratio 1.04%1.03%1.01%1.34%1.32%1.31%
Corporate/Other—Consumer(6)
       
Total$9.6
$278
$382
$557
$295
$362
$542
Ratio 3.02%2.63%2.58%3.21%2.50%2.51%
Total Citigroup$309.5
$3,015
$2,932
$2,935
$3,296
$3,226
$3,229
Ratio 0.98%0.97%0.91%1.07%1.07%1.06%
(8)Citi recently entered into agreements to sell certain Asia consumer banking businesses. Accordingly, the loans of these businesses have been reclassified as HFS in Other assets on the Consolidated Balance Sheet, and hence the loans and related delinquencies and ratios are not included in this table. The reclassifications commenced as follows: Australia (3Q21, and closed on June 1, 2022), the Philippines (4Q21, and closed on August 1, 2022) and Bahrain, India, Indonesia, Malaysia, Taiwan, Thailand and Vietnam (1Q22) (Bahrain, Malaysia and Thailand closed in 4Q22). See Note 2 for additional information.
(1)End-of-period (EOP) loans include interest and fees on credit cards.
(2)The ratios of 90+ days past due and 30–89 days past due are calculated based on EOP loans, net of unearned income.
(3)
The 90+ days past due balances for North America—Citi-brandedand North America—Citi retail services are generally still accruing interest. Citigroup’s policy is generally to accrue interest on credit card loans until 180 days past due, unless notification of bankruptcy filing has been received earlier.
(9)The 90+ days past due and 30–89 days past due and related ratios exclude U.S. mortgage loans that are primarily related to U.S. mortgages guaranteed by U.S. government-sponsored agencies since the potential risk of loss predominantly resides with the U.S. agencies. The amounts excluded for 90+ days past due and (EOP loans) were $90 million ($0.3 billion), $138 million ($0.4 billion) and $183 million ($0.5 billion) at December 31, 2022, 2021 and 2020, respectively. The amounts excluded for loans 30–89 days past due (the 30–89 days past due EOP loans have the same adjustments as the 90+ days past due EOP loans) were $37 million, $35 million and $73 million at December 31, 2022, 2021 and 2020, respectively. The EOP loans in the table include the guaranteed loans.
N/A    Not applicable

(4)
The 90+ days past due and 30–89 days past due and related ratios for North America GCB exclude U.S. mortgage loans that are guaranteed by U.S. government-sponsored agencies since the potential loss predominantly resides within the agencies. The amounts excluded for loans 90+ days past due and (EOP loans) were $135 million ($0.5 billion), $211 million ($0.7 billion) and $305 million ($0.8 billion) at December 31, 2019, 2018 and 2017, respectively. The amounts excluded for loans 30–89 days past due (EOP loans have the same adjustment as above) were $72 million, $86 million and $93 million at December 31, 2019, 2018 and 2017, respectively.
(5)
Asia includes delinquencies and loans in certain EMEA countries for all periods presented.
(6)The 90+ days past due and 30–89 days past due and related ratios exclude U.S. mortgage loans that are guaranteed by U.S. government-sponsored agencies since the potential loss predominantly resides within the agencies. The amounts excluded for loans 90+ days past due and (EOP loans) were $172 million ($0.4 billion), $367 million ($0.8 billion) and $663 million ($1.2 billion) at December 31, 2019, 2018 and 2017, respectively. The amounts excluded for loans 30–89 days past due (EOP loans have the same adjustment as above) were $55 million, $122 million and $164 million at December 31, 2019, 2018 and 2017, respectively.



Consumer Loan NetCorporate Credit Losses Portfolio
The following table details Citi’s corporate credit portfolio within ICG and Ratiosthe Mexico SBMM component of Legacy Franchises (excluding certain loans managed on a delinquency basis, loans carried at fair value and loans held-for-sale), and before consideration of collateral or hedges, by remaining tenor for the periods indicated:

 December 31, 2022September 30, 2022December 31, 2021
In billions of dollarsDue
within
1 year		Greater
than 1 year
but within
5 years		Greater
than
5 years		Total
exposure		Due
within
1 year		Greater
than 1 year
but within
5 years		Greater
than
5 years		Total
exposure		Due
within
1 year		Greater
than 1 year
but within
5 years		Greater
than
5 years		Total
exposure
Direct outstandings
(on-balance sheet)(1)
$134 $122 $27 $283 $143 $114 $27 $284 $145 $119 $20 $284 
Unfunded lending commitments
(off-balance sheet)(2)
140 256 10 406 133 248 10 391 147 269 13 429 
Total exposure$274 $378 $37 $689 $276 $362 $37 $675 $292 $388 $33 $713 

(1)    Includes drawn loans, overdrafts, bankers’ acceptances and leases.
(2)    Includes unused commitments to lend, letters of credit and financial guarantees.

Portfolio Mix—Geography and Counterparty
Citi’s corporate credit portfolio is diverse across geography and counterparty. The following table shows the percentage of this portfolio by region based on Citi’s internal management geography:

December 31,
2022		September 30,
2022		December 31,
2021
North America56 %56 %56 %
EMEA25 25 25 
Asia12 12 13 
Latin America7 7 6 
Total100 %100 %100 %

The maintenance of accurate and consistent risk ratings across the corporate credit portfolio facilitates the comparison of credit exposure across all lines of business, geographic regions and products. Counterparty risk ratings reflect an estimated probability of default for a counterparty, and internal risk ratings are derived by leveraging validated statistical models and scorecards in combination with consideration of factors specific to the obligor or market, such as management experience, competitive position, regulatory environment and commodity prices. Facility risk ratings are assigned that reflect the probability of default of the obligor and factors that affect the loss given default of the facility, such as support or collateral. Internal obligor ratings that generally correspond to BBB and above are considered investment grade, while those below are considered non-investment grade.
The following table presents the corporate credit portfolio by facility risk rating as a percentage of the total corporate credit portfolio:

 Total exposure
 December 31,
2022		September 30,
2022		December 31,
2021
AAA/AA/A50 %50 %48 %
BBB34 33 34 
BB/B14 15 16 
CCC or below2 2 2 
Total100 %100 %100 %

Note: Total exposure includes direct outstandings and unfunded lending commitments.

In addition to the obligor and facility risk ratings assigned to all exposures, Citi may classify exposures in the corporate credit portfolio. These classifications are consistent with Citi’s interpretation of the U.S. banking regulators’ definition of criticized exposures, which may categorize exposures as special mention, substandard, doubtful or loss.
Risk ratings and classifications are reviewed regularly and adjusted as appropriate. The credit review process incorporates quantitative and qualitative factors, including financial and non-financial disclosures or metrics, idiosyncratic events or changes to the competitive, regulatory or macroeconomic environment. This includes but is not limited to exposures in those sectors significantly impacted by the COVID-19
63


pandemic (including consumer retail, commercial real estate and transportation).
Citi believes the corporate credit portfolio to be appropriately rated and classified as of December 31, 2022. Citigroup has taken action to adjust internal ratings and classifications of exposures as both the macroeconomic environment and obligor-specific factors have changed, particularly where additional stress has been seen.
As obligor risk ratings are downgraded, the probability of default increases. Downgrades of obligor risk ratings tend to result in a higher provision for credit losses. In addition, downgrades may result in the purchase of additional credit derivatives or other risk mitigants to hedge the incremental credit risk, or may result in Citi’s seeking to reduce exposure to an obligor or an industry sector. Citi will continue to review exposures to ensure that the appropriate probability of default is incorporated into all risk assessments.
See Note 14 for additional information on Citi’s corporate credit portfolio.
Portfolio Mix—Industry
Citi’s corporate credit portfolio is diversified by industry. The following table details the allocation of Citi’s total corporate credit portfolio by industry:

 Total exposure
 December 31,
2022		September 30,
2022		December 31,
2021
Transportation and
industrials		20 %20 %20 %
Technology, media
and telecom		12 12 12 
Consumer retail11 11 11 
Real estate10 10 10 
Power, chemicals,
metals and mining		9 9 9 
Banks and finance companies(1)
10 9 8 
Energy and commodities7 7 7 
Asset managers and funds5 7 8 
Health6 5 5 
Insurance4 4 4 
Public sector3 3 3 
Financial markets infrastructure2 2 2 
Other industries1 1 1 
Total100 %100 %100 %

(1)    As of the periods in the table, Citi had less than 1% exposure to securities firms. See corporate credit portfolio by industry, below.
64


The following table details Citi’s corporate credit portfolio by industry as of December 31, 2022:

Non-investment gradeSelected metrics
In millions of dollarsTotal credit exposure
Funded(1)
Unfunded(1)
Investment gradeNon-criticizedCriticized performing
Criticized non-performing(2)
30 days or more past due and accruingNet credit losses (recoveries)
Credit derivative hedges(3)
Transportation and industrials$139,225 $57,271 $81,954 $109,197 $19,697 $9,850 $481 $403 $— $(8,459)
Autos(4)
47,482 21,995 25,487 40,795 5,171 1,391 125 52 — (3,084)
Transportation24,843 10,374 14,469 18,078 3,156 3,444 165 57 (30)(1,270)
Industrials66,900 24,902 41,998 50,324 11,370 5,015 191 294 30 (4,105)
Technology, media and telecom81,211 28,931 52,280 65,386 12,308 3,308 209 169 11 (6,050)
Consumer retail78,255 32,687 45,568 60,215 14,830 2,910 300 195 28 (5,395)
Real estate70,676 48,539 22,137 63,023 4,722 2,881 50 138 2 (739)
Power, chemicals, metals and mining59,404 18,326 41,078 47,395 10,466 1,437 106 226 34 (5,063)
Power22,718 4,827 17,891 18,822 3,325 512 59 129 (3)(2,306)
Chemicals23,147 7,765 15,382 19,033 3,534 564 16 55 30 (2,098)
Metals and mining13,539 5,734 7,805 9,540 3,607 361 31 42 7 (659)
Banks and finance companies65,623 42,276 23,347 57,368 5,718 2,387 150 266 65 (1,113)
Energy and commodities(5)
46,309 13,069 33,240 38,918 6,076 1,200 115 180 11 (3,852)
Asset managers and funds35,983 13,162 22,821 34,431 1,492 60 — 95 — (759)
Health41,836 8,771 33,065 36,954 3,737 978 167 84 7 (2,855)
Insurance29,932 4,417 25,515 29,090 801 41 — 44 — (3,884)
Public sector23,705 11,736 11,969 20,663 2,084 956 2 77 4 (1,633)
Financial markets infrastructure8,742 60 8,682 8,672 70 — — — — (18)
Securities firms1,462 569 893 625 678 157 2 2 — (2)
Other industries6,697 3,651 3,046 4,842 1,568 238 49 19 16 (8)
Total$689,060 $283,465 $405,595 $576,779 $84,247 $26,403 $1,631 $1,898 $178 $(39,830)

(1)    Excludes $0.6 billion and $0.1 billion of funded and unfunded exposure at December 31, 2022, respectively, primarily related to the delinquency-managed loans and unearned income. Funded balances also exclude loans carried at fair value of $5.1 billion at December 31, 2022.
(2)    Includes non-accrual loan exposures and criticized unfunded exposures.
(3)    Represents the amount of purchased credit protection in the form of derivatives to economically hedge funded and unfunded exposures. Of the $39.8 billion of purchased credit protection, $36.6 billion represents the total notional amount of purchased credit derivatives on individual reference entities. The remaining $3.2 billion represents the first loss tranche of portfolios of purchased credit derivatives with a total notional of $27.6 billion, where the protection seller absorbs the first loss on the referenced loan portfolios.
(4)    Autos total credit exposure includes securitization financing facilities secured by auto loans and leases, extended mainly to the finance company subsidiaries of global auto manufacturers, bank subsidiaries and independent auto finance companies, of approximately $17.4 billion ($10.3 billion in funded, with more than 99% rated investment grade) as of December 31, 2022.
(5)    In addition to this exposure, Citi has energy-related exposure within the public sector (e.g., energy-related state-owned entities) and the transportation and industrials sector (e.g., off-shore drilling entities) included in the table above. As of December 31, 2022, Citi’s total exposure to these energy-related entities was approximately $4.7 billion, of which approximately $2.4 billion consisted of direct outstanding funded loans.

65


The following table details Citi’s corporate credit portfolio by industry as of December 31, 2021:

Non-investment gradeSelected metrics
In millions of dollarsTotal credit exposure
Funded(1)
Unfunded(1)
Investment gradeNon-criticizedCriticized performing
Criticized non-performing(2)
30 days or more past due and accruingNet credit losses (recoveries)
Credit derivative hedges(3)
Transportation and industrials$143,445 $51,502 $91,943 $110,047 $19,051 $13,196 $1,151 $384 $127 $(8,791)
Autos(4)
48,210 18,662 29,548 39,824 5,365 2,906 115 49 2 (3,228)
Transportation26,897 12,085 14,812 19,233 2,344 4,447 873 105 104 (1,334)
Industrials68,338 20,755 47,583 50,990 11,342 5,843 163 230 21 (4,229)
Technology, media and telecom84,333 28,542 55,791 64,676 15,873 3,587 197 156 11 (6,875)
Consumer retail78,994 32,894 46,100 60,686 13,590 4,311 407 224 100 (5,115)
Real estate69,808 46,220 23,588 58,089 6,761 4,923 35 116 50 (798)
Power, chemicals, metals and mining65,641 20,224 45,417 53,575 10,708 1,241 117 292 22 (5,808)
Power26,199 5,610 20,589 22,860 2,832 420 87 100 17 (3,032)
Chemicals25,550 8,525 17,025 20,788 4,224 528 10 88 6 (2,141)
Metals and mining13,892 6,089 7,803 9,927 3,652 293 20 104 (1)(635)
Banks and finance companies58,252 36,804 21,448 49,465 4,892 3,890 5 150 (5)(680)
Energy and commodities(5)
48,973 13,485 35,488 38,972 7,517 2,220 264 224 78 (3,679)
Asset managers and funds55,517 26,879 28,638 54,119 1,019 377 2 211 — (869)
Health33,393 8,826 24,567 27,600 4,702 942 149 95 — (2,465)
Insurance28,495 3,162 25,333 27,447 987 61 — 2 1 (2,711)
Public sector23,842 12,464 11,378 21,035 1,527 1,275 5 37 (3)(1,282)
Financial markets infrastructure14,341 109 14,232 14,323 18 — — — — (22)
Securities firms1,472 613 859 605 816 51 — 4 — (5)
Other industries6,591 2,803 3,788 4,151 1,890 489 61 — 5 (169)
Total$713,097 $284,527 $428,570 $584,790 $89,351 $36,563 $2,393 $1,895 $386 $(39,269)

(1)    Excludes $0.6 billion and $0.1 billion of funded and unfunded exposure at December 31, 2021, respectively, primarily related to the delinquency-managed loans and unearned income. Funded balances also excludes loans carried at fair value of $6.1 billion at December 31, 2021.
(2)    Includes non-accrual loan exposures and criticized unfunded exposures.
(3)    Represents the amount of purchased credit protection in the form of derivatives to economically hedge funded and unfunded exposures. Of the $39.3 billion of purchased credit protection, $36.0 billion represents the total notional amount of purchased credit derivatives on individual reference entities. The remaining $3.3 billion represents the first loss tranche of portfolios of purchased credit derivatives with a total notional of $28.4 billion, where the protection seller absorbs the first loss on the referenced loan portfolios.
(4)    Autos total credit exposure includes securitization financing facilities secured by auto loans and leases, extended mainly to the finance company subsidiaries of global auto manufacturers, bank subsidiaries and independent auto finance companies, of approximately $17.9 billion ($6.5 billion in funded, with more than 99% rated investment grade) at December 31, 2021.
(5)    In addition to this exposure, Citi has energy-related exposure within the public sector (e.g., energy-related state-owned entities) and the transportation and industrials sector (e.g., off-shore drilling entities) included in the table above. As of December 31, 2021, Citi’s total exposure to these energy-related entities was approximately $5.1 billion, of which approximately $2.6 billion consisted of direct outstanding funded loans.

 
Average
loans(1)
Net credit losses(2)(3)
In millions of dollars, except average loan amounts in billions2019201920182017
Global Consumer Banking    
Total$284.1
$7,382
$6,884
$6,462
Ratio 2.60 %2.48%2.39%
Retail banking    
Total$119.7
$910
$913
$923
Ratio 0.76 %0.78%0.79%
North America48.5
161
126
135
Ratio

0.33
0.27
0.29
Latin America11.5
494
545
550
Ratio 4.30
4.58
4.40
Asia(4)
59.7
255
242
238
Ratio 0.43
0.41
0.42
Cards    
Total$164.4
$6,472
$5,971
$5,539
Ratio 3.94 %3.72%3.60%
North America—Citi-branded
89.8
2,864
2,602
2,447
Ratio 3.19
2.97
2.90
North America—Citi retail services
49.9
2,558
2,357
2,155
Ratio 5.13
4.88
4.73
Latin America5.7
615
586
533
Ratio 10.79
10.65
10.06
Asia(4)
19.0
435
426
404
Ratio 2.29
2.25
2.17
Corporate/Other—Consumer(3)
    
Total$11.9
$(6)$24
$156
Ratio (0.05)%0.14%0.57%
International—
—
42
82
Ratio —
6.00
4.32
North America11.9
(6)(18)74
Ratio (0.05)NM
0.29
Other(5)
—
—
—
(21)
Total Citigroup$296.0
$7,376
$6,908
$6,597
Ratio 2.49 %2.33%2.22%
(1)Average loans include interest and fees on credit cards.
(2)The ratios of net credit losses are calculated based on average loans, net of unearned income.
(3)
As a result of Citigroup's entry into agreements in 2016 to sell its Argentina and Brazil consumer banking businesses, these businesses were classified as HFS at the end of the fourth quarter of 2016. Loans HFS are excluded from this table as they are recorded in Other assets. In addition, as a result of HFS accounting treatment, approximately $128 million of net credit losses (NCLs) were recorded as a reduction in revenue (Other revenue) during 2017. Accordingly, these NCLs are not included in this table. The sales of the Argentina and Brazil consumer banking businesses were completed in 2017.
(4)
Asia includes NCLs and average loans in certain EMEA countries for all periods presented.
(5)2017 NCLs reflected a recovery related to legacy assets.




66


Credit Risk Mitigation
As part of its overall risk management activities, Citigroup uses credit derivatives and other risk mitigants to hedge portions of the credit risk in its corporate credit portfolio, in addition to outright asset sales. Citi may enter into partial-term hedges as well as full-term hedges. In advance of the expiration of partial-term hedges, Citi will determine, among other factors, the economic feasibility of hedging the remaining life of the instrument. The results of the mark-to-market and any realized gains or losses on credit derivatives are reflected primarily in Principal transactions in the Consolidated Statement of Income.
At December 31, 2022, September 30, 2022 and December 31, 2021, ICG had economic hedges on the corporate credit portfolio of $39.8 billion, $36.5 billion and $39.3 billion, respectively. Citi’s expected credit loss model used in the calculation of its ACL does not include the favorable impact of credit derivatives and other mitigants that are marked-to-market. In addition, the reported amounts of direct outstandings and unfunded lending commitments in the tables above do not reflect the impact of these hedging transactions. The credit protection was economically hedging underlying ICG corporate credit portfolio exposures with the following risk rating distribution:

Rating of Hedged Exposure

December 31,
2022		September 30,
2022		December 31,
2021
AAA/AA/A39 %38 %35 %
BBB45 45 49 
BB/B12 13 13 
CCC or below4 4 3 
Total100 %100 %100 %

67


Loan Maturities and Fixed/Variable Pricing of Corporate Loans

In millions of dollars at December 31, 2022Due within
1 year		Over 1 year
but within
5 years		Over 5 years
but within
15 years		Over
15 years		Total
Corporate loans
In North America offices(1)
Commercial and industrial loans$23,636 $31,116 $1,328 $96 $56,176 
Financial institutions21,619 21,600 168 12 43,399 
Mortgage and real estate(2)
7,028 5,074 4,348 1,379 17,829 
Installment and other9,605 12,747 1,287 128 23,767 
Lease financing86 188 34 — 308 
Total$61,974 $70,725 $7,165 $1,615 $141,479 
In offices outside North America(1)
Commercial and industrial loans$70,210 $19,376 $4,300 $81 $93,967 
Financial institutions15,888 5,201 607 235 21,931 
Mortgage and real estate(2)
1,946 1,592 566 75 4,179 
Installment and other12,386 7,109 1,256 2,596 23,347 
Lease financing6 40 — — 46 
Governments and official institutions2,535 428 798 444 4,205 
Total$102,971 $33,746 $7,527 $3,431 $147,675 
Corporate loans, net of unearned income(3)
$164,945 $104,471 $14,692 $5,046 $289,154 
Loans at fixed interest rates(4)
Commercial and industrial loans$3,885 $1,045 $48 
Financial institutions3,924 61 12 
Mortgage and real estate(2)
1,238 3,643 977 
Other(5)
4,148 261 6 
Lease financing165 — — 
Total$13,360 $5,010 $1,043 
Loans at floating or adjustable interest rates(4)
Commercial and industrial loans$46,607 $4,583 $129 
Financial institutions22,877 714 235 
Mortgage and real estate(2)
5,428 1,271 477 
Other(5)
16,136 3,080 3,162 
Lease financing63 34 — 
Total$91,111 $9,682 $4,003 
Total fixed/variable pricing of corporate loans with maturities due after one year, net of unearned income(3)
$104,471 $14,692 $5,046 

(1)    North America includes the U.S. Consumer Mortgages, Canada and Puerto Rico. Mexico is included in offices outside North America. The classification between offices in North America and outside North America is based on the domicile of the booking unit. The differences between the domicile of the booking unit and the domicile of the managing unit are not material.
(2)    Loans secured primarily by real estate.
(3)    Corporate loans are net of unearned income of ($797) million. Unearned income on corporate loans primarily represents interest received in advance, but not yet earned, on loans originated on a discounted basis.
(4)    Based on contractual terms. Repricing characteristics may effectively be modified from time to time using derivative contracts. See Note 23.
(5)    Other includes installment and other and loans to government and official institutions.

68


In millions of dollars at December 31, 2019
Due
within
1 year
Greater
than 1 year
but within
5 years
Greater
than 5
years
Total
U.S. consumer mortgage loan portfolio    
Residential first mortgages$3
$118
$46,887
$47,008
Home equity loans92
330
8,801
9,223
Total$95
$448
$55,688
$56,231
Fixed/variable pricing of U.S. consumer mortgage loans with maturities due after one year    
Loans at fixed interest rates $430
$35,975
 
Loans at floating or adjustable interest rates 18
19,713
 
Total $448
$55,688
 
CONSUMER CREDIT
PBWM fulfills a broad spectrum of customer financial needs, with U.S. Personal Banking providing retail banking, credit card, personal loan, mortgage and small business banking, and Global Wealth offering wealth management lending and other products globally to affluent to ultra-high-net-worth customer segments through the Private bank, Wealth at Work and Citigold. PBWM’s retail banking products include a generally prime portfolio built through well-defined lending parameters within Citi’s risk appetite framework.
Legacy Franchises also provides such activities in its remaining markets through Asia Consumer and Mexico Consumer. The Legacy Franchises consumer credit information discussed below reflects only those exit market portfolios that remained held-for-investment (versus held-for-sale) as of each period. The Philippines was reclassified to held-for-sale as of 4Q21, followed by Malaysia, Thailand, Indonesia, Vietnam, Taiwan, India and Bahrain in 1Q22. As a result, China, Korea, Russia and Poland were the only portfolios that remained held-for-investment and are reflected in the discussion below as of 4Q22.



CORPORATE CREDITConsumer Credit Portfolio
Consistent with its overall strategy,The following table shows Citi’s corporate clients are typically large, multinational corporations that valuequarterly end-of-period consumer loans:(1)

In billions of dollars
4Q’21(2)
1Q’22(2)
2Q’22(2)
3Q’22(2)
4Q’22(2)
Personal Banking and Wealth Management
U.S. Personal Banking
Cards
Branded cards$87.9 $85.9 $91.6 $93.7 $100.2 
Retail services46.0 44.1 45.8 46.7 50.5 
Retail banking
Mortgages(5)
30.2 30.5 32.3 32.3 33.4 
Personal, small business and other2.8 2.8 3.1 3.5 3.7 
Global Wealth(3)(4)
Cards4.0 3.8 4.0 4.0 4.6 
Mortgages(5)
74.6 75.4 77.8 82.0 84.0 
Personal, small business and other(6)
72.7 71.0 67.0 65.1 60.6 
Total$318.2 $313.5 $321.6 $327.3 $337.0 
Legacy Franchises
Asia Consumer(7)
$41.1 $19.5 $17.3 $13.4 $13.3 
Mexico Consumer (excludes Mexico SBMM)13.3 13.6 13.5 13.7 14.8 
Legacy Holdings Assets(8)
3.9 3.7 3.2 3.2 3.0 
Total$58.3 $36.8 $34.0 $30.3 $31.1 
Total consumer loans$376.5 $350.3 $355.6 $357.6 $368.1 

(1)End-of-period loans include interest and fees on credit cards.
(2)Legacy Franchises—4Q22 Asia Consumer loan balances exclude approximately $12 billion of loans ($9 billion of retail banking loans and $3 billion of credit card loan balances) reclassified to held-for-sale (HFS) (in Other assets on the depth and breadthConsolidated Balance Sheet) as a result of Citi’s global network. Citi aimssigned agreements to establish relationships with these clients that, consistent with client needs, encompass multiple products, including cash managementsell its consumer banking businesses in four countries: Indonesia, Vietnam, Taiwan and trade services, foreign exchange, lending, capital marketsIndia, which were reclassified to HFS starting 1Q22. (See Legacy Franchises above and M&A advisory. As ofNote 2 for additional information.) The Malaysia, Thailand and Bahrain sales closed during the fourth quarter of 2019, Citi’s commercial2022 and were also reclassified to HFS starting 1Q22. The Philippines consumer banking business was reclassified to HFS from 4Q21 until the closing of its sale on August 1, 2022. Accordingly, loans from these sold businesses previously reportedare excluded from the Asia Consumer loan balances as part of the end of such periods.
(3)GCBConsists of $98.2 billion, $99.3 billion, $94.6 billion, $94.1 billion and $92.7 billion of loans in North America as of December 31, 2022, September 30, 2022, June 30, 2022, March 31, 2022 and December 31, 2021, respectively. For additional information on the credit quality of the Global Wealth portfolio, see Note 14.
(4),Consists of $51.0 billion, $51.8 billion, $54.2 billion, $56.1 billion and $58.6 billion of loans outside North America as of December 31, 2022, September 30, 2022, June 30, 2022, March 31, 2022 and December 31, 2021, respectively.
(5) Latin AmericaSee Note 14 for details on loan-to-value ratios for the portfolios and FICO scores for the U.S. portfolio.
(6) and Asia, includingAt December 31, 2022, includes approximately $28$49 billion in end-of-periodof classifiably managed loans. Over 90% of these loans are now reportedfully collateralized (consisting primarily of marketable investment securities, commercial real estate and limited partner capital commitments in private equity) and have experienced very low historical NCLs. As discussed below, approximately 95% of the classifiably managed portion of these loans are investment grade. See “Consumer Loan Delinquencies Amounts and Ratios” below for details on the delinquency-managed portfolio.
(7)ICGAsia Consumer also includes loans and leases in certain EMEA countries for all periods presented.
(8)Primarily consists of certain North America consumer mortgages.

For information on changes to Citi’s consumer loans, see “Liquidity Risk—Loans” below.

69


Consumer Credit Trends

Personal Banking and Wealth Management (PBWM)

Personal Banking and Wealth Management
c-20221231_g2.jpgc-20221231_g3.jpg

As indicated above, PBWM consists of U.S. Personal Banking and Global Wealth Management (Global Wealth). U.S. Personal Banking provides card products through Branded cards and Retail services, and also includes mortgages and home equity, small business and personal consumer loans through Citi’s Retail banking network. The Retail bank is concentrated in six major U.S. metropolitan areas. Global Wealth provides investment services, cards, mortgages and personal, small business and other consumer loans through the Private bank, Wealth at Work and Citigold.
As of December 31, 2022, approximately 45% of PBWM consumer loans consisted of Branded cards and Retail services card loans, which generally drives the overall credit performance of PBWM,as U.S. Cards net credit losses represent approximately 90% of total PBWM losses.
As shown in the chart above, the fourth quarter of 2022 net credit loss rate in PBWM increased quarter-over-quarter and year-over-year, driven by an increase in net flow rates, primarily reflecting ongoing normalization from historically low levels in U.S. Cards.
PBWM’s 90+ days past due delinquency rate increased quarter-over-quarter and year-over-year, also driven by an increase in net flow rates, primarily reflecting the ongoing normalization in U.S. Cards.

Branded Cards
c-20221231_g2.jpg
c-20221231_g4.jpg


U.S. Personal Banking’s Branded cards portfolio includes proprietary and co-branded cards.
As shown in the chart above, the fourth quarter of 2022 net credit loss rate in Branded cards increased quarter-over-quarter and year-over-year, driven by an increase in net flow rates, primarily reflecting ongoing normalization from historically low levels.
The 90+ days past due delinquency rate increased quarter-over-quarter and year-over year, also driven by an increase in net flow rates, primarily reflecting the ongoing normalization.

Retail Services
c-20221231_g2.jpg
c-20221231_g5.jpg

U.S. Personal Banking’s Retail services partners directly with more than 20 retailers and dealers to offer private label and co-branded cards. Retail services’ target market focuses on select industry segments such as home improvement, specialty retail, consumer electronics and fuel. Retail services continually evaluates opportunities to add partners within target industries that have strong loyalty, lending or payment programs and growth potential.
As shown in the chart above, the fourth quarter of 2022 net credit loss rate in Retail services increased quarter-over-quarter and year-over-year, driven by an increase in net flow rates, primarily reflecting the ongoing normalization from historically low levels.
The 90+ days past due delinquency rate increased quarter-over-quarter and year-over-year, also driven by an increase in net flow rates, primarily reflecting the ongoing normalization.

For additional information on cost of credit, loan delinquency and other information for Citi’s cards portfolios, see each respective business’s results of operations above and Note 14.

Retail Banking
c-20221231_g2.jpg
c-20221231_g6.jpg

70


U.S. Personal Banking’s Retail banking portfolio consists primarily of consumer mortgages (including home equity) and unsecured lending products, such as small business loans and personal loans. The portfolio is generally delinquency managed, where Citi evaluates credit risk based on FICO scores, delinquencies and the value of underlying collateral. The consumer mortgages in this portfolio have historically been extended to high credit quality customers, generally with loan-to-value ratios that are less than or equal to 80% on first and second mortgages. For additional information, see “Loan-to-Value (LTV) Ratios” in Note 14.
As shown in the chart above, the net credit loss rate in Retail banking for the fourth quarter of 2022 increased slightly quarter-over-quarter and year-over-year, primarily driven by the continued impact of industry-wide episodic overdraft losses.
The 90+ days past due delinquency rate decreased quarter-over-quarter and year-over-year, primarily driven by U.S. mortgages, which reflected the lasting effects of government stimulus, unemployment benefits and consumer relief programs.

Global Wealth
c-20221231_g2.jpg
c-20221231_g7.jpg

As discussed above, the Global Wealth credit portfolio primarily consists of consumer mortgages, cards and other lending products extended to customer segments that range from the affluent to ultra-high-net-worth through the Private bank, Wealth at Work and Citigold. These customer segments represent a target market that is characterized by historically low default rates and delinquencies.
As of December 31, 2022, approximately $49 billion, or 33%, of the portfolio was classifiably managed and primarily consisted of margin lending, commercial real estate, subscription credit finance and other lending programs. These classifiably managed loans are primarily evaluated for credit risk based on their internal risk rating, of which 95% is rated investment grade. While the delinquency rate in the chart above is calculated only for the delinquency-managed portfolio, the net credit loss rate is calculated using net credit losses for both the delinquency and classifiably managed portfolios.
As shown in the chart above, the net credit loss rate and 90+ days past due delinquency rate were broadly stable quarter-over-quarter and year-over-year, reflecting the strong credit profiles of the portfolios. The net credit loss rate increased slightly quarter-over-quarter, due to a classifiably managed loan charge-off. The low levels of net credit losses
and the 90+ days past due delinquency rate continued to reflect the strong credit profiles of the portfolios.

Legacy Franchises
Legacy Franchises provides traditional retail banking and branded card products to retail and small business customers in Asia Consumer and Mexico Consumer.

Asia(1) Consumer
c-20221231_g2.jpgc-20221231_g8.jpg

(1)    Asia Consumer includes Legacy Franchises activities in certain EMEA countries for all periods presented.

As shown in the chart above, the fourth quarter of 2022 net credit loss rate in Asia Consumer for the remaining portfolios held-for-investment (China, Korea, Russia and Poland) increased quarter-over-quarter, primarily driven by lower average loans due to the ongoing wind-down of the businesses, particularly in Korea (decline of $1.5 billion) and the sale of the personal loan portfolio in Russia in the fourth quarter of 2022. The net credit loss rate increased year-over-year, primarily driven by lower average loans due to the ongoing wind-down of the businesses, particularly in Korea (decline of $7.8 billion) and the sale of the personal loan portfolio in Russia, partially offset by the reclassification of loans to held-for-sale during 2022.
The 90+ days past due delinquency rate was largely unchanged quarter-over-quarter and decreased year-over-year, mainly driven by the impact of the Asia Consumer held-for-sale reclassifications, partially offset by the effect of declining loans due to the ongoing wind-down of the businesses, including the sale of the personal loan portfolio in Russia.
The performance of Asia Consumer’s portfolios continues to reflect the strong credit profiles in the region’s target customer segments.

Mexico Consumer
c-20221231_g2.jpg
c-20221231_g9.jpg

71


Mexico Consumer operates in Mexico through Citibanamex and provides credit cards, consumer mortgages and small business and personal loans. Mexico Consumer serves a more mass-market segment in Mexico and focuses on developing multiproduct relationships with customers.
As shown in the chart above, the fourth quarter of 2022 net credit loss rate in Mexico Consumer decreased quarter-over-quarter and year-over-year, primarily driven by the impact of the charge-off of peak delinquencies in early 2021, which resulted in lower delinquencies, leading to lower net credit losses in the current quarter.
The 90+ days past due delinquency rate was largely unchanged quarter-over-quarter and decreased year-over-year, primarily driven by the impact of the charge-off of peak delinquencies and higher payment rates.

For additional information on cost of credit, loan delinquency and other information for Citi’s consumer loan portfolios, see each respective business’s results of operations above and Note 14.


U.S. Cards FICO Distribution
The following tables show the current FICO score distributions for Citi’s Branded cards and Retail services portfolios based on end-of-period receivables. FICO scores are updated monthly for substantially all of the portfolio and on a quarterly basis for the remaining portfolio.

Branded Cards

FICO distribution(1)
Dec. 31, 2022Sept. 30, 2022Dec. 31, 2021
> 76048 %48 %49 %
680–76038 38 38 
< 68014 14 13 
Total100 %100 %100 %

Retail Services

FICO distribution(1)
Dec. 31, 2022Sept. 30, 2022Dec. 31, 2021
> 76027 %27 %28 %
680–76042 43 44 
< 68031 30 28 
Total100 %100 %100 %

(1)The FICO bands in the tables are consistent with general industry peer presentations.

The FICO distribution of both cards portfolios shifted slightly lower across the credit bands from the prior quarter and the prior year consistent with the ongoing normalization in net credit loss and delinquency rates in the portfolios. The FICO distribution continues to reflect strong underlying credit quality and a benefit from the continued impacts of government stimulus, unemployment benefits and customer relief programs. See Note 14 for additional information on FICO scores.

72


Additional Consumer Credit Details

Consumer Loan Delinquencies Amounts and Ratios

 
EOP
loans(1)
90+ days past due(2)
30–89 days past due(2)
December 31,December 31,December 31,
In millions of dollars,
except EOP loan amounts in billions		2022202220212020202220212020
Personal Banking and Wealth Management(3)(4)(5)
Total$337.0 $1,764 $1,350 $1,879 $2,037 $1,453 $1,794 
Ratio0.61 %0.52 %0.74 %0.71 %0.56 %0.71 %
U.S. Personal Banking
Total$187.8 $1,578 $1,069 $1,588 $1,720 $1,130 $1,513 
Ratio0.84 %0.64 %0.95 %0.92 %0.68 %0.90 %
Cards(4)
Total$150.7 $1,415 $871 $1,330 $1,511 $947 $1,228 
Ratio0.94 %0.65 %1.02 %1.00 %0.71 %0.94 %
Branded cards100.2 629 389 686 693 408 589 
Ratio0.63 %0.44 %0.82 %0.69 %0.46 %0.70 %
Retail services50.5 786 482 644 818 539 639 
Ratio1.56 %1.05 %1.39 %1.62 %1.17 %1.38 %
Retail banking(3)
37.1 163 198 258 209 183 285 
Ratio0.45 %0.62 %0.70 %0.57 %0.57 %0.77 %
Global Wealth
delinquency-managed loans(5)
$100.0 $186 $281 $291 $317 $323 $281 
Ratio0.19 %0.31 %0.34 %0.32 %0.35 %0.33 %
Global Wealth
classifiably managed loans(6)
$49.2 N/AN/AN/AN/AN/AN/A
Legacy Franchises
Total$31.1 $389 $613 $1,131 $335 $546 $1,083 
Ratio1.26 %1.06 %1.47 %1.09 %0.94 %1.41 %
Asia Consumer(7)(8)
13.3 49 209 456 70 285 514 
Ratio0.37 %0.51 %0.81 %0.53 %0.69 %0.92 %
Mexico Consumer14.8 190 183 363 186 173 390 
Ratio1.28 %1.38 %2.49 %1.26 %1.30 %2.67 %
Legacy Holdings Assets (consumer)(9)
3.0 150 221 312 79 88 179 
Ratio5.56 %6.31 %5.03 %2.93 %2.51 %2.89 %
Total Citigroup consumer$368.1 $2,153 $1,963 $3,010 $2,372 $1,999 $2,877 
Ratio0.68 %0.62 %0.91 %0.75 %0.63 %0.87 %

(1)End-of-period (EOP) loans include interest and fees on credit cards.
(2)The ratios of 90+ days past due and 30–89 days past due are calculated based on EOP loans, net of unearned income.
(3)The 90+ days past due and 30–89 days past due and related ratios forRetail banking exclude loans guaranteed by U.S. government-sponsored agencies since the potential risk of loss predominantly resides with the U.S. government-sponsored agencies. The amounts excluded for loans 90+ days past due and (EOP loans) were $89 million ($0.6 billion), $185 million ($1.1 billion) and $171 million ($0.7 billion) at December 31, 2022, 2021 and 2020, respectively. The amounts excluded for loans 30–89 days past due (the 30–89 days past due EOP loans have the same adjustments as the 90+ days past due EOP loans) were $70 million, $74 million and $98 million at December 31, 2022, 2021 and 2020, respectively. The EOP loans in the table include the guaranteed loans.
(4)The 90+ days past due balances for Branded cards and Retail services are generally still accruing interest. Citi’s policy is generally to accrue interest on credit card loans until 180 days past due, unless notification of bankruptcy filing has been received earlier.
(5)Excludes EOP classifiably managed Private bank loans. These loans are not included in the delinquency numerator, denominator and ratios.
(6)These loans are evaluated for non-accrual status and write-off primarily based on their internal risk classification and not solely on their delinquency status, and therefore delinquency metrics are excluded from this table. As of December 31, 2022, 2021 and 2020, 96%, 94% and 92% of Global Wealth classifiably managed loans were rated investment grade. For additional information on the credit quality of the Global Wealth portfolio, including classifiably managed portfolios, see “Consumer Credit Trends” above.
(7)Asia Consumer includes delinquencies and loans in certain EMEAcountries for all periods presented.
73


(8)Citi recently entered into agreements to sell certain Asia consumer banking businesses. Accordingly, the loans of these businesses have been reclassified as HFS in Other assets on the Consolidated Balance Sheet, and hence the loans and related delinquencies and ratios are not included in this table. The reclassifications commenced as follows: Australia (3Q21, and closed on June 1, 2022), the Philippines (4Q21, and closed on August 1, 2022) and Bahrain, India, Indonesia, Malaysia, Taiwan, Thailand and Vietnam (1Q22) (Bahrain, Malaysia and Thailand closed in 4Q22). See Note 2 for additional information.
(9)The 90+ days past due and 30–89 days past due and related ratios exclude U.S. mortgage loans that are primarily related to U.S. mortgages guaranteed by U.S. government-sponsored agencies since the potential risk of loss predominantly resides with the U.S. agencies. The amounts excluded for 90+ days past due and (EOP loans) were $90 million ($0.3 billion), $138 million ($0.4 billion) and $183 million ($0.5 billion) at December 31, 2022, 2021 and 2020, respectively. The amounts excluded for loans 30–89 days past due (the 30–89 days past due EOP loans have the same adjustments as the 90+ days past due EOP loans) were $37 million, $35 million and $73 million at December 31, 2022, 2021 and 2020, respectively. The EOP loans in the table include the guaranteed loans.
N/A    Not applicable

Corporate Credit Portfolio
The following table presentsdetails Citi’s corporate credit portfolio within ICGand the Mexico SBMM component of Legacy Franchises (excluding private bank)certain loans managed on a delinquency basis, loans carried at fair value and loans held-for-sale), and before consideration of collateral or hedges, by remaining tenor for the periods indicated:

 December 31, 2022September 30, 2022December 31, 2021
In billions of dollarsDue
within
1 year		Greater
than 1 year
but within
5 years		Greater
than
5 years		Total
exposure		Due
within
1 year		Greater
than 1 year
but within
5 years		Greater
than
5 years		Total
exposure		Due
within
1 year		Greater
than 1 year
but within
5 years		Greater
than
5 years		Total
exposure
Direct outstandings
(on-balance sheet)(1)
$134 $122 $27 $283 $143 $114 $27 $284 $145 $119 $20 $284 
Unfunded lending commitments
(off-balance sheet)(2)
140 256 10 406 133 248 10 391 147 269 13 429 
Total exposure$274 $378 $37 $689 $276 $362 $37 $675 $292 $388 $33 $713 

(1)    Includes drawn loans, overdrafts, bankers’ acceptances and leases.
(2)    Includes unused commitments to lend, letters of credit and financial guarantees.

 December 31, 2019September 30, 2019December 31, 2018
In billions of dollars
Due
within
1 year
Greater
than 1 year
but within
5 years
Greater
than
5 years
Total
exposure
Due
within
1 year		Greater
than 1 year
but within
5 years		Greater
than
5 years		Total
exposure
Due
within
1 year
Greater
than 1 year
but within
5 years
Greater
than
5 years
Total
exposure
Direct outstandings
(on-balance sheet)(1)
$141
$117
$23
$281
$150
$115
$24
$289
$144
$119
$23
$286
Unfunded lending commitments
(off-balance sheet)(2)
145
249
17
411
133
250
16
399
111
253
18
382
Total exposure$286
$366
$40
$692
$283
$365
$40
$688
$255
$372
$41
$668

(1)Includes drawn loans, overdrafts, bankers’ acceptances and leases.
(2)Includes unused commitments to lend, letters of credit and financial guarantees.

Portfolio Mix—Geography Counterparty and IndustryCounterparty
Citi’s corporate credit portfolio is diverse byacross geography and counterparty. The following table shows the regional percentagespercentage of this portfolio by region based on Citi’s internal management geography:

December 31,
2019		September 30,
2019		December 31,
2018		December 31,
2022		September 30,
2022		December 31,
2021
North America55%55%54%North America56 %56 %56 %
EMEA26
26
26
EMEA25 25 25 
Asia12
12
12
Asia12 12 13 
Latin America7
7
8
Latin America7 7 6 
Total100%100%100%Total100 %100 %100 %

The maintenance of accurate and consistent risk ratings across the corporate credit portfolio facilitates the comparison of credit exposure across all lines of business, geographic regions and products. Counterparty risk ratings reflect an estimated probability of default for a counterparty, and internal risk ratings are derived by leveraging validated statistical models scorecard models and external agency ratings (under defined circumstances),scorecards in combination with consideration of factors specific to the obligor or market, such as management experience, competitive position, and regulatory environment
and commodity prices. Facility risk ratings are assigned that reflect the probability of default of the obligor and factors that affect the loss given default of the facility, such as support or collateral. Internal obligor ratings that generally correspond to
BBB and above are considered investment grade, while those below are considered non-investment grade.
Citigroup has also incorporated environmental factors such as climate risk assessment and reporting criteria for certain obligors, as necessary. Factors evaluated include consideration of climate risk to an obligor’s business and physical assets and, when relevant, consideration of cost-effective options to reduce greenhouse gas emissions.
The following table presents the corporate credit portfolio by facility risk rating as a percentage of the total corporate credit portfolio:

Total exposure Total exposure
December 31,
2019		September 30,
2019		December 31,
2018		 December 31,
2022		September 30,
2022		December 31,
2021
AAA/AA/A46%46%47%AAA/AA/A50 %50 %48 %
BBB36
36
35
BBB34 33 34 
BB/B16
16
17
BB/B14 15 16 
CCC or below2
2
1
CCC or below2 2 2 
Total100%100%100%Total100 %100 %100 %


Note: Total exposure includes direct outstandings and unfunded lending commitments.

In addition to the obligor and facility risk ratings assigned to all exposures, Citi may classify exposures in the corporate credit portfolio. These classifications are consistent with Citi’s interpretation of the U.S. banking regulators’ definition of criticized exposures, which may categorize exposures as special mention, substandard, doubtful or loss.
Risk ratings and classifications are reviewed regularly and adjusted as appropriate. The credit review process incorporates quantitative and qualitative factors, including financial and non-financial disclosures or metrics, idiosyncratic events or changes to the competitive, regulatory or macroeconomic environment. This includes but is not limited to exposures in those sectors significantly impacted by the COVID-19
63


pandemic (including consumer retail, commercial real estate and transportation).
Citi believes the corporate credit portfolio to be appropriately rated and classified as of December 31, 2022. Citigroup has taken action to adjust internal ratings and classifications of exposures as both the macroeconomic environment and obligor-specific factors have changed, particularly where additional stress has been seen.
As obligor risk ratings are downgraded, the probability of default increases. Downgrades of obligor risk ratings tend to result in a higher provision for credit losses. In addition, downgrades may result in the purchase of additional credit derivatives or other risk mitigants to hedge the incremental credit risk, or may result in Citi’s seeking to reduce exposure to an obligor or an industry sector. Citi will continue to review exposures to ensure that the appropriate probability of default is incorporated into all risk assessments.
See Note 14 for additional information on Citi’s corporate credit portfolio.
Portfolio Mix—Industry
Citi’s corporate credit portfolio is also diversified by industry. The following table showsdetails the allocation of Citi’s total corporate credit portfolio by industry:

 Total exposure
 December 31,
2022		September 30,
2022		December 31,
2021
Transportation and
industrials		20 %20 %20 %
Technology, media
and telecom		12 12 12 
Consumer retail11 11 11 
Real estate10 10 10 
Power, chemicals,
metals and mining		9 9 9 
Banks and finance companies(1)
10 9 8 
Energy and commodities7 7 7 
Asset managers and funds5 7 8 
Health6 5 5 
Insurance4 4 4 
Public sector3 3 3 
Financial markets infrastructure2 2 2 
Other industries1 1 1 
Total100 %100 %100 %

(1)    As of the periods in the table, Citi had less than 1% exposure to securities firms. See corporate credit portfolio by industry, below.
 Total exposure
 December 31,
2019		September 30,
2019		December 31,
2018
Transportation and
 industrial
21%21%22%
Consumer retail
and health
17
17
17
Technology, media
and telecom
12
12
13
Power, chemicals,
metals and mining
11
10
10
Banks/broker-dealers/finance companies8
8
8
Real estate8
8
8
Energy and commodities8
8
8
Public sector4
4
5
Insurance and special purpose entities4
4
4
Hedge funds4
4
4
Other industries3
4
1
Total100%100%100%
64


For additional information onThe following table details Citi’s corporate credit portfolio see Note 14by industry as of December 31, 2022:

Non-investment gradeSelected metrics
In millions of dollarsTotal credit exposure
Funded(1)
Unfunded(1)
Investment gradeNon-criticizedCriticized performing
Criticized non-performing(2)
30 days or more past due and accruingNet credit losses (recoveries)
Credit derivative hedges(3)
Transportation and industrials$139,225 $57,271 $81,954 $109,197 $19,697 $9,850 $481 $403 $— $(8,459)
Autos(4)
47,482 21,995 25,487 40,795 5,171 1,391 125 52 — (3,084)
Transportation24,843 10,374 14,469 18,078 3,156 3,444 165 57 (30)(1,270)
Industrials66,900 24,902 41,998 50,324 11,370 5,015 191 294 30 (4,105)
Technology, media and telecom81,211 28,931 52,280 65,386 12,308 3,308 209 169 11 (6,050)
Consumer retail78,255 32,687 45,568 60,215 14,830 2,910 300 195 28 (5,395)
Real estate70,676 48,539 22,137 63,023 4,722 2,881 50 138 2 (739)
Power, chemicals, metals and mining59,404 18,326 41,078 47,395 10,466 1,437 106 226 34 (5,063)
Power22,718 4,827 17,891 18,822 3,325 512 59 129 (3)(2,306)
Chemicals23,147 7,765 15,382 19,033 3,534 564 16 55 30 (2,098)
Metals and mining13,539 5,734 7,805 9,540 3,607 361 31 42 7 (659)
Banks and finance companies65,623 42,276 23,347 57,368 5,718 2,387 150 266 65 (1,113)
Energy and commodities(5)
46,309 13,069 33,240 38,918 6,076 1,200 115 180 11 (3,852)
Asset managers and funds35,983 13,162 22,821 34,431 1,492 60 — 95 — (759)
Health41,836 8,771 33,065 36,954 3,737 978 167 84 7 (2,855)
Insurance29,932 4,417 25,515 29,090 801 41 — 44 — (3,884)
Public sector23,705 11,736 11,969 20,663 2,084 956 2 77 4 (1,633)
Financial markets infrastructure8,742 60 8,682 8,672 70 — — — — (18)
Securities firms1,462 569 893 625 678 157 2 2 — (2)
Other industries6,697 3,651 3,046 4,842 1,568 238 49 19 16 (8)
Total$689,060 $283,465 $405,595 $576,779 $84,247 $26,403 $1,631 $1,898 $178 $(39,830)

(1)    Excludes $0.6 billion and $0.1 billion of funded and unfunded exposure at December 31, 2022, respectively, primarily related to the Consolidated Financial Statements.delinquency-managed loans and unearned income. Funded balances also exclude loans carried at fair value of $5.1 billion at December 31, 2022.
(2)    Includes non-accrual loan exposures and criticized unfunded exposures.
(3)    Represents the amount of purchased credit protection in the form of derivatives to economically hedge funded and unfunded exposures. Of the $39.8 billion of purchased credit protection, $36.6 billion represents the total notional amount of purchased credit derivatives on individual reference entities. The remaining $3.2 billion represents the first loss tranche of portfolios of purchased credit derivatives with a total notional of $27.6 billion, where the protection seller absorbs the first loss on the referenced loan portfolios.
(4)    Autos total credit exposure includes securitization financing facilities secured by auto loans and leases, extended mainly to the finance company subsidiaries of global auto manufacturers, bank subsidiaries and independent auto finance companies, of approximately $17.4 billion ($10.3 billion in funded, with more than 99% rated investment grade) as of December 31, 2022.
(5)    In addition to this exposure, Citi has energy-related exposure within the public sector (e.g., energy-related state-owned entities) and the transportation and industrials sector (e.g., off-shore drilling entities) included in the table above. As of December 31, 2022, Citi’s total exposure to these energy-related entities was approximately $4.7 billion, of which approximately $2.4 billion consisted of direct outstanding funded loans.

65


The following table details Citi’s corporate credit portfolio by industry as of December 31, 2021:

Non-investment gradeSelected metrics
In millions of dollarsTotal credit exposure
Funded(1)
Unfunded(1)
Investment gradeNon-criticizedCriticized performing
Criticized non-performing(2)
30 days or more past due and accruingNet credit losses (recoveries)
Credit derivative hedges(3)
Transportation and industrials$143,445 $51,502 $91,943 $110,047 $19,051 $13,196 $1,151 $384 $127 $(8,791)
Autos(4)
48,210 18,662 29,548 39,824 5,365 2,906 115 49 2 (3,228)
Transportation26,897 12,085 14,812 19,233 2,344 4,447 873 105 104 (1,334)
Industrials68,338 20,755 47,583 50,990 11,342 5,843 163 230 21 (4,229)
Technology, media and telecom84,333 28,542 55,791 64,676 15,873 3,587 197 156 11 (6,875)
Consumer retail78,994 32,894 46,100 60,686 13,590 4,311 407 224 100 (5,115)
Real estate69,808 46,220 23,588 58,089 6,761 4,923 35 116 50 (798)
Power, chemicals, metals and mining65,641 20,224 45,417 53,575 10,708 1,241 117 292 22 (5,808)
Power26,199 5,610 20,589 22,860 2,832 420 87 100 17 (3,032)
Chemicals25,550 8,525 17,025 20,788 4,224 528 10 88 6 (2,141)
Metals and mining13,892 6,089 7,803 9,927 3,652 293 20 104 (1)(635)
Banks and finance companies58,252 36,804 21,448 49,465 4,892 3,890 5 150 (5)(680)
Energy and commodities(5)
48,973 13,485 35,488 38,972 7,517 2,220 264 224 78 (3,679)
Asset managers and funds55,517 26,879 28,638 54,119 1,019 377 2 211 — (869)
Health33,393 8,826 24,567 27,600 4,702 942 149 95 — (2,465)
Insurance28,495 3,162 25,333 27,447 987 61 — 2 1 (2,711)
Public sector23,842 12,464 11,378 21,035 1,527 1,275 5 37 (3)(1,282)
Financial markets infrastructure14,341 109 14,232 14,323 18 — — — — (22)
Securities firms1,472 613 859 605 816 51 — 4 — (5)
Other industries6,591 2,803 3,788 4,151 1,890 489 61 — 5 (169)
Total$713,097 $284,527 $428,570 $584,790 $89,351 $36,563 $2,393 $1,895 $386 $(39,269)

(1)    Excludes $0.6 billion and $0.1 billion of funded and unfunded exposure at December 31, 2021, respectively, primarily related to the delinquency-managed loans and unearned income. Funded balances also excludes loans carried at fair value of $6.1 billion at December 31, 2021.
(2)    Includes non-accrual loan exposures and criticized unfunded exposures.
(3)    Represents the amount of purchased credit protection in the form of derivatives to economically hedge funded and unfunded exposures. Of the $39.3 billion of purchased credit protection, $36.0 billion represents the total notional amount of purchased credit derivatives on individual reference entities. The remaining $3.3 billion represents the first loss tranche of portfolios of purchased credit derivatives with a total notional of $28.4 billion, where the protection seller absorbs the first loss on the referenced loan portfolios.
(4)    Autos total credit exposure includes securitization financing facilities secured by auto loans and leases, extended mainly to the finance company subsidiaries of global auto manufacturers, bank subsidiaries and independent auto finance companies, of approximately $17.9 billion ($6.5 billion in funded, with more than 99% rated investment grade) at December 31, 2021.
(5)    In addition to this exposure, Citi has energy-related exposure within the public sector (e.g., energy-related state-owned entities) and the transportation and industrials sector (e.g., off-shore drilling entities) included in the table above. As of December 31, 2021, Citi’s total exposure to these energy-related entities was approximately $5.1 billion, of which approximately $2.6 billion consisted of direct outstanding funded loans.

66


Credit Risk Mitigation
As part of its overall risk management activities, Citigroup uses credit derivatives and other risk mitigants to hedge portions of the credit risk in its corporate credit portfolio, in addition to outright asset sales. Citi may enter into partial-term hedges as well as full-term hedges. In advance of the expiration of partial-term hedges, Citi will determine, among other factors, the economic feasibility of hedging the remaining life of the instrument. The results of the mark-to-market and any realized gains or losses on credit derivatives are reflected primarily in Principal transactions in the Consolidated Statement of Income.
At December 31, 2019,2022, September 30, 20192022 and December 31, 2018, Citigroup2021, ICG had economic hedges in place on the corporate credit portfolio of $35.2$39.8 billion, $29.5$36.5 billion and $30.2$39.3 billion, respectively. Citigroup’sCiti’s expected credit loss model used in the calculation of its loan loss reserveACL does not include the favorable impact of credit derivatives and other mitigants that are marked to market.marked-to-market. In addition, the reported amounts of direct outstandings and unfunded lending commitments in the tables above do not reflect the impact of these hedging transactions. The credit protection was economically hedging underlying ICGcorporate credit portfolio exposures with the following risk rating distribution:

Rating of Hedged Exposure

December 31,
2022		September 30,
2022		December 31,
2021
AAA/AA/A39 %38 %35 %
BBB45 45 49 
BB/B12 13 13 
CCC or below4 4 3 
Total100 %100 %100 %

 December 31,
2019		September 30,
2019		December 31,
2018
AAA/AA/A32%34%35%
BBB51
48
50
BB/B15
17
14
CCC or below2
1
1
Total100%100%100%

The credit protection was economically hedging underlying corporate credit portfolio exposures with the following industry distribution:

Industry of Hedged Exposure
 December 31,
2019		September 30,
2019		December 31,
2018
Transportation and industrial24%23%23%
Technology, media and telecom19
19
17
Consumer retail and health18
16
16
Power, chemicals, metals and mining15
14
15
Energy and commodities9
9
11
Insurance and special purpose entities7
5
6
Banks/broker-dealers/finance companies3
5
4
Public sector3
4
3
Real estate2
4
4
Other industries—
1
1
Total100%100%100%



















67



Loan Maturities and Fixed/Variable Pricing of Corporate
Loans

In millions of dollars at December 31, 2019
Due
within
1 year
Over 1
year
but
within
5 years
Over 5
years
Total
Corporate loans    
In U.S. offices    
Commercial and industrial loans$20,679
$21,623
$13,627
$55,929
Financial institutions19,938
20,846
13,138
53,922
Mortgage and real estate19,735
20,633
13,003
53,371
Installment, revolving credit and other11,550
12,077
7,611
31,238
Lease financing477
499
314
1,290
In offices outside the U.S.124,384
59,295
10,506
194,185
Total corporate loans$196,763
$134,973
$58,199
$389,935
Fixed/variable
pricing of corporate
loans with
maturities due after
one year(1)
    
Loans at fixed
interest rates
 $22,432
$20,676
 
Loans at floating or
adjustable interest
rates
 112,541
37,523
 
Total
$134,973
$58,199
 
In millions of dollars at December 31, 2022Due within
1 year		Over 1 year
but within
5 years		Over 5 years
but within
15 years		Over
15 years		Total
Corporate loans
In North America offices(1)
Commercial and industrial loans$23,636 $31,116 $1,328 $96 $56,176 
Financial institutions21,619 21,600 168 12 43,399 
Mortgage and real estate(2)
7,028 5,074 4,348 1,379 17,829 
Installment and other9,605 12,747 1,287 128 23,767 
Lease financing86 188 34 — 308 
Total$61,974 $70,725 $7,165 $1,615 $141,479 
In offices outside North America(1)
Commercial and industrial loans$70,210 $19,376 $4,300 $81 $93,967 
Financial institutions15,888 5,201 607 235 21,931 
Mortgage and real estate(2)
1,946 1,592 566 75 4,179 
Installment and other12,386 7,109 1,256 2,596 23,347 
Lease financing6 40 — — 46 
Governments and official institutions2,535 428 798 444 4,205 
Total$102,971 $33,746 $7,527 $3,431 $147,675 
Corporate loans, net of unearned income(3)
$164,945 $104,471 $14,692 $5,046 $289,154 
Loans at fixed interest rates(4)
Commercial and industrial loans$3,885 $1,045 $48 
Financial institutions3,924 61 12 
Mortgage and real estate(2)
1,238 3,643 977 
Other(5)
4,148 261 6 
Lease financing165 — — 
Total$13,360 $5,010 $1,043 
Loans at floating or adjustable interest rates(4)
Commercial and industrial loans$46,607 $4,583 $129 
Financial institutions22,877 714 235 
Mortgage and real estate(2)
5,428 1,271 477 
Other(5)
16,136 3,080 3,162 
Lease financing63 34 — 
Total$91,111 $9,682 $4,003 
Total fixed/variable pricing of corporate loans with maturities due after one year, net of unearned income(3)
$104,471 $14,692 $5,046 

(1)Based on contractual terms. Repricing characteristics may effectively
(1)    North America includes the U.S., Canada and Puerto Rico. Mexico is included in offices outside North America. The classification between offices in North America and outside North America is based on the domicile of the booking unit. The differences between the domicile of the booking unit and the domicile of the managing unit are not material.
(2)    Loans secured primarily by real estate.
(3)    Corporate loans are net of unearned income of ($797) million. Unearned income on corporate loans primarily represents interest received in advance, but not yet earned, on loans originated on a discounted basis.
(4)    Based on contractual terms. Repricing characteristics may effectively be modified from time to time using derivative contracts. See Note 2223.
(5)    Other includes installment and other and loans to government and official institutions.

68


CONSUMER CREDIT
PBWM fulfills a broad spectrum of customer financial needs, with U.S. Personal Banking providing retail banking, credit card, personal loan, mortgage and small business banking, and Global Wealth offering wealth management lending and other products globally to affluent to ultra-high-net-worth customer segments through the Private bank, Wealth at Work and Citigold. PBWM’s retail banking products include a generally prime portfolio built through well-defined lending parameters within Citi’s risk appetite framework.
Legacy Franchises also provides such activities in its remaining markets through Asia Consumer and Mexico Consumer. The Legacy Franchises consumer credit information discussed below reflects only those exit market portfolios that remained held-for-investment (versus held-for-sale) as of each period. The Philippines was reclassified to held-for-sale as of 4Q21, followed by Malaysia, Thailand, Indonesia, Vietnam, Taiwan, India and Bahrain in 1Q22. As a result, China, Korea, Russia and Poland were the only portfolios that remained held-for-investment and are reflected in the discussion below as of 4Q22.


Consumer Credit Portfolio
The following table shows Citi’s quarterly end-of-period consumer loans:(1)

In billions of dollars
4Q’21(2)
1Q’22(2)
2Q’22(2)
3Q’22(2)
4Q’22(2)
Personal Banking and Wealth Management
U.S. Personal Banking
Cards
Branded cards$87.9 $85.9 $91.6 $93.7 $100.2 
Retail services46.0 44.1 45.8 46.7 50.5 
Retail banking
Mortgages(5)
30.2 30.5 32.3 32.3 33.4 
Personal, small business and other2.8 2.8 3.1 3.5 3.7 
Global Wealth(3)(4)
Cards4.0 3.8 4.0 4.0 4.6 
Mortgages(5)
74.6 75.4 77.8 82.0 84.0 
Personal, small business and other(6)
72.7 71.0 67.0 65.1 60.6 
Total$318.2 $313.5 $321.6 $327.3 $337.0 
Legacy Franchises
Asia Consumer(7)
$41.1 $19.5 $17.3 $13.4 $13.3 
Mexico Consumer (excludes Mexico SBMM)13.3 13.6 13.5 13.7 14.8 
Legacy Holdings Assets(8)
3.9 3.7 3.2 3.2 3.0 
Total$58.3 $36.8 $34.0 $30.3 $31.1 
Total consumer loans$376.5 $350.3 $355.6 $357.6 $368.1 

(1)End-of-period loans include interest and fees on credit cards.
(2)Legacy Franchises—4Q22 Asia Consumer loan balances exclude approximately $12 billion of loans ($9 billion of retail banking loans and $3 billion of credit card loan balances) reclassified to held-for-sale (HFS) (in Other assets on the Consolidated Balance Sheet) as a result of Citi’s signed agreements to sell its consumer banking businesses in four countries: Indonesia, Vietnam, Taiwan and India, which were reclassified to HFS starting 1Q22. (See Legacy Franchises above and Note 2 for additional information.) The Malaysia, Thailand and Bahrain sales closed during the fourth quarter of 2022 and were also reclassified to HFS starting 1Q22. The Philippines consumer banking business was reclassified to HFS from 4Q21 until the closing of its sale on August 1, 2022. Accordingly, loans from these sold businesses are excluded from the Asia Consumer loan balances as of the end of such periods.
(3)Consists of $98.2 billion, $99.3 billion, $94.6 billion, $94.1 billion and $92.7 billion of loans in North America as of December 31, 2022, September 30, 2022, June 30, 2022, March 31, 2022 and December 31, 2021, respectively. For additional information on the credit quality of the Global Wealth portfolio, see Note 14.
(4)Consists of $51.0 billion, $51.8 billion, $54.2 billion, $56.1 billion and $58.6 billion of loans outside North America as of December 31, 2022, September 30, 2022, June 30, 2022, March 31, 2022 and December 31, 2021, respectively.
(5)See Note 14 for details on loan-to-value ratios for the portfolios and FICO scores for the U.S. portfolio.
(6)At December 31, 2022, includes approximately $49 billion of classifiably managed loans. Over 90% of these loans are fully collateralized (consisting primarily of marketable investment securities, commercial real estate and limited partner capital commitments in private equity) and have experienced very low historical NCLs. As discussed below, approximately 95% of the classifiably managed portion of these loans are investment grade. See “Consumer Loan Delinquencies Amounts and Ratios” below for details on the delinquency-managed portfolio.
(7)Asia Consumer also includes loans and leases in certain EMEA countries for all periods presented.
(8)Primarily consists of certain North America consumer mortgages.

For information on changes to Citi’s consumer loans, see “Liquidity Risk—Loans” below.

69


Consumer Credit Trends

Personal Banking and Wealth Management (PBWM)

Personal Banking and Wealth Management
c-20221231_g2.jpgc-20221231_g3.jpg

As indicated above, PBWM consists of U.S. Personal Banking and Global Wealth Management (Global Wealth). U.S. Personal Banking provides card products through Branded cards and Retail services, and also includes mortgages and home equity, small business and personal consumer loans through Citi’s Retail banking network. The Retail bank is concentrated in six major U.S. metropolitan areas. Global Wealth provides investment services, cards, mortgages and personal, small business and other consumer loans through the Private bank, Wealth at Work and Citigold.
As of December 31, 2022, approximately 45% of PBWM consumer loans consisted of Branded cards and Retail services card loans, which generally drives the overall credit performance of PBWM,as U.S. Cards net credit losses represent approximately 90% of total PBWM losses.
As shown in the chart above, the fourth quarter of 2022 net credit loss rate in PBWM increased quarter-over-quarter and year-over-year, driven by an increase in net flow rates, primarily reflecting ongoing normalization from historically low levels in U.S. Cards.
PBWM’s 90+ days past due delinquency rate increased quarter-over-quarter and year-over-year, also driven by an increase in net flow rates, primarily reflecting the ongoing normalization in U.S. Cards.

Branded Cards
c-20221231_g2.jpg
c-20221231_g4.jpg


U.S. Personal Banking’s Branded cards portfolio includes proprietary and co-branded cards.
As shown in the chart above, the fourth quarter of 2022 net credit loss rate in Branded cards increased quarter-over-quarter and year-over-year, driven by an increase in net flow rates, primarily reflecting ongoing normalization from historically low levels.
The 90+ days past due delinquency rate increased quarter-over-quarter and year-over year, also driven by an increase in net flow rates, primarily reflecting the ongoing normalization.

Retail Services
c-20221231_g2.jpg
c-20221231_g5.jpg

U.S. Personal Banking’s Retail services partners directly with more than 20 retailers and dealers to offer private label and co-branded cards. Retail services’ target market focuses on select industry segments such as home improvement, specialty retail, consumer electronics and fuel. Retail services continually evaluates opportunities to add partners within target industries that have strong loyalty, lending or payment programs and growth potential.
As shown in the chart above, the fourth quarter of 2022 net credit loss rate in Retail services increased quarter-over-quarter and year-over-year, driven by an increase in net flow rates, primarily reflecting the ongoing normalization from historically low levels.
The 90+ days past due delinquency rate increased quarter-over-quarter and year-over-year, also driven by an increase in net flow rates, primarily reflecting the ongoing normalization.

For additional information on cost of credit, loan delinquency and other information for Citi’s cards portfolios, see each respective business’s results of operations above and Note 14.

Retail Banking
c-20221231_g2.jpg
c-20221231_g6.jpg

70


U.S. Personal Banking’s Retail banking portfolio consists primarily of consumer mortgages (including home equity) and unsecured lending products, such as small business loans and personal loans. The portfolio is generally delinquency managed, where Citi evaluates credit risk based on FICO scores, delinquencies and the value of underlying collateral. The consumer mortgages in this portfolio have historically been extended to high credit quality customers, generally with loan-to-value ratios that are less than or equal to 80% on first and second mortgages. For additional information, see “Loan-to-Value (LTV) Ratios” in Note 14.
As shown in the chart above, the net credit loss rate in Retail banking for the fourth quarter of 2022 increased slightly quarter-over-quarter and year-over-year, primarily driven by the continued impact of industry-wide episodic overdraft losses.
The 90+ days past due delinquency rate decreased quarter-over-quarter and year-over-year, primarily driven by U.S. mortgages, which reflected the lasting effects of government stimulus, unemployment benefits and consumer relief programs.

Global Wealth
c-20221231_g2.jpg
c-20221231_g7.jpg

As discussed above, the Global Wealth credit portfolio primarily consists of consumer mortgages, cards and other lending products extended to customer segments that range from the affluent to ultra-high-net-worth through the Private bank, Wealth at Work and Citigold. These customer segments represent a target market that is characterized by historically low default rates and delinquencies.
As of December 31, 2022, approximately $49 billion, or 33%, of the portfolio was classifiably managed and primarily consisted of margin lending, commercial real estate, subscription credit finance and other lending programs. These classifiably managed loans are primarily evaluated for credit risk based on their internal risk rating, of which 95% is rated investment grade. While the delinquency rate in the chart above is calculated only for the delinquency-managed portfolio, the net credit loss rate is calculated using net credit losses for both the delinquency and classifiably managed portfolios.
As shown in the chart above, the net credit loss rate and 90+ days past due delinquency rate were broadly stable quarter-over-quarter and year-over-year, reflecting the strong credit profiles of the portfolios. The net credit loss rate increased slightly quarter-over-quarter, due to a classifiably managed loan charge-off. The low levels of net credit losses
and the 90+ days past due delinquency rate continued to reflect the strong credit profiles of the portfolios.

Legacy Franchises
Legacy Franchises provides traditional retail banking and branded card products to retail and small business customers in Asia Consumer and Mexico Consumer.

Asia(1) Consumer
c-20221231_g2.jpgc-20221231_g8.jpg

(1)    Asia Consumer includes Legacy Franchises activities in certain EMEA countries for all periods presented.

As shown in the chart above, the fourth quarter of 2022 net credit loss rate in Asia Consumer for the remaining portfolios held-for-investment (China, Korea, Russia and Poland) increased quarter-over-quarter, primarily driven by lower average loans due to the Consolidated Financial Statements.ongoing wind-down of the businesses, particularly in Korea (decline of $1.5 billion) and the sale of the personal loan portfolio in Russia in the fourth quarter of 2022. The net credit loss rate increased year-over-year, primarily driven by lower average loans due to the ongoing wind-down of the businesses, particularly in Korea (decline of $7.8 billion) and the sale of the personal loan portfolio in Russia, partially offset by the reclassification of loans to held-for-sale during 2022.
The 90+ days past due delinquency rate was largely unchanged quarter-over-quarter and decreased year-over-year, mainly driven by the impact of the Asia Consumer held-for-sale reclassifications, partially offset by the effect of declining loans due to the ongoing wind-down of the businesses, including the sale of the personal loan portfolio in Russia.
The performance of Asia Consumer’s portfolios continues to reflect the strong credit profiles in the region’s target customer segments.

Mexico Consumer
c-20221231_g2.jpg
c-20221231_g9.jpg

71


Mexico Consumer operates in Mexico through Citibanamex and provides credit cards, consumer mortgages and small business and personal loans. Mexico Consumer serves a more mass-market segment in Mexico and focuses on developing multiproduct relationships with customers.
As shown in the chart above, the fourth quarter of 2022 net credit loss rate in Mexico Consumer decreased quarter-over-quarter and year-over-year, primarily driven by the impact of the charge-off of peak delinquencies in early 2021, which resulted in lower delinquencies, leading to lower net credit losses in the current quarter.
The 90+ days past due delinquency rate was largely unchanged quarter-over-quarter and decreased year-over-year, primarily driven by the impact of the charge-off of peak delinquencies and higher payment rates.

For additional information on cost of credit, loan delinquency and other information for Citi’s consumer loan portfolios, see each respective business’s results of operations above and Note 14.


U.S. Cards FICO Distribution
The following tables show the current FICO score distributions for Citi’s Branded cards and Retail services portfolios based on end-of-period receivables. FICO scores are updated monthly for substantially all of the portfolio and on a quarterly basis for the remaining portfolio.

Branded Cards

FICO distribution(1)
Dec. 31, 2022Sept. 30, 2022Dec. 31, 2021
> 76048 %48 %49 %
680–76038 38 38 
< 68014 14 13 
Total100 %100 %100 %

Retail Services

FICO distribution(1)
Dec. 31, 2022Sept. 30, 2022Dec. 31, 2021
> 76027 %27 %28 %
680–76042 43 44 
< 68031 30 28 
Total100 %100 %100 %

(1)The FICO bands in the tables are consistent with general industry peer presentations.

The FICO distribution of both cards portfolios shifted slightly lower across the credit bands from the prior quarter and the prior year consistent with the ongoing normalization in net credit loss and delinquency rates in the portfolios. The FICO distribution continues to reflect strong underlying credit quality and a benefit from the continued impacts of government stimulus, unemployment benefits and customer relief programs. See Note 14 for additional information on FICO scores.

72


Additional Consumer Credit Details

Consumer Loan Delinquencies Amounts and Ratios

 
EOP
loans(1)
90+ days past due(2)
30–89 days past due(2)
December 31,December 31,December 31,
In millions of dollars,
except EOP loan amounts in billions		2022202220212020202220212020
Personal Banking and Wealth Management(3)(4)(5)
Total$337.0 $1,764 $1,350 $1,879 $2,037 $1,453 $1,794 
Ratio0.61 %0.52 %0.74 %0.71 %0.56 %0.71 %
U.S. Personal Banking
Total$187.8 $1,578 $1,069 $1,588 $1,720 $1,130 $1,513 
Ratio0.84 %0.64 %0.95 %0.92 %0.68 %0.90 %
Cards(4)
Total$150.7 $1,415 $871 $1,330 $1,511 $947 $1,228 
Ratio0.94 %0.65 %1.02 %1.00 %0.71 %0.94 %
Branded cards100.2 629 389 686 693 408 589 
Ratio0.63 %0.44 %0.82 %0.69 %0.46 %0.70 %
Retail services50.5 786 482 644 818 539 639 
Ratio1.56 %1.05 %1.39 %1.62 %1.17 %1.38 %
Retail banking(3)
37.1 163 198 258 209 183 285 
Ratio0.45 %0.62 %0.70 %0.57 %0.57 %0.77 %
Global Wealth
delinquency-managed loans(5)
$100.0 $186 $281 $291 $317 $323 $281 
Ratio0.19 %0.31 %0.34 %0.32 %0.35 %0.33 %
Global Wealth
classifiably managed loans(6)
$49.2 N/AN/AN/AN/AN/AN/A
Legacy Franchises
Total$31.1 $389 $613 $1,131 $335 $546 $1,083 
Ratio1.26 %1.06 %1.47 %1.09 %0.94 %1.41 %
Asia Consumer(7)(8)
13.3 49 209 456 70 285 514 
Ratio0.37 %0.51 %0.81 %0.53 %0.69 %0.92 %
Mexico Consumer14.8 190 183 363 186 173 390 
Ratio1.28 %1.38 %2.49 %1.26 %1.30 %2.67 %
Legacy Holdings Assets (consumer)(9)
3.0 150 221 312 79 88 179 
Ratio5.56 %6.31 %5.03 %2.93 %2.51 %2.89 %
Total Citigroup consumer$368.1 $2,153 $1,963 $3,010 $2,372 $1,999 $2,877 
Ratio0.68 %0.62 %0.91 %0.75 %0.63 %0.87 %

(1)End-of-period (EOP) loans include interest and fees on credit cards.
(2)The ratios of 90+ days past due and 30–89 days past due are calculated based on EOP loans, net of unearned income.
(3)The 90+ days past due and 30–89 days past due and related ratios forRetail banking exclude loans guaranteed by U.S. government-sponsored agencies since the potential risk of loss predominantly resides with the U.S. government-sponsored agencies. The amounts excluded for loans 90+ days past due and (EOP loans) were $89 million ($0.6 billion), $185 million ($1.1 billion) and $171 million ($0.7 billion) at December 31, 2022, 2021 and 2020, respectively. The amounts excluded for loans 30–89 days past due (the 30–89 days past due EOP loans have the same adjustments as the 90+ days past due EOP loans) were $70 million, $74 million and $98 million at December 31, 2022, 2021 and 2020, respectively. The EOP loans in the table include the guaranteed loans.
(4)The 90+ days past due balances for Branded cards and Retail services are generally still accruing interest. Citi’s policy is generally to accrue interest on credit card loans until 180 days past due, unless notification of bankruptcy filing has been received earlier.
(5)Excludes EOP classifiably managed Private bank loans. These loans are not included in the delinquency numerator, denominator and ratios.
(6)These loans are evaluated for non-accrual status and write-off primarily based on their internal risk classification and not solely on their delinquency status, and therefore delinquency metrics are excluded from this table. As of December 31, 2022, 2021 and 2020, 96%, 94% and 92% of Global Wealth classifiably managed loans were rated investment grade. For additional information on the credit quality of the Global Wealth portfolio, including classifiably managed portfolios, see “Consumer Credit Trends” above.
(7)Asia Consumer includes delinquencies and loans in certain EMEAcountries for all periods presented.
73


(8)Citi recently entered into agreements to sell certain Asia consumer banking businesses. Accordingly, the loans of these businesses have been reclassified as HFS in Other assets on the Consolidated Balance Sheet, and hence the loans and related delinquencies and ratios are not included in this table. The reclassifications commenced as follows: Australia (3Q21, and closed on June 1, 2022), the Philippines (4Q21, and closed on August 1, 2022) and Bahrain, India, Indonesia, Malaysia, Taiwan, Thailand and Vietnam (1Q22) (Bahrain, Malaysia and Thailand closed in 4Q22). See Note 2 for additional information.
(9)The 90+ days past due and 30–89 days past due and related ratios exclude U.S. mortgage loans that are primarily related to U.S. mortgages guaranteed by U.S. government-sponsored agencies since the potential risk of loss predominantly resides with the U.S. agencies. The amounts excluded for 90+ days past due and (EOP loans) were $90 million ($0.3 billion), $138 million ($0.4 billion) and $183 million ($0.5 billion) at December 31, 2022, 2021 and 2020, respectively. The amounts excluded for loans 30–89 days past due (the 30–89 days past due EOP loans have the same adjustments as the 90+ days past due EOP loans) were $37 million, $35 million and $73 million at December 31, 2022, 2021 and 2020, respectively. The EOP loans in the table include the guaranteed loans.
N/A    Not applicable

Consumer Loan Net Credit Losses and Ratios

 
Average
loans(1)
Net credit losses(2)
In millions of dollars, except average loan amounts in billions2022202220212020
Personal Banking and Wealth Management(2)
Total$321.0 $3,021 $3,061 $5,229 
Ratio0.94 %1.00 %1.72 %
U.S. Personal Banking
Total$170.7 $2,918 $2,939 $4,990 
Ratio1.71 %1.85 %2.95 %
Cards
Total135.6 2,640 2,828 4,858 
Ratio1.95 %2.28 %3.71 %
Branded cards89.8 1,384 1,659 2,708 
Ratio1.54 %2.05 %3.20 %
Retail services45.8 1,256 1,169 2,150 
Ratio2.74 %2.71 %4.62 %
Retail banking35.1 278 111 132 
Ratio0.79 %0.32 %0.35 %
Global Wealth$150.3 $103 $122 $239 
Ratio0.07 %0.08 %0.18 %
Legacy Franchises
Total$34.4 $590 $1,448 $1,482 
Ratio1.72 %2.12 %1.96 %
Asia Consumer(3)(4)
17.4 160 610 640 
Ratio0.92 %1.23 %1.22 %
Mexico Consumer13.6 476 920 866 
Ratio3.50 %6.87 %5.97 %
Legacy Holdings Assets (consumer)3.4 (46)(82)(24)
Ratio(1.35)%(1.53)%(0.27)%
Total Citigroup$355.4 $3,611 $4,509 $6,711 
Ratio1.02 %1.20 %1.77 %

(1)Average loans include interest and fees on credit cards.
(2)The ratios of net credit losses are calculated based on average loans, net of unearned income.
(3)Asia Consumer includes NCLs and average loans in certain EMEA countries (Russia, Poland and Bahrain) for all periods presented.
(4)Citi recently entered into agreements to sell certain Asia consumer banking businesses, which have been reclassified as HFS in Other assets and Other liabilities on the Consolidated Balance Sheet. As a result, approximately $155 million and $6 million in related net credit losses (NCLs) were recorded as a reduction in revenue (Other revenue) in 2022 and 2021, respectively. Accordingly, these NCLs are not included in this table. The reclassifications commenced as follows: Australia (3Q21, and closed on June 1, 2022), the Philippines (4Q21, and closed on August 1, 2022) and Bahrain, India, Indonesia, Malaysia, Taiwan, Thailand and Vietnam (1Q22) (Bahrain, Malaysia and Thailand closed in 4Q22). See Note 2 for additional information.
74


Loan Maturities and Fixed/Variable Pricing of Consumer Loans

Loan Maturities

In millions of dollars at December 31, 2022Due within
1 year		Greater than
1 year
but within
5 years		Greater than
5 years
but within 15 years		Greater than
15 years		Total
In North America offices
Residential first mortgages$4 $181 $3,513 $92,341 $96,039 
Home equity loans551 42 1,669 2,318 4,580 
Credit cards(1)
149,822 821 — — 150,643 
Personal, small business and other33,271 3,945 340 196 37,752 
Total$183,648 $4,989 $5,522 $94,855 $289,014 
In offices outside North America
Residential mortgages$2,994 $372 $4,374 $20,374 $28,114 
Credit cards(1)
12,885 70 — — 12,955 
Personal, small business and other29,637 7,179 588 580 37,984 
Total$45,516 $7,621 $4,962 $20,954 $79,053 

(1)Credit card loans with maturities greater than one year represent TDRs and are at fixed interest rates.

Fixed/Variable Pricing

In millions of dollars at December 31, 2022Due within
1 year		Greater than
1 year
but within
5 years		Greater than
5 years
but within 15 years		Greater than
15 years		Total
Loans at fixed interest rates
Residential first mortgages$2,050 $263 $2,691 $59,918 $64,922 
Home equity loans5 39 298 147 489 
Credit cards(1)
41,913 891 — — 42,804 
Personal, small business and other9,748 5,380 343 192 15,663 
Total$53,716 $6,573 $3,332 $60,257 $123,878 
Loans at floating or adjustable interest rates
Residential first mortgages$948 $290 $5,196 $52,797 $59,231 
Home equity loans546 3 1,371 2,171 4,091 
Credit cards(1)
120,794 — — — 120,794 
Personal, small business and other53,160 5,744 585 584 60,073 
Total$175,448 $6,037 $7,152 $55,552 $244,189 

(1)Credit card loans with maturities greater than one year represent TDRs and are at fixed interest rates.

75


ADDITIONAL CONSUMER AND CORPORATE CREDIT DETAILS

Loans Outstanding
December 31,
In millions of dollars20222021202020192018
Consumer loans
In North America offices(1)
Residential first mortgages(2)
$96,039 $83,361 $83,956 $78,664 $75,074 
Home equity loans(2)
4,580 5,745 7,890 10,174 12,675 
Credit cards150,643 133,868 130,385 149,163 144,542 
Personal, small business and other37,752 40,713 39,259 36,548 35,733 
Total$289,014 $263,687 $261,490 $274,549 $268,024 
In offices outside North America(1)
Residential mortgages(2)
$28,114 $37,889 $42,817 $40,467 $39,314 
Credit cards12,955 17,808 22,692 25,909 24,951 
Personal, small business and other37,984 57,150 59,475 60,013 52,052 
Total$79,053 $112,847 $124,984 $126,389 $116,317 
Consumer loans, net of unearned income(3)
$368,067 $376,534 $386,474 $400,938 $384,341 
Corporate loans
In North America offices(1)
Commercial and industrial$56,176 $48,364 $53,930 $52,229 $56,957 
Financial institutions43,399 49,804 39,390 38,782 34,906 
Mortgage and real estate(2)
17,829 15,965 16,522 13,696 14,490 
Installment and other23,767 20,143 17,362 22,219 23,759 
Lease financing308 415 673 1,290 1,429 
Total$141,479 $134,691 $127,877 $128,216 $131,541 
In offices outside North America(1)
Commercial and industrial$93,967 $102,735 $103,234 $112,332 $113,662 
Financial institutions21,931 22,158 25,111 28,176 26,602 
Mortgage and real estate(2)
4,179 4,374 5,277 4,325 2,920 
Installment and other23,347 22,812 24,034 21,273 20,458 
Lease financing46 40 65 95 152 
Governments and official institutions4,205 4,423 3,811 4,128 4,520 
Total$147,675 $156,542 $161,532 $170,329 $168,314 
Corporate loans, net of unearned income(4)
$289,154 $291,233 $289,409 $298,545 $299,855 
Total loans—net of unearned income$657,221 $667,767 $675,883 $699,483 $684,196 
Allowance for credit losses on loans (ACLL)(16,974)(16,455)(24,956)(12,783)(12,315)
Total loans—net of unearned income and ACLL$640,247 $651,312 $650,927 $686,700 $671,881 
ACLL as a percentage of total loans—
net of unearned income(5)
2.60 %2.49 %3.73 %1.84 %1.81 %
ACLL for consumer loan losses as a percentage of
total consumer loans—net of unearned income(5)
3.84 %3.73 %5.22 %2.51 %2.52 %
ACLL for corporate loan losses as a percentage of
total corporate loans—net of unearned income(5)
1.01 %0.85 %1.69 %0.93 %0.89 %

(1)    North America includes the U.S., Canada and Puerto Rico. Mexico is included in offices outside North America. The classification of corporate loans between offices in North America and outside North America is based on the domicile of the booking unit. The difference between the domicile of the booking unit and the domicile of the managing unit is not material.
(2)    Loans secured primarily by real estate.
(3)    Consumer loans are net of unearned income of $712 million, $629 million, $692 million, $732 million and $703 million at December 31, 2022, 2021, 2020, 2019 and 2018, respectively. Unearned income on consumer loans primarily represents unamortized origination fees and costs, premiums and discounts.
(4)    Corporate loans include Mexico SBMM loans and are net of unearned income of $(797) million, $(770) million, $(787) million, $(763) million and $(817) million at December 31, 2022, 2021, 2020, 2019 and 2018, respectively. Unearned income on corporate loans primarily represents interest received in advance, but not yet earned, on loans originated on a discounted basis.
(5)    Because loans carried at fair value do not have an ACLL, they are excluded from the ACLL ratio calculation.
76
 December 31,
In millions of dollars20192018201720162015
Consumer loans     
In North America offices(1)
     
Residential first mortgages(2)
$47,008
$47,412
$49,375
$53,131
$56,872
Home equity loans(2)
9,223
11,543
14,827
19,454
22,745
Credit cards149,163
144,542
139,718
133,297
113,352
Personal, small business and other3,699
4,046
4,140
5,290
5,396
Total$209,093
$207,543
$208,060
$211,172
$198,365
In offices outside North America(1)
     
Residential first mortgages(2)
$37,686
$35,972
$37,419
$35,336
$40,139
Credit cards25,909
24,951
25,727
23,055
26,617
Personal, small business and other36,860
33,894
34,608
31,153
35,980
Total

$100,455
$94,817
$97,754
$89,544
$102,736
Consumer loans, net of unearned income(3)
$309,548
$302,360
$305,814
$300,716
$301,101
Corporate loans     
In North America offices(1)
     
Commercial and industrial$55,929
$60,861
$60,219
$57,886
$53,611
Financial institutions53,922
48,447
39,128
35,517
36,425
Mortgage and real estate(2)
53,371
50,124
44,683
38,691
32,623
Installment, revolving credit and other31,238
32,425
31,932
31,194
30,426
Lease financing1,290
1,429
1,470
1,518
1,780
Total

$195,750
$193,286
$177,432
$164,806
$154,865
In offices outside North America(1)
     
Commercial and industrial$112,668
$114,029
$113,178
$100,532
$99,442
Financial institutions40,211
36,837
35,273
26,886
28,704
Mortgage and real estate(2)
9,780
7,376
7,309
5,363
5,106
Installment, revolving credit and other27,303
25,685
22,638
19,965
23,185
Lease financing95
103
190
251
303
Governments and official institutions4,128
4,520
5,200
5,850
4,911
Total

$194,185
$188,550
$183,788
$158,847
$161,651
Corporate loans, net of unearned income(4)
$389,935
$381,836
$361,220
$323,653
$316,516
Total loans—net of unearned income$699,483
$684,196
$667,034
$624,369
$617,617
Allowance for loan losses—on drawn exposures(12,783)(12,315)(12,355)(12,060)(12,626)
Total loans—net of unearned income 
and allowance for credit losses		$686,700
$671,881
$654,679
$612,309
$604,991
Allowance for loan losses as a percentage of total loans—
net of unearned income(5)
1.84%1.81%1.86%1.94%2.06%
Allowance for consumer loan losses as a percentage of
total consumer loans—net of unearned income(5)
3.20%3.14%3.08%2.94%3.08%
Allowance for corporate loan losses as a percentage of
total corporate loans—net of unearned income(5)
0.75%0.74%0.82%1.01%1.08%
(1)North America includes the U.S., Canada and Puerto Rico. Mexico is included in offices outside North America. The classification of corporate loans between offices in North America and outside North America is based on the domicile of the booking unit. The difference between the domicile of the booking unit and the domicile of the managing unit is not material.
(2)Loans secured primarily by real estate.
(3)Consumer loans are net of unearned income of $783 million, $742 million, $768 million, $803 million and $850 million at December 31, 2019, 2018, 2017, 2016 and 2015, respectively. Unearned income on consumer loans primarily represents unamortized origination fees and costs, premiums and discounts.
(4)Corporate loans are net of unearned income of $(814) million, $(855) million, $(794) million, $(730) million and $(686) million at December 31, 2019, 2018, 2017, 2016 and 2015, respectively. Unearned income on corporate loans primarily represents interest received in advance, but not yet earned, on loans originated on a discounted basis.
(5)All periods exclude loans that are carried at fair value.




Details of Credit Loss Experience

In millions of dollars20222021202020192018
Allowance for credit losses on loans (ACLL) at beginning of year$16,455 $24,956 $12,783 $12,315 $12,355 
Adjustments to opening balance:
Financial instruments—credit losses (CECL)(1)
— — 4,201 — — 
Variable post-charge-off third-party collection costs(2)
— — (443)— — 
Adjusted ACLL at beginning of year$16,455 $24,956 $16,541 $12,315 $12,355 
Provision for credit losses on loans (PCLL)
Consumer(2)
4,128 (1,159)12,222 7,788 7,261 
Corporate617 (1,944)3,700 430 93 
Total$4,745 $(3,103)$15,922 $8,218 $7,354 
Gross credit losses on loans
Consumer
In U.S. offices$3,944 $4,076 $6,141 $6,590 $5,974 
In offices outside the U.S. 934 2,144 2,146 2,316 2,352 
Corporate
Commercial and industrial, and other
In U.S. offices110 228 466 213 119 
In offices outside the U.S. 81 259 409 196 206 
Loans to financial institutions
In U.S. offices— 1 14 — 3 
In offices outside the U.S. 80 1 12 3 7 
Mortgage and real estate
In U.S. offices— 10 71 23 2 
In offices outside the U.S.7 1 4 — 2 
Total$5,156 $6,720 $9,263 $9,341 $8,665 
Gross recoveries on loans(2)
Consumer
In U.S. offices$1,045 $1,215 $1,094 $988 $918 
In offices outside the U.S. 222 496 482 504 502 
Corporate
Commercial and industrial, and other
In U.S. offices44 57 34 15 39 
In offices outside the U.S. 46 54 27 58 79 
Loans to financial institutions
In U.S. offices6 2 — — — 
In offices outside the U.S. 3 1 14 — 6 
Mortgage and real estate
In U.S. offices— — — 8 7 
In offices outside the U.S. 1 — 1 — 1 
Total$1,367 $1,825 $1,652 $1,573 $1,552 
Net credit losses on loans (NCLs)
In U.S. offices$2,959 $3,041 $5,564 $5,815 $5,134 
In offices outside the U.S. 830 1,854 2,047 1,953 1,979 
Total$3,789 $4,895 $7,611 $7,768 $7,113 
Other—net(3)(4)(5)(6)(7)(8)
$(437)$(503)$104 $18 $(281)
Allowance for credit losses on loans (ACLL) at end of year$16,974 $16,455 $24,956 $12,783 $12,315 
ACLL as a percentage of EOP loans(9)
2.60 %2.49 %3.73 %1.84 %1.81 %
Allowance for credit losses on unfunded lending commitments (ACLUC)(10)(11)
$2,151 $1,871 $2,655 $1,456 $1,367 
77


In millions of dollars20192018201720162015
Allowance for loan losses at beginning of period$12,315
$12,355
$12,060
$12,626
$15,994
Provision for loan losses     
Consumer$7,751
$7,258
$7,329
$6,207
$6,073
Corporate467
96
174
542
1,035
Total

$8,218
$7,354
$7,503
$6,749
$7,108
Gross credit losses     
Consumer     
In U.S. offices$6,538
$5,971
$5,664
$4,874
$5,439
In offices outside the U.S. 2,316
2,351
2,377
2,594
3,077
Corporate     
Commercial and industrial, and other     
In U.S. offices265
121
223
370
173
In offices outside the U.S. 196
208
401
334
297
Loans to financial institutions     
In U.S. offices—
3
3
5
—
In offices outside the U.S. 3
7
1
5
4
Mortgage and real estate     
In U.S. offices23
2
2
34
8
In offices outside the U.S.—
2
2
6
43
Total

$9,341
$8,665
$8,673
$8,222
$9,041
Credit recoveries(1)
     
Consumer     
In U.S. offices$975
$912
$892
$972
$954
In offices outside the U.S. 503
502
552
576
642
Corporate     
Commercial and industrial, and other     
In U.S. offices28
47
31
31
43
In offices outside the U.S. 59
78
117
79
84
Loans to financial institutions     
In U.S. offices—
—
1
1
7
In offices outside the U.S. —
3
1
1
2
Mortgage and real estate     
In U.S. offices8
6
2
1
7
In offices outside the U.S. —
4
1
—
—
Total

$1,573
$1,552
$1,597
$1,661
$1,739
Net credit losses     
In U.S. offices$5,815
$5,132
$4,966
$4,278
$4,609
In offices outside the U.S. 1,953
1,981
2,110
2,283
2,693
Total$7,768
$7,113
$7,076
$6,561
$7,302
Other—net(2)(3)(4)(5)(6)(7)(8)
$18
$(281)$(132)$(754)$(3,174)
Allowance for loan losses at end of period$12,783
$12,315
$12,355
$12,060
$12,626
Allowance for loan losses as a percentage of total loans(9)
1.84%1.81%1.86%1.94%2.06%
Allowance for unfunded lending commitments(8)(10)
$1,456
$1,367
$1,258
$1,418
$1,402
Total allowance for loan losses and unfunded lending commitments$14,239
$13,682
$13,613
$13,478
$14,028
Net consumer credit losses$7,376
$6,908
$6,597
$5,920
$6,920
Total ACLL and ACLUC$19,125 $18,326 $27,611 $14,239 $13,682 
Net consumer credit losses on loans$3,611 $4,509 $6,711 $7,414 $6,906 
As a percentage of average consumer loans1.02 %1.20 %1.77 %1.94 %1.84 %
Net corporate credit losses on loans$178 $386 $900 $354 $207 
As a percentage of average corporate loans0.06 %0.13 %0.29 %0.12 %0.07 %
ACLL by type at end of year(12)
Consumer$14,119 $14,040 $20,180 $10,056 $9,670 
Corporate2,855 2,415 4,776 2,727 2,645 
Total$16,974 $16,455 $24,956 $12,783 $12,315 


(1)On January 1, 2020, Citi adopted Accounting Standards Codification (ASC) 326, Financial Instruments—Credit Losses (CECL). The ASC introduces a new credit loss methodology requiring earlier recognition of credit losses while also providing additional disclosure about credit risk. On January 1, 2020, Citi recorded a $4.1 billion, or an approximate 29%, pretax increase in the Allowance for credit losses, along with a $3.1 billion after-tax decrease in Retained earnings and a deferred tax asset increase of $1.0 billion. This transition impact reflects (i) a $4.9 billion build to the consumer ACL due to longer estimated tenors than under the incurred loss methodology under prior U.S. GAAP, net of recoveries, and (ii) a $0.8 billion decrease to the corporate ACL due to shorter remaining tenors, incorporation of recoveries and use of more specific historical loss data based on an increase in portfolio segmentation across industries and geographies. See Note 1 for further discussion on the impact of Citi’s adoption of CECL.
(2)Citi had a change in accounting related to its variable post-charge-off third-party collection costs that was recorded as an adjustment to its January 1, 2020 opening allowance for credit losses on loans of $443 million. See Note 1.
(3)Includes all adjustments to the allowance for credit losses, such as changes in the allowance from acquisitions, dispositions, securitizations, FX translation, purchase accounting adjustments, etc.
(4)2022 includes an approximate $350 million reclass related to the announced sales of Citi’s consumer banking businesses in Thailand, India, Malaysia, Taiwan, Indonesia, Bahrain and Vietnam. Also includes a decrease of approximately $100 million related to FX translation.
(5)2021 includes an approximate $280 million reclass related to Citi’s agreement to sell its Australia consumer banking business and an approximate $90 million reclass related to Citi’s agreement to sell its Philippines consumer banking business. Those ACLL were reclassified to Other assets during 2021. 2021 also includes a decrease of approximately $134 million related to FX translation.
(6)2020 includes reductions of approximately $4 million related to the transfer to HFS of various real estate loan portfolios. In addition, 2020 includes an increase of approximately $97 million related to FX translation.
(7)2019 includes reductions of approximately $42 million related to the sale or transfer to HFS of various loan portfolios. In addition, 2019 includes a reduction of approximately $60 million related to FX translation.
(8)2018 includes reductions of approximately $201 million related to the sale or transfer to HFS of various loan portfolios, which include approximately $106 million related to the transfer of various real estate loan portfolios to HFS.
(9)December 31, 2022, 2021, 2020, 2019 and 2018 exclude $5.4 billion, $6.1 billion, $6.9 billion, $4.1 billion and $3.2 billion, respectively, of loans that are carried at fair value.
(10)2020 corporate ACLUC includes a non-provision transfer of $68 million, representing reserves on performance guarantees. The reserves on these contracts were reclassified out of the ACL on unfunded lending commitments and into other liabilities.
(11)Represents additional credit reserves recorded as Other liabilities on the Consolidated Balance Sheet.
(12)Beginning in 2020, under CECL, the ACLL represents management’s estimate of expected credit losses in the portfolio and troubled debt restructurings. See “Significant Accounting Policies and Significant Estimates” and Note 1 below. Attribution of the ACLL is made for analytical purposes only and the entire ACLL is available to absorb credit losses in the overall portfolio. Prior to 2020, the ACLL represented management’s estimate of probable losses inherent in the portfolio, as well as probable losses related to large individually evaluated impaired loans and TDRs.

78
As a percentage of average consumer loans2.49%2.33%2.22%2.00%2.19%
Net corporate credit losses$392
$205
$479
$641
$382
As a percentage of average corporate loans0.10%0.05%0.14%0.20%0.12%
Allowance by type at end of period(11)
     
Consumer$9,897
$9,504
$9,412
$8,842
$9,273
Corporate2,886
2,811
2,943
3,218
3,353
Total Citigroup$12,783
$12,315
$12,355
$12,060
$12,626

(1)Recoveries have been reduced by certain collection costs that are incurred only if collection efforts are successful.
(2)Includes all adjustments to the allowance for credit losses, such as changes in the allowance from acquisitions, dispositions, securitizations, FX translation, purchase accounting adjustments, etc.
(3)2019 includes reductions of approximately $42 million related to the transfer to HFS of various real estate loan portfolios. In addition, 2019 includes an increase of approximately $60 million related to FX translation.
(4)2018 includes reductions of approximately $201 million related to the sale or transfer to HFS of various loan portfolios, which include approximately $91 million related to the transfer of various real estate loan portfolios to HFS. In addition, 2018 includes a reduction of approximately $60 million related to FX translation.
(5)2017 includes reductions of approximately $261 million related to the sale or transfer to HFS of various loan portfolios, which include approximately $106 million related to the transfer of various real estate loan portfolios to HFS. In addition, 2017 includes an increase of approximately $115 million related to FX translation.
(6)2016 includes reductions of approximately $574 million related to the sale or transfer to HFS of various loan portfolios, which include approximately $106 million related to the transfer of various real estate loan portfolios to HFS. In addition, 2016 includes a reduction of approximately $199 million related to FX translation.
(7)2015 includes reductions of approximately $2.4 billion related to the sale or transfer to HFS of various loan portfolios, which include approximately $1.5 billion related to the transfer of various real estate loan portfolios to HFS. In addition, 2015 includes a reduction of approximately $474 million related to FX translation.
(8)
2015 includes a reclassification of $271 million of Allowance for loan losses to allowance for unfunded lending commitments, included in the Other line item. This reclassification reflects the re-attribution of $271 million in the allowance for credit losses between the funded and unfunded portions of the corporate credit portfolios and does not reflect a change in the underlying credit performance of these portfolios.

(9)December 31, 2019, 2018, 2017, 2016 and 2015 exclude $4.1 billion, $3.2 billion, $4.4 billion, $3.5 billion and $5.0 billion, respectively, of loans which are carried at fair value.
(10)
Represents additional credit reserves recorded as Other liabilities on the Consolidated Balance Sheet.
(11)Allowance for loan losses represents management’s best estimate of probable losses inherent in the portfolio, as well as probable losses related to large individually evaluated impaired loans and troubled debt restructurings. See “Significant Accounting Policies and Significant Estimates” and Note 1 to the Consolidated Financial Statements below. Attribution of the allowance is made for analytical purposes only and the entire allowance is available to absorb probable credit losses inherent in the overall portfolio.

Allowance for LoanCredit Losses on Loans (ACLL)
The following tables detail information on Citi’s allowance for loan losses,ACLL, loans and coverage ratios:

 December 31, 2022
In billions of dollarsACLLEOP loans, net of
unearned income
ACLL as a
percentage of EOP loans(1)
Consumer
North America cards(2)
$11.4 $150.6 7.6 %
North America mortgages(3)
0.5 100.4 0.5 
North America other(3)
0.6 37.8 1.6 
International cards0.8 13.0 6.2 
International other(3)
0.8 66.0 1.2 
Total(1)
$14.1 $367.8 3.8 %
Corporate
Commercial and industrial$1.9 $147.8 1.3 %
Financial institutions0.4 64.9 0.6 
Mortgage and real estate0.4 21.9 1.8 
Installment and other0.2 49.4 0.4 
Total(1)
$2.9 $284.0 1.0 %
Loans at fair value(1)
N/A$5.4 N/A
Total Citigroup$17.0 $657.2 2.6 %

 December 31, 2021
In billions of dollarsACLLEOP loans, net of
unearned income
ACLL as a
percentage of EOP loans(1)
Consumer
North America cards(2)
$10.8 $133.9 8.1 %
North America mortgages(3)
0.5 89.1 0.6 
North America other(3)
0.4 40.7 1.0 
International cards1.2 17.8 6.7 
International other(3)
1.2 95.0 1.3 
Total(1)
$14.1 $376.5 3.7 %
Corporate
Commercial and industrial$1.6 $147.0 1.1 %
Financial institutions0.3 71.8 0.4 
Mortgage and real estate0.3 20.3 1.5 
Installment and other0.2 46.1 0.4 
Total(1)
$2.4 $285.2 0.8 %
Loans at fair value(1)
N/A$6.1 N/A
Total Citigroup$16.5 $667.8 2.5 %

(1)Excludes loans carried at fair value, since they do not have an ACLL and are excluded from the ACLL ratio calculation.
(2)Includes both Branded cards and Retail services. As of December 31, 2022, the $11.4 billion of ACLL represented approximately 43 months of coincident net credit loss coverage (based on 4Q22 NCLs). As of December 31, 2022, Branded cards ACLL as a percentage of EOP loans was 6.2% and Retail services ACLL as a percentage of EOP loans was 10.3%. As of December 31, 2021, the $10.8 billion of ACLL represented approximately 63 months of coincident net credit loss coverage (based on 4Q21 NCLs). The decrease in the coincident coverage ratio at December 31, 2022 was primarily due to the relatively higher levels of NCLs in 4Q22 versus 4Q21. As of December 31, 2021, Branded cards ACLL as a percentage of EOP loans was 7.1% and Retail services ACLL as a percentage of EOP loans was 10.0%.
(3)Includes residential mortgages, retail loans and personal, small business and other loans, including those extended through the Private bank network.
N/A Not applicable

79


 December 31, 2019
In billions of dollars
Allowance for
loan losses
Loans, net of
unearned income
Allowance as a
percentage of loans(1)
North America cards(2)
$7.0
$149.2
4.7%
North America mortgages(3)
0.3
56.2
0.5
North America other
0.1
3.7
2.7
International cards0.7
25.9
2.7
International other(4)
1.8
74.6
2.4
Total consumer$9.9
$309.6
3.2%
Total corporate2.9
389.9
0.7
Total Citigroup$12.8
$699.5
1.8%
The following table details Citi’s corporate credit ACLL by industry exposure:
(1)Allowance as a percentage of loans excludes loans that are carried at fair value.
(2)Includes both Citi-branded cards and Citi retail services. The $7.0 billion of loan loss reserves represented approximately 15 months of coincident net credit loss coverage.
(3)
Of the $0.3 billion, nearly all was allocated to North America mortgages in Corporate/Other, including $0.1 billion and $0.2 billion determined in accordance with ASC 450-20 and ASC 310-10-35 (troubled debt restructurings), respectively. Of the $56.2 billion in loans, approximately $54.2 billion and $2.0 billion of the loans were evaluated in accordance with ASC 450-20 and ASC 310-10-35 (troubled debt restructurings), respectively. For additional information, see Note 15 to the Consolidated Financial Statements.
(4)Includes mortgages and other retail loans.

 December 31, 2022
In millions of dollars, except percentages
Funded exposure(1)
ACLLACLL as a % of funded exposure
Transportation and industrials$57,271 $699 1.2 %
Technology, media and telecom28,931 330 1.1 
Consumer retail32,687 358 1.1 
Real estate48,539 500 1.0 
Power, chemicals, metals and mining18,326 288 1.6 
Banks and finance companies42,276 225 0.5 
Energy and commodities13,069 188 1.4 
Asset managers and funds13,162 38 0.3 
Health8,771 81 0.9 
Insurance4,417 11 0.2 
Public sector11,736 58 0.5 
Financial markets infrastructure60 — — 
Securities firms569 11 1.9 
Other industries3,651 59 1.6 
Total classifiably managed loans(2)
$283,465 $2,846 1.0 %
Loans managed on a delinquency basis(3)
$566 $9 1.6 %
Total$284,031 $2,855 1.0 %

(1)    Funded exposure excludes loans carried at fair value of $5.1 billion that are not subject to ACLL under the CECL standard.
(2)    As of December 31, 2022, the ACLL shown above reflects coverage of 0.4% of funded investment-grade exposure and 3.0% of funded non-investment-grade exposure.
(3)    Primarily associated with delinquency-managed loans including commercial credit cards and other loans, and unearned income at December 31, 2022.

The following table details Citi’s corporate credit ACLL by industry exposure:

 December 31, 2021
In millions of dollars, except percentages
Funded exposure(1)
ACLLACLL as a % of funded exposure
Transportation and industrials$51,502 $597 1.2 %
Technology, media and telecom28,542 170 0.6 
Consumer retail32,894 288 0.9 
Real estate46,220 509 1.1 
Power, chemicals, metals and mining20,224 151 0.7 
Banks and finance companies36,804 197 0.5 
Energy and commodities13,485 268 2.0 
Asset managers and funds26,879 34 0.5 
Health8,826 73 0.8 
Insurance3,162 8 0.3 
Public sector12,464 74 0.6 
Financial markets infrastructure109 — — 
Securities firms613 10 1.6 
Other industries2,803 28 1.0 
Total classifiably managed loans(2)
$284,527 $2,407 0.8 %
Loans managed on a delinquency basis(3)
$636 $8 1.3 %
Total$285,163 $2,415 0.8 %

(1)    Funded exposure excludes loans carried at fair value of $6.1 billion that are not subject to ACLL under the CECL standard.
(2)    As of December 31, 2021, the ACLL shown above reflects coverage of 0.7% of funded investment-grade exposure and 2.3% of funded non-investment-grade exposure.
(3)    Primarily associated with delinquency-managed loans including commercial credit cards and other loans, and unearned income at December 31, 2021.
80
 December 31, 2018
In billions of dollars
Allowance for
loan losses
Loans, net of
unearned income
Allowance as a
percentage of loans(1)
North America cards(2)
$6.6
$144.5
4.6%
North America mortgages(3)
0.4
59.0
0.7
North America other
0.1
4.0
2.5
International cards0.7
25.0
2.8
International other(4)
1.7
69.9
2.4
Total consumer$9.5
$302.4
3.1%
Total corporate2.8
381.8
0.7
Total Citigroup$12.3
$684.2
1.8%
(1)Allowance as a percentage of loans excludes loans that are carried at fair value.
(2)Includes both Citi-branded cards and Citi retail services. The $6.6 billion of loan loss reserves represented approximately 16 months of coincident net credit loss coverage.
(3)
Of the $0.4 billion, nearly all was allocated to North America mortgages in Corporate/Other, including approximately $0.1 billion and $0.3 billion determined in accordance with ASC 450-20 and ASC 310-10-35 (troubled debt restructurings), respectively. Of the $59.0 billion in loans, approximately $56.3 billion and $2.5 billion were evaluated in accordance with ASC 450-20 and ASC 310-10-35 (troubled debt restructurings), respectively. For additional information, see Note 15 to the Consolidated Financial Statements.


(4)Includes mortgages and other retail loans.



Non-Accrual Loans and Assets and Renegotiated Loans
There is a certain amount of overlap among non-accrual loans and assets and renegotiated loans. The following summary provides a general description of each category.

Non-Accrual Loans and Assets:

•Corporate and consumer (including commercial banking) non-accrual status is based on the determination that payment of interest or principal is doubtful.
•A corporate loan may be classified as non-accrual and still be performing under the terms of the loan structure. Non-accrual loans may still be current on interest payments. Approximately 44%, 41% and 48% of Citi’s corporate non-accrual loans were $1.1 billion, $1.5 billion and $1.6 billion as of December 31, 2022, September 30, 2022 and December 31, 2021, respectively. Of these, approximately 50%, 68% and 56% were performing at December 31, 2019,2022, September 30, 20192022 and December 31, 2018,2021, respectively.
•Consumer non-accrual status is generally based on aging, i.e., the borrower has fallen behind on payments.
•Consumer mortgage loans, other than Federal Housing Administration (FHA) insured loans, are classified as non-accrual within 60 days of notification that the borrower has filed for bankruptcy. In addition, home equity loans are classified as non-accrual if the related residential first mortgage loan is 90 days or more past due.
•
North America Citi-branded cards and Citi retail
•North America Branded cards and Retail services are not included because, under industry standards, credit card loans accrue interest until such loans are charged off, which typically occurs at 180 days of contractual delinquency.

Renegotiated Loans:

•Includes both corporate and consumer loans whose terms have been modified in a troubled debt restructuring (TDR).
•Includes both accrual and non-accrual TDRs.

81



Non-Accrual Loans
The table below summarizes Citigroup’s non-accrual loans as of the periods indicated. Non-accrual loans may still be current on interest payments. In situations where Citi reasonably expects that only a portion of the principal owed
will ultimately be collected, all payments received are reflected as a reduction of principal and not as interest income. For all other non-accrual loans, cash interest receipts are generally recorded as revenue.

December 31,December 31,
In millions of dollars20192018201720162015In millions of dollars20222021202020192018
Corporate non-accrual loans(1)(2)
 
Corporate non-accrual loans by region(1)(2)
Corporate non-accrual loans by region(1)(2)
North America$1,214
$586
$966
$1,291
$1,005
North America$138 $510 $1,486 $1,082 $416 
EMEA430
375
849
904
347
EMEA502 367 629 398 344 
Latin America473
307
348
441
421
Latin America429 568 719 473 307 
Asia71
243
70
220
191
Asia53 108 212 71 243 
Total corporate non-accrual loans$2,188
$1,511
$2,233
$2,856
$1,964
Consumer non-accrual loans(1)(3)
 
North America$905
$1,138
$1,468
$1,854
$2,328
Latin America632
638
688
648
756
Asia(4)
279
250
243
221
206
Total consumer non-accrual loans$1,816
$2,026
$2,399
$2,723
$3,290
TotalTotal$1,122 $1,553 $3,046 $2,024 $1,310 
Corporate non-accrual loans(1)(2)
Corporate non-accrual loans(1)(2)
BankingBanking$767 $1,239 $2,767 $1,742 $1,097 
ServicesServices1537079113137
MarketsMarkets3122121
Mexico SBMMMexico SBMM19923217916775
TotalTotal$1,122 $1,553 $3,046 $2,024 $1,310 
Consumer non-accrual loans(1)
Consumer non-accrual loans(1)
U.S. Personal Banking and Global WealthU.S. Personal Banking and Global Wealth$541 $680 $950 $443 $455 
Asia Consumer(3)
Asia Consumer(3)
30 209 296 267 242 
Mexico ConsumerMexico Consumer457 524 774 632 638 
Legacy Holdings Assets—Consumer
Legacy Holdings Assets—Consumer
289 413 602 638 892 
TotalTotal$1,317 $1,826 $2,622 $1,980 $2,227 
Total non-accrual loans$4,004
$3,537
$4,632
$5,579
$5,254
Total non-accrual loans$2,439 $3,379 $5,668 $4,004 $3,537 
(1)Excludes purchased distressed loans, as they are generally accreting interest. The carrying value of these loans was $128 million at December 31, 2019, $128 million at December 31, 2018, $167 million at December 31, 2017, $187 million at December 31, 2016 and $250 million at December 31, 2015.
(2)
The 2016 increase in corporate non-accrual loans was primarily related to Citi’s

(1)Corporate loans are placed on non-accrual status based upon a review by Citigroup’s risk officers. Corporate non-accrual loans may still be current on interest payments. With limited exceptions, the following practices are applied for consumer loans: consumer loans, excluding credit cards and mortgages, are placed on non-accrual status at 90 days past due and are charged off at 120 days past due; residential mortgage loans are placed on non-accrual status at 90 days past due and written down to net realizable value at 180 days past due. Consistent with industry conventions, Citigroup generally accrues interest on credit card loans until such loans are charged off, which typically occurs at 180 days contractual delinquency. As such, the non-accrual loan disclosures do not include credit card loans. The balances above represent non-accrual loans within Corporate loans and Consumer loans on the Consolidated Balance Sheet.
(2)The December 31, 2022 total corporate non-accrual loans represented 0.39% of total corporate loans.
(3)    Asia Consumer includes balances in certain EMEAcountries for all periods presented.

North America and EMEA energy and energy-related corporate credit exposure.
(3)
The 2015 decline in consumer non-accrual loans includes the impact related to the transfer of approximately $8 billion of mortgage loans to Loans HFS (included within Other assets).
(4)
Asia includes balances in certain EMEA countries for all periods presented.

The changes in Citigroup’s non-accrual loans were as follows:

 Year endedYear ended
 December 31, 2019December 31, 2018
In millions of dollarsCorporateConsumerTotalCorporateConsumerTotal
Non-accrual loans at beginning of period$1,511
$2,026
$3,537
$2,233
$2,399
$4,632
Additions3,407
2,954
6,361
2,108
3,148
5,256
Sales and transfers to HFS(23)(171)(194)(119)(268)(387)
Returned to performing(68)(431)(499)(127)(629)(756)
Paydowns/settlements(2,496)(902)(3,398)(2,282)(1,052)(3,334)
Charge-offs(268)(1,444)(1,712)(196)(1,634)(1,830)
Other125
(216)(91)(106)62
(44)
Ending balance$2,188
$1,816
$4,004
$1,511
$2,026
$3,537


Year endedYear ended
December 31, 2022December 31, 2021
In millions of dollarsCorporateConsumerTotalCorporateConsumerTotal
Non-accrual loans at beginning of year$1,553 $1,826 $3,379 $3,046 $2,622 $5,668 
Additions2,123 1,374 3,497 1,466 2,260 3,726 
Sales and transfers to HFS(21)(240)(261)(524)(310)(834)
Returned to performing(378)(408)(786)(219)(723)(942)
Paydowns/settlements(1,814)(585)(2,399)(1,721)(780)(2,501)
Charge-offs(260)(598)(858)(472)(1,202)(1,674)
Other(81)(52)(133)(23)(41)(64)
Ending balance$1,122 $1,317 $2,439 $1,553 $1,826 $3,379 
Non-Accrual Assets82


The table below summarizes Citigroup’s other real estate owned (OREO) assets. OREO is recorded on the Consolidated Balance Sheet within Other assets. This represents the carrying value of all real estate property acquired by foreclosure or other legal proceedings when Citi has taken possession of the collateral:

 December 31,
In millions of dollars20192018201720162015
OREO     
North America$39
$64
$89
$161
$166
EMEA1
1
2
—
1
Latin America14
12
35
18
38
Asia7
22
18
7
4
Total OREO$61
$99
$144
$186
$209
Non-accrual assets     
Corporate non-accrual loans$2,188
$1,511
$2,233
$2,856
$1,964
Consumer non-accrual loans1,816
2,026
2,399
2,723
3,290
Non-accrual loans (NAL)$4,004
$3,537
$4,632
$5,579
$5,254
OREO$61
$99
$144
$186
$209
Non-accrual assets (NAA)$4,065
$3,636
$4,776
$5,765
$5,463
NAL as a percentage of total loans0.57%0.52%0.69%0.89%0.85%
NAA as a percentage of total assets0.21
0.19
0.26
0.32
0.32
Allowance for loan losses as a percentage of NAL(1)
319
348
267
216
240
December 31,
In millions of dollars20222021202020192018
OREO
North America$10 $15 $19 $39 $64 
EMEA— — — 1 1 
Latin America4 8 7 14 12 
Asia1 4 17 7 22 
Total OREO$15 $27 $43 $61 $99 
Non-accrual assets
Corporate non-accrual loans$1,122 $1,553 $3,046 $2,024 $1,310 
Consumer non-accrual loans1,317 1,826 2,622 1,980 2,227 
Non-accrual loans (NAL)$2,439 $3,379 $5,668 $4,004 $3,537 
OREO$15 $27 $43 $61 $99 
Non-accrual assets (NAA)$2,454 $3,406 $5,711 $4,065 $3,636 
NAL as a percentage of total loans0.37 %0.51 %0.84 %0.57 %0.52 %
NAA as a percentage of total assets0.10 0.15 0.25 0.21 0.19 
ACLL as a percentage of NAL(1)
696 487 440 319 348 

(1)The allowance for loan losses includes the allowance for Citi’s credit card portfolios and purchased distressed loans, while the non-accrual loans exclude credit card balances (with the exception of certain international portfolios) and purchased distressed loans as these continue to accrue interest until charge-off.
(1)The ACLL includes the allowance for Citi’s credit card portfolios and purchased credit-deteriorated loans, while the non-accrual loans exclude credit card balances (with the exception of certain international portfolios) and, prior to 2020, include purchased credit-deteriorated loans as these continue to accrue interest until charge-off.


83



Renegotiated Loans
The following table presents Citi’s loans modified in TDRs:

In millions of dollarsDec. 31, 2022Dec. 31, 2021
Corporate renegotiated loans(1)
 
In U.S. offices 
Commercial and industrial(2)
$35 $103 
Mortgage and real estate2 2 
Financial institutions— — 
Other11 20 
Total$48 $125 
In offices outside the U.S.
Commercial and industrial(2)
$50 $133 
Mortgage and real estate11 18 
Financial institutions— — 
Other1 8 
Total$62 $159 
Total corporate renegotiated loans$110 $284 
Consumer renegotiated loans(3)
In U.S. offices
Mortgage and real estate$1,407 $1,485 
Cards1,180 1,269 
Personal, small business and other19 26 
Total$2,606 $2,780 
In offices outside the U.S.
Mortgage and real estate$152 $227 
Cards75 313 
Personal, small business and other88 428 
Total$315 $968 
Total consumer renegotiated loans$2,921 $3,748 

(1)Includes $108 million and $284 million of non-accrual loans included in the non-accrual loans table above at December 31, 2022 and 2021, respectively. The remaining loans were accruing interest.
(2)In addition to modifications reflected as TDRs at December 31, 2022 and 2021, Citi may have modifications that were not considered TDRs because the modifications did not involve a concession or because they qualified for exemptions from TDR accounting provided by the CARES Act or the interagency guidance.
(3)Includes $566 million and $664 million of non-accrual loans included in the non-accrual loans table above at December 31, 2022 and 2021, respectively. The remaining loans were accruing interest.

In millions of dollarsDec. 31, 2019Dec. 31, 2018
Corporate renegotiated loans(1)
  
In U.S. offices  
Commercial and industrial$226
$188
Mortgage and real estate57
111
Financial institutions—
16
Other4
2
Total$287
$317
In offices outside the U.S.  
Commercial and industrial(2)
$200
$226
Mortgage and real estate22
12
Financial institutions—
9
Other40
—
Total

$262
$247
Total corporate renegotiated loans$549
$564
Consumer renegotiated loans(3)
  
In U.S. offices  
Mortgage and real estate$1,956
$2,520
Cards1,464
1,338
Installment and other17
13
Total

$3,437
$3,871
In offices outside the U.S.  
Mortgage and real estate$305
$299
Cards466
480
Installment and other400
387
Total

$1,171
$1,166
Total consumer renegotiated loans$4,608
$5,037
(1)Includes $472 million and $466 million of non-accrual loans included in the non-accrual loans table above at December 31, 2019 and 2018, respectively. The remaining loans are accruing interest.
(2)In addition to modifications reflected as TDRs at December 31, 2019 and 2018, Citi also modified $26 million and $2 million in offices outside the U.S., respectively, of commercial loans risk rated “Substandard Non-Performing” or worse (asset category defined by banking regulators). These modifications were not considered TDRs because the modifications did not involve a concession.
(3)Includes $814 million and $933 million of non-accrual loans included in the non-accrual loans table above at December 31, 2019 and 2018, respectively. The remaining loans are accruing interest.








Forgone Interest Revenue on Loans(1)

In millions of dollarsIn U.S.
offices		In non-
U.S.
offices
2022
total
Interest revenue that would have been accrued at original contractual rates(2)
$331 $189 $520 
Amount recognized as interest revenue(2)
158 121 279 
Forgone interest revenue$173 $68 $241 
In millions of dollarsIn U.S.
offices		In non-
U.S.
offices		2019
total
Interest revenue that would have been accrued at original contractual rates(2)
$488
$421
$909
Amount recognized as interest revenue(2)
130
112
242
Forgone interest revenue$358
$309
$667

(1)     Relates to corporate non-accrual loans, renegotiated loans and consumer loans on which accrual of interest has been suspended.
(2)    Interest revenue in offices outside the U.S. may reflect prevailing local interest rates, including the effects of inflation and monetary correction in certain countries.

(1)Relates to corporate non-accrual loans, renegotiated loans and consumer loans on which accrual of interest has been suspended.
(2)Interest revenue in offices outside the U.S. may reflect prevailing local interest rates, including the effects of inflation and monetary correction in certain countries.

84


LIQUIDITY RISK

Overview
Adequate and diverse sources of funding and liquidity are essential to Citi’s businesses. Funding and liquidity risks arise from several factors, many of which are mostly or entirely outside Citi’s control, such as disruptions in the financial markets, changes in key funding sources, credit spreads, changes in Citi’s credit ratings and macroeconomic, geopolitical and other conditions. For additional information, see “Risk Factors”Factors—Liquidity Risks” above.
Citi’s funding and liquidity management objectives are aimed at (i) funding its existing asset base, (ii) growing its core businesses, (iii) maintaining sufficient liquidity, structured appropriately, so that Citi can operate under a variety of adverse circumstances, including potential Company-specific and/or market liquidity events in varying durations and severity, and (iv) satisfying regulatory requirements, including, among other things,but not limited to, those related to resolution planning (for additional information, see “Resolution Plan” and “Total Loss-Absorbing Capacity (TLAC)” below). Citigroup’s primary liquidity objectives are established by entity, and in aggregate, across two major categories:
•Citibank (including Citibank Europe plc, Citibank Singapore Ltd. and Citibank (Hong Kong) Ltd.); and
•Citi’s non-bank and other entities, including the parent holding company (Citigroup Inc.), Citi’s primary intermediate holding company (Citicorp LLC), Citi’s broker-dealer subsidiaries (including Citigroup Global Markets Inc., Citigroup Global Markets Ltd.Limited and Citigroup Global Markets Japan Inc.) and other bank and non-bank subsidiaries that are consolidated into Citigroup (including Citibanamex).

At an aggregate Citigroup level, Citi’s goal is to maintain sufficient funding in amount and tenor to fully fund customer assets and to provide an appropriate amount of cash and high-quality liquid assets (as discussed below), even in times of stress, in order to meet its payment obligations as they come due. The liquidity risk management framework provides that in addition to the aggregate requirements, certain entities be self-sufficient or net providers of liquidity, including in conditions established under their designated stress tests.
Citi’s primary funding sources of funding include (i) corporate and consumer deposits via Citi’s bank subsidiaries, which are Citi’s most stable and lowest cost source of long-term funding,including Citibank, N.A. (Citibank), (ii) long-term debt (primarily senior and subordinated debt) primarilymainly issued atby Citigroup Inc., as the parent, and certain bank subsidiaries,Citibank, and (iii) stockholders’ equity. These sources may be supplemented by short-term borrowings, primarily in the form of secured funding transactions.
As referenced above, Citi’s funding and liquidity framework, ensures that the tenor of these funding sources is of sufficient termworking in relation to the tenor of its asset base. The goal of Citi’sconcert with overall asset/liability management, is to ensureensures that there is excesssufficient liquidity and tenor in the overall liability structure (including funding products) of the Company relative to the liquidity profilerequirements of theCiti’s assets. This reduces the
risk that liabilities will become due before assets mature or are monetized. ThisThe Company holds excess liquidity, is held primarily in the form of high-quality liquid assets (HQLA), as set forthpresented in the table below.
Citi’s liquidity is managed via a centralized treasury modelcentrally by Corporate Treasury, in conjunction with regional and in-country treasurers with independent oversight provided by Independent Risk Management.Management and various Asset & Liability Committees (ALCOs) at the individual entity, region, country and business levels. Pursuant to this approach, Citi’s HQLA are managed with emphasis on asset-liabilityasset/liability management and entity-level liquidity adequacy throughout Citi.
The Chief Risk OfficerCiti’s CRO and Citi’s CFO co-chair Citi’s Asset Liability Management Committee (ALCO),Citigroup’s ALCO, which includes Citi’s Treasurer and other senior executives. The ALCO among other things, sets the strategy of the liquidity portfolio and monitors its performance.portfolio performance (for additional information about the ALCO, see “Risk Governance—Board and Executive Management Committees” above). Significant changes to portfolio asset allocations need to beare approved by the ALCO. Citi also has other ALCOs, which are established at various organizational levels to ensure appropriate oversight for individual entities, countries, franchise businesses and regions, serving as the primary governance committees for managing Citi’s balance sheet and liquidity.
As a supplement to ALCO, Citi’s Funding and Liquidity Risk Committee (FLRC) is focused on funding and liquidity risk matters. The FLRC reviews and discusses the funding and liquidity risk profile of, as well as risk management practices for, Citigroup and Citibank and reports its findings and recommendations to each relevant ALCO as appropriate.

Liquidity Monitoring and Measurement

Stress Testing
Liquidity stress testing is performed for each of Citi’s major entities, operating subsidiaries and/orand countries. Stress testing and scenario analyses are intended to quantify the potential impact of an adverse liquidity event on the balance sheet and liquidity position, andin order to identify viable funding alternatives that can be utilized.have sufficient liquidity on hand to manage through such an event. These scenarios include assumptions about significant changes in key funding sources, market triggers (such as credit ratings), potential uses of funding and macroeconomic, geopolitical and other conditions. These conditions include expected and stressed market conditions as well as Company-specific events.
Liquidity stress tests are performed to ascertain potential mismatches between liquidity sources and uses over a variety of time horizons and over different stressed conditions. Liquidity limits are set accordingly. To monitor the liquidity of an entity, these stress tests and potential mismatches are calculated with varying frequencies, with several tests performed daily.on a daily basis.
Given the range of potential stresses, Citi maintains contingency funding plans on a consolidated basis and for individual entities. These plans specify a wide range of readily available actions for a variety of adverse market conditions or idiosyncratic stresses.

85



High-Quality Liquid Assets (HQLA)

CitibankCiti non-bank and other entitiesTotalCitibankCiti non-bank and other entitiesTotal
In billions of dollarsDec. 31, 2019Sept. 30, 2019Dec. 31, 2018Dec. 31, 2019Sept. 30, 2019Dec. 31, 2018Dec. 31, 2019Sept. 30, 2019Dec. 31, 2018In billions of dollarsDec. 31, 2022Sept. 30, 2022Dec. 31, 2021Dec. 31, 2022Sept. 30, 2022Dec. 31, 2021Dec. 31, 2022Sept. 30, 2022Dec. 31, 2021
Available cash$158.7
$123.7
$97.1
$2.1
$31.8
$27.6
$160.8
$155.5
$124.7
Available cash$241.2 $202.2 $253.6 $4.3 $2.1 $2.6 $245.5 $204.3 $256.2 
U.S. sovereign100.2
94.3
103.2
29.6
32.4
24.0
129.8
126.7
127.2
U.S. sovereign130.0 144.6 119.6 68.7 69.4 63.1 198.7 214.0 182.7 
U.S. agency/agency MBS56.9
55.5
60.0
4.4
4.6
5.8
61.3
60.1
65.8
U.S. agency/agency MBS46.3 52.5 45.0 4.0 4.7 5.7 50.3 57.2 50.7 
Foreign government debt(1)
66.4
65.9
76.8
16.5
10.9
6.3
82.9
76.8
83.1
Foreign government debt(1)
59.1 63.3 48.9 19.4 15.7 13.6 78.5 79.0 62.5 
Other investment grade2.4
2.9
1.5
0.5
0.7
1.4
2.8
3.6
2.9
Other investment grade1.7 2.0 1.6 0.5 0.6 0.8 2.2 2.6 2.4 
Total HQLA (AVG)$384.6
$342.3
$338.6
$53.1
$80.4
$65.1
$437.6
$422.7
$403.7
Total HQLA (AVG)$478.3 $464.6 $468.7 $96.9 $92.5 $85.8 $575.2 $557.1 $554.5 

Note: The amounts set forthshown in the table above are presented on an average basis. For securities, the amounts represent the liquidity value that potentially could be realized and, therefore, exclude any securities that are encumbered and incorporate any haircuts that would be required for securities financing transactions.applicable under the U.S. LCR rule. The table above incorporates various restrictions that could limit the transferability of liquidity between legal entities, including Section 23A of the Federal Reserve Act.
(1)Foreign government debt includes securities issued or guaranteed by foreign sovereigns, agencies and multilateral development banks. Foreign government debt securities are held largely to support local liquidity requirements and Citi’s local franchises and principally include government bonds from Mexico, Hong Kong, South Korea, Singapore, India and Brazil.
(1)     Foreign government debt includes securities issued or guaranteed by foreign sovereigns, agencies and multilateral development banks. Foreign government debt securities are held largely to support local liquidity requirements and Citi’s local franchises and principally include government bonds from Japan, Korea, Mexico, Singapore and Hong Kong.

The table above includes average amounts of HQLA held at Citigroup’s operating entities that are eligible for inclusion in the calculation of Citigroup’s consolidated Liquidity Coverage Ratioratio (LCR), pursuant to the U.S. LCR rules. These amounts include the HQLA needed to meet the minimum requirements at these entities andas well as any amounts in excess of these minimums that are assumedavailable to be transferabletransferred to other entities within Citigroup. Citigroup’s average HQLA increased sequentially, reflecting deposit growthquarter-over-quarter as of the fourth quarter of 2022, primarily driven by wholesale unsecured debt issuances.
As of December 31, 2022, Citigroup had approximately $1,045 billion of available liquidity resources to support client and the issuance of long-term debt.
business needs, including end-of-period HQLA assets; additional unencumbered securities, including excess liquidity held at bank entities that is non-transferable to other entities within Citigroup; available assets not already accounted for within Citi’s HQLA as set forth above does not include Citi’s available borrowing capacity fromto support the Federal Home Loan Banks (FHLBs) of which Citi is a member, which was approximately $35 billion as of December 31, 2019 (compared to $40 billion as of September 30, 2019Bank (FHLB); and $29 billion as of December 31, 2018) and maintained by eligible collateral pledged to such banks. The HQLA also does not include Citi’s borrowing capacity at the U.S. Federal Reserve Bank discount window or other central banks, which would be in addition to the resources noted above.borrowing capacity.

Short-Term Liquidity Measurement: Liquidity Coverage Ratio (LCR)
In addition to internal 30-day liquidity stress testing performed for Citi’s major entities, operating subsidiaries and countries, Citi also monitors its liquidity by reference to the LCR.
Generally, the LCR is designed to ensure that banks maintain an adequate level of HQLA to meet liquidity needs under an acute 30-day stress scenario. The LCR is calculated by dividing HQLA by estimated net outflows overassuming a stressed 30-day period, with the net outflows determined by applyingstandardized stress outflow and inflow rates prescribed outflow factors to various categories of liabilities, such as deposits, unsecured and secured wholesale borrowings, unused lending commitments and derivatives-related exposures,in the LCR rule. The outflows are partially offset by contractual inflows from assets maturing within 30 days. BanksSimilar to outflows, the inflows are requiredcalculated based on prescribed factors to calculate an add-on to address potential maturity mismatches between contractual cash outflowsvarious asset categories, such as retail loans as well as unsecured and inflows within the 30-day period in determining the total amount of net outflows.secured wholesale lending. The minimum LCR requirement is 100%.
The table below details the components of Citi’s LCR calculation and HQLA in excess of net outflows for the periods indicated:

In billions of dollarsDec. 31, 2019Sept. 30, 2019Dec. 31, 2018In billions of dollarsDec. 31, 2022Sept. 30, 2022Dec. 31, 2021
HQLA$437.6
$422.7
$403.7
HQLA$575.2 $557.1 $554.5 
Net outflows382.0
373.4
334.8
Net outflows489.0 477.0 482.9 
LCR115%113%121%LCR118 %117 %115 %
HQLA in excess of net outflows$55.6
$49.3
$68.9
HQLA in excess of net outflows$86.2 $80.1 $71.6 

Note: The amounts are presented on an average basis.

Citi’sAs of December 31, 2022, Citigroup’s average LCR increased sequentially, reflecting the issuance of long-term debt.

, primarily driven by wholesale unsecured debt issuances.

86


Long-Term Liquidity Measurement: Net Stable Funding Ratio (NSFR)
In 2016,As previously disclosed, the Federal Reserve Board, the FDIC and the OCC issuedU.S. banking agencies adopted a proposed rule to implement the Basel III NSFR requirement.
The U.S.-proposed NSFR is largely consistent with the Basel Committee’s final NSFR rules. In general, the NSFR assessesassess the availability of a bank’s stable funding against a required level. A
In general, a bank’s available stable funding would includeincludes portions of equity, deposits and long-term debt, while its required stable funding wouldwill be based on the liquidity characteristics and encumbrance period of its assets, derivatives and commitments. Prescribed factors would beStandardized weightings are required to be applied to the various categories of asset and liabilitiesliability classes. The ratio of available stable funding to required stable funding would beis required to be greater than 100%.
WhileThe rule became effective beginning July 1, 2021, while public disclosure requirements to report the ratio will occur on a semiannual basis beginning June 30, 2023. Citi believes that it is compliantwas in compliance with the proposed U.S. NSFR rulesrule as of December 31, 2019, it will need to evaluate a final version of the rules. Citi expects that the NSFR final rules implementation period will be communicated along with the final version of the rules.2022.

Loans
As part of its funding and liquidity objectives, Citi seeks to fund its existing asset base appropriately as well as maintain sufficient liquidity to grow its GCBPBWM and ICG businesses, including its loan portfolio. Citi maintains a diversified portfolio of loans to its consumer and institutional clients. The table below details the average loans, by business and/or segment, and the total Citigroup end-of-period loans for each of the periods indicated:

In billions of dollarsDec. 31, 2019Sept. 30, 2019Dec. 31, 2018
Global Consumer Banking   
North America$192.7
$188.8
$186.8
Latin America17.4
17.0
16.9
Asia(1)
80.9
78.3
76.7
Total$291.0
$284.1
$280.4
Institutional Clients Group   
Corporate lending$154.2
$160.9
$158.2
Treasury and trade solutions (TTS)74.5
72.5
77.0
Private bank106.6
104.0
94.7
Markets and securities services and other
56.0
52.3
49.2
Total$391.3
$389.7
$379.1
Total Corporate/Other
$10.3
$11.2
$16.0
Total Citigroup loans (AVG)$692.6
$685.0
$675.5
Total Citigroup loans (EOP)$699.5
$691.7
$684.2
In billions of dollars4Q223Q224Q21
Personal Banking and Wealth Management
U.S. Retail banking$37 $36 $34 
U.S. Cards143 138 128 
Global Wealth150 151 150 
Total$330 $325 $312 
Institutional Clients Group
Services$79 $82 $77 
Banking194 197 195 
Markets12 12 17 
Total$285 $291 $289 
Total Legacy Franchises(1)
$38 $39 $66 
Total Citigroup loans (AVG)$653 $655 $667 
Total Citigroup loans (EOP)$657 $646 $668 

(1)
Includes loans in certain EMEA countries for all periods presented.

End-of period(1)See footnote 2 to the table in “Credit Risk—Consumer Credit—Consumer Credit Portfolio” above.

End-of-period loans decreased 2% year-over-year, largely driven by lower balances in Legacy Franchises and the impact of foreign exchange translation. End-of-period loans increased 2% year-over-year and 1% quarter-over-quarter. sequentially.
On an average basis, loans increased 3%declined 2% year-over-year and 1% quarter-over-quarter.
Excludingwere largely unchanged sequentially. The year-over-year decline was primarily due to the impact of FXforeign exchange translation average loans increased 3% year-over-year, driven by 4% aggregate acrossand lower balances in GCB and ICG. Within GCBLegacy Franchises, average loans grew 4%, driven by continuedwhich more than offset growth in North America GCB and Asia GCBPBWM. Average loansThe decline in Latin America GCBLegacy Franchises were largely unchangedprimarily reflected the reclassification of loans to Other assets to reflect held-for-sale accounting as a result of
the signing of sale agreements for consumer franchises, as well as the impact of the ongoing Korea and Russia wind-downs.
Average PBWM loans as of the fourth quarter of 2022 increased 6% year-over-year, reflecting lower overall industry volumes.primarily driven by Branded cards and Retail services.
Average ICG loans increased 3% year-over-year. Treasury and trade solutions (TTS) loans declined 3%as of the fourth quarter of 2022 decreased 1% year-over-year, as Citi continued to utilize its distribution capabilities in order to optimize its balance sheet while supporting its clients. Corporate lending loans declined 2%, reflecting the episodic nature of clients’ funding needs, as well as an active quarter in debt capital markets originations. Private bank loans increased 13%, reflecting growth across regions, driven by both new clients and the deepening of relationships with existing clients. Markets and securities services loans increased 14%, primarily driven by residential and commercial real estate warehouse lending.RWA optimization efforts within Banking, whichmore than offset growth in Services from trade finance in TTS.
Average
Corporate/Other loans continued to decline (down 34%), driven by the wind-down of legacy assets.

Deposits
The table below details the average deposits, by business and/or segment, and the total Citigroup end-of-period deposits for each of the periods indicated:

In billions of dollarsDec. 31, 2019Sept. 30, 2019Dec. 31, 2018
Global Consumer Banking   
North America$156.2
$153.6
$146.5
Latin America23.0
22.5
22.3
Asia(1)
103.4
100.7
97.7
Total$282.6
$276.8
$266.5
Institutional Clients Group   
Treasury and trade solutions (TTS)$558.7
$541.0
$510.9
Banking ex-TTS
140.7
137.0
128.3
Markets and securities services95.0
95.7
86.7
Total$794.4
$773.7
$725.9
Total Corporate/Other
$12.5
$15.8
$13.3
Total Citigroup deposits (AVG)$1,089.5
$1,066.3
$1,005.7
Total Citigroup deposits (EOP)$1,070.6
$1,087.8
$1,013.2
In billions of dollars4Q223Q224Q21
Personal Banking and Wealth Management
U.S. Personal Banking$111 $115 $114 
Global Wealth320 313 323 
Total$431 $428 $437 
Institutional Clients Group
TTS$694 $664 $689 
Securities services129 131 140 
Markets and Banking25 22 23 
Total$848 $817 $852 
Legacy Franchises(1)
$50 $50 $74 
Corporate/Other$32 $21 $7 
Total Citigroup deposits (AVG)$1,361 $1,316 $1,370 
Total Citigroup deposits (EOP)$1,366 $1,306 $1,317 
(1)

(1)See footnote 2 to the table in “Credit Risk—Consumer Credit—Consumer Credit Portfolio” above.

Includes deposits in certain EMEA countriesfor all periods presented.

End-of-period deposits increased 6%4% year-over-year, largely driven by Treasury and declined 2% quarter-over-quarter. trade solutions in ICG, partially offset by the impact of foreign exchange translation. End-of-period deposits increased 5% sequentially.
On an average basis, deposits increased 8%declined 1% year-over-year and 2% quarter-over-quarter.
Excludingincreased 3% sequentially. The year-over-year decline primarily reflected the impact of FXforeign exchange translation and a decline in Legacy Franchises, partially offset by growth in Corporate/Other. The decline in Legacy Franchises was due to the impact of held-for-sale accounting as a result of the signing of sale agreements for consumer franchises, as well as the ongoing Korea and Russia wind-downs. ICG average deposits were largely unchanged year-over-year. PBWM average deposits decreased 1% year-over-year, driven by modest decreases in both U.S. Personal Banking and Global Wealth. Corporate/Other average deposits increased 9% year-over-year. In GCB, deposits increased 6%, driven by continued growth in Asia GCB and North America GCB. In North America GCB,$25 billion year-over-year, due to the issuance of institutional certificates of deposit growth acceleratedas Citi continues to 7%, with contributions from both traditional and digital channels.diversify its funding profile.
In
ICG, deposits increased 10%, primarily driven by high-quality deposit growth in TTS.


87


Long-Term Debt
Long-term debt (generally defined as debt with original maturities of one year or more) represents the most significant component of Citi’s funding for the Citigroup parent company and Citi’s non-bank subsidiaries and is a supplementary source of funding for the bank entities.
Long-term debt is an important funding source due in part to its multi-yearmultiyear contractual maturity structure. The weighted-average maturity of unsecured long-term debt issued by Citigroup and its affiliates (including Citibank) with a remaining life greater than one year was approximately 8.47.6 years as of December 31, 2019, unchanged from September 30, 2019 and a slight decline from2022, compared to 8.6 years as of the prior year.year and 7.8 years as of the prior quarter. The weighted-average maturity is calculated based on the contractual maturity of each security. For securities that are redeemable prior to maturity at the option of the holder, the weighted-average maturity is calculated based on the earliest date an option becomes exercisable.
Citi’s long-term debt outstanding at the Citigroup parent company includes benchmark senior and subordinated debt and what Citi refers to as customer-related debt, consisting of structured notes, such as equity- and credit-linked notes, as well as non-structured notes. Citi’s issuance of customer-related debt is generally driven by customer demand and supplementscomplements benchmark debt issuance as a source of funding for Citi’s non-bank entities. Citi’s long-term debt at the bank includes benchmark senior debt,bank notes, FHLB advances and securitizations.

Long-Term Debt Outstanding
The following table sets forthpresents Citi’s end-of-period total long-term debt outstanding for each of the dates indicated:

In billions of dollarsDec. 31, 2019Sept. 30, 2019Dec. 31, 2018In billions of dollarsDec. 31, 2022Sept. 30, 2022Dec. 31, 2021
Parent and other(1)
   
Non-bank(1)
Non-bank(1)
Benchmark debt: Benchmark debt:
Senior debt$106.6
$104.3
$104.6
Senior debt$117.5 $112.7 $117.8 
Subordinated debt25.5
25.9
24.5
Subordinated debt22.5 22.4 25.7 
Trust preferred1.7
1.7
1.7
Trust preferred1.6 1.6 1.7 
Customer-related debt53.8
50.1
37.1
Customer-related debt101.1 86.9 78.3 
Local country and other(2)
7.9
5.3
2.9
Local country and other(2)
7.8 7.0 7.3 
Total parent and other$195.5
$187.3
$170.8
Total non-bankTotal non-bank$250.5 $230.6 $230.8 
Bank Bank
FHLB borrowings$5.5
$5.5
$10.5
FHLB borrowings$7.3 $7.3 $5.3 
Securitizations(3)
20.7
22.8
28.4
Securitizations(3)
7.6 8.4 9.6 
Citibank benchmark senior debt23.1
23.1
18.8
Citibank benchmark senior debt2.6 2.5 3.6 
Local country and other(2)
4.0
3.5
3.5
Local country and other(2)
3.6 4.3 5.1 
Total bank$53.3
$54.9
$61.2
Total bank$21.1 $22.5 $23.6 
Total long-term debt$248.8
$242.2
$232.0
Total long-term debt$271.6 $253.1 $254.4 

Note: Amounts represent the current value of long-term debt on Citi’s Consolidated Balance Sheet which,that, for certain debt instruments, includes consideration of fair value, hedging impacts and unamortized discounts and premiums.
(1)Parent and other includes long-term debt issued to third parties by the parent holding company (Citigroup) and Citi’s non-bank subsidiaries (including broker-dealer subsidiaries) that are consolidated into Citigroup. As of December 31, 2019, parent and other included $46.9 billion of long-term debt issued by Citi’s broker-dealer subsidiaries.
(2)Local country and other includes debt issued by Citi’s affiliates in support of their local operations. Within parent and other, certain secured financing is also included.
(3)Predominantly credit card securitizations, primarily backed by Citi-branded credit card receivables.
(1)Non-bank includes long-term debt issued to third parties by the parent holding company (Citigroup) and Citi’s non-bank subsidiaries (including broker-dealer subsidiaries) that are consolidated into Citigroup. As of December 31, 2022, non-bank included $84.2 billion of long-term debt issued by Citi’s broker-dealer and other subsidiaries that are consolidated into Citigroup. Certain Citigroup consolidated hedging activities are also included in this line.
(2)Local country and other includes debt issued by Citi’s affiliates in support of their local operations. Within non-bank, certain secured financing is also included.
(3)Predominantly credit card securitizations, primarily backed by Branded cards receivables.

Citi’s total long-term debt outstanding increased both7% year-over-year, and quarter-over-quarter, largelyprimarily driven by an increase in customer-related debt at the non-bank entities. Year-over-year, this growth was partially offsetSequentially, long-term debt outstanding also increased 7%, largely driven by a declinean increase in securitizationscustomer-related debt and benchmark senior debt at the bank.non-bank entities.
As part of its liability management, Citi has considered, and may continue to consider, opportunities to redeem or repurchase its long-term debt pursuant to open market purchases, tender offers or other means. Such redemptions and repurchases help reduce Citi’s overall funding costs. During 2019,2022, Citi redeemed or repurchased $13.1an aggregate of approximately $20.8 billion of its outstanding long-term debt, including early redemptions of FHLB advances, but excluding the exercise of call options on $4.0 billion of securities with a remaining life of three months or less.debt.


88


Long-Term Debt Issuances and Maturities
The table below details Citi’s long-term debt issuances and maturities (including repurchases and redemptions) during the periods presented:

 201920182017
In billions of dollarsMaturitiesIssuancesMaturitiesIssuancesMaturitiesIssuances
Parent and other      
Benchmark debt:      
Senior debt$16.5
$16.2
$18.5
$14.8
$14.1
$21.6
Subordinated debt—
—
2.9
0.6
1.6
1.3
Customer-related debt12.7
25.1
6.6
16.9
7.6
12.3
Local country and other1.1
5.4
1.2
2.3
1.2
0.1
Total parent and other$30.3
$46.7
$29.2
$34.6
$24.5
$35.3
Bank      
FHLB borrowings$7.1
$2.1
$15.8
$7.9
$7.8
$5.5
Securitizations7.9
0.1
8.6
6.8
5.3
12.2
Citibank benchmark senior debt4.8
8.8
2.3
8.5
—
12.6
Local country and other0.9
1.4
2.2
2.9
3.4
2.4
Total bank$20.7
$12.4
$28.9
$26.1
$16.5
$32.7
Total$51.0
$59.1
$58.1
$60.7
$41.0
$68.0

 202220212020
In billions of dollarsMaturitiesIssuancesMaturitiesIssuancesMaturitiesIssuances
Non-bank
Benchmark debt:
Senior debt$15.4 $27.3 $17.6 $15.4 $6.5 $20.4 
Subordinated debt0.9 — — — — — 
Trust preferred0.1 — — — — — 
Customer-related debt27.0 65.1 31.2 48.7 27.7 36.8 
Local country and other2.8 3.5 3.3 3.6 2.4 1.4 
Total non-bank$46.2 $95.9 $52.1 $67.7 $36.6 $58.6 
Bank
FHLB borrowings$5.3 $7.3 $5.7 $— $7.5 $12.9 
Securitizations2.1 0.2 6.1 — 4.6 0.3 
Citibank benchmark senior debt0.9 — 9.8 — 9.8 — 
Local country and other2.6 1.3 1.2 2.9 4.9 4.6 
Total bank$10.9 $8.8 $22.8 $2.9 $26.8 $17.8 
Total$57.1 $104.7 $74.9 $70.6 $63.4 $76.4 

The table below shows Citi’s aggregate long-term debt maturities (including repurchases and redemptions) in 2019,2022, as well as its aggregate expected annualremaining long-term debt maturities by year as of December 31, 2019:2022:
 Maturities
In billions of dollars201920202021202220232024ThereafterTotal
Parent and other        
Benchmark debt:        
Senior debt$16.5
$6.4
$14.2
$11.3
$12.5
$7.0
$55.2
$106.6
Subordinated debt—
—
—
0.7
1.2
0.9
22.7
25.5
Trust preferred—
—
—
—
—
—
1.7
1.7
Customer-related debt12.7
9.2
6.3
5.1
3.7
3.6
25.9
53.8
Local country and other1.1
1.0
3.6
1.5
0.1
0.1
1.6
7.9
Total parent and other$30.3
$16.6
$24.1
$18.6
$17.5
$11.6
$107.1
$195.5
Bank        
FHLB borrowings$7.1
$5.5
$—
$—
$—
$—
$—
$5.5
Securitizations7.9
4.6
7.3
2.3
2.6
1.1
2.8
20.7
Citibank benchmark senior debt4.8
8.7
6.1
5.6
—
2.7
—
23.1
Local country and other0.9
1.9
0.6
0.6
—
0.6
0.3
4.0
Total bank$20.7
$20.7
$14.0
$8.5
$2.6
$4.4
$3.1
$53.3
Total long-term debt$51.0
$37.3
$38.1
$27.1
$20.1
$16.0
$110.2
$248.8


 Maturities
In billions of dollars202220232024202520262027ThereafterTotal
Non-bank
Benchmark debt:
Senior debt$15.4 $4.9 $10.5 $11.8 $23.4 $6.9 $60.0 $117.5 
Subordinated debt0.9 1.2 0.9 4.8 2.3 3.6 9.7 22.5 
Trust preferred0.1 — — — — — 1.6 1.6 
Customer-related debt27.0 16.4 20.6 14.0 6.2 9.3 34.6 101.1 
Local country and other2.8 2.9 0.4 0.3 0.7 0.2 3.1 7.8 
Total non-bank$46.2 $25.4 $32.4 $30.9 $32.6 $20.0 $109.0 $250.5 
Bank
FHLB borrowings$5.3 $4.3 $3.0 $— $— $— $— $7.3 
Securitizations2.1 2.2 1.3 1.6 — 0.8 1.7 7.6 
Citibank benchmark senior debt0.9 — 2.6 — — — — 2.6 
Local country and other2.6 0.6 1.2 0.2 0.2 — 1.4 3.6 
Total bank$10.9 $7.1 $8.1 $1.8 $0.2 $0.8 $3.1 $21.1 
Total long-term debt$57.1 $32.5 $40.5 $32.7 $32.8 $20.8 $112.1 $271.6 

89


Resolution Plan
CitiCitigroup is required under Title I of the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 (Dodd-Frank Act) and the rules promulgated by the FDIC and FRBFederal Reserve Board (FRB) to periodically submit a plan for Citi’s rapid and orderly resolution under the U.S. Bankruptcy Code in the event of material financial distress or failure. Citigroup will alternate between submitting a full resolution plan and a targeted resolution plan on a biennial cycle.
On November 22, 2022, the FRB and FDIC issued feedback on the resolution plans filed on July 1, 2021 by the eight U.S. global systemically important banks (GSIBs), including Citigroup. The FRB and FDIC identified one shortcoming, but no deficiencies, in Citigroup’s 2021 resolution plan regarding data integrity and data quality management issues. For additional information on Citi’s resolution plan submissions, see “Risk Factors—Strategic Risks” above. Citigroup’s
Under Citi’s preferred resolution strategy is “single point of entry” under the U.S. Bankruptcy Code. 
Under Citi’s resolution plan strategy, only Citigroup, the parent holding company, would enter into bankruptcy, while Citigroup’s material legal entities (as defined in the public section of its 20192021 resolution plan, which can be found on the FRB’s and FDIC’s websites) would remain operational and outside of any resolution or insolvency proceedings. Citigroup’s resolution plan has been designed to minimize the risk of systemic impact to the U.S. and global financial systems, while maximizing the value of the bankruptcy estate for the benefit of Citigroup’s creditors, including its unsecured long-term debt holders.
In addition, in line with the Federal Reserve’sFRB’s final total loss-absorbing capacity (TLAC) rule, Citigroup believes it has developed the resolution plan so that Citigroup’s shareholders and unsecured creditors—including its unsecured long-term debt holders—bear any losses resulting from Citigroup’s bankruptcy. Accordingly, any value realized by holders of its unsecured long-term debt may not be sufficient to repay the amounts owed to such debt holders in the event of a bankruptcy or other resolution proceeding of Citigroup.
The FDIC has also indicated that it was developing a single point of entry strategy to implement its resolution authoritythe Orderly Liquidation Authority under Title II of the Dodd-Frank Act.Act, which provides the FDIC with the ability to resolve a firm when it is determined that bankruptcy would have serious adverse effects on financial stability in the U.S.
As previously disclosed, in response to feedback received from the Federal ReserveFRB and FDIC, Citigroup took the following actions:

(i)Citicorp LLC (Citicorp), an existing wholly owned subsidiary of Citigroup, was established as an intermediate holding company (an IHC) for certain of Citigroup’s operating material legal entities;
(ii)Citigroup executed an inter-affiliate agreement with Citicorp, Citigroup’s operating material legal entities and certain other affiliated entities pursuant to which Citicorp is required to provide liquidity and capital support to Citigroup’s operating material legal entities in the event Citigroup were to enter bankruptcy proceedings (Citi Support Agreement);
(iii)pursuant to the Citi Support Agreement:

(i)Citicorp LLC (Citicorp), an existing wholly owned subsidiary of Citigroup, was established as an intermediate holding company (an IHC) for certain of Citigroup’s operating material legal entities;
(ii)Citigroup executed an inter-affiliate agreement with Citicorp, Citigroup’s operating material legal entities and certain other affiliated entities pursuant to which Citicorp is required to provide liquidity and capital support to Citigroup’s operating material legal entities in the event Citigroup were to enter bankruptcy proceedings (Citi Support Agreement);
(iii)pursuant to the Citi Support Agreement:

•Citigroup made an initial contribution of assets, including certain high-quality liquid assets and inter-affiliate loans (Contributable Assets), to Citicorp, and Citicorp became the business as usualbusiness-as-usual funding vehicle for Citigroup’s operating material legal entities;
•Citigroup will be obligated to continue to transfer Contributable Assets to Citicorp over time, subject to certain amounts retained by Citigroup to, among
other things, meet Citigroup’s near-term cash needs;
•in the event of a Citigroup bankruptcy, Citigroup will be required to contribute most of its remaining assets to Citicorp; and

(iv)the obligations of both Citigroup and Citicorp under the Citi Support Agreement, as well as the Contributable Assets, are secured pursuant to a security agreement.
(iv)the obligations of both Citigroup and Citicorp under the Citi Support Agreement, as well as the Contributable Assets, are secured pursuant to a security agreement.

The Citi Support Agreement provides two mechanisms, besides Citicorp’s issuing of dividends to Citigroup, pursuant to which Citicorp will be required to transfer cash to Citigroup during business as usual so that Citigroup can fund its debt service as well as other operating needs: (i) one or more funding notes issued by Citicorp to Citigroup and (ii) a committed line of credit under which Citicorp may make loans to Citigroup.
On December 17, 2019, the FRB and FDIC issued feedback on the resolution plans filed on July 1, 2019 by the eight U.S. GSIBs, including Citi. The FRB and FDIC identified one shortcoming, but no deficiencies, in Citi’s resolution plan relating to governance mechanisms. Citi is required to submit a plan to address the shortcoming by March 31, 2020, which the FRB and FDIC will take into account in determining the scope of Citi’s targeted resolution plan due on July 1, 2021.

Total Loss-Absorbing Capacity(TLAC)
In 2016, the Federal Reserve Board imposed minimum external TLAC and long-term debt (LTD) requirements on U.S. global systemically important bank holding companies (GSIBs), including Citi, effective as of January 1, 2019. As a result, U.S. GSIBs are required to maintain minimum levels of TLAC and eligible LTD, each set by reference to the GSIB’s consolidated risk-weighted assets (RWA) and total leverage exposure, as described further below.exposure. The intended purpose of the requirements is to facilitate the orderly resolution of U.S. GSIBs under the U.S. Bankruptcy Code and Title II of the Dodd-Frank Act. For additional information, including Citi’s TLAC and LTD amounts and ratios, see “Capital Resources�� Current Regulatory Capital Standards” and “Risk Factors—Compliance Risks” above.

Minimum TLAC Requirements
The minimum TLAC requirement is the greater of (i) 18% of the GSIB’s RWA plus the then-applicable RWA-based TLAC buffer (see below) and (ii) 7.5% of the GSIB’s total leverage exposure plus a leveraged-based TLAC buffer of 2% (i.e., 9.5%).
The RWA-based TLAC buffer equals the 2.5% capital conservation buffer, plus any applicable countercyclical capital buffer (currently 0%), plus the GSIB’s capital surcharge as determined under method 1 of the GSIB surcharge rule (2.0% for Citi for 2020). Accordingly, Citi’s total current minimum TLAC requirement is 22.5% of RWA for 2020.
As of December 31, 2019, Citi exceeded each of the minimum TLAC requirements, with ratios of 11.5% of TLAC

as a percentage of Total Leverage Exposure and 24.7% of TLAC as a percentage of Standardized Approach RWA.

Minimum Eligible LTD Requirements
The minimum LTD requirement is the greater of (i) 6% of the GSIB’s RWA plus its capital surcharge as determined under method 2 of the GSIB surcharge rule (3.0% for Citi for 2020), for a total current requirement of 9% of RWA for Citi, and (ii) 4.5% of the GSIB’s total leverage exposure.
As of December 31, 2019, Citi exceeded each of the minimum LTD requirements, with ratios of 10.9% of LTD as a percentage of Standardized Approach RWA and 5.1% of LTD as a percentage of Total Leverage Exposure.
For additional discussion of the method 1 and method 2 GSIB capital surcharge methodologies, see “Capital Resources—Current Regulatory Capital Standards” above.

Secured Funding Transactions and Short-Term Borrowings
90


SECURED FUNDING TRANSACTIONS AND SHORT-TERM BORROWINGS
Citi supplements its primary sources of funding with short-term financings that generally include (i) secured funding transactions consisting of securities loaned or sold under agreements to repurchase, ori.e., repos, and (ii) to a lesser extent, short-term borrowings consisting of commercial paper and borrowings from the FHLB and other market participants.

Secured Funding Transactions
Secured funding is primarily accessed through Citi’s broker-dealer subsidiaries to fund efficiently both (i) secured lending activity and (ii) a portion of the securities inventory held in the context of market making and customer activities. Citi also executes a smaller portion of its secured funding transactions through its bank entities, which are typically collateralized by government debt securities. Generally, daily changes in the level of Citi’s secured funding are primarily due to fluctuations in secured lending activity in the matched book (as described below) and securities inventory.
Secured funding of $166$202 billion as of December 31, 2019 decreased2022 increased 6% from the prior year and 15% from the prior quarter. Excluding the impact of FX translation, secured funding decreased 7% from the prior year and 17% from the prior quarter, bothwas unchanged sequentially, driven by normal business activity. Average balancesThe average balance for secured funding were $188was approximately $205 billion for the quarter ended December 31, 2019.2022.
The portion of secured funding in the broker-dealer subsidiaries that funds secured lending is commonly referred to as “matched book” activity. The majority of this activity is secured by high-quality liquid securities such as U.S. Treasury securities, U.S. agency securities and foreign government debt securities. Other secured funding is secured by less liquid securities, including equity securities, corporate bonds and asset-backed securities, the tenor of which is generally equal to or longer than the tenor of the corresponding matched book assets.

The remainder of the secured funding activity in the broker-dealer subsidiaries serves to fund securities inventory held in the context of market making and customer activities. To maintain reliable funding under a wide range of market conditions, including under periods of stress, Citi manages these activities by taking into consideration the quality of the underlying collateral and establishing minimum required funding tenors. The weighted average maturity of Citi’s secured funding of less liquid securities inventory was greater than 110 days as of December 31, 2019.2022.
Citi manages the risks in its secured funding by conducting daily stress tests to account for changes in capacity, tenors,tenor, haircut, collateral profile and client actions. In addition, Citi maintains counterparty diversification by establishing concentration triggers and assessing counterparty reliability and stability under stress. Citi generally sources secured funding from more than 150 counterparties.

Short-Term Borrowings
Citi’s short-term borrowings of $45$47 billion as of the fourth quarter of 2022 increased 39%68% year-over-year, and 28% sequentially, primarily driven byreflecting an increase in FHLB advances as well asand commercial paper issued out of the broker-dealer entitiesissuance, as Citi continues to diversify its funding profile, and decreased 1% sequentially, driven by normal business activity (see Note 17 to the Consolidated Financial Statements18 for further information on Citigroup’s and its affiliates’ outstanding short-term borrowings).


91

Overall Short-Term Borrowings
The following table contains the year-end, average and maximum month-end amounts for the following respective short-term borrowings categories at the end of each of the three prior years:
  
Securities sold under
agreements to repurchase
Other borrowings(1)(2)
 
 In billions of dollars201920182017201920182017
 Amounts outstanding at year end$166.3
$177.8
$156.3
$93.7
$96.9
$105.8
 
Average outstanding during the year(3)(4)
190.2
172.1
157.7
98.8
108.4
97.7
 Maximum month-end outstanding196.8
191.2
163.0
105.8
113.5
112.3
 
Weighted average interest rate during the year(3)(4)(5)
3.29%2.84%1.69%2.49%2.04%1.08%

(1)Original maturities of less than one year.
(2)Other borrowings include commercial paper, brokerage payables and borrowings from the FHLB and other market participants. See “Average Balances and Interest Rates” below.
(3)Interest rates and amounts include the effects of risk management activities associated with the respective liability categories.
(4)Average volumes of securities sold under agreements to repurchase are reported net pursuant to ASC 210-20-45; average rates exclude the impact of ASC 210-20-45.
(5)Average rates reflect prevailing local interest rates, including inflationary effects and monetary correction in certain countries.





Credit RatingsCREDIT RATINGS
Citigroup’s funding and liquidity, funding capacity, ability to access capital markets and other sources of funds, the cost of these funds and its ability to maintain certain deposits are partially dependent on its credit ratings.
The table below shows the ratings for Citigroup and Citibank as of December 31, 2019.2022. While not included in the table below, the long-term and short-term ratings of Citigroup Global Markets Holding Inc. (CGMHI) were BBB+A+/A-2 at Standard & Poor’s and A/F1 at Fitch as of December 31, 2019.

Ratings, A2/P-1 at Moody’s Investors Service and A/A-1 at S&P Global Ratings as of December 31, 20192022.

Ratings as of December 31, 2022

Citigroup Inc.Citibank, N.A.
Senior
debt
Long-term
Commercial
paper
Short-term		Outlook
Long-

term
Short-

term
Outlook
Fitch Ratings (Fitch)AF1StableA+F1Stable
Moody’s Investors Service (Moody’s)A3P-2StableAa3P-1Stable
Standard & Poor’sS&P Global Ratings (S&P)BBB+A-2StableA+A-1Stable


Potential Impacts of Ratings Downgrades
Ratings downgrades by Fitch, Moody’s Fitch or S&P could negatively impact Citigroup’s and/or Citibank’s funding and liquidity due to reduced funding capacity, including derivative triggers, which could take the form of cash obligations and collateral requirements.
The following information is provided for the purpose of analyzing the potential funding and liquidity impact to Citigroup and Citibank of a hypothetical simultaneous
ratings downgrade across all three major rating agencies. This analysis is subject to certain estimates, estimation methodologies, judgments and uncertainties. Uncertainties include potential ratings limitations that certain entities may have with respect to permissible counterparties, as well as general subjective counterparty behavior. For example, certain corporate customers and markets counterparties could re-evaluate their business relationships with Citi and limit transactions in certain contracts or market instruments with Citi. Changes in counterparty behavior could impact Citi’s funding and liquidity, as well as the results of operations of certain of its businesses. The actual impact to Citigroup or Citibank is unpredictable and may differ materially from the potential funding and liquidity impacts described below. For additional information on the impact of credit rating changes on Citi and its applicable subsidiaries, see “Risk Factors—Liquidity Risks” above.

Citigroup Inc. and Citibank—Potential Derivative Triggers
As of December 31, 2019,2022, Citi estimates that a hypothetical one-notch downgrade of the senior debt/long-term rating of Citigroup Inc. across all three major rating agencies could impact Citigroup’s funding and liquidity due to derivative triggers by approximately $0.5 billion, compared to $0.3$0.6 billion as of September 30, 2019.2022. Other funding sources, such as secured financing transactions and other margin requirements, for which there are no explicit triggers, could also be adversely affected.


As of December 31, 2019,2022, Citi estimates that a hypothetical one-notch downgrade of the senior debt/long-term rating of Citibank across all three major rating agencies could impact Citibank’s funding and liquidity due to derivative triggers by approximately $0.3$0.4 billion, compared to $0.7$0.8 billion as of September 30, 2019.2022. Other funding sources, such as secured financing transactions and other margin requirements, for which there are no explicit triggers, could also be adversely affected.
In total, as of December 31, 2019,2022, Citi estimates that a one-notch downgrade of Citigroup Inc. and Citibank across all three major rating agencies could result in increased aggregate cash obligations and collateral requirements of approximately $0.8$0.9 billion, compared to $1.0$1.4 billion as of September 30, 20192022 (see also Note 22 to the Consolidated Financial Statements)23). As detailed under “High-Quality Liquid Assets”Assets (HQLA)” above, theCitigroup has various liquidity resources that are eligible for inclusion in the calculation of Citi’s consolidated HQLA were approximately $385 billion for Citibankavailable to its bank and $53 billion for Citi’s non-bank and other entities for a total of approximately $438 billion as of December 31, 2019. These liquidity resources are available in part as a contingency for the potential events described above.

In addition, a broad range of mitigating actions are currently included in Citigroup’s and Citibank’s contingency funding plans. For Citigroup, these mitigating factors include, but are not limited to, accessing surplus funding capacity from existing clients, tailoring levels of secured lending and adjusting the size of select trading books and collateralized borrowings fromat certain Citibank subsidiaries. Mitigating actions available to Citibank include, but are not limited to, selling or financing highly liquid government securities, tailoring levels of secured lending, adjusting the size of select trading assets, reducing loan originations and renewals, raising additional deposits or borrowing from the FHLB or central banks. Citi believes these mitigating actions could substantially reduce the funding and liquidity risk, if any, of the potential downgrades described above.
92


Citibank—Additional Potential Impacts
In addition to the above derivative triggers, Citi believes that a potential downgrade of Citibank’s senior debt/long-term rating across any of the three major rating agencies could also have an adverse impact on the commercial paper/short-term rating of Citibank. Citibank has provided liquidity commitments to consolidated asset-backed commercial paper conduits, primarily in the form of asset purchase agreements. As of December 31, 2019,2022, Citibank had liquidity commitments of approximately $10.2approximately $11.0 billion toto consolidated asset-backed commercial paper conduits, compared to $10.0$9.1 billion as of September 30, 2019 (as referenced inDecember 31, 2021 (see Note 21 to the Consolidated Financial Statements)22 for additional information).
In addition to the above-referenced liquidity resources of certain Citibank entities, Citibank could reduce the funding and liquidity risk, if any, of the potential downgrades described above through mitigating actions, including repricing or reducing certain commitments to commercial paper conduits. In the event of the potential downgrades described above, Citi believes that certain corporate customers could re-evaluate their deposit relationships with Citibank. This re-evaluation could result in clients adjusting their discretionary deposit levels or changing their depository institution, which could potentially reduce certain deposit levels at Citibank. However, Citi could choose to adjust pricing, offer alternative deposit products to its existing customers or seek to attract deposits from new customers, in addition to the mitigating actions referenced above.

93


MARKET RISK

OverviewOVERVIEW
Market risk is the potential for losses arising from changes in the value of Citi’s assets and liabilities resulting from changes in market variables such as interest rates, foreign exchange rates, equity prices, commodity prices and credit spreads, as well as their implied volatilities. Market risk emanatesarises from both Citi’s trading and non-trading portfolios. For additional information on market risk and market risk management at Citi, see “Risk Factors” above.
Each business is required to establish, with approval from Citi’s market risk management, a market risk limit framework for identified risk factors that clearly defines approved risk profiles and is within the parameters of Citi’s overall risk appetite. These limits are monitored by the Risk organization, including various regional, legal entity and business Risk Management committees, Citi’s country and business Asset and& Liability Committees and the Citigroup Risk Management and Asset and& Liability Committee.Committees. In all cases, the businesses are ultimately responsible for the market risks taken and for remaining within their defined limits.

Market Risk of Non-Trading PortfoliosMARKET RISK OF NON-TRADING PORTFOLIOS
Market risk from non-trading portfolios stems predominantly from the potential impact of changes in interest rates and foreign exchange rates on Citi’s net interest revenues, the changes inincome and on Citi’s Accumulated other comprehensive income (loss) (AOCI) from its debtinvestment securities portfolios. Market risk from non-trading portfolios andalso includes the potential impact of changes in foreign exchange rates on Citi’s capital invested in foreign currencies.

NetBanking Book Interest Revenue atRate Risk
NetFor interest revenue,rate risk purposes, Citi’s non-trading portfolios are referred to as the Banking Book. Management of interest rate risk in the Banking Book is governed by Citi’s Non-Trading Market Risk Policy. Management’s Asset & Liability Committee (ALCO) establishes Citi’s risk appetite and related limits for interest rate exposure purposes, is the difference between the yield earned on the non-trading portfolio assets (including customer loans) and the rate paid on the liabilities (including customer deposits or company borrowings). Net interest revenue is affected by changesrisk in the levelBanking Book, which are subject to approval by Citigroup’s Board of interest rates, as well asDirectors. Corporate Treasury is responsible for the amounts and mixday-to-day management of assets and liabilities, and the timing of contractual and assumed repricing of assets and liabilities to reflect market rates.
Citi’s principal measure of risk to net interest revenue is interest rate exposure (IRE). IRE measures the change in expected net interest revenue in each currency resulting solely from unanticipated changes in forward interest rates.
Citi’s estimated IRE incorporates various assumptions including prepayment rates on loans, customer behavior and the impact of pricing decisions. For example, in rising interest rate scenarios, portions of the deposit portfolio may be assumed to experience rate increases that are less than the change in market interest rates. In declining interest rate scenarios, it is assumed that mortgage portfolios experience higher prepayment rates. Citi’s estimated IRE below assumes that its businesses and/or Citi Treasury make no additional changes in balances or positioning in response to the unanticipated rate changes.
In order to manage changes in interest rates effectively, Citi may modify pricing on new customer loans and deposits, purchase fixed-rate securities, issue debt that is either fixed or floating or enter into derivative transactions that have the opposite risk exposures. Citi regularly assesses the viability of these and other strategies to reduce its interest rate risks and
implements such strategies when it believes those actions are prudent.
Citi managesBanking Book interest rate risk as well as periodically reviewing it with the ALCO. Citi’s Banking Book interest rate risk management is also subject to independent oversight from Treasury Risk Management, a consolidated Company-wide position.second line of defense team reporting to the Treasury Chief Risk Officer.
Changes in interest rates impact Citi’s client-facing businesses createnet income, AOCI and CET1. These changes primarily affect Citi’s Banking Book through net interest rate-sensitive positions, including loansincome, due to a variety of risk factors, including:

•Differences in timing and deposits, asamounts of the maturity or repricing of assets, liabilities and off-balance sheet instruments;
•Changes in level and/or shape of interest rate curves;
•Client behavior in response to changes in interest rate (e.g., mortgage prepayments, deposit betas); and
•Changes in maturity of instruments resulting from changes in interest rate environment.

As part of their ongoing activities. Citi Treasury aggregates these riskactivities, Citi’s businesses generate interest rate-sensitive positions and manages them centrally. Operating within established limits, Citi Treasury makes positioning decisions and uses tools,from their client-facing products, such as loans and deposits. The component of this interest rate risk that can be hedged is transferred via Citi’s funds transfer pricing process to Corporate Treasury. Corporate Treasury uses various tools to manage the total interest rate risk position within the established risk appetite and target Citi’s desired risk profile, including its investment securities portfolio, company-issued debt and interest rate derivatives,derivatives.
In addition, Citi uses multiple metrics to target the desired risk profile. Changes in Citi’smeasure its Banking Book interest rate risk position reflect the accumulated changes in all non-trading assets and liabilities, with potentially large and offsetting impacts, as well as in Citi Treasury’s positioning decisions.
Citigroup employs additional measurements, including stress testingrisk. Interest Rate Exposure (IRE) is a key metric that analyzes the impact of non-lineara range of scenarios on Citi’s Banking Book net interest rate movements onincome and certain other interest rate-sensitive income versus a base case. IRE does not represent a forecast of Citi’s net interest income.
The scenarios, methodologies and assumptions used in this analysis are periodically evaluated and enhanced in response to changes in the valuemarket environment, changes in Citi’s balance sheet composition, enhancements in Citi’s modeling and other factors.
Since the third quarter of 2022, Citi has employed enhanced IRE methodologies and changes to certain assumptions. The changes included, among other things, assumptions around the projected balance sheet and revisions to the treatment of certain business contributions (notably accrual positions in ICG’sMarketsbusinesses). These changes resulted in a higher impact to Citi’s net interest income over a 12-month period.
Under the enhanced methodology, Citi utilizes the most recent quarter-end balance sheet, assuming no changes to its composition and size over the forecasted horizon (holding the balance sheet static). The forecasts incorporate expectations and assumptions of deposit pricing, loan spreads and mortgage prepayment behavior implied by the interest rate curves in each scenario. The base case scenario reflects the market implied forward interest rates, and sensitivity scenarios assume instantaneous shocks to the base case. The forecasts do not assume Citi takes any risk-mitigating actions in response to changes in the interest rate environment. Certain interest rates are subject to flooring assumptions in downward rate scenarios. Deposit pricing sensitivities, (i.e., deposit betas), are informed by historical and expected behavior. Actual deposit pricing could differ from the assumptions used in these forecasts.
Citi’s IRE analysis primarily reflects the impacts from the following Banking Book assets and liabilities: loans, client deposits, Citi’s deposits with other banks, investment securities, long-term debt, any related interest rate hedges and the analysisfunds transfer pricing of positions in total trading and credit portfolio durationVAR. It excludes impacts from any positions that are included in total trading and volatility, particularly as they relate to mortgage loans and mortgage-backed securities and the potential impact of the change in the spread between different market indices.credit portfolio VAR.





94


Interest Rate Risk of Investment Portfolios—Impact
on AOCI
Citi also measures the potential impacts of changes in interest rates on the value of its AOCI, which can in turn impact Citi’s common equity and tangible common equity. This will impact Citi’s Common Equity Tier 1CET1 and other regulatory capital ratios. Citi’s goal isCiti seeks to benefit from an increasemanage its exposure to changes in the market level of interest rates, while limiting the potential impact of changes inon its AOCI on itsand regulatory capital position.

AOCI at risk is managed as part of the Company-wide interest rate risk position. AOCI at risk considers potential changes in AOCI (and the corresponding impact on the Common Equity Tier 1CET1 Capital ratio) relative to Citi’s capital generation capacity.


The following table sets forthpresents the 12-month estimated impact to Citi’s net interest revenue,income, AOCI and the Common Equity Tier 1CET1 Capital ratio, (on a fully implemented basis), each assuming an unanticipated parallel instantaneous 100 basis point (bps) increase in interest rates:
In millions of dollars, except as otherwise notedDec. 31, 2019Sept. 30, 2019Dec. 31, 2018
Estimated annualized impact to net interest revenue   
U.S. dollar(1)
$20
$292
$758
All other currencies606
605
661
Total$626
$897
$1,419
As a percentage of average interest-earning assets0.03%0.05%0.08%
Estimated initial impact to AOCI (after-tax)(2)
$(5,002)$(4,055)$(3,920)
Estimated initial impact on Common Equity Tier 1 Capital ratio (bps)(31)(24)(28)

(1)Certain trading-oriented businesses within Citi have accrual-accounted positions that are excluded from the estimated impact to net interest revenue in the table, since these exposures are managed economically in combination with mark-to-market positions. The U.S. dollar interest rate exposure associated with these businesses was $(240) million for a 100 bps instantaneous increase in interest rates as of December 31, 2019.
(2)
In millions of dollars, except as otherwise notedDec. 31, 2022Sept. 30, 2022Dec. 31, 2021
Parallel interest rate shock +100 bps
Interest rate exposure(1)(2)
U.S. dollar$186 $677 $781 
All other currencies1,650 1,483 2,025 
Total$1,836 $2,160 $2,806 
As a percentage of average interest-earning assets0.08 %0.10 %0.12 %
Estimated initial negative impact to AOCI (after-tax)(3)
$(1,102)$(969)$(4,609)
Estimated initial impact on CET1 Capital ratio (bps)(10)(9)(30)

(1)Excludes trading book and fair value option banking book portfolios and replaces them with the associated transfer pricing.
(2)IRE as of December 31, 2021 excludes certain IRE methodology enhancements implemented in September 2022, most notably the banking book revisions to the treatment of certain business.
(3)Includes the effect of changes in interest rates on AOCI related to investment securities, cash flow hedges and pension liability adjustments.

AOCI related to investment securities, cash flow hedges and pension liability adjustments.

The year-over-year decreaseCiti’s balance sheet is asset sensitive (assets reprice faster than liabilities), resulting in thehigher net interest income in increasing interest rate scenarios. The estimated impact to Citi’s net interest revenueincome in a 100 bps upward rate shock scenario as of December 31, 2022 decreased quarter-over-quarter and year-over-year, primarily reflectedreflecting the net impact of lower expected gains due to U.S. dollar interest rate moves that have already been realized and changes in Citi’s balance sheet. At progressively higher interest rate levels, the marginal net interest income benefit is lower, as Citi assumes it will pass on a larger share of rate changes to depositors (i.e., higher betas), further reducing Citi’s IRE sensitivity. Currency-specific interest rate changes and balance sheet composition and Citi Treasury positioning. The year-over-year changesfactors may drive quarter-to-quarter volatility in theCiti’s estimated impact to AOCI and the Common Equity Tier 1 Capital ratio primarily reflected the impact of the composition of Citi Treasury’s investment and derivatives portfolio.IRE.
In the event of an unanticipated parallel instantaneousa 100 bps increase in interest rates,upward rate shock scenario, Citi expects that the approximate $1.1 billion initial negative impact to AOCI wouldcould potentially be offset in shareholders’ equity through the combination of expected incremental net interest
revenue and the expected recovery of the impact on AOCIthrough accretion of Citi’s investment portfolio and expected net interest income benefit over a period of time. As of December 31, 2019, Citi expects that the negative $5.0 billion impact to AOCI in such a scenario could potentially be offset over approximately 37four months.

95


Scenario Analysis
The following table sets forthpresents the estimated impact to Citi’s net interest revenue,income, AOCI and the Common Equity Tier 1CET1 Capital ratio (on a fully implemented basis) under five different scenarios of changes in interest rate scenarios for the U.S. dollar and Citi’sall other currencies:currencies in which Citi has invested capital as of December 31, 2022. The 100 bps downward rate scenarios are impacted by the low level of interest rates in several countries and the assumption that market interest rates, as well as rates paid to depositors and charged to borrowers, do not fall below zero (i.e., the “flooring assumption”). The rate scenarios are also impacted by convexity related to mortgage products.









In millions of dollars, except as otherwise notedScenario 1Scenario 2Scenario 3Scenario 4Scenario 5In millions of dollars, except as otherwise notedScenario 1Scenario 2Scenario 3Scenario 4Scenario 5
Overnight rate change (bps)100
100
—
—
(100)Overnight rate change (bps)100 100 — — (100)
10-year rate change (bps)100
—
100
(100)(100)10-year rate change (bps)100 — 100 (100)(100)
Estimated annualized impact to net interest revenue
 
Interest rate exposureInterest rate exposure
U.S. dollar$20
$92
$39
$(93)$(363)U.S. dollar$186 $98 $105 $(121)$(322)
All other currencies606
558
34
(34)(411)All other currencies1,650 1,426 229 (236)(1,434)
Total$626
$650
$73
$(127)$(774)Total$1,836 $1,524 $334 $(357)$(1,756)
Estimated initial impact to AOCI (after-tax)(1)
$(5,002)$(3,230)$(1,944)$1,570
$4,389
Estimated initial impact to AOCI (after-tax)(1)
$(1,102)$(931)$(159)$46 $1,014 
Estimated initial impact to Common Equity Tier 1 Capital ratio (bps)(31)(20)(13)9
26
Estimated initial impact to CET1 Capital ratio (bps)Estimated initial impact to CET1 Capital ratio (bps)(10)(8)(2)1 10 

Note: Each scenario assumes that the rate change will occur instantaneously. Changes in interest rates for maturities between the overnight rate and the 10-year rate are interpolated.
(1)
(1)Includes the effect of changes in interest rates on AOCI related to investment securities, cash flow hedges and pension liability adjustments.

AOCI related to investment securities, cash flow hedges and pension liability adjustments.

As shown in the table above, the magnitude of theestimated impact to Citi’s net interest revenueincome remains larger under Scenario 2 than Scenario 3, as Citi’s Banking Book has relatively higher interest rate exposure to the short end of the yield curve. For U.S. dollars, exposure to downward rate shocks is larger in magnitude than to upward rate shocks. This is because of the lower benefit to net interest income from Citi’s deposit base at higher rate levels, as well as the prepayment effects on mortgage loans and mortgage-backed securities. For other currencies, exposure to downward rate shocks is smaller in magnitude as a result of Citi’s flooring assumption, given low rate levels for certain non-U.S. dollar currencies.
The magnitude of the impact to AOCI is greater under scenarioScenario 2 as compared to scenarioScenario 3. This is because the combination of changes to Citi’s investment portfolio, partially offset by changes related to Citi’s pension liabilities, results in a net position that is more sensitive to rates at shorter- and intermediate-term maturities.

96



Changes in Foreign Exchange Rates—Impacts on AOCI
and Capital
As of December 31, 2019,2022, Citi estimates that an unanticipated parallel instantaneous 5% appreciation of the U.S. dollar against all of the other currencies in which Citi has invested capital could reduce Citi’s tangible common equity (TCE) by approximately $1.5$1.7 billion, or 1%1.0%, as a result of changes to Citi’s foreign currency translation adjustmentCTA in AOCI, net of hedges. This impact would be primarily due to changes in the value of the Mexican peso, Euro, AustralianSingapore dollar and Indian rupee.
This impact is also before any mitigating actions Citi may take, including ongoing management of its foreign currency translation exposure. Specifically, as currency movements change the value of Citi’s net investments in foreign currency-denominated capital, these movements also change the value of Citi’s risk-weighted assets denominated in those currencies. This, coupled with Citi’s foreign currency hedging strategies, such as foreign currency borrowings, foreign currency forwards and other currency hedging instruments, lessens the impact of foreign currency movements on Citi’s Common Equity Tier 1CET1 Capital ratio. Changes in these hedging strategies, as well as hedging costs, divestitures and tax impacts, can further affect the actual impact of changes in foreign exchange rates on Citi’s capital as compared to an unanticipated parallel shock, as described above.
The effect of Citi’s ongoing management strategies with respect to quarterly changes in foreign exchange rates, and the quarterly impact of these changes on Citi’s TCE and Common Equity Tier 1CET1 Capital ratio, are shown in the table below. ForSee Note 20 for additional information on the changes in AOCI, see Note 19.

For the quarter ended
In millions of dollars, except as otherwise notedDec. 31, 2022Sept. 30, 2022Dec. 31, 2021
Change in FX spot rate(1)
4.0 %(4.5)%(0.6)%
Change in TCE due to FX translation, net of hedges$1,193 $(2,121)$(438)
As a percentage of TCE0.8 %(1.4)%(0.3)%
Estimated impact to CET1 Capital ratio (on a fully implemented basis)
due to changes in FX translation, net of hedges (bps)		(3)(2)(1)

(1)     FX spot rate change is a weighted average based on Citi’s quarterly average GAAP capital exposure to the Consolidated Financial Statements.foreign countries.

97

 For the quarter ended
In millions of dollars, except as otherwise notedDec. 31, 2019Sept. 30, 2019Dec. 31, 2018
Change in FX spot rate(1)
2.8%(3.0)%(1.6)%
Change in TCE due to FX translation, net of hedges$659
$(1,192)$(491)
As a percentage of TCE0.4%(0.8)%(0.3)%
Estimated impact to Common Equity Tier 1 Capital ratio (on a fully implemented basis) due
  to changes in FX translation, net of hedges (bps)
(3)(1)(1)


(1)FX spot rate change is a weighted average based on Citi’s quarterly average GAAP capital exposure to foreign countries.



Interest Revenue/Expense and Net Interest Margin (NIM)
a4qchartforwdeska02.jpg
c-20221231_g10.jpg
In millions of dollars, except as otherwise noted2019 2018 2017 Change 
 2019 vs. 2018		 Change 
 2018 vs. 2017		 In millions of dollars, except as otherwise noted2022 2021 2020
Change 
 2022 vs. 2021
Change 
 2021 vs. 2020
Interest revenue(1)
$76,718
 $71,082
 $62,075
 8% 15% 
Interest revenue(1)
$74,573  $50,667  $58,285 47 %(13)%
Interest expense(2)
29,163
 24,266
 16,518
 20
 47
 
Interest expense(2)
25,740  7,981  13,338 223 (40)
Net interest revenue, taxable equivalent basis$47,555
 $46,816
 $45,557
 2% 3% 
Net interest income, taxable equivalent basis(1)
Net interest income, taxable equivalent basis(1)
$48,833  $42,686  $44,947 14 %(5)%
Interest revenue—average rate(3)
4.27% 4.08% 3.71% 19
bps37
bps
Interest revenue—average rate(3)
3.43 %2.36 %2.88 %107 bps(52)bps
Interest expense—average rate2.01
 1.77
 1.28
 24
bps49
bpsInterest expense—average rate1.48 0.46 0.81 102 bps(35)bps
Net interest margin(3)(4)
2.65
 2.69
 2.73
 (4)bps(4)bps
Net interest margin(3)(4)
2.25 1.99 2.22 26 bps(23)bps
Interest rate benchmarks          Interest rate benchmarks 
Two-year U.S. Treasury note—average rate1.97% 2.53% 1.40% (56)bps113
bpsTwo-year U.S. Treasury note—average rate2.99 %0.27 %0.39 %272 bps(12)bps
10-year U.S. Treasury note—average rate2.14
 2.91
 2.33
 (77)bps58
bps10-year U.S. Treasury note—average rate2.95  1.45  0.89 150 bps56 bps
10-year vs. two-year spread17
bps38
bps93
bps 
   10-year vs. two-year spread(4)bps118 bps50 bps 

Note: All(1)Interest revenue and Net interest expense amountsincome include FDIC, as well as other similar deposit insurance assessments outside ofthe taxable equivalent adjustments primarily related to the tax-exempt bond portfolio and certain tax-advantaged loan programs (based on the U.S. Asfederal statutory tax rate of the fourth quarter21%) of 2018, Citi’s FDIC surcharge was eliminated (approximately $130$165 million, per quarter).$192 million and $196 million for 2022, 2021 and 2020, respectively.
(1)
(2)Interest expense associated with certain hybrid financial instruments, which are classified as Long-term debt and accounted for at fair value, is reported together
Net interest revenue    includes the taxable equivalent adjustments related to the tax-exempt bond portfolio (based on the U.S. federal statutory tax rates of 21% in 2019 and 2018 and 35% in 2017) of $208 million, $254 million and $496 million for 2019, 2018 and 2017, respectively.
(2)
Interest expense associated with certain hybrid financial instruments, which are classified as Long-term debt and accounted for at fair value, is reported together
with any changes in fair value as part of Principal transactions in the Consolidated Statement of Income and is therefore not reflected in Interest expense in the
table above.
(3)
(3)    The average rate on interest revenue and net interest margin reflects the taxable equivalent gross-up adjustment. See footnote 1 on “Average Balances and Interest Rates—Assets” below.
(4)Citi’s net interest margin (NIM) is calculated by dividing net interest revenue and net interest margin reflects the taxable equivalent gross-up adjustment. See footnote 1 above.
(4)    Citi’s NIM is calculated by dividing net interest income by average interest-earning assets.



98


Non-ICG Markets Net Interest Revenue ExcludingIncome

In millions of dollars202220212020
Net interest income—taxable equivalent basis(1) per above
$48,833 $42,686 $44,947 
ICG Markets net interest income—taxable equivalent basis(1)
5,173 5,167 5,208 
Non-ICG Markets net interest income—taxable equivalent basis(1)
$43,660 $37,519 $39,739 

(1)    ICG MarketsInterest revenue and Net interest income include the taxable equivalent adjustments discussed in the table above.
In millions of dollars201920182017
Net interest revenue—taxable equivalent basis(1) per above
$47,555
$46,816
$45,557
ICG Markets net interest revenue—taxable equivalent basis(1)
4,372
4,506
5,741
Net interest revenue excluding ICG Markets—taxable equivalent basis(1)
$43,183
$42,310
$39,816

(1)
Net interest revenue includes the taxable equivalent adjustments related to the tax-exempt bond portfolio (based on the U.S. federal statutory tax rates of 21% in 2019 and 2018 and 35% in 2017) of $208 million, $254 million and $496 million for 2019, 2018 and 2017, respectively.

Citi’s net interest revenueincome in the fourth quarter of 2019 increased 1% to $12.02022 was $13.3 billion (also $12.0$13.3 billion on a taxable equivalent basis), an increase of $2.5 billion versus the prior-year period. Excluding the impact of FX translation, net interest revenue also increased 1%, or approximately $70 million, as growth in prior year, primarily driven by non-ICG Markets (fixedMarkets (approximately $2.2 billion), as ICG Markets was largely unchanged (up approximately $0.3 billion across fixed income markets and equity markets) net interest revenue of 21%, or $210 million, was partially offset by a 1% decline, or $150 million,. The increase in net interest revenue ex-markets. The increaseincome in marketsnon-ICG Markets was primarily driven by higher interest rates. Citi’s net interest revenuemargin was driven by ongoing changes in the composition and mix of the business’s revenues between net interest revenue and non-interest revenue. The decline in net interest revenue ex-markets was primarily due to the impact of lower interest rates, partially offset by growth in the non-markets franchise. Citi’s NIM was 2.63%2.39% on a taxable equivalent basis in the fourth quarter of 2019,2022, an increase of 7eight basis points (bps) from the prior quarter, primarilyalso largely driven by the higher markets net interest revenue, partially offset by the impact of lower interest rates.

Citi’s net interest revenueincome for the full year 20192022 increased 2%15%, or approximately $6.2 billion, to $47.3$48.7 billion ($47.648.8 billion on a taxable equivalent basis) versus the prior year. Excluding the impact of FX translation,The increase was primarily due to an increase in non-ICG Markets net interest income, largely reflecting higher interest rates and higher loan balances in PBWM. In 2022, Citi’s net interest revenuemargin increased 3%, or approximately $1.4 billion, mainly reflecting strength in Citi-branded cards in North America GCB and treasury and trade solutions, including the impact of volume growth as well as interest rates. On a full-year basis, Citi’s NIM was 2.65%to 2.25% on a taxable equivalent basis, compared to 2.69%1.99% in 2018. Citi’s markets2021, primarily driven by higher interest rates and non-markets net interest revenues are non-GAAP financial measures. Citi reviews non-markets net interest revenue to assess the performance of its lending, investing and deposit-raising activities. Citi believes disclosure of this metric assistsa mix-shift in providing a meaningful depiction of the underlying fundamentals of its non-markets businesses.balances.
99
















































This page intentionally left blank.
100


Additional Interest Rate Details


Average Balances and Interest Rates—Assets(1)(2)(3)

Taxable Equivalent Basis

 Average balanceInterest revenue% Average rate
In millions of dollars, except rates202220212020202220212020202220212020
Assets      
Deposits with banks(4)
$262,504 $298,319 $288,629 $4,515 $577 $928 1.72 %0.19 %0.32 %
Securities borrowed and purchased under agreements to resell(5)
In U.S. offices$188,672 $172,716 $149,076 $3,933 $385 $1,202 2.08 %0.22 %0.81 %
In offices outside the U.S.(4)
164,675 149,944 138,074 3,221 667 1,081 1.96 0.44 0.78 
Total$353,347 $322,660 $287,150 $7,154 $1,052 $2,283 2.02 %0.33 %0.80 %
Trading account assets(6)(7)
In U.S. offices$142,146 $140,215 $144,130 $4,005 $2,653 $3,624 2.82 %1.89 %2.51 %
In offices outside the U.S.(4)
132,046 151,722 134,078 3,422 2,718 2,509 2.59 1.79 1.87 
Total$274,192 $291,937 $278,208 $7,427 $5,371 $6,133 2.71 %1.84 %2.20 %
Investments
In U.S. offices
Taxable$355,012 $322,884 $265,833 $5,642 $3,547 $3,860 1.59 %1.10 %1.45 %
Exempt from U.S. income tax11,742 12,296 14,084 424 437 452 3.61 3.55 3.21 
In offices outside the U.S.(4)
150,968 152,940 139,400 5,210 3,498 3,781 3.45 2.29 2.71 
Total$517,722 $488,120 $419,317 $11,276 $7,482 $8,093 2.18 %1.53 %1.93 %
Consumer loans(8)
In U.S. offices$268,910 $253,184 $258,614 $23,127 $19,810 $20,436 8.60 %7.82 %7.90 %
In offices outside the U.S.(4)
86,497 121,794 120,974 5,264 6,598 7,327 6.09 5.42 6.06 
Total$355,407 $374,978 $379,588 $28,391 $26,408 $27,763 7.99 %7.04 %7.31 %
Corporate loans(8)
In U.S. offices$139,906 $132,957 $138,232 $5,417 $4,213 $6,264 3.87 %3.17 %4.53 %
In offices outside the U.S.(4)
158,008 160,101 167,405 7,528 4,911 6,242 4.76 3.07 3.73 
Total$297,914 $293,058 $305,637 $12,945 $9,124 $12,506 4.35 %3.11 %4.09 %
Total loans(8)
In U.S. offices$408,816 $386,141 $396,846 $28,544 $24,023 $26,700 6.98 %6.22 %6.73 %
In offices outside the U.S.(4)
244,505 281,895 288,379 12,792 11,509 13,569 5.23 4.08 4.71 
Total$653,321 $668,036 $685,225 $41,336 $35,532 $40,269 6.33 %5.32 %5.88 %
Other interest-earning assets(9)
$112,549 $75,876 $67,547 $2,865 $653 $579 2.55 %0.86 %0.86 %
Total interest-earning assets$2,173,635 $2,144,948 $2,026,076 $74,573 $50,667 $58,285 3.43 %2.36 %2.88 %
Non-interest-earning assets(6)
$222,388 $202,761 $200,378 
Total assets$2,396,023 $2,347,709 $2,226,454 

(1)Interest revenue and Net interest income include the taxable equivalent adjustments primarily related to the tax-exempt bond portfolio and certain tax-advantaged loan programs (based on the U.S. federal statutory tax rate of 21%) of $165 million, $192 million and $196 million for 2022, 2021 and 2020, respectively.
(2)Interest rates and amounts include the effects of risk management activities associated with the respective asset categories.
(3)Monthly or quarterly averages have been used by certain subsidiaries where daily averages are unavailable.
(4)Average rates reflect prevailing local interest rates, including inflationary effects and monetary corrections in certain countries.
(5)Average volumes of securities borrowed or purchased under agreements to resell are reported net pursuant to ASC 210-20-45. However, Interest revenue excludes the impact of ASC 210-20-45.
(6)The fair value carrying amounts of derivative contracts are reported net, pursuant to ASC 815-10-45, in Non-interest-earning assets and Other non-interest-bearing liabilities.
(7)Interest expense on Trading account liabilities of ICG is reported as a reduction of Interest revenue. Interest revenue and Interest expense on cash collateral positions are reported in interest on Trading account assets and Trading account liabilities, respectively.
(8)Net of unearned income. Includes cash-basis loans.
(9)Includes assets from businesses held-for-sale (see Note 2) and Brokerage receivables.
101
 Average volumeInterest revenue% Average rate
In millions of dollars, except rates201920182017201920182017201920182017
Assets         
Deposits with banks(4)
$188,523
$177,294
$169,385
$2,682
$2,203
$1,635
1.42%1.24%0.97%
Securities borrowed and purchased under agreements to resell(5)
         
In U.S. offices$146,030
$149,879
$141,308
$4,752
$3,818
$1,922
3.25%2.55%1.36%
In offices outside the U.S.(4)
119,550
117,695
106,606
2,133
1,674
1,327
1.78
1.42
1.24
Total$265,580
$267,574
$247,914
$6,885
$5,492
$3,249
2.59%2.05%1.31%
Trading account assets(6)(7)
         
In U.S. offices$109,064
$94,065
$99,755
$4,099
$3,706
$3,531
3.76%3.94%3.54%
In offices outside the U.S.(4)
131,217
115,601
104,197
3,589
2,615
2,117
2.74
2.26
2.03
Total$240,281
$209,666
$203,952
$7,688
$6,321
$5,648
3.20%3.01%2.77%
Investments         
In U.S. offices         
Taxable$221,895
$228,686
$226,227
$5,162
$5,331
$4,450
2.33%2.33%1.97%
Exempt from U.S. income tax15,227
17,199
18,152
577
706
775
3.79
4.10
4.27
In offices outside the U.S.(4)
117,529
104,033
106,040
4,222
3,600
3,309
3.59
3.46
3.12
Total$354,651
$349,918
$350,419
$9,961
$9,637
$8,534
2.81%2.75%2.44%
Loans (net of unearned income)(8)
         
In U.S. offices$395,792
$385,350
$371,711
$30,563
$28,627
$25,944
7.72%7.43%6.98%
In offices outside the U.S.(4)
288,319
285,505
267,774
17,266
17,129
15,904
5.99
6.00
5.94
Total$684,111
$670,855
$639,485
$47,829
$45,756
$41,848
6.99%6.82%6.54%
Other interest-earning assets(9)
$64,322
$67,269
$60,626
$1,673
$1,673
$1,161
2.60%2.49%1.92%
Total interest-earning assets$1,797,468
$1,742,576
$1,671,781
$76,718
$71,082
$62,075
4.27%4.08%3.71%
Non-interest-earning assets(6)
$181,341
$177,654
$203,657
      
Total assets$1,978,809
$1,920,230
$1,875,438
      

(1)
Net interest revenue includes the taxable equivalent adjustments related to the tax-exempt bond portfolio (based on the U.S. federal statutory tax rates of 21% in 2019 and 2018 and 35% in 2017) of $208 million, $254 million and $496 million for 2019, 2018 and 2017, respectively.

(2)Interest rates and amounts include the effects of risk management activities associated with the respective asset categories.
(3)Monthly or quarterly averages have been used by certain subsidiaries where daily averages are unavailable.
(4)Average rates reflect prevailing local interest rates, including inflationary effects and monetary corrections in certain countries.
(5)
Average volumes of securities borrowed or purchased under agreements to resell are reported net pursuant to ASC 210-20-45. However, Interest revenue excludes the impact of ASC 210-20-45.
(6)
The fair value carrying amounts of derivative contracts are reported net, pursuant to ASC 815-10-45, in Non-interest-earning assets and Other non-interest-bearing liabilities.
(7)
Interest expense on Trading account liabilities of ICG is reported as a reduction of Interest revenue. Interest revenue and Interest expense on cash collateral positions are reported in interest on Trading account assets and Trading account liabilities, respectively.
(8)Includes cash-basis loans.
(9)Includes brokerage receivables.

Average Balances and Interest Rates—Liabilities and Equity, and Net Interest RevenueIncome(1)(2)(3)

Taxable Equivalent Basis

Average balanceInterest expense% Average rate
In millions of dollars, except rates202220212020202220212020202220212020
Liabilities      
Deposits    
In U.S. offices(4)
$572,394 $532,466 $485,848 $5,986 $1,084 $2,524 1.05 %0.20 %0.52 %
In offices outside the U.S.(5)
516,329 557,207 541,301 5,573 1,812 2,810 1.08 0.33 0.52 
Total$1,088,723 $1,089,673 $1,027,149 $11,559 $2,896 $5,334 1.06 %0.27 %0.52 %
Securities loaned and sold under agreements to repurchase(6)
In U.S. offices$112,771 $136,955 $137,348 $2,816 $676 $1,292 2.50 %0.49 %0.94 %
In offices outside the U.S.(5)
94,936 93,744 79,426 1,639 336 785 1.73 0.36 0.99 
Total$207,707 $230,699 $216,774 $4,455 $1,012 $2,077 2.14 %0.44 %0.96 %
Trading account liabilities(7)(8)
In U.S. offices$52,166 $47,871 $38,308 $697 $109 $283 1.34 %0.23 %0.74 %
In offices outside the U.S.(5)
70,102 67,739 52,051 740 373 345 1.06 0.55 0.66 
Total$122,268 $115,610 $90,359 $1,437 $482 $628 1.18 %0.42 %0.70 %
Short-term borrowings and other interest-bearing liabilities(9)
In U.S. offices$95,054 $69,683 $82,363 $2,161 $(27)$493 2.27 %(0.04)%0.60 %
In offices outside the U.S.(5)
55,133 26,133 20,053 327 148 137 0.59 0.57 0.68 
Total$150,187 $95,816 $102,416 $2,488 $121 $630 1.66 %0.13 %0.62 %
Long-term debt(10)
In U.S. offices$166,063 $186,522 $213,809 $5,625 $3,384 $4,656 3.39 %1.81 %2.18 %
In offices outside the U.S.(5)
3,592 4,282 3,918 176 86 13 4.90 2.01 0.33 
Total$169,655 $190,804 $217,727 $5,801 $3,470 $4,669 3.42 %1.82 %2.14 %
Total interest-bearing liabilities$1,738,540 $1,722,602 $1,654,425 $25,740 $7,981 $13,338 1.48 %0.46 %0.81 %
Demand deposits in U.S. offices$135,725 $98,414 $30,876 
Other non-interest-bearing liabilities(7)
322,151 324,643 346,736 
Total liabilities$2,196,416 $2,145,659 $2,032,037 
Citigroup stockholders’ equity$199,088 $201,360 $193,769 
Noncontrolling interests519 690 648 
Total equity$199,607 $202,050 $194,417 
Total liabilities and stockholders’ equity$2,396,023 $2,347,709 $2,226,454 
Net interest income as a percentage of average interest-earning assets(11)
In U.S. offices$1,272,222 $1,244,182 $1,187,077 $28,802 $26,404 $27,520 2.26 %2.12 %2.32 %
In offices outside the U.S.(6)
901,412 900,766 838,999 20,031 16,282 17,427 2.22 1.81 2.08 
Total$2,173,634 $2,144,948 $2,026,076 $48,833 $42,686 $44,947 2.25 %1.99 %2.22 %

(1)Interest revenue and Net interest income include the taxable equivalent adjustments discussed in the table above.
(2)Interest rates and amounts include the effects of risk management activities associated with the respective liability categories.
(3)Monthly or quarterly averages have been used by certain subsidiaries where daily averages are unavailable.
(4)Consists of other time deposits and savings deposits. Savings deposits are made up of insured money market accounts, NOW accounts and other savings deposits.
(5)Average rates reflect prevailing local interest rates, including inflationary effects and monetary corrections in certain countries.
(6)Average volumes of securities sold under agreements to repurchase are reported net pursuant to ASC 210-20-45. However, Interest expense excludes the impact of ASC 210-20-45.
(7)The fair value carrying amounts of derivative contracts are reported net, pursuant to ASC 815-10-45, in Non-interest-earning assets and Other non-interest-bearing liabilities.
(8)Interest expense on Trading account liabilities of ICG is reported as a reduction of Interest revenue. Interest revenue and Interest expense on cash collateral positions are reported in interest on Trading account assets and Trading account liabilities, respectively.
102


 Average volumeInterest expense% Average rate
In millions of dollars, except rates201920182017201920182017201920182017
Liabilities         
Deposits         
In U.S. offices(4)
$388,948
$338,060
$313,094
$6,304
$4,500
$2,530
1.62%1.33%0.81%
In offices outside the U.S.(5)
487,318
453,793
436,949
6,329
5,116
4,057
1.30
1.13
0.93
Total$876,266
$791,853
$750,043
$12,633
$9,616
$6,587
1.44%1.21%0.88%
Securities loaned and sold under agreements to repurchase(6)
         
In U.S. offices$112,876
$102,843
$96,258
$4,194
$3,320
$1,574
3.72%3.23%1.64%
In offices outside the U.S.(5)
77,283
69,264
61,434
2,069
1,569
1,087
2.68
2.27
1.77
Total$190,159
$172,107
$157,692
$6,263
$4,889
$2,661
3.29%2.84%1.69%
Trading account liabilities(7)(8)
         
In U.S. offices$37,099
$37,305
$33,399
$818
$612
$380
2.20%1.64%1.14%
In offices outside the U.S.(5)
51,817
58,919
57,149
490
389
258
0.95
0.66
0.45
Total$88,916
$96,224
$90,548
$1,308
$1,001
$638
1.47%1.04%0.70%
Short-term borrowings(9)
         
In U.S. offices$78,230
$85,009
$74,825
$2,138
$1,885
$684
2.73%2.22%0.91%
In offices outside the U.S.(5)
20,575
23,402
22,837
327
324
375
1.59
1.38
1.64
Total$98,805
$108,411
$97,662
$2,465
$2,209
$1,059
2.49%2.04%1.08%
Long-term debt(10)
         
In U.S. offices$193,972
$197,933
$192,079
$6,398
$6,386
$5,382
3.30%3.23%2.80%
In offices outside the U.S.(5)
4,803
4,895
4,615
96
165
191
2.00
3.37
4.14
Total$198,775
$202,828
$196,694
$6,494
$6,551
$5,573
3.27%3.23%2.83%
Total interest-bearing liabilities$1,452,921
$1,371,423
$1,292,639
$29,163
$24,266
$16,518
2.01%1.77%1.28%
Demand deposits in U.S. offices$27,737
$33,398
$37,824
      
Other non-interest-bearing liabilities(7)
301,813
315,862
316,129
      
Total liabilities$1,782,471
$1,720,683
$1,646,592
      
Citigroup stockholders’ equity$195,632
$198,681
$227,849
      
Noncontrolling interests706
866
997
      
Total equity$196,338
$199,547
$228,846
      
Total liabilities and stockholders’ equity$1,978,809
$1,920,230
$1,875,438
      
Net interest revenue as a percentage of average interest-earning assets(11)
         
In U.S. offices$1,017,021
$992,543
$970,439
$28,466
$28,157
$27,551
2.80%2.84%2.84%
In offices outside the U.S.(6)
780,447
750,033
701,342
19,089
18,659
18,006
2.45
2.49
2.57
Total$1,797,468
$1,742,576
$1,671,781
$47,555
$46,816
$45,557
2.65%2.69%2.73%
(9)Includes Brokerage payables.
(1)
Net interest revenue
(10)Excludes hybrid financial instruments and beneficial interests in consolidated VIEs that are classified as Long-term debt, as the changes in fair value for these obligations are recorded in Principal transactions.
(11)Includes allocations for capital and funding costs based on the location of the asset.

 includes the taxable equivalent adjustments related to the tax-exempt bond portfolio (based on the U.S. federal statutory tax rates of 21% in 2019 and 2018 and 35% in 2017) of $208 million, $254 million and $496 million for 2019, 2018 and 2017, respectively.
(2)Interest rates and amounts include the effects of risk management activities associated with the respective liability categories.
(3)Monthly or quarterly averages have been used by certain subsidiaries where daily averages are unavailable.
(4)Consists of other time deposits and savings deposits. Savings deposits are made up of insured money market accounts, NOW accounts and other savings deposits. The interest expense on savings deposits includes FDIC deposit insurance assessments.
(5)Average rates reflect prevailing local interest rates, including inflationary effects and monetary corrections in certain countries.
(6)
Average volumes of securities sold under agreements to repurchase are reported net pursuant to ASC 210-20-45. However, Interest expense excludes the impact of ASC 210-20-45.
(7)
The fair value carrying amounts of derivative contracts are reported net, pursuant to ASC 815-10-45, in Non-interest-earning assets and Other non-interest-bearing liabilities.
(8)
Interest expense on Trading account liabilities of ICG is reported as a reduction of Interest revenue. Interest revenue and Interest expense on cash collateral positions are reported in interest on Trading account assets and Trading account liabilities, respectively.

(9)
Includes Brokerage payables.
(10)
Excludes hybrid financial instruments and beneficial interests in consolidated VIEs that are classified as Long-term debt, as the changes in fair value for these obligations are recorded in Principal transactions.
(11)Includes allocations for capital and funding costs based on the location of the asset.

Analysis of Changes in Interest Revenue(1)(2)(3)

 2022 vs. 20212021 vs. 2020
 Increase (decrease)
due to change in:		Increase (decrease)
due to change in:
In millions of dollarsAverage
balance		Average
rate		Net
change		Average
balance		Average
rate		Net
change
Deposits with banks(3)
$(77)$4,015 $3,938 $30 $(381)$(351)
Securities borrowed and purchased under agreements to resell
In U.S. offices$39 $3,509 $3,548 $166 $(983)$(817)
In offices outside the U.S.(3)
72 2,482 2,554 86 (500)(414)
Total$111 $5,991 $6,102 $252 $(1,483)$(1,231)
Trading account assets(4)
In U.S. offices$37 $1,315 $1,352 $(96)$(875)$(971)
In offices outside the U.S.(3)
(388)1,092 704 320 (111)209 
Total$(351)$2,407 $2,056 $224 $(986)$(762)
Investments(1)
In U.S. offices$404 $1,678 $2,082 $761 $(1,089)$(328)
In offices outside the U.S.(3)
(46)1,758 1,712 345 (628)(283)
Total$358 $3,436 $3,794 $1,106 $(1,717)$(611)
Consumer loans (net of unearned income)(5)
In U.S. offices$1,277 $2,040 $3,317 $(426)$(200)$(626)
In offices outside the U.S.(3)
(2,078)744 (1,334)49 (778)(729)
Total$(801)$2,784 $1,983 $(377)$(978)$(1,355)
Corporate loans (net of unearned income)(5)
In U.S. offices$230 $974 $1,204 $(231)$(1,820)$(2,051)
In offices outside the U.S.(3)
(65)2,682 2,617 (263)(1,068)(1,331)
Total$165 $3,656 $3,821 $(494)$(2,888)$(3,382)
Loans (net of unearned income)(5)
In U.S. offices$1,507 $3,014 $4,521 $(706)$(1,971)$(2,677)
In offices outside the U.S.(3)
(2,143)3,426 1,283 (299)(1,761)(2,060)
Total$(636)$6,440 $5,804 $(1,005)$(3,732)$(4,737)
Other interest-earning assets(6)
$438 $1,774 $2,212 $72 $2 $74 
Total interest revenue$(157)$24,063 $23,906 $679 $(8,297)$(7,618)

(1)Interest revenue and Net interest income include the taxable equivalent adjustments discussed in the table above.
(2)Rate/volume variance is allocated based on the percentage relationship of changes in volume and changes in rate to the total net change.
(3)Changes in average rates reflect changes in prevailing local interest rates, including inflationary effects and monetary corrections in certain countries.
(4)Interest expense on Trading account liabilities of ICG is reported as a reduction of Interest revenue. Interest revenue and Interest expense on cash collateral positions are reported in interest on Trading account assets and Trading account liabilities, respectively.
(5)Includes cash-basis loans.
(6)Includes Brokerage receivables.
103
 2019 vs. 20182018 vs. 2017
 
Increase (decrease)
due to change in:
Increase (decrease)
due to change in:
In millions of dollars
Average
volume
Average
rate
Net
change
Average
volume
Average
rate
Net
change
Deposits with banks(3)
$146
$333
$479
$79
$489
$568
Securities borrowed and purchased under agreements to resell      
In U.S. offices$(100)$1,034
$934
$123
$1,773
$1,896
In offices outside the U.S.(3)
27
432
459
146
201
347
Total$(73)$1,466
$1,393
$269
$1,974
$2,243
Trading account assets(4)
      
In U.S. offices$570
$(177)$393
$(209)$384
$175
In offices outside the U.S.(3)
382
592
974
245
253
498
Total$952
$415
$1,367
$36
$637
$673
Investments(1)
      
In U.S. offices$(213)$(85)$(298)$32
$780
$812
In offices outside the U.S.(3)
481
141
622
(64)355
291
Total$268
$56
$324
$(32)$1,135
$1,103
Loans (net of unearned income)(5)
      
In U.S. offices$789
$1,149
$1,938
$974
$1,709
$2,683
In offices outside the U.S.(3)
169
(34)135
1,062
163
1,225
Total$958
$1,115
$2,073
$2,036
$1,872
$3,908
Other interest-earning assets(6)
$(75)$75
$—
$137
$375
$512
Total interest revenue$2,176
$3,460
$5,636
$2,525
$6,482
$9,007

(1)The taxable equivalent adjustments related to the tax-exempt bond portfolio, based on the U.S. federal statutory tax rates of 21% in 2019 and 2018 and 35% in 2017, are included in this presentation.
(2)Rate/volume variance is allocated based on the percentage relationship of changes in volume and changes in rate to the total net change.
(3)Changes in average rates reflect changes in prevailing local interest rates, including inflationary effects and monetary corrections in certain countries.
(4)
Interest expense on Trading account liabilities of ICG is reported as a reduction of Interest revenue. Interest revenue and Interest expense on cash collateral positions are reported in interest on Trading account assets and Trading account liabilities, respectively.

(5)Includes cash-basis loans.
(6)
Includes Brokerage receivables.

Analysis of Changes in Interest Expense and Net Interest RevenueIncome(1)(2)(3)

 2022 vs. 20212021 vs. 2020
 Increase (decrease)
due to change in:		Increase (decrease)
due to change in:
In millions of dollarsAverage
balance		Average
rate		Net
change		Average
balance		Average
rate		Net
change
Deposits
In U.S. offices$87 $4,815 $4,902 $222 $(1,661)$(1,439)
In offices outside the U.S.(3)
(142)3,903 3,761 80 (1,078)(998)
Total$(55)$8,718 $8,663 $302 $(2,739)$(2,437)
Securities loaned and sold under agreements to repurchase
In U.S. offices$(140)$2,280 $2,140 $(4)$(612)$(616)
In offices outside the U.S.(3)
4 1,299 1,303 122 (571)(449)
Total$(136)$3,579 $3,443 $118 $(1,183)$(1,065)
Trading account liabilities(4)
In U.S. offices$11 $577 $588 $58 $(232)$(174)
In offices outside the U.S.(3)
13 354 367 93 (65)28 
Total$24 $931 $955 $151 $(297)$(146)
Short-term borrowings and other interest-bearing liabilities(5)
In U.S. offices$(6)$2,194 $2,188 $(66)$(454)$(520)
In offices outside the U.S.(3)
172 7 179 37 (26)11 
Total$166 $2,201 $2,367 $(29)$(480)$(509)
Long-term debt
In U.S. offices$(407)$2,648 $2,241 $(551)$(721)$(1,272)
In offices outside the U.S.(3)
(16)106 90 1 71 72 
Total$(423)$2,754 $2,331 $(550)$(650)$(1,200)
Total interest expense$(424)$18,183 $17,759 $(8)$(5,349)$(5,357)
Net interest income$267 $5,880 $6,147 $687 $(2,948)$(2,261)

(1)Interest revenue and Net interest income include the taxable equivalent adjustments discussed in the table above.
(2)Rate/volume variance is allocated based on the percentage relationship of changes in volume and changes in rate to the total net change.
(3)Changes in average rates reflect changes in prevailing local interest rates, including inflationary effects and monetary corrections in certain countries.
(4)Interest expense on Trading account liabilities of ICG is reported as a reduction of Interest revenue. Interest revenue and Interest expense on cash collateral positions are reported in interest on Trading account assets and Trading account liabilities, respectively.
(5)Includes Brokerage payables.

 2019 vs. 20182018 vs. 2017
 
Increase (decrease)
due to change in:
Increase (decrease)
due to change in:
In millions of dollars
Average
volume
Average
rate
Net
change
Average
volume
Average
rate
Net
change
Deposits      
In U.S. offices$738
$1,066
$1,804
$216
$1,754
$1,970
In offices outside the U.S.(3)
397
816
1,213
162
897
1,059
Total$1,135
$1,882
$3,017
$378
$2,651
$3,029
Securities loaned and sold under agreements to repurchase      
In U.S. offices$343
$531
$874
$115
$1,631
$1,746
In offices outside the U.S.(3)
194
306
500
151
331
482
Total$537
$837
$1,374
$266
$1,962
$2,228
Trading account liabilities(4)
      
In U.S. offices$(3)$209
$206
$49
$183
$232
In offices outside the U.S.(3)
(51)152
101
8
123
131
Total$(54)$361
$307
$57
$306
$363
Short-term borrowings(5)
      
In U.S. offices$(159)$412
$253
$105
$1,096
$1,201
In offices outside the U.S.(3)
(42)45
3
9
(60)(51)
Total$(201)$457
$256
$114
$1,036
$1,150
Long-term debt      
In U.S. offices$(129)$141
$12
$168
$836
$1,004
In offices outside the U.S.(3)
(3)(66)(69)11
(37)(26)
Total$(132)$75
$(57)$179
$799
$978
Total interest expense$1,285
$3,612
$4,897
$994
$6,754
$7,748
Net interest revenue$891
$(152)$739
$1,531
$(272)$1,259
(1)The taxable equivalent adjustments related to the tax-exempt bond portfolio, based on the U.S. federal statutory tax rates of 21% in 2019 and 2018 and 35% in 2017, are included in this presentation.
(2)Rate/volume variance is allocated based on the percentage relationship of changes in volume and changes in rate to the total net change.
(3)Changes in average rates reflect changes in prevailing local interest rates, including inflationary effects and monetary corrections in certain countries.
(4)
Interest expense on Trading account liabilities of ICG is reported as a reduction of Interest revenue. Interest revenue and Interest expense on cash collateral positions are reported in interest on Trading account assets and Trading account liabilities, respectively.
(5)
Includes Brokerage payables.

104


Market Risk of Trading Portfolios
Trading portfolios include positions resulting from market-making activities, hedges of certain available-for-sale (AFS) debt securities, the CVA relating to derivative counterparties and all associated hedges, fair value option loans and hedges of the loan portfolio within capital markets origination withinin ICG.
The market risk of Citi’s trading portfolios is monitored using a combination of quantitative and qualitative measures, including, but not limited to:

to, factor sensitivities;
sensitivities, value at risk (VAR); and
stress testing.

Each trading portfolio across Citi’s businesses has its own market risk limit framework encompassing these measures and other controls, including trading mandates, new product
approval, permitted product lists and pre-trade approval for larger, more complex and less liquid transactions.

The following chart of total daily trading-related revenue (loss) captures trading volatility and shows the number of days in which revenues for Citi’s trading businesses fell within particular ranges. Trading-related revenue includes trading, net interest and other revenue associated with Citi’s trading businesses. It excludes DVA, FVA and CVA adjustments incurred due to changes in the credit quality of counterparties, as well as any associated hedges of that CVA. In addition, it excludes fees and other revenue associated with capital markets origination activities. Trading-related revenues are driven by both customer flows and the changes in valuation of the trading inventory. As shown in the chart below, positive trading-related revenue was achieved for 100%95.4% of the trading days in 2019.2022.



Daily Trading-Related Revenue (Loss)(1)— Twelve12 Months endedEnded December 31, 2019
2022
In millions of dollars

c-20221231_g11.jpg
a2019vardailytradingrelatedr.jpg

(1)
(1)     Reflects the effects of asymmetrical accounting for economic hedges of certain AFS debt securities. Specifically, the change in the fair value of hedging derivatives is included in trading-related revenue, while the offsetting change in the fair value of hedged AFS debt securities is included in AOCI and not reflected above.



105



Factor Sensitivities
Factor sensitivities are expressed as the change in the value of a position for a defined change in a market risk factor, such as a change in the value of a U.S. Treasury billBond for a one-basis-point change in interest rates. Citi’s market risk management,Global Market Risk function, within the Independent Risk Management organization, works to ensure that factor sensitivities are calculated, monitored and limited for all material risks taken in the trading portfolios.

Value at Risk (VAR)
VAR estimates, at a 99% confidence level, the potential decline in the value of a position or a portfolio under normal market conditions assuming a one-day holding period. VAR statistics, which are based on historical data, can be materially different across firms due to differences in portfolio composition, differences in VAR methodologies and differences in model parameters. As a result, Citi believes VAR statistics can be used more effectively as indicators of trends in risk-taking within a firm, rather than as a basis for inferring differences in risk-taking across firms.
Citi uses a single, independently approved Monte Carlo simulation VAR model (see “VAR Model Review and Validation” below), which has been designed to capture material risk sensitivities (such as first- and second-order
sensitivities of positions to changes in market prices) of various asset classes/risk types (such as interest rate, credit
spread, foreign exchange, equity and commodity risks). Citi’s VAR includes positions that are measured at fair value; it does not include investment securities classified as AFS or HTM. ForSee Note 13 for information on these securities, see Note 13 to the Consolidated Financial Statements.securities.
Citi believes its VAR model is conservatively calibrated to incorporate fat-tail scaling and the greater of short-term (approximately the most recent month) and long-term (three years)(18 months for commodities and three years for others) market volatility. The Monte Carlo simulation involves approximately 450,000550,000 market factors, making use of approximately 350,000480,000 time series, with sensitivities updated daily, volatility parameters updated intra-monthly and correlation parameters updated monthly. The conservative features of the VAR calibration contribute an approximate 26%46% add-on to what would be a VAR estimated under the assumption of stable and perfectly, normally distributed markets.
As set forthpresented in the table below, Citi’s average trading VAR decreasedincreased $22 million from 20182021 to 2019,2022, mainly due to changes in interest rates in the ICGMarkets businesses. Theincreased market volatility. Citi’s average trading and credit portfolio VAR also declined, although the decreaseincreased $23 million from 2021 to 2022 in averageline with trading VAR was partially offset by additional hedging related to lending activities in 2019.VAR.




Year-end and Average Trading VAR and Trading and Credit Portfolio VAR

In millions of dollarsDecember 31, 20222022 AverageDecember 31, 20212021 Average
Interest rate$130 $100 $50 $65 
Credit spread78 74 59 71 
Covariance adjustment(1)
(45)(49)(35)(42)
Fully diversified interest rate and credit spread(2)
$163 $125 $74 $94 
Foreign exchange20 31 36 42 
Equity27 27 29 33 
Commodity32 41 28 34 
Covariance adjustment(1)
(94)(101)(88)(102)
Total trading VAR—all market risk factors, including general and specific risk (excluding credit portfolios)(2)
$148 $123 $79 $101 
Specific risk-only component(3)
$(4)$(2)$3 $1 
Total trading VAR—general market risk factors only (excluding credit portfolios)$152 $125 $76 $100 
Incremental impact of the credit portfolio(4)
$30 $31 $45 $30 
Total trading and credit portfolio VAR$178 $154 $124 $131 

(1)Covariance adjustment (also known as diversification benefit) equals the difference between the total VAR and the sum of the VARs tied to each risk type. The benefit reflects the fact that the risks within individual and across risk types are not perfectly correlated and, consequently, the total VAR on a given day will be lower than the sum of the VARs relating to each risk type. The determination of the primary drivers of changes to the covariance adjustment is made by an examination of the impact of both model parameter and position changes.
(2)    The total trading VAR includes mark-to-market and certain fair value option trading positions in ICG, with the exception of hedges to the loan portfolio, fair value option loans and all CVA exposures. Available-for-sale and accrual exposures are not included.
(3)     The specific risk-only component represents the level of equity and fixed income issuer-specific risk embedded in VAR.
(4)     The credit portfolio is composed of mark-to-market positions associated with non-trading business units, the CVA relating to derivative counterparties and all associated CVA hedges. FVA and DVA are not included. The credit portfolio also includes hedges to the loan portfolio, fair value option loans and hedges to the leveraged finance pipeline within capital markets origination in ICG.

106
In millions of dollarsDecember 31, 20192019 AverageDecember 31, 20182018 Average
Interest rate$32
$35
$48
$60
Credit spread44
44
55
47
Covariance adjustment(1)
(27)(23)(23)(24)
Fully diversified interest rate and credit spread(2)
$49
$56
$80
$83
Foreign exchange22
23
18
25
Equity21
16
25
22
Commodity13
24
23
19
Covariance adjustment(1)
(52)(62)(66)(67)
Total trading VAR—all market risk factors, including general and specific risk (excluding credit portfolios)(2)
$53
$57
$80
$82
Specific risk-only component(3)
$3
$2
$4
$4
Total trading VAR—general market risk factors only (excluding credit portfolios)$50
$55
$76
$78
Incremental impact of the credit portfolio(4)
$30
$14
$18
$10
Total trading and credit portfolio VAR$83
$71
$98
$92


(1)Covariance adjustment (also known as diversification benefit) equals the difference between the total VAR and the sum of the VARs tied to each individual risk type. The benefit reflects the fact that the risks within each and across risk types are not perfectly correlated and, consequently, the total VAR on a given day will be lower than the sum of the VARs relating to each individual risk type. The determination of the primary drivers of changes to the covariance adjustment is made by an examination of the impact of both model parameter and position changes.    
(2)
The total trading VAR includes mark-to-market and certain fair value option trading positions in ICG, with the exception of hedges to the loan portfolio, fair value option loans and all CVA exposures. Available-for-sale and accrual exposures are not included.
(3)The specific risk-only component represents the level of equity and fixed income issuer-specific risk embedded in VAR.
(4)
The credit portfolio is composed of mark-to-market positions associated with non-trading business units including Citi Treasury, the CVA relating to derivative counterparties and all associated CVA hedges. FVA and DVA are not included. The credit portfolio also includes hedges to the loan portfolio, fair value option loans and hedges to the leveraged finance pipeline within capital markets origination in ICG.


The table below provides the range of market factor VARs associated with Citi’s total trading VAR, inclusive of specific risk:

2019201820222021
In millions of dollarsLowHighLowHighIn millions of dollarsLowHighLowHigh
Interest rate$25
$58
$34
$89
Interest rate$45 $165 $47 $96 
Credit spread36
55
38
64
Credit spread59 108 54 96 
Fully diversified interest rate and credit spread$43
$89
$59
$118
Fully diversified interest rate and credit spread$72 $183 $74 $123 
Foreign exchange12
34
13
44
Foreign exchange12 98 33 49 
Equity7
29
15
33
Equity12 44 21 50 
Commodity12
75
13
27
Commodity27 104 19 55 
Total trading$38
$87
$56
$120
Total trading$78 $168 $79 $130 
Total trading and credit portfolio54
103
66
124
Total trading and credit portfolio110 226 108 166 

Note: No covariance adjustment can be inferred from the above table as the high and low for each market factor will be from different close-of-business dates.

The following table provides the VAR for ICG, excluding the CVA relating to derivative counterparties, hedges of CVA, fair value option loans and hedges to the loan portfolio:

In millions of dollarsDec. 31, 2019
Total—all market risk factors, including general and specific risk$53
Average—during year$57
High—during year86
Low—during year38
In millions of dollarsDec. 31, 2022
Total—all market risk factors, including general and specific risk$150
Average—during year$124
High—during year166
Low—during year81

VAR Model Review and Validation
Generally, Citi’s VAR review and model validation process entails reviewing the model framework, major assumptions and implementation of the mathematical algorithm. In addition, as part of the model validation process, product specificproduct-specific back-testing on portfolios is periodically completed as part of the ongoing model performance monitoring process and reviewed with Citi’s U.S. banking regulators. Furthermore, Regulatory VAR back-testing (as described below) is performed against buy-and-hold profit and loss on a monthly basis for multiple sub-portfolios across the organization (trading desk level, ICG businessoperating segment and Citigroup) and the results are shared with U.S. banking regulators.
SignificantMaterial VAR model and assumption changes must be independently validated within Citi’s risk managementIndependent Risk Management organization. This validation process includes a reviewAll model changes, including those for the VAR model, are validated by the model validation group within Citi’s Model Risk Management. In the event of significant model changes, parallel model runs are undertaken prior to implementation. In addition, significant model and assumption changes are subject to the periodic reviews and approval by Citi’s U.S. banking regulators.
Citi uses the same independently validated VAR model for both Regulatory VAR and Risk Management VAR (i.e., total trading and total trading and credit portfolios VARs) and, as such, the model review and validation process for both purposes is as described above.
Regulatory VAR, which is calculated in accordance with Basel III, differs from Risk Management VAR due to the fact that certain positions included in Risk Management VAR are not eligible for market risk treatment in Regulatory VAR. The
composition of Risk Management VAR is discussed under “Value at Risk” above. The applicability of the VAR model for positions eligible for market risk treatment under U.S. regulatory capital rules is periodically reviewed and approved by Citi’s U.S. banking regulators.
In accordance with Basel III, Regulatory VAR includes all trading book-covered positions and all foreign exchange and commodity exposures. Pursuant to Basel III, Regulatory VAR excludes positions that fail to meet the intent and ability to trade requirements and are therefore classified as non-trading book and categories of exposures that are specifically excluded as covered positions. Regulatory VAR excludes CVA on derivative instruments and DVA on Citi’s own fair value option liabilities. CVA hedges are excluded from Regulatory VAR and included in credit risk-weighted assets as computed under the Advanced Approaches for determining risk-weighted assets.

Regulatory VAR Back-Testing
In accordance with Basel III, Citi is required to perform back-testing to evaluate the effectiveness of its Regulatory VAR model. Regulatory VAR back-testing is the process in which the daily one-day VAR, at a 99% confidence interval, is compared to the buy-and-hold profit and loss (i.e., the profit and loss impact if the portfolio is held constant at the end of the day and re-priced the following day). Buy-and-hold profit and loss represents the daily mark-to-market profit and loss attributable to price movements in covered positions from the close of the previous business day. Buy-and-hold profit and loss excludes realized trading revenue, net interest, fees and commissions, intra-day trading profit and loss and changes in reserves.
Based on a 99% confidence level, Citi would expect two to three days in any one year whenwhere buy-and-hold losses exceed the Regulatory VAR. Given the conservative calibration of Citi’s VAR model (as a result of taking the greater of short- and long-term volatilities and fat-tail scaling of volatilities), Citi would expect fewer exceptions under normal and stable market conditions. Periods of unstable market conditions could increase the number of back-testing exceptions.

107


The following graph shows the daily buy-and-hold profit and loss associated with Citi’s covered positions compared to Citi’s one-day Regulatory VAR during 2019. As of December 31, 2019, there were no2022. During 2022, one back-testing exceptionsexception was observed for Citi’s Regulatory VAR forat the prior 12 months.Citigroup level.
The difference between the 54.8%48.3% of days with buy-and-hold gains for Regulatory VAR back-testing and the 100%95.4% of days with trading, net interest and other revenue associated with Citi’s trading businesses, shown in the histogram of daily trading-related revenue below, reflects, among other things, that a significant portion of Citi’s trading-related revenue is not generated from daily price movements on these positions and exposures, as well as differences in the portfolio composition of Regulatory VAR and Risk Management VAR.




Regulatory Trading VAR and Associated Buy-and-Hold Profit and Loss(1)—12 Months endedEnded December 31, 20192022
In millions of dollars
a2019varbacktestingexception.jpgc-20221231_g12.jpg
(1)
☐ Total Regulatory VAR Buy-and-Hold P&L
☐ Regulatory VAR T-1

(1)     Buy-and-hold profit and loss, as defined by the banking regulators under Basel III, represents the daily mark-to-market revenue movement attributable to the trading position from the close of the previous business day. Buy-and-hold profit and loss excludes realized trading revenue and net interest intra-day trading profit and loss on new and terminated trades, as well as changes in reserves. Therefore, it is not comparable to the trading-related revenue presented in the chart of daily trading-related revenue above.















108


Stress Testing
Citi performs market risk stress testing on a regular basis to estimate the impact of extreme market movements. It is performed on individual positions and trading portfolios, as well as in aggregate, inclusive of multiple trading portfolios. Citi’s market risk management, after consultations with the businesses, develops both systemic and specific stress scenarios, reviews the output of periodic stress testing exercises and uses the information to assess the ongoing appropriateness of exposure levels and limits. Citi uses two complementary approaches to market risk stress testing across all major risk factors (i.e., equity, foreign exchange, commodity, interest rate and credit spreads): top-down systemic stresses and bottom-up business-specific stresses. Systemic stresses are designed to quantify the potential impact of extreme market movements on an institution-wide basis, and are constructed using both historical periods of market stress and projections of adverse economic scenarios. Business-specific stresses are designed to probe the risks of particular portfolios and market segments, especially those risks that are not fully captured in VAR and systemic stresses.
The systemic stress scenarios and business-specific stress scenarios at Citi are used in several reports reviewed by senior management and also to calculate internal risk capital for trading market risk. In general, changes in market values are defined over a one-year horizon. For the most liquid positions and market factors, changes in market values are defined over a shorter two-month horizon. The limited set of positions and market factors whose market value changes are defined over a two-month horizon are those that in management’s judgment have historically remained very liquid during financial crises, even as the trading liquidity of most other positions and market factors materially declined.

109


OPERATIONAL RISK

Overview
Operational risk is the risk of loss resulting from inadequate or failed internal processes or systems, including human error or human factors,misjudgment, or from external events. ItThis includes legal risk, which is the risk of failingloss (including litigation costs, settlements and regulatory fines) resulting from the failure of Citi to comply with applicable laws, regulations, prudent ethical standards and regulations,contractual obligations in any aspect of its businesses, but excludes strategic risk. Operationaland reputation risks. Citi also recognizes the impact of operational risk includeson the reputation and franchise risk associated with Citi’s business practices or market conduct in which Citi is involved, as well as compliance, conduct and legal risks.activities.
Operational risk is inherent in Citi’s global business activities, as well as related support functions, and can result in losses arising from events associated with the following, among others:

fraud, theftlosses. Citi maintains a comprehensive Company-wide risk taxonomy to classify operational risks that it faces using standardized definitions across Citi’s Operational Risk Management Framework (see discussion below). This taxonomy also supports regulatory requirements and unauthorized activity;
employment practicesexpectations inclusive of those related to U.S. Basel III, Comprehensive Capital Analysis and workplace environment;
clients, productsReview (CCAR), Heightened Standards for Large Financial Institutions and business practices;
physical assets and infrastructure; and
execution, delivery and process management.

Dodd-Frank Act Stress Testing (DFAST).
Citi manages operational risk consistent with the overall framework described in “Managing Global Risk—Overview” above. The Company’sCiti’s goal is to keep operational risk at appropriate levels relative to the characteristics of Citi’sits businesses, the markets in which it operates, its capital and liquidity and the competitive, economic and regulatory environment.
To anticipate, mitigate and control This includes effectively managing operational risk Citiand maintaining or reducing operational risk exposures within Citi’s operational risk appetite.
Citi’s Independent Operational Risk Management group has established a global Operational Risk Management Framework with policies and a global frameworkpractices for assessing,identification, measurement, monitoring, managing and communicatingreporting operational risks and the overall operating effectiveness of the internal control environment across Citigroup.environment. As part of this framework, Citi has defined its operational risk appetite and has established a manager’s control assessment (MCA) process (a process through which managers at Citi identify, monitor, measure, report on and manage risks and the related controls) to help managers self-assessfor self-identification of significant operational risks, andassessment of the performance of key controls and identify and address weaknesses in the design and/or operating effectivenessmitigation of internal controls that mitigate significant operational risks.residual risk above acceptable levels.
Each major businessCiti operating segment must implement an operational risk processprocesses consistent with the requirements of this framework. The process forThis includes:

•understanding the operational risk management includes the following steps:risks they are exposed to;

identify and assess key operational risks;
design•designing controls to mitigate identified risks;
establish•establishing key risk indicators;
implement a process for early problem recognition•monitoring and timely escalation;
produce comprehensivereporting whether the operational risk reporting;exposures are in or out of their operational risk appetite;
•having processes in place to bring operational risk exposures within acceptable levels;
•periodically estimating and aggregating the operational risks they are exposed to; and
ensure•ensuring that sufficient resources are available to actively improve the operational risk environment and mitigate emerging risks.

As new products and business activities are developed, processes are designed, modified or sourced through alternative means and
Citi considers operational risks are considered.
that result from the introduction of new or changes to existing products, or result from significant changes in its organizational structures, systems, processes and personnel.
Citi has a governance structure for the oversight of operational risk exposures through Business Risk and Controls Committees (BRCCs), which include a Citigroup Global BRCC as well as business, functions, regional and country BRCCs. BRCCs provide escalation channels for senior management to review operational risk exposures including breaches of operational risk appetite, key indicators, operational risk events and control issues. Membership includes senior business and functions leadership as well as members of the second line of defense.
AnIn addition, Independent Risk Management, including the Operational Risk Management Committee has been established to provide oversight for operational risk across Citigroup and to provide a forum to assess Citi’s operational risk profile and ensure actions are taken so that Citi’s operational risk exposure is actively managed consistent with Citi’s risk appetite. The Committee seeks to ensure that these actions address the root causes that persistently lead to operational risk losses and create lasting solutions to minimize these losses. Members include Citi’s Chief Risk Officer and Citi’s Head of Operational Risk and senior members of their organizations. These members cover multiple dimensions of risk management and include business and regional Chief Risk Officers and senior operational risk managers.
In addition, risk management, including Operational Risk Management,group, works proactively with theCiti’s businesses and other independent control functions to embeddrive a strong and embedded operational risk management culture and framework across Citi. The Operational Risk Management engages with the businesses to ensure effectivegroup actively challenges business and functions implementation of the Operational Risk Management framework by focusing on (i) identification, analysisFramework requirements and assessment of operational risks, (ii) effective challenge of key control issues and operational risks and (iii) anticipation and mitigationthe quality of operational risk events.management practices and outcomes.
Information about the businesses’ key operational risk,risks, historical operational risk losses and the control environment is reported by each major business segment and functional area. TheCiti’s operational risk profile and related information is summarized and reported to senior management, as well as to the Audit and Risk Committees of Citi’s Board of Directors.Directors by the Head of Operational Risk Management.
Operational risk is measured and assessed through Operational Risk Capital and Operational Risk Regulatory Capital for the Advanced Approaches under Basel III. Projected operational risk losses under stress scenarios are alsoestimated as a required as part of the Federal Reserve Board’sFRB’s CCAR process.
For additional information on Citi’s operational risks, see “Risk Factors—Operational Risk” above.

Cybersecurity Risk

Overview
Cybersecurity risk is the business risk associated with the threat posed by a cyber attack,cyberattack, cyber breach or the failure to protect Citi’s most vital business information assets or operations, resulting in a financial or reputational loss (for additional information, see the operational processes and systems and cybersecurity risk factors in “Risk Factors—Operational Risks” above). With an evolving threat landscape, ever-increasing sophistication of cybersecurity attacksthreat actor tactics, techniques and procedures, and use of new technologies to conduct financial transactions, Citi and its clients, customers and third parties are and will continue to be at risk for cyber attacksfrom cyberattacks and information security incidents. Citi recognizes the significance of these risks and, therefore, employs an intelligence-ledleverages a threat-focused strategy to prevent,protect against, detect and respond to, and recover from cyber attacks.cyberattacks. Further, Citi actively participates in financial industry, government and cross-sector knowledge-sharing groups to enhance individual and collective cybercybersecurity preparedness and resilience.


110


Risk Management
Citi’s technology and cybersecurity risk management program is built on three lines of defense. Citi’s first line of defense under the Office of the Chief Information Security Officer provides frontline business, operational and technical controls and capabilities to protect against cybersecurity risks, and to respond to cyber incidents and data breaches. Citi manages these threats through state-of-the-art Fusion Centers, which serve as central commandcommands for monitoring and coordinating responses to cyber threats. The enterprise information security team is responsible for infrastructure defense and security controls, performing vulnerability assessments and third-party information security assessments, employee awareness and training programs and security incident management, inmanagement. In each case workingthe team works in coordination with a network of information security officers who are embedded within the businesses and functions on a global basis.globally.
Citi’s Operational Risk Management-Technology and Cyber (ORM-T/C) and Independent Compliance Risk Management-Technology and Information Security (ICRM-T) groups serve as the second line of defense, and actively evaluate, anticipate and challenge Citi’s risk mitigation practices and capabilities. Internal audit serves as the third line of defense and independently provides assurance on how effectively the organization as a whole manages cybersecurity risk. Citi also has multiple senior committees such as the Information Security Risk Committee (ISRC), which governs enterprise-level risk tolerance inclusive of cybersecurity risk.
Citi seeks to proactively identify and remediate technology and cybersecurity risks before they materialize as incidents that negatively affect business operations. Accordingly, the ORM-T/C team independently challenges and monitors capabilities in accordance with Citi’s defined Technology and Cyber Risk Appetite statements. To address evolving cybersecurity risks and corresponding regulations, ORM-T/C and ICRM-T teams collectively also monitorsmonitor cyber legal and regulatory requirements, identifiesidentify and definesdefine emerging risks, executesexecute strategic cyber threat assessments, performsperform new products and initiative reviews, performsperform data management risk oversight and conductsconduct cyber risk assurance reviews (inclusive of third-party assessments). In addition, ORM-T/C employs tools and oversees and challenges metrics that are both tailored to cybersecurity and technology and aligned with Citi’s overall operational risk management framework to effectively track, identify and manage risk.

Internal audit serves as the third line of defense and independently provides assurance on how effectively the organization as a whole manages cybersecurity risk. Citi also has multiple senior committees such as the Information Security Risk Committee (ISRC), which governs enterprise-level risk tolerance inclusive of cybersecurity risk.

Board Oversight
Citi’s Board of Directors and/or one or more Board Committees provides oversight of management’s efforts to mitigate cybersecurity risk and respond to cyber incidents. The Board and/or one or more Board Committees receives regular reports on cybersecurity and engages in discussions throughout the year with management and subject-matter experts on the effectiveness of Citi’s overall cybersecurity program. The Board and/or one or more Board Committees also obtains updates on Citi’s inherent cybersecurity risks and Citi’s road map and progress for addressing these risks.
Moreover, Citi’s Board and its committee members receive contemporaneous reporting on significant cyber events
including response, legal obligations, and outreach and notification to regulators, and customers when needed, as well as guidance to management as appropriate. On an annual basis, the Board’s Risk Management Committee approved a standalone Cybersecurity Risk Appetite Statement against which Citi’s performance is measured quarterly. For additional information on the Board’s oversight of cybersecurity risk management, see Citi’s upcoming 2023 Proxy Statement to be filed with the SEC in March 2023.

COMPLIANCE RISK
Compliance riskis the risk to current or projected financial condition and resilience arising from violations of laws, rules, or regulations, or from nonconformancenon-conformance with prescribed practices, internal policies and procedures or ethical standards. ThisCompliance risk exposes a bankCiti to fines, civil money penalties, payment of damages and the voiding of contracts. Compliance risk is notcan result in diminished reputation, harm to Citi’s customers, limited to risk from failure to comply with consumer protection laws; itbusiness opportunities and lessened expansion potential. It encompasses the risk of noncompliance with all laws and regulations, as well as prudent ethical standards and some contractual obligations. It could also includes theinclude exposure to litigation (known as legal risk) from all aspects of banking, traditional and nontraditional.
non-traditional banking.
Compliance risk spans all risk types in Citi’s risk governance framework and the risk categories outlined in the Governance, Risk, Compliance (GRC) taxonomy. Citi seeks to operate with integrity, maintain strong ethical standards and adhere to applicable policies and regulatory and legal requirements. Citi must maintain and execute a proactive Compliance Risk Management (CRM) PolicyFramework (as set forth in the CRM Policy) that is designed to manage compliance risk effectively across Citi, with a view to fundamentally strengthen the compliance risk management culture across the lines of defense taking into account Citi’s risk governance framework and regulatory requirements. Independent Compliance Risk Management’s (ICRM) primary objectives are to:

•Drive and embed a culture of compliance and control throughout Citi;
•Maintain and oversee an integrated CRM PolicyFramework that facilitates enterprise-wide compliance with local, national or cross-border laws, rules or regulations, Citi’s internal policies, standards and procedures and relevant standards of conduct;
•Assess compliance risks and issues across product lines, functions and geographies, supported by globally consistent systems and compliance risk management processes; and
Drive and embed a culture of compliance and control throughout Citi; and
•Provide compliance risk data aggregation and reporting capabilities.

Citi carries out its objectives and fulfills its responsibilities through the CRM Framework, which is composed of the following integrated key activities, to holistically manage compliance risk:

•Management of Citi’s compliance with laws, rules and regulations by identifying and analyzing changes, assessing the impact, and implementing appropriate policies, processes and controls;
111


•Developing and providing compliance training to ensure colleagues are aware of and understand the key laws, rules and regulations;
•Monitoring the Compliance Risk Appetite, which is articulated through qualitative compliance risk statements describing Citi’s appetite for certain types of risk and quantitative measures to monitor the Company’s compliance risk exposure;
•Executing Compliance Risk Assessments, the results of which inform Compliance Risk Monitoring and testing of compliance risks and controls in assessing conformance with laws, rules, regulations and internal policies; and
•Issue identification, escalation and remediation to drive accountability, including measurement and reporting of compliance risk metrics against established thresholds in support of the CRM Policy and Compliance Risk Appetite.

To anticipate, control and mitigate compliance risk, Citi has established the CRM Policy to achieve standardization and centralization of methodologies and processes, and to enable more consistent and comprehensive execution of compliance risk management.
Citi has a commitment, as well as an obligation, to identify, assess and mitigate compliance risks associated with its businesses and functions. ICRM is responsible for oversight of Citi’s CRM Policy, while all businesses and global control functions are responsible for managing their compliance risks and operating within the Compliance Risk Appetite.
Citi carries out its objectives and fulfills its responsibilities through the integrated CRM Policy, which is based upon four components: (i) governance and organization; (ii) compliance risk requirements; (iii) processes and activities; and (iv) resources and capabilities. To achieve this, Citi follows these CRM Policy process steps:

Identifying regulatory changes and performing the impact assessment, as well as capturing and monitoring adherence to existing regulatory requirements.
Establishing, maintaining and adhering to policies, standards and procedures for the management of compliance risk, in accordance with policy governance requirements.
Developing and providing training to support the effective execution of roles and responsibilities related to the identification, control, reporting and escalation of matters related to compliance risks.
Self-assessment (e.g., Managers Control Assessment) of compliance risk.

ICRM is responsible for independently assessing the management of compliance risks.
Independently testing and monitoring thatAs discussed above, Citi is operating withinworking to address the Compliance Risk Appetite. Identifying instances of non-conformance with laws, regulations, rulesFRB and breaches of internal policies.OCC consent orders, which include improvements to Citi’s CRM Framework and its enterprise-wide application (for additional information regarding the consent orders, see “Citi’s Consent Order Compliance” above).
Escalating through the appropriate channels, which may include governance forums, the results of monitoring, testing, reporting or other oversight activities that may represent a violation of law, regulation, policy or other significant compliance risk and take reasonable action to see that the matter is appropriately identified, tracked and resolved, including through the issuance of corrective action plans against the first line of defense.

REPUTATION RISK
Citi’s reputation is a vital asset in building trust with its stakeholders and Citi is diligent in communicatingenhancing and protecting its corporate values toreputation with its employees, customers and investors.key stakeholders. To support this, Citi has defineddeveloped a reputation risk appetite approach.framework. Under this approach, each major business segment hasframework, Citigroup and Citibank, N.A. have implemented a risk appetite statement and related key indicators to monitor corporate activities and address weaknesses that may result in significant reputation risks.operations relative to Citi’s risk appetite. The approachframework also requires that each business segment or region escalates significantsegments and regions escalate potential material reputation risks that require review or mitigation through its business practice committeea Reputation Risk Committee or equivalent.
The business practices committees are part of the governance infrastructure that Citi has in place to properly review business activities, sales practices, product design, perceived conflicts of interest and other potential franchise or reputation risks. These committees may also raise potential franchise, reputation or systemic risks for due consideration by the business practices committee at the corporate level. All of these committees,Reputation Risk Committees, which are composed of Citi’s most senior executives, providegovern the guidance necessary for Citi’s business practicesprocess by which material reputation risks are identified, measured, monitored, controlled and reported. The Reputation Risk Committees determine the appropriate actions to meet the highestbe taken in line with risk appetite and regulatory expectations, while promoting a culture of risk awareness and high standards of professionalism, integrity and ethical behavior across the Company, consistent with Citi’s missionMission and value proposition.Value Proposition. The Citigroup Reputation Risk Committee may escalate reputation risks to the Nomination, Governance and Public Affairs Committee or other appropriate committee of the Citigroup Board of Directors.
Further, the responsibility
Every Citi employee is responsible for maintainingsafeguarding Citi’s reputation, is shared by all employees, who are guided by Citi’s codeCode of conduct. EmployeesConduct. Colleagues are expected to exercise sound judgment and common sense in decisions and actions. They are also expected to promptly and appropriately escalate all issues that present potential franchise,material reputation and/or systemic risk.risk in line with policy.

STRATEGIC RISK

Overview
Citi executive management,As discussed above, strategic risk is the risk of a sustained impact (not episodic impact) to Citi’s core strategic objectives as measured by impacts on anticipated earnings, market capitalization, or capital, arising from external factors affecting the Company’s operating environment, as well as the risks associated with Citi’s CEOdefining the strategy and executing the strategy, which are identified, measured and managed as part of the Strategic Risk Framework at the lead,Enterprise Level.
In this context, external factors affecting Citi’s operating environment are the economic environment, geopolitical/political landscape, industry/competitive landscape, societal trends, customer/client behavior, regulatory/legislative environment and trends related to investors/shareholders.
Citi’s Executive Management Team is responsible for the development and execution of Citi’s strategy. This strategy is translated into forward-looking plans (collectively Citi’s Strategic Plan) that are then cascaded across the organization. Citi’s Strategic Plan is presented to the Board on an annual basis, and is aligned with risk is monitored through a range of practices: regular Citigroup Board of Director meetings provide strategic external checkpoints where management’s progress against executing the plans is assessedappetite thresholds and where decisions to refine the strategic direction of the Company are evaluated; Citi’s
executive management assesses progress against executing the defined plans; CEO reviews, which includeincludes a risk assessment of the plans, occur across products, regionsas required by internal frameworks. It is also aligned with limit requirements for capital allocation. Governance and functions to focus on progress against executing the plans; products, regions and functions have internal reviews to assess performance at lower levels across the organization; and specific forums exist to focus on key areas that driveoversight of strategic risk suchis facilitated by internal committees on a group-wide basis as balance sheetwell as strategic committees at the operating segment and regional levels.
Citi works to ensure that strategic risks are adequately considered and addressed across its various risk management activities, and that strategic risks are assessed in the introductioncontext of new or modified productsCiti’s risk appetite. Citi conducts a top-down, bottom-up risk identification process to identify risks, including strategic risks. Business segments undertake a quarterly risk identification process to systematically identify and servicesdocument all material risks faced by Citi. Independent Risk Management oversees the risk identification process through regular reviews and country management, among others. In addition to these day-to-day practices, significant strategic actions, such as mergers, acquisitions or capital expenditures, are reviewedcoordinates identification and approved by, or notified to, the Citigroup and Citibank Boardsmonitoring of Directors, as appropriate.

Exit of U.K. from EU
As a result of a 2016 U.K. referendum, Citi has reorganized certain U.K. and EU operations and implemented contingency plans to address the U.K.’s official exit from the EU, which occurred as of January 31, 2020.top risks. In addition, Citi has establishedperforms a formal programquarterly Risk Assessment of the Plan (RAOP) and continuously monitors risks associated with senior-level sponsorship andits execution of strategy. Independent Risk Management also manages strategic risk by monitoring risk appetite thresholds in conjunction with various strategic risk committees, which are part of the governance to deliver a coordinated response to the U.K.’s exit.
Until negotiations between the U.K. and the EU are finalized and any exit agreement is ratified, Citi continues to plan for a “hard” exit scenario. Citi’s strategy focuses on providing continuity of services to its U.K. and EU clients with minimal disruption. Consequently,structure that Citi has migrated certain business activitiesin place to alternative legal entities and branches with appropriate regulatory permissions to carry out such activity, and has established required capabilities in the U.K. and EU. Citi’s plans for a U.K. exit from the EU have primarily covered:manage its strategic risks.

the enhancement of Citi’s European bank in Ireland, supported by its substantial European branch network to ensure business continuity for its EU clients;
the conversion of Citi’s banking subsidiary in Germany into Citi’s EU investment firm to support broker-dealer activities with EU clients;
the establishment of a new U.K. consumer bank to focus on servicing consumer business clients in the U.K.; and
the amendments to existing U.K. legal entities or branches, where required, to ensure continuity of services to U.K. and non-EU clients.

Citi has worked closely with clients, regulators and other relevant stakeholders in the execution of its plans to prepare for the U.K.’s exit from the EU. In addition, Citi continues to monitor macroeconomic scenarios and market events and has been undertaking stress testing to assess potential impacts on its businesses. For additional information on Citi’s strategic risks, see “Risk Factors—Strategic Risks” above.

Climate Risk
Climate change presents immediate and long-term risks to Citi and its clients and customers, with the risks expected to increase over time. Climate risk refers to the risk of loss arising from climate change and comprises both physical risk and transition risk. Physical risk considers how chronic and acute climate change (e.g., increased storms, drought, fires, floods) can directly damage physical assets (e.g., real estate,
112


crops) or otherwise impact their value or productivity. Transition risk considers how changes in policy, technology, business practices and market preferences to address climate change (e.g., carbon pricing policies, power generation shifts from fossil fuels to renewable energy) can lead to changes in the value of assets, commodities and companies.
Climate risk is an overarching risk that can act as a driver of other categories of risk, such as credit risk from obligors exposed to high climate risk, strategic risks if Citi fails to consider transition risk in client selection, reputational risk from increased stakeholder concerns about financing high-carbon industries and operational risk from physical risks to Citi’s facilities and personnel. Citi’s focus on climate risk continues to increase, driven by materiality of strategic, reputational and financial risk considerations. Citi continues to make progress toward embedding these considerations into its overarching risk management approach. For additional information on climate risk, see “Risk Factors—Strategic Risks” above.
Citi reviews factors related to climate risk under its Environmental and Social Risk Management (ESRM) Policy, which includes a focus on climate risk related to financed projects and clients in high-carbon sectors. Considering the credit risk of stranded assets, as well as the reputational risks associated with the coal sector due to its high-carbon emissions, Citi’s ESRM Policy includes a prohibition on all project-related financing of new coal-fired power plants and new or expanding thermal coal mines, as well as timetables to reduce financing of companies with high exposure to coal-fired power and coal mining that do not pursue low-carbon transition in the coming years. These sector approaches set clear expectations for clients and help address certain climate risk-driven credit risk concerns while reducing reputation risk.
Citi continues to explore and test methodologies for quantifying how climate risks could impact the individual credit profiles of its clients across various sectors. To assist in embedding climate risk assessments in its credit assessment process, Citi has developed sector-specific climate risk assessments. Such climate risk assessments are designed to supplement publicly available client disclosures and data provided from third-party vendors and facilitate conversations with clients on their most material climate risks and management plans for adaptation and mitigation. Citi’s assessments consider sectors that have been identified as higher climate risk by its risk identification process. This will help Citi better understand its clients’ businesses and climate-related risks. Citi’s Net Zero plan is leading to the further integration of climate risk discussions into client engagement and client selection.
Citi continues to develop globally consistent principles and approaches for managing climate risk across the Company through the implementation of its Climate Risk Management Framework. Through this implementation, climate risk is being embedded into relevant policies and processes over time.
Furthermore, Citi continues to participate in financial industry initiatives and develop and pilot new methodologies and approaches for measuring and assessing the potential financial risks of climate change. Citi also continues to monitor regulatory developments on climate risk and
sustainable finance and actively engage with regulators on these topics.
For additional information about sustainability and other ESG matters at Citi, see “Sustainability and Other ESG Matters” above.

OTHER RISKS

LIBOR Transition Risk
As previously disclosed, the LIBOR administrator ceased publication of non-USD LIBOR and one-week and two-month USD LIBOR on a permanent or representative basis on December 31, 2021, with plans for all other USD LIBOR tenors to permanently cease or become non-representative after June 30, 2023. As a result, Citi recognizesceased entering into new contracts referencing USD LIBOR as of January 1, 2022, other than for limited circumstances where regulators recognized that a transition away from and discontinuanceit may be appropriate for banks to enter into new USD LIBOR contracts, including with respect to market-making, hedging or novations of LIBOR presents risks and challenges that could significantly impact financial markets and market participants, including Citi (forUSD transactions executed before January 1, 2022. (For information about Citi’s risks to Citi from a transition away from and discontinuation of LIBOR or any

other benchmark rates, see “Risk Factors—StrategicOther Risks” above). Accordingly,above.)
During 2022, Citi has continued its efforts to identify and manage its LIBOR transition risks.
Citi’s LIBOR governance and implementation program remains Citi has been focused on identifyingfurther reducing its LIBOR exposure and addressingremediating its remaining outstanding LIBOR-linked contracts. In addition, Citi has continued to monitor and engage on legislative, regulatory and other initiatives and developments related to LIBOR transition matters.
As of December 31, 2022, Citi had a USD LIBOR-linked gross notional exposure of approximately $7.1 trillion that matures after the LIBOR transition impactscessation date of June 30, 2023, of which approximately $7 trillion relates to derivatives. This derivatives exposure includes (i) bilateral derivatives with a gross notional of approximately $2.5 trillion of which 96% is already remediated through inclusion of ISDA fallbacks and (ii) cleared derivatives with a gross notional of approximately $4.5 trillion that will be covered by the Central Counterparty Clearing House (CCP) conversions planned for the second quarter of 2023.
The remaining gross notional of approximately $0.15 trillion relates to cash products (e.g., loans, debt securities, preferred stock and securitizations), which Citi continues to address through active conversion or insertion of robust contract fallback language or is covered by legislative solutions such as the Adjustable Interest Rate (LIBOR) Act (see the discussion below). Due to rounding, USD LIBOR-linked derivatives and cash products exposure may not sum to total USD LIBOR-linked gross notional exposure.
In the U.S., the LIBOR Act provides for the use of a statutory replacement for the overnight, one-month, three-month, six-month and 12-month tenors of USD LIBOR in all contracts governed by U.S. law that lack adequate fallback provisions. As required by the LIBOR Act, each proposed replacement rate, which differs depending on product type, is based on the Secured Overnight Financing Rate (SOFR). Citi’s clients, operational capabilitiesUSD LIBOR-linked securities and legalcontracts that do not have adequate fallbacks as described in the LIBOR Act and financial contracts, among others. The program operates globally across Citi’s businesses and functions and includes active involvement of senior management, oversight
113


that are governed by Citi’s Asset and Liability Committee and reporting toU.S. law will fall within the Risk Management Committee of Citigroup’s Board of Directors. As partapplication of the program, LIBOR Act. As a result, USD LIBOR in these contracts will be replaced with SOFR plus the applicable spread adjustment.
Citi is focused on remediating contracts that reference the USD LIBOR Ice Swap Rate and non-U.S. law contracts, which are not covered by the LIBOR Act. As of December 31, 2022, Citi had a USD LIBOR Ice Swap Rate gross notional exposure of approximately $0.17 trillion. This includes approximately $0.16 trillion of bilateral derivatives, of which 79% has developedalready been remediated through inclusion of ISDA fallbacks, and approximately $0.01 trillion of debt securities that Citi is addressing through its remediation action plans. The USD LIBOR transition action plansIce Swap Rate is a separate rate from USD LIBOR and associated roadmaps underis not included in the following key workstreams: program management; transition strategyUSD LIBOR-linked gross notional exposure.
On November 23, 2022, the FCA proposed the publication of one-, three- and risk management; customer management, including internal communicationssix-month USD LIBOR on a synthetic basis through September 2024, which would provide additional time for non-U.S.-law-governed contracts and training, legal/contract management and product management; financial exposures and risk management; regulatory and industry engagement; operations and technology; and finance, risk, tax and treasury.any contracts that reference the USD LIBOR Ice Swap Rate to be remediated or mature.
During 2019,Further, Citi continued to participateengage with regulators, financial accounting bodies and others on LIBOR transition matters. This included participating in a number of working groups, formed by global regulators, including the Alternative Reference Rates Committee (ARRC) convened by the Federal Reserve Board. These working groups continueFRB, to promote and advance development of alternative reference ratesSOFR and seek to identify and address potential challenges from any transition to such rates. Citi also continues to engage with and monitor developments involving regulators, financial accounting bodies and others on LIBOR transition matters and relief.transition.
Moreover, Citi has been investing in its systems and infrastructure, as client activity moves away from LIBOR to alternative reference rates. Citi also has continued to identify its LIBOR transition exposures, including existing financial instruments that do not contain contract provisions that adequately contemplate the discontinuance of reference rates and that would require additional negotiation with counterparties. In addition, Citi has begun to mitigate its LIBOR transition exposures by, among other things, usinguse alternative reference rates in certain newly issued financial instruments and products. For example, since early 2019,instruments. Citi has issued both preferred stockfloating rate benchmark and benchmarkcustomer-related debt referencing the Secured Overnight Financing Rate (SOFR)linked to SOFR and updated the LIBOR determination methodoriginated and arranged loans linked to SOFR. Citi’s derivatives contracts are predominantly linked to SOFR and other global alternative reference rates. Citi also provides term SOFR-linked products to clients in its debt documentationaccordance with the ARRC recommended fallback language. Citi has also been conducting LIBOR transition-related training for employees.industry best practices and recommendations.



114


Country Risk

Top 25 Country Exposures
The following table presents Citi’s top 25 exposures by
country (excluding the U.S.) as of December 31, 2019. The2022. (Including the U.S., the total exposure as of December 31, 20192022 to the top 25 countries disclosed below, in combination with the U.S., would represent approximately 95%98% of Citi’s exposure to all countries.)
For purposes of the table, loan amounts are reflected in the country where the loan is booked, which is generally based on the domicile of the borrower. For example, a loan to a Chinese subsidiary of a Switzerland-based corporation will generally be categorized as a loan in China. In addition, Citi has developed regional booking centers in certain countries,
most significantly in the United Kingdom (U.K.) and Ireland,
in order to more efficiently serve its corporate customers. As an example, with respect to the U.K., only 33%38% of corporate
loans presented in the table below are to U.K. domiciled
entities (35%(40% for unfunded commitments), with the balance of
the loans predominately to European domiciled counterparties.
Approximately 85%90% of the total U.K. funded loans and 89% of
the total U.K. unfunded commitments were investment grade
as of December 31, 2019. 2022.
Trading account assets and investment securities are generally categorized based on the domicile of the issuer of the security of the underlying reference entity. For additional information on the assets included in the table, see the footnotes to the table below.


In billions of dollarsICG
loans
PBWM loans(1)
Legacy Franchises loans
Loans transferred to HFS(7)
Other funded(2)
Unfunded(3)
Net MTM on derivatives/repos(4)
Total hedges (on loans and CVA)
Investment securities(5)
Trading account assets(6)
Total
as of
4Q22
Total
as of
3Q22
Total
as of
4Q21
Total
as a %
of Citi
as of
4Q22
United Kingdom$34.1 $4.9 $— $— $1.1 $38.7 $11.2 $(6.3)$4.9 $(0.1)$88.5 $93.0 $95.9 5.1 %
Mexico8.4 0.1 21.9 — 0.3 8.4 2.0 (2.1)19.3 2.9 61.2 56.3 59.6 3.5 
Hong Kong9.0 19.7 — — 0.4 6.7 1.7 (1.2)10.8 1.2 48.3 50.2 50.4 2.8 
Ireland14.6 — — — 0.5 31.6 0.2 (0.2)— 0.7 47.4 50.3 44.5 2.7 
Singapore9.1 18.7 — — 0.2 6.2 0.9 (0.5)9.3 1.3 45.2 44.5 45.7 2.6 
Brazil12.2 — — — 0.1 3.3 7.0 (1.0)7.0 0.1 28.7 29.8 27.3 1.6 
India6.3 — — 3.4 0.8 4.4 1.6 (0.6)8.6 0.8 25.3 25.6 29.8 1.5 
South Korea3.7 — 8.7 — 0.1 2.1 1.5 (0.9)8.1 0.4 23.7 22.8 32.0 1.4 
Germany0.5 — — — 0.2 6.6 7.7 (4.1)9.1 2.6 22.6 20.4 19.4 1.3 
China5.2 — 2.9 — 0.8 1.7 1.0 (1.2)9.1 1.2 20.7 19.1 23.4 1.2 
Japan1.5 — — — — 4.0 3.1 (2.3)5.1 7.6 19.0 17.9 15.9 1.1 
United Arab Emirates7.2 1.5 — — 1.0 5.8 0.2 (0.4)2.1 — 17.4 15.8 14.9 1.0 
Jersey2.4 3.3 — — — 10.3 — (0.1)— — 15.9 16.1 17.7 0.9 
Poland3.1 — 1.4 — — 2.8 0.6 (0.1)7.3 0.5 15.6 12.5 13.1 0.9 
Canada1.5 1.5 — — 0.1 6.2 1.7 (1.9)3.7 2.4 15.2 15.8 14.7 0.9 
Australia(8)
8.7 0.4 — — — 5.4 0.8 (1.0)0.8 (0.7)14.4 14.5 16.4 0.8 
Taiwan4.0 — — 7.9 0.1 1.2 0.4 (0.1)0.2 0.1 13.8 14.4 15.3 0.8 
Indonesia1.8 — — 0.5 — 1.2 1.5 (0.2)1.0 0.1 5.9 5.6 5.5 0.3 
Malaysia1.4 — — — 0.2 0.7 0.1 — 3.1 (0.1)5.4 8.0 7.8 0.3 
Philippines(9)
0.8 — — — 0.1 0.2 2.4 — 1.8 (0.3)5.0 5.3 2.3 0.3 
Luxembourg0.1 0.9 — — — — 0.2 (0.3)3.7 0.1 4.7 4.4 4.0 0.3 
South Africa1.5 — — — — 0.5 — (0.2)2.5 0.1 4.4 4.3 3.8 0.3 
Thailand1.2 — — — — 0.3 0.1 — 2.4 0.2 4.2 7.4 7.9 0.2 
Czech Republic0.7 — — — — 0.9 2.0 — 0.4 — 4.0 3.2 3.5 0.2 
Chile1.0 — — — 2.2 0.1 0.1 — — — 3.4 3.2 2.5 0.2 
Total as a % of Citi’s total exposure32.2 %
Total as a % of Citi’s non-U.S. total exposure93.9 %
(1)    PBWM loans reflect funded loans, including those related to the Private bank, net of unearned income. As of December 31, 2022, Private bank loans in the table above totaled $19.8 billion, concentrated in Singapore ($5.2 billion), the U.K. ($4.8 billion) and Hong Kong ($4.1 billion).
(2)    Other funded includes other direct exposures such as accounts receivable and investments accounted for under the equity method.
(3)    Unfunded exposure includes unfunded corporate lending commitments, letters of credit and other contingencies.
115


(4)    Net mark-to-market (MTM) counterparty risk on OTC derivatives and securities lending/borrowing transactions (repos). Exposures are shown net of collateral and inclusive of CVA. Also includes margin loans.
(5)    Investment securities include debt securities available-for-sale, recorded at fair market value, and debt securities held-to-maturity, recorded at amortized cost.    
(6)    Trading account assets are shown on a net basis and include issuer risk on cash products and derivative exposure where the underlying reference entity/issuer is located in that country.
(7)    December 31, 2022, September 30, 2022 and December 31, 2021 include Legacy Franchises loans reclassified to HFS as a result of Citi’s agreement to sell its consumer banking business in each applicable country. For additional information, see “Legacy Franchises” above and Note 2.
(8)    December 31, 2021 includes Legacy Franchises loans reclassified to HFS as a result of Citi’s agreement to sell its consumer banking business in Australia, which closed on June 1, 2022. For additional information, see “Legacy Franchises” above and Note 2.
(9)    December 31, 2021 includes Legacy Franchises loans reclassified to HFS as a result of Citi’s agreement to sell its consumer banking business in the Philippines, which closed on August 1, 2022. For additional information, see “Legacy Franchises” above and Note 2.


Russia

Introduction
In Russia, Citi has operated through both its ICG and Legacy Franchises segments. Citi continues to closely monitor the war in Ukraine, related sanctions and economic conditions and continues to mitigate its Russia exposures and risks as appropriate.
As previously disclosed, Citi intends to wind down nearly all of its consumer, local commercial and institutional banking businesses in the country. As a result, Citi has ceased soliciting any new business or new clients in Russia. Citi will continue to manage its existing legal and regulatory commitments and obligations, as well as support its
employees, during this period. For additional information, see “Citi’s Wind-Down of Its Russia Operations” below.
For additional information about Citi’s risks related to its Russia exposures, see “Risk Factors—Market-Related Risk,” “—Operational Risks” and “—Other Risks” above.

Impact of Russia’s Invasion of Ukraine on Citi’s Businesses

Russia-related Balance Sheet Exposures
Citi’s domestic operations in Russia are conducted through a subsidiary of Citibank, AO Citibank, which uses the Russian ruble as its functional currency.


The following table summarizes Citi’s exposures related to its Russia operations:

In billions of U.S. dollarsDecember 31, 2022September 30, 2022December 31, 2021Change 4Q22 vs. 3Q22
Loans$0.6 $1.6 $2.9 $(1.0)
Investment securities(1)
1.1 1.4 1.5 (0.3)
Net MTM on derivatives/repos(2)
1.4 1.4 0.4 — 
Total hedges (on loans and CVA)(0.1)(0.1)(0.1)— 
Unfunded(3)
0.1 0.2 0.7 (0.1)
Trading accounts assets— 0.1 — (0.1)
Country risk exposure$3.1 $4.6 $5.4 $(1.5)
Cash on deposit and placements(4)
2.4 3.0 1.0 (0.6)
National Settlements Depository(5)
1.8 — — 1.8 
Reverse repurchase agreements(2)
— — 1.8 — 
Total third-party exposure(6)
$7.3 $7.6 $8.2 $(0.3)
Additional exposures to Russian counterparties that are not held by
the Russian subsidiary
0.2 0.3 1.6 (0.1)
Total Russia exposure(7)
$7.5 $7.9 $9.8 $(0.4)

In billions of U.S. dollars
ICG
loans(1)
GCB loans
Other funded(2)
Unfunded(3)
Net MTM on derivatives/repos(4)
Total hedges (on loans and CVA)
Investment securities(5)
Trading account assets(6)
Total
as of
4Q19
Total
as of
3Q19
Total
as of
4Q18
Total as a % of Citi as of 4Q19
United Kingdom$41.8
$—
$1.9
$50.0
$12.3
$(5.2)$7.3
$(2.3)$105.8
$116.6
$111.6
6.5%
Mexico17.8
17.6
0.3
8.9
0.8
(0.8)16.0
4.4
65.0
67.3
59.6
4.0
Hong Kong20.5
12.9
0.9
7.2
1.4
(0.7)6.2
0.6
49.0
52.5
48.1
3.0
Singapore14.5
13.3
0.1
5.0
0.7
(0.4)8.2
1.9
43.3
41.3
40.7
2.6
Ireland12.1
—
0.5
26.4
0.5
—
—
0.4
39.9
34.8
33.7
2.4
South Korea3.1
16.5
0.1
2.4
1.0
(0.4)8.9
3.1
34.7
31.2
33.8
2.1
India6.5
4.8
0.9
5.9
1.5
(0.6)10.1
0.9
30.0
29.6
30.2
1.8
Brazil12.7
—
—
3.1
5.6
(0.9)4.1
3.7
28.3
25.7
26.0
1.7
Germany0.5
—
0.1
6.0
3.9
(3.9)9.2
6.0
21.8
18.0
17.4
1.3
Australia4.7
9.8
0.1
6.2
1.6
(0.4)1.5
(2.0)21.5
20.8
23.5
1.3
China7.6
3.3
0.6
2.9
0.8
(0.5)5.0
(1.0)18.7
18.6
18.0
1.1
Taiwan5.9
8.0
0.1
1.9
0.4
(0.1)0.9
0.8
17.9
17.2
17.4
1.1
Japan2.7
—
0.1
2.5
2.4
(1.7)5.8
5.2
17.0
18.3
17.6
1.0
Canada2.4
0.6
0.1
6.8
1.7
(0.7)3.9
0.4
15.2
15.9
16.0
0.9
Poland4.1
2.0
0.1
2.4
0.2
(0.1)3.8
0.9
13.4
13.6
13.2
0.8
Jersey8.0
—
0.1
5.1
—
(0.4)—
—
12.8
13.6
10.4
0.8
United Arab Emirates8.1
1.5
0.1
2.9
0.2
(0.1)0.1
—
12.8
11.6
9.6
0.8
Malaysia1.9
4.2
0.2
1.0
0.2
(0.1)1.0
—
8.4
9.1
10.0
0.5
Thailand0.9
2.9
—
1.8
—
—
1.7
0.4
7.7
7.8
7.4
0.5
Indonesia2.4
0.9
—
1.4
0.1
(0.1)1.1
0.1
5.9
5.9
6.3
0.4
Russia1.9
1.0
—
0.7
0.2
(0.1)1.1
0.2
5.0
5.0
4.6
0.3
Philippines0.7
1.6
0.1
0.5
—
—
1.9
0.1
4.9
4.6
5.3
0.3
Luxembourg—
—
—
—
0.7
(0.3)3.7
0.5
4.6
3.1
4.9
0.3
Czech Republic0.8
—
—
0.7
2.7
—
—
0.1
4.3
3.8
3.0
0.3
Cayman Islands—
—
—
—
0.1
(0.6)3.0
1.0
3.5
3.8
2.5
0.2
Total as a % of Citi’s Total Exposure      36.0%
Total as a % of Citi’s non-U.S. Total Exposure      89.7%
(1)    Investment securities include debt securities available-for-sale (AFS), recorded at fair market value, primarily local government debt securities. There were no impairment losses recognized during the third and fourth quarters of 2022.

(1)
ICG loans reflect funded corporate loans and private bank loans, net of unearned income. As of December 31, 2019, private bank loans in the table above totaled $30 billion, concentrated in Hong Kong ($9.3 billion), Singapore ($7.6 billion) and the U.K. ($7.2 billion)(2)    Net mark-to-market (MTM) on OTC derivatives and securities lending/borrowing transactions (repos). Effective from 2Q22, reverse repurchase agreements have been shown gross of collateral and reclassified to net MTM on derivatives/repos in the table above, as netting of collateral for Russia-related reverse repurchase agreements was removed. This removal was due to the inability to conclude, with a well-founded basis, the enforceability of contractual rights in the Russian legal system in the event of a counterparty default, given the geopolitical uncertainty caused by the war in Ukraine. As this exposure was already included in Total third-party exposure, the Total Russia exposure was not impacted by this reclassification.
(3)    Unfunded exposure consists of unfunded corporate lending commitments, letters of credit and other contingencies.
(4)    Cash on deposit and placements are primarily with the Central Bank of Russia.
(5)    Represents dividends received by Citi in its role as custodian for investor clients in Russia. Citi is unable to remit these funds to clients due to restrictions imposed by the Russian government.
(6)    The majority of AO Citibank’s third-party exposures was funded with domestic deposit liabilities from both corporate and personal banking clients.
(7)    Citigroup’s CTA loss included in its AOCI related to its indirect subsidiary, AO Citibank, is excluded from the above table, because the CTA loss is not held in AO Citibank and would be recognized in Citigroup’s earnings upon either the substantial liquidation or a loss of control of AO Citibank. Citi has separately described these risks in “Deconsolidation Risk” below.
(2)
Other funded includes other direct exposure such as accounts receivable, loans HFS, other loans in Corporate/Other and investments accounted for under the equity method.                                        

(3)Unfunded exposure includes unfunded corporate lending commitments, letters of credit and other contingencies.            
(4)Net mark-to-market counterparty risk on OTC derivatives and securities lending/borrowing transactions (repos). Exposures are shown net of collateral and inclusive of CVA. Includes margin loans.                                        
(5)Investment securities include securities available-for-sale, recorded at fair market value, and securities held-to-maturity, recorded at historical cost. Investment securities are reflected in the country that holds, not issues, the investments.    
(6)Trading account assets are shown on a net basis and include issuer risk on cash products and derivative exposure where the underlying reference entity/issuer is located in that country.

116


During the fourth quarter of 2022, Citi continued to reduce its operations in Russia and Russia-related exposures, resulting in a net decrease in total Russia exposure of $0.4 billion, shown in the table above, as well as a change in the composition of its exposure as mitigation efforts have reduced Citi’s third-party credit risk. The sequential decline in exposure was driven by a $1.3 billion decrease due to depreciation of the ruble against the U.S. dollar and a $0.9 billion decrease due to loan repayments and sales, partially offset by a $1.8 billion increase in local currency terms, driven by dividends received by Citi as custodian for investor clients in Russia that Citi is unable to remit due to restrictions imposed by the Russian government.
Citi’s continued risk mitigation efforts include ICG borrower paydowns and limiting extensions of new credit. ICG’s credit exposure also reflected a shift to a higher proportion of stronger credit names, including a higher proportion of subsidiaries of multinational companies that are headquartered outside of Russia, primarily in the U.S. and Europe. The decline in overall exposure was also driven by a reduction in exposures to Russian counterparties not held by AO Citibank.
Citi’s net investment in Russia was approximately $1.2 billion as of December 31, 2022 (compared to $1.3 billion as of September 30, 2022). The decrease was primarily driven by a $0.2 billion decrease due to depreciation of the ruble against the U.S. dollar, partially offset by an increase of $0.1 billion in retained earnings. A portion of Citi’s net investment was hedged for foreign currency depreciation as of December 31, 2022, using forward foreign exchange contracts executed with international peer banks.

Earnings and Other Impacts on Citi’s Businesses
Citi’s ICG, PBWM and Legacy Franchises segments and Corporate/Other have been impacted by various macroeconomic factors and volatilities, including Russia’s invasion of Ukraine and its direct and indirect impact on the European and global economies. For a broader discussion of these factors and volatilities on Citi’s businesses, see “Executive Summary” and each business’s results of operations above.
As of December 31, 2022, Citigroup’s ACL included a $0.3 billion remaining credit reserve for Citi’s direct and indirect Russian counterparties (down from $0.5 billion at September 30, 2022).

Citi’s Wind-Down of Its Russia Operations
In August 2022, Citi disclosed its decision to wind down its Russia consumer and local commercial banking businesses, including actively pursuing portfolio sales. In connection with the wind-down plan, Citi incurred $22 million (excluding the impact from any portfolio sales) of costs in 2022.
In October 2022, Citi announced that it will be ending nearly all of the institutional banking services it offers in Russia by the end of the first quarter of 2023. Going forward, Citi’s only operations in Russia will be those necessary to fulfill its remaining legal and regulatory obligations.
On October 28, 2022, Citi entered into an agreement to sell a portfolio of ruble-denominated personal installment loans, totaling approximately $240 million in outstanding loan
balances as of the fourth quarter of 2022, to Uralsib, a Russian commercial bank. Citi closed the sale in December 2022 and incurred a pretax net loss of approximately $12 million as a result. In connection with the portfolio sale, Citi also entered into a referral agreement to settle to Uralsib a portfolio of ruble-denominated credit card loans, subject to customer consents. The outstanding card loans balance was approximately $219 million as of the fourth quarter of 2022. Citi will refer credit card customers, who at the customers’ sole discretion will be eligible to refinance their outstanding card loan balances with Uralsib.
At this time, Citi expects to incur estimated costs of approximately $190 million in connection with its consumer and institutional wind-down plans in Russia, primarily through 2024 ($80 million in ICG and $110 million in Legacy Franchises). For additional information, see “Institutional Clients Group” and “Legacy Franchises” above.

Deconsolidation Risk
Citi’s operations in Russia subject it to various risks, including, among others, foreign currency volatility, including appreciations or devaluations; restrictions arising from retaliatory Russian laws and regulations on the conduct of its business; sanctions or asset freezes; or other deconsolidation events (for additional information, see “Risk Factors—Other Risks” above). Examples of triggers that may result in deconsolidation of AO Citibank include voluntary or forced sale of ownership or loss of control due to actions of relevant governmental authorities, including expropriation (i.e., the entity becomes subject to the complete control of a government, court, administrator, trustee or regulator); revocation of banking license; and loss of ability to elect a board of directors or appoint members of senior management. As of December 31, 2022, Citi continued to consolidate AO Citibank because none of the deconsolidation factors were triggered.
In the event of a loss of control of AO Citibank, Citi would be required to (i) write off the net investment of approximately $1.2 billion (compared to $1.3 billion as of September 30, 2022), (ii) recognize a CTA loss of approximately $1.3 billion through earnings (compared to $1.0 billion as of September 30, 2022) and (iii) recognize a loss of $0.5 billion (compared to $0.3 billion as of September 30, 2022) on intercompany liabilities owed by AO Citibank to other Citi entities outside Russia. In the sole event of a substantial liquidation, as opposed to a loss of control, Citi would be required to recognize the CTA loss of approximately $1.3 billion through earnings and would evaluate its remaining net investment as circumstances evolve.

Citi as Paying Agent for Russian-related Clients
Citi serves or served as paying agent on bonds issued by various entities in Russia, including Russian corporate clients. Citi’s role as paying agent is administrative. In this role, Citi acts as an agent of its client, the bond issuer, receiving interest and principal payments from the bond issuer and then making payments to international central securities depositories (e.g., Depository Trust Company, Euroclear, Clearstream). The international central securities depositories (ICSDs) make payments to those participants or account holders (e.g., broker/
117


dealers) that have clients who are investors in the applicable bonds (i.e., bondholders). As a paying agent, Citi generally does not have information about the identity of the bondholders. Citi may be exposed to risks due to its responsibilities for receiving and processing payments on behalf of its clients as a result of sanctions or other governmental requirements and prohibitions. To mitigate operational and sanctions risks, Citi has established policies, procedures and controls for client relationships and payment processing to help ensure compliance with U.S., U.K., EU and other jurisdictions’ sanctions laws.
These processes may require Citi to delay or withhold the processing of payments as a result of sanctions on the bond issuer. Citi is also prevented from making payments to accounts on behalf of bondholders should the ICSDs disclose to Citi the presence of sanctioned bondholders. In both instances, Citi is generally required to segregate, restrict or block the funds until applicable sanctions are lifted or the payment is otherwise authorized under applicable law.

Reputational Risks
Citi has continued its efforts to enhance and protect its reputation with its colleagues, clients, customers, investors, regulators and the public. Citi’s response to the war in Ukraine, including any action or inaction, may have a negative impact on Citi’s reputation with some or all of these parties.
For example, Citi is exposed to reputational risk as a result of its current presence in Russia and association with Russian individuals or entities, whether subject to sanctions or not, including Citi’s inability to support its global clients in Russia, which could adversely affect its broader client relationships and businesses; current involvement in transactions or supporting activities involving Russian assets or interests; failure to correctly interpret and apply laws and regulations, including those related to sanctions; perceived misalignment of Citi’s actions to its stated strategy in Russia; and the reputational impact from Citi’s activity and engagement with Ukraine or with non-Russian clients exiting their Russia businesses. Citi has considered the potential for reputation risk and taken actions to mitigate such risks. Citi established a Russia Special Review Process with management’s Reputation Risk Committee with oversight for significant Russia-related reputation risks and completed a number of reputation risk reviews of matters with a Russian nexus.
While Citi announced its intention to wind down its businesses in Russia, Citi will continue to manage those operations during the wind-down process and will be required to maintain certain limited operations to fulfill its remaining legal and regulatory obligations. Also, sanctions and sanctions compliance are highly complex and may change over time and result in increased operational risk. Failure to fully comply with relevant sanctions or the application of sanctions where they should not be applied may negatively impact Citi’s reputation. In addition, Citi currently performs services for, conducts business with or deals in non-sanctioned Russian-owned businesses and Russian assets. This has attracted, and will likely continue to attract, negative attention, despite the previously disclosed plan to wind down nearly all its activities
in the country, cessation of new business and client originations, and reduction of other exposures.
Citi’s continued presence or divestiture of businesses in Russia could also increase its susceptibility to cyberattacks that could negatively impact its relationships with clients and customers, harm its reputation, increase its compliance costs and adversely affect its business operations and results of operations. For additional information on operational and cyber risks, see “Risk Factors—Operational Risk” above.

Board’s Role in Overseeing Related Risks
The Citi Board of Directors (Board) and the Board’s Risk Management Committee (RMC) and its other Committees have received and continue to receive regular reports from senior management regarding the war in Ukraine and its impact on Citi’s operations in Russia, Ukraine and elsewhere, as well as the war’s broader geopolitical, macroeconomic and reputational impacts. In addition to receiving regular briefings from management, the full Board has routinely been invited to attend portions of the RMC meetings for discussions related to the war in Ukraine, including with respect to Citi’s risk exposures and stress testing. The reports to the Board and its Committees from senior management who represent the impacted businesses and the EMEA region, Independent Risk Management, Finance, Independent Compliance Risk Management, including those individuals responsible for sanctions compliance, and Human Resources, have included detailed information regarding financial impacts, impacts on capital, cybersecurity, strategic considerations, sanctions compliance, employee assistance and reputational risks, enabling the Board and its Committees to properly exercise their oversight responsibilities. In addition, senior management has also provided updates to Citi’s Executive Management Team and the Board, outside of formal meetings, regarding Citi’s Russia-related risks, including with respect to cybersecurity matters.

118


Ukraine
Citi has continued to operate in Ukraine throughout the war through its ICG businesses, serving the local subsidiaries of multinationals, along with local financial institutions and the public sector. Citi employs approximately 230 people in Ukraine and their safety is Citi’s top priority.
All of Citi’s domestic operations in Ukraine are conducted through a subsidiary of Citibank, which uses the Ukrainian hryvnia as its functional currency. Citi’s exposures in Ukraine are not significant enough to be included in the “Top 25 Country Exposures” table above. As of December 31, 2022, these exposures amounted to $1.0 billion, unchanged from September 30, 2022, and were exclusively composed of third-party assets held on the Citi Ukraine subsidiary.

Argentina
Citi operates in Argentina through its ICG businesses. As of December 31, 2019,2022, Citi’s net investment in its Argentine operations was approximately $730 million.$1.7 billion. Under U.S. GAAP, Citi uses the U.S. dollar as the functional currency for its operations in Argentina becausecountries that are deemed highly inflationary. Citi uses Argentina’s official market exchange rate to remeasure its net Argentine peso-denominated assets into the Argentine economy is considered highly inflationary under U.S. GAAP.
During 2019,dollar. As of December 31, 2022, the official Argentine peso depreciated 59%exchange rate against the U.S. dollar andwas 177.15.
As previously disclosed, the U.S. rating agencies downgraded Argentina’s sovereign debt rating given renewed concerns of a debt default. In addition, the governmentCentral Bank of Argentina re-profiledhas continued to maintain certain short-term debt obligations, and also implemented new capital and currency controls during the third quarter of 2019. Prior to the implementation of these new capital controls, Citi had already remitted all available earnings from its Argentine operations that could be remitted during the 2019 calendar year; the new controls may restrict Citi’s ability to access U.S. dollars in Argentina and remit earnings from its Argentine operations. As a result, Citi’s net investment in its Argentine operations is likely to continue to increase as Citi generates net income in its Argentine franchise and its earnings cannot be remitted.
Due to the currency controls implemented by the Central Bank of Argentina, certain indirect foreign exchange mechanisms have developed that some Argentine entities may use to obtain U.S. dollars, generally at rates that are significantly higher than Argentina’s official exchange rate. Citibank Argentina is precluded from accessing these alternative mechanisms, and these exchange mechanisms cannot be used to remeasure Citi’s net monetary assets into the U.S. dollar under U.S. GAAP. However, if Argentina’s official exchange rate converges with the approximate rate implied by the indirect foreign exchange mechanisms, Citi could incur a loss on its capital in Argentina. Citi cannot predict future fluctuations in Argentina’s official market exchange rate or to what extent Citi may be able to access U.S. dollars at the official exchange rate in the future.
Citi economically hedges the foreign currency risk in its net Argentine peso-denominated assets to the extent possible and prudent using non-deliverable forward (NDF) derivative instruments that are primarily executed outside of Argentina. As of December 31, 2019,2022, the international NDF market had very limited liquidity, resulting in Citi being unableCiti’s inability to economically hedge a significant portion of its Argentine peso exposure. ToAccordingly, and to the extent that Citi is unable todoes not execute additional NDF contracts for this unhedged exposure in the future, Citi would record devaluations on Citi’sits net Argentine peso-denominatedpeso‐denominated assets would be recorded in earnings, without any benefit from a change in the fair value of derivative positions used to economically hedge the exposure.
In addition, Citi continually evaluates its economic exposure to its Argentine counterparties and reserves for changes in credit risk and sovereign riskrecords mark-to-market adjustments for relevant market risks associated with its Argentine assets. Citi believes it has established an appropriate loan loss reservesACL on its Argentine loans, and appropriate fair value adjustments on Argentine assets and liabilities measured at fair value, for suchcredit and sovereign risks under U.S. GAAP as of December 31, 2019.2022. However, given the recent events in Argentina, U.S. regulatory agencies may require Citi to record additional reserves in the future, increasing ICG’s cost of credit, based on the perceived country risk associated with its Argentine exposures.
For additional information on Citi’s emerging markets risks, including those related to its Argentine exposures, see “Risk Factors—Strategic Risks”Factors” above.







FFIEC—Cross-Border Claims on Third Parties and Local Country Assets
Citi’s cross-border disclosures are presented below, based on the country exposure bank regulatory reporting guidelines of the Federal Financial Institutions Examination Council (FFIEC). The following summarizes some of the key FFIEC key reporting guidelines:

•Amounts are based on the domicile of the ultimate obligor, counterparty, collateral (only including qualifying liquid collateral), issuer or guarantor, as applicable (e.g., a security recorded by a Citi U.S. entity but issued by the U.K. government is considered U.K. exposure; a loan recorded by a Citi Mexico entity to a customer domiciled in Mexico where the underlying collateral is held in Germany is considered German exposure).
•Amounts do not consider the benefit of collateral received for secured financing transactions (i.e., repurchase agreements, reverse repurchase agreements and securities loaned and borrowed) and are reported based on notional amounts.
•Netting of derivative receivables and payables, reported at fair value, is permitted, but only under a legally binding netting agreement with the same specific counterparty, and does not include the benefit of margin received or hedges.
•Credit default swaps (CDS) are included based on the gross notional amount sold and purchased and do not include any offsetting CDS on the same underlying entity.
•Loans are reported without the benefit of hedges.

Given the requirements noted above, Citi’s FFIEC cross-border exposures and total outstandings tend to fluctuate, in some cases significantly, from period to period. As an example, because total outstandings under FFIEC guidelines do not include the benefit of margin or hedges, market volatility in interest rates, foreign exchange rates and credit spreads may cause significant fluctuations in the level of total outstandings, all else being equal.


119


The tables below show each country whose total outstandings exceeded 0.75% of total Citigroup assets:

December 31, 2022
Cross-border claims on third parties and local country assets
In billions of dollarsBanks (a)Public (a)
NBFIs(1) (a)
Other (corporate
and households) (a)
Trading
assets(2) (included in (a))
Short-term claims(2) (included in (a))
Total outstanding(3) (sum of (a))
Commitments
 and
guarantees(4)
Credit derivatives purchased(5)
Credit derivatives
sold(5)
United Kingdom$4.9 $31.7 $59.9 $16.2 $11.4 $82.4 $112.7 $24.3 $79.3 $77.8 
Cayman Islands— — 99.8 9.8 6.1 70.3 109.6 18.4 0.2 0.2 
Japan35.4 40.0 17.2 6.9 17.0 71.4 99.5 15.6 13.6 11.9 
Germany4.9 48.3 39.6 6.7 8.3 55.9 99.5 24.1 50.8 48.8 
Mexico2.9 31.1 11.4 29.0 3.9 40.8 74.4 22.0 6.4 5.2 
France9.9 10.9 35.6 7.7 10.3 52.4 64.1 68.8 66.2 62.8 
Singapore2.1 22.6 6.5 16.2 2.3 40.5 47.4 15.7 1.2 1.0 
South Korea4.6 17.7 6.4 15.3 4.2 34.8 44.0 11.2 6.4 5.6 
Hong Kong0.7 14.9 3.5 20.6 4.1 33.7 39.7 13.7 1.5 1.3 
China3.1 18.8 1.9 13.2 8.3 31.2 37.0 5.8 8.9 8.6 
Brazil2.4 14.5 2.8 14.4 5.8 25.1 34.1 3.4 5.5 5.1 
India1.4 13.5 6.7 12.7 2.6 24.2 34.3 8.8 1.4 1.2 
Canada6.6 13.3 7.4 4.0 4.0 23.4 31.3 11.6 6.8 6.8 
Australia3.0 13.2 8.7 3.4 5.7 24.2 28.3 5.0 3.5 3.1 
Netherlands3.9 10.6 5.8 4.6 4.0 19.1 24.9 9.2 31.8 31.0 
Switzerland2.1 13.7 1.1 4.7 2.0 18.5 21.6 8.8 19.4 19.2 
Ireland0.1 3.6 13.0 4.3 2.7 19.8 21.0 6.8 2.7 2.6 
Taiwan0.6 5.6 1.4 12.7 2.2 16.4 20.3 12.9 — — 

December 31, 2021
Cross-border claims on third parties and local country assets
In billions of dollarsBanks (a)Public (a)
NBFIs(1) (a)
Other
(corporate
and households) (a)
Trading
assets(2) (included in (a))
Short-term claims(2) (included in (a))
Total outstanding(3) (sum of (a))
Commitments
 and
guarantees(4)
Credit derivatives purchased(5)
Credit derivatives
sold(5)
United Kingdom$7.0 $31.1 $55.6 $19.2 $16.5 $70.8 $112.9 $23.0 $76.3 $70.8 
Cayman Islands— — 78.8 13.2 7.4 56.3 92.0 9.9 0.4 0.3 
Japan31.0 30.1 12.8 8.7 15.6 54.8 82.6 8.4 13.4 12.1 
Germany4.5 48.9 47.7 9.6 18.5 78.3 110.7 23.2 48.6 44.7 
Mexico2.8 28.4 9.3 25.8 2.7 33.4 66.3 19.7 6.7 6.1 
France9.7 9.6 27.0 9.8 14.0 41.6 56.1 85.3 62.6 55.7 
Singapore1.9 18.3 12.1 17.4 2.7 39.1 49.7 16.3 1.4 1.3 
South Korea3.6 17.9 3.2 21.9 2.0 37.7 46.6 12.7 9.0 8.1 
Hong Kong1.3 12.3 3.9 21.8 4.2 30.2 39.3 13.6 1.7 1.5 
Australia3.9 14.2 5.7 12.8 7.3 22.9 36.6 13.6 4.0 3.9 
China4.2 12.9 3.7 14.7 8.0 26.3 35.5 4.4 9.6 9.0 
India1.2 15.0 4.4 13.1 2.6 23.4 33.7 10.2 1.8 1.4 
Taiwan0.5 7.0 1.7 15.8 4.8 21.1 25.0 14.6 — 0.1 
Netherlands5.9 8.8 3.3 5.7 5.2 16.2 23.7 9.8 30.8 27.6 
Brazil2.0 12.9 2.2 12.5 3.9 20.3 29.6 3.2 6.2 5.6 
Italy2.8 10.9 0.9 1.8 8.1 2.4 16.4 1.6 38.8 37.0 
Switzerland1.4 13.7 0.9 6.0 3.1 20.0 22.0 9.7 18.9 17.6 
Canada6.5 12.2 4.7 4.1 3.8 21.0 27.5 12.9 5.7 5.3 
(1)    Non-bank financial institutions.
(2)    Included in total outstanding.
(3)    Total outstanding includes cross-border claims on third parties, as well as local country assets. Cross-border claims on third parties include cross-border loans, securities, deposits with banks and other monetary assets, as well as net revaluation gains on foreign exchange and derivative products.
(4)    Commitments (not included in total outstanding) include legally binding cross-border letters of credit and other commitments and contingencies as defined by the FFIEC guidelines. The FFIEC definition of commitments includes commitments to local residents to be funded with local currency liabilities originated within the country.
(5)    Credit default swaps (CDS) are not included in total outstanding.
120


 December 31, 2019
 Cross-border claims on third parties and local country assets
In billions of U.S. dollarsBanks (a)Public (a)
NBFIs(1) (a)
Other (corporate
and households) (a)
Trading
assets(2) (included in (a))
Short-term claims(2) (included in (a))
Total outstanding(3) (sum of (a))
Commitments
 and
guarantees(4)
Credit derivatives purchased(5)
Credit derivatives
sold(5)
Cayman Islands$—
$—
$96.8
$10.3
$5.3
$75.9
$107.1
$10.0
$—
$—
United Kingdom13.3
24.4
34.8
20.6
12.9
61.3
93.1
23.2
71.6
71.6
Japan32.7
33.3
7.8
6.5
13.1
57.4
80.3
4.7
18.7
17.1
Mexico2.8
26.3
9.4
35.2
5.5
37.0
73.7
22.4
8.9
8.8
Germany6.8
29.8
7.7
9.7
9.3
33.6
54.0
13.1
48.0
46.4
France8.4
6.8
22.2
7.5
9.6
35.3
44.9
29.0
56.0
54.3
Singapore2.3
17.7
7.2
16.1
2.8
36.1
43.3
12.0
2.0
1.9
South Korea2.0
16.0
1.7
21.7
2.6
31.4
41.4
12.0
13.9
13.0
India1.7
12.9
3.1
16.3
2.7
23.4
34.0
10.8
2.3
2.0
Hong Kong0.6
10.2
3.0
20.0
4.1
27.9
33.8
13.7
2.2
2.0
Australia4.8
8.7
4.7
12.9
7.9
20.6
31.1
11.8
7.4
7.3
China3.4
11.0
3.1
12.7
3.9
25.3
30.2
5.1
12.8
11.6
Brazil3.3
13.3
1.8
11.0
6.1
20.8
29.4
3.2
8.1
8.2
Canada2.9
4.7
11.5
5.0
3.1
13.5
24.1
14.7
4.3
5.1
Netherlands6.8
8.5
3.9
4.6
4.6
15.7
23.8
11.0
26.9
26.5
Taiwan0.6
6.8
1.6
14.3
2.9
13.2
23.3
14.6
0.1
0.1
Italy3.3
15.9
0.7
1.7
12.8
14.9
21.6
2.5
44.5
44.0
Switzerland1.2
14.5
1.1
4.6
2.2
18.1
21.4
8.2
17.8
17.3
Ireland0.2
0.3
8.9
5.4
4.2
12.9
14.8
5.4
1.6
1.8
 December 31, 2018
 
Cross-border claims on third parties and local country assets

In billions of U.S. dollarsBanks (a)Public (a)
NBFIs(1) (a)
Other
(corporate
and households) (a)
Trading
assets(2) (included in (a))
Short-term claims(2) (included in (a))
Total outstanding(3) (sum of (a))
Commitments
 and
guarantees(4)
Credit derivatives purchased(5)
Credit derivatives
sold(5)
United Kingdom$14.6
$23.5
$35.7
$22.4
$12.3
$67.8
$96.2
$25.1
$74.3
$76.4
Cayman Islands—
—
81.6
9.2
5.4
62.5
90.8
5.0
—
—
Japan31.4
28.8
8.4
7.8
13.6
40.7
76.4
4.0
19.9
18.3
Mexico3.1
24.5
7.4
34.7
6.0
29.1
69.7
20.2
7.3
7.6
Germany6.3
45.6
7.2
7.6
6.6
49.8
66.7
10.7
51.3
50.2
France12.4
8.5
30.7
5.6
9.1
49.5
57.2
30.7
59.9
58.5
South Korea1.5
17.8
3.0
22.6
1.8
33.2
44.9
12.1
12.2
12.2
Singapore2.3
22.5
4.4
13.4
1.7
32.3
42.6
11.4
1.9
1.9
India3.3
12.7
3.3
15.3
4.3
22.5
34.6
9.7
2.5
2.0
Hong Kong0.9
11.2
3.2
16.9
3.9
27.5
32.2
14.6
2.2
2.2
China5.0
11.3
3.0
12.3
4.5
20.6
31.6
4.2
15.6
14.6
Australia3.1
7.8
4.8
13.4
7.1
14.4
29.1
12.1
10.6
10.5
Brazil3.8
10.4
1.4
10.9
5.0
16.8
26.5
2.6
8.4
8.1
Taiwan0.7
7.4
3.2
12.6
1.6
18.7
23.9
13.0
0.1
0.1
Netherlands6.8
9.0
3.2
4.7
3.7
14.7
23.7
8.6
28.4
28.3
Canada3.2
4.0
9.9
5.2
2.8
15.5
22.3
13.8
5.3
6.2
Switzerland1.4
13.9
1.1
3.6
1.6
5.1
20.0
6.0
19.7
19.6
Italy3.4
11.0
0.8
1.6
7.9
10.5
16.8
2.5
51.3
51.5

(1)Non-bank financial institutions.
(2)Included in total outstanding.
(3)Total outstanding includes cross-border claims on third parties, as well as local country assets. Cross-border claims on third parties include cross-border loans, securities, deposits with banks and other monetary assets, as well as net revaluation gains on foreign exchange and derivative products.

(4)Commitments (not included in total outstanding) include legally binding cross-border letters of credit and other commitments and contingencies as defined by the FFIEC guidelines. The FFIEC definition of commitments includes commitments to local residents to be funded with local currency liabilities originated within the country.
(5)Credit default swaps (CDS) are not included in total outstanding.

SIGNIFICANT ACCOUNTING POLICIES AND SIGNIFICANT ESTIMATES
This section contains a summary of Citi’s most significant accounting policies. Note 1 to the Consolidated Financial Statements contains a summary of all of Citigroup’s significant accounting policies. These policies, as well as estimates made by management, are integral to the presentation of Citi’s results of operations and financial condition. While all of these policies require a certain level of management judgment and estimates, this section highlights and discusses the significant accounting policies that require management to make highly difficult, complex or subjective judgments and estimates at times regarding matters that are inherently uncertain and susceptible to change (see also “Risk Factors—Operational Risks” above). Management has discussed each of these significant accounting policies, the related estimates and its judgments with the Audit Committee of the Citigroup Board of Directors.

Valuations of Financial Instruments
Citigroup holds debt and equity securities, derivatives, retained interests in securitizations, investments in private equity and other financial instruments. Substantially allA substantial portion of
these assets and liabilities areis reflected at fair value on Citi’s
Consolidated Balance Sheet.Sheet as Trading account assets, Available-for-sale securities and Trading account liabilities.
Citi purchases securities under agreements to resell (reverse repos)repos or resale agreements) and sells securities under agreements
to repurchase (repos), a majoritysubstantial portion of which areis carried at
fair value. In addition, certain loans, short-term borrowings,
long-term debt and deposits, as well as certain securities
borrowed and loaned positions that are collateralized with
cash, are carried at fair value. Citigroup holds its investments, trading assets and liabilities, and resale and repurchase agreements on theCiti’s Consolidated Balance Sheet to meet customer needs and to manage liquidity needs, interest rate risks and private equity investing.
When available, Citi generally uses quoted market prices to determine fair value and classifies such items within Level 1 of the fair value hierarchy established under ASC 820-10, Fair Value Measurement. If quoted market prices are not available, fair value is based uponon internally developed valuation models that use, where possible, current market-based or independently sourced market parameters, such as interest rates, currency rates and option volatilities. Such models are often based on a discounted cash flow analysis. In addition, items valued using such internally generated valuation techniques are classified according to the lowest level input or value driver that is significant to the valuation. Thus, an item may be classified under the fair value hierarchy as Level 3 even though there may be some significant inputs that are readily observable.
Citi is required to exercise subjective judgments relating to the applicability and functionality of internal valuation models, the significance of inputs or value drivers to the valuation of an instrument and the degree of illiquidity and subsequent lack of observability in certain markets. These judgments have the potential to impact the Company’s financial performance forThe fair value of these instruments whereis reported on Citi’s Consolidated Balance Sheet with the changes in
fair value are recognized in either the Consolidated Statement of Income or in AOCI.
Losses on available-for-sale securities whose fair values are less than the amortized cost, where Citi intends to sell the security or could more-likely-than-not be required to sell the security prior to recovery, are recognized in earnings. Where Citi does not intend to sell the security nor could more-likely-than-not be required to sell the security, any portion of the loss that is attributable to credit is recognized as an allowance for credit losses with a corresponding provision for credit losses and the remainder of the loss is recognized in AOCI. Such losses are capped at the difference between the fair value and amortized cost of the security.
For equity securities carried at cost or under the measurement alternative, decreases in fair value below the carrying value are recognized as impairment in the Consolidated Statement of Income. Moreover, for certain equity method investments, decreases in fair value are only recognized in earnings in the Consolidated Statement of Income if such decreases are judged to be an other-than-temporary impairment (OTTI). AdjudicatingAssessing if the temporary nature of fair value impairmentsimpairment is temporary is also inherently judgmental.
The fair value of financial instruments incorporates the effects of Citi’s own credit risk and the market view of counterparty credit risk, the quantification of which is also complex and judgmental. For additional information on Citi’s fair value analysis, see Notes 1, 6, 2425 and 25 to the Consolidated Financial Statements.26.

121


Citi’s Allowance for Credit Losses (ACL)
Management providesThe table below shows Citi’s allowance for credit losses on loans (ACLL) and total ACL as of the fourth quarter of 2022. For information on the drivers of Citi’s ACL build in the fourth quarter of 2022, see below. For information on refinement in the ACL estimation approach to introduce multiple macroeconomic scenarios to the quantitative component of the ACL, see Note 1. Also see Note 1 for additional information on Citi’s accounting policy on accounting for credit losses under ASC Topic 326, Financial Instruments—Credit losses; Current Expected Credit Losses (CECL).

 Allowance for credit losses (ACL)
In millions of dollarsBalance Dec. 31, 2021Build (release)
2022 FX/Other(1)
Balance Dec. 31, 2022
ACLL/EOP loans Dec. 31, 2022(2)
1Q222Q223Q224Q222022
ICG$2,241 $596 $(76)$75 $(117)$478 $(4)$2,715 
Legacy Franchises corporate (Mexico SBMM)
174 5 (3)(34)(7)(39)5 140 
Total corporate ACLL$2,415 $601 $(79)$41 $(124)$439 $1 $2,855 1.01 %
U.S. Cards(2)
$10,840 $(1,009)$447 $303 $814 $555 $(2)$11,393 7.56 %
Retail banking and Global Wealth Management1,181 (53)191 57 (43)152 (3)1,330 
Total PBWM
$12,021 $(1,062)$638 $360 $771 $707 $(5)$12,723 
Legacy Franchises consumer
2,019 (151)(25)40 (54)(190)(433)1,396 
Total consumer ACLL$14,040 $(1,213)$613 $400 $717 $517 $(438)$14,119 3.84 %
Total ACLL$16,455 $(612)$534 $441 $593 $956 $(437)$16,974 2.60 %
Allowance for credit losses on unfunded lending commitments (ACLUC)1,871 474 (159)(71)47 291 (11)2,151 
Other(3)
148 (6)27 83 5 109 (14)243 
Total ACL$18,474 $(144)$402 $453 $645 $1,356 $(462)$19,368 

(1)    Includes reclassifications to Other assets related to Citi’s agreements to sell certain of its consumer banking businesses. See Notes 2 and 15.
(2)    As of December 31, 2022, in U.S. Personal Banking, Branded cards ACLL/EOP loans was 6.2% and Retail services ACLL/EOP loans was 10.3%.
(3)    Includes ACL on HTM securities and Other assets.

Citi’s reserves for an estimate of probableexpected credit losses inherent in theon funded loan portfolioloans and infor unfunded loanlending commitments, and standby letters of credit and financial guarantees are reflected on the Consolidated Balance Sheet in the Allowance for loancredit losses on loans (ACLL) and in Other liabilities(for Allowance for credit losses on unfunded lending commitments (ACLUC)), respectively. In addition, Citi reserves for expected credit losses on other financial assets carried at amortized cost, including held-to-maturity securities, reverse repurchase agreements, securities borrowed, deposits with banks and other financial receivables. These reserves, together with the ACLL and ACLUC, are referred to as the ACL.Changes in the ACL are reflected as Provision for credit losses in the Consolidated Statement of Income for each reporting period. Citi’s ability to estimate expected credit losses over the reasonable and supportable (R&S) period is based on the ability to forecast economic activity over an R&S timeframe. The R&S forecast period for consumer and corporate loans is eight quarters.
EstimatesThe ACL is composed of these probablequantitative and qualitative management adjustment components. The quantitative component uses three forward-looking macroeconomic forecast scenarios—base, upside and downside. The
qualitative management adjustment component reflects risks and current economic conditions not captured in the quantitative component. Both the quantitative and qualitative components are further discussed below.

Quantitative Component
Citi estimates expected credit losses for its quantitative component using (i) its comprehensive internal data on loss and default history, (ii) internal credit risk ratings, (iii) external credit bureau and rating agencies information and (iv) R&S forecasts of macroeconomic conditions.
For its consumer and corporate portfolios, Citi’s expected credit losses are based upon (i) Citigroup’s internal systemdetermined primarily by utilizing models that consider the borrowers’ probability of credit-risk ratings thatdefault (PD), loss given default (LGD) and exposure at default (EAD). The loss likelihood and severity models used for estimating expected credit losses are analogoussensitive to the risk ratingschanges in macroeconomic variables, including housing prices, unemployment and real GDP, and cover a wide range of the major credit rating agenciesgeographic, industry, product and (ii) historical default and loss data, including rating agency information regarding default rates from 1983 to 2017 and internal data dating to the early 1970s on severity of losses in the event of default. Adjustments may be made to this data, including (i) statistically calculated estimates to cover the historical fluctuation of the default rates over the credit cycle, the historical variability of loss severity among defaulted loans and the degree to which there are large obligor concentrations in the global portfolio and (ii) adjustments made for specifically known items, such as current environmental factors and credit trends.business segments.
In addition, representatives from both the risk management and finance staffs who cover business areas with delinquency-managed portfolios containing smaller balance homogeneous loans present their recommended reserve balancesCiti’s models determine expected credit losses based uponon leading credit indicators, including loan delinquencies, and changes in portfolio size, default frequency,
122


risk ratings and loss recovery rates, as well as economic trends,other credit trends.

Qualitative Component
The qualitative management adjustment component includes risks not fully captured in the quantitative component, as required by banking supervisory guidance for the ACL, including, housingbut not limited to:

•Concentrations and collateral valuation risk with obligors in the global portfolio
•Emerging macroeconomic risks due to uncertainties related to the war in Ukraine, potential global recession, inflation, interest rates, commodity prices and potential impacts on vulnerable industries and regions
•Normalization of portfolio performance and consumer behavior from record low losses as a result of government stimulus and market liquidity

Citi’s qualitative component declined year-over-year, primarily driven by the incorporation of multiple macroeconomic scenarios in the quantitative component and releases of COVID-19–related uncertainty reserves as the portfolio continues to normalize toward pre-pandemic levels and as these risks are captured in the quantitative component of the ACL.

Macroeconomic Variables
Citi considers a multitude of global macroeconomic variables for the base, upside and downside probability-weighted macroeconomic scenario forecasts it uses to estimate the ACL. Citi’s forecasts of the U.S. unemployment rate and GDP. This methodology is applied separatelyU.S. real GDP growth rate represent the key macroeconomic variables that most significantly affect its estimate of the ACL.
The tables below show Citi’s forecasted quarterly average U.S. unemployment rate and year-over-year U.S. real GDP growth rate used in determining the base macroeconomic forecast for Citi’s ACL for each individual product within each geographic regionquarterly reporting period from 4Q21 to 4Q22:

Quarterly average
U.S. unemployment1Q233Q231Q24
8-quarter average(1)
Citi forecast at 4Q213.7 %3.7 %3.7 %3.8 %
Citi forecast at 1Q223.5 3.5 3.6 3.6 
Citi forecast at 2Q223.6 3.8 3.9 3.7 
Citi forecast at 3Q223.8 4.2 4.0 4.0 
Citi forecast at 4Q223.9 4.5 4.6 4.4 

(1)    Represents the average unemployment rate for the rolling, forward-looking eight quarters in the forecast horizon.

Year-over-year growth rate(1)
Full year
U.S. real GDP202220232024
Citi forecast at 4Q214.0 %2.2 %1.8 %
Citi forecast at 1Q223.3 2.4 2.1 
Citi forecast at 2Q222.6 1.8 2.0 
Citi forecast at 3Q221.6 0.6 1.9 
Citi forecast at 4Q221.9 0.3 1.5 
(1)    The year-over-year growth rate is the percentage change in the real (inflation adjusted) GDP level.
Under the base macroeconomic forecast as of 4Q22, U.S. real GDP growth is expected to decline during 2023, and the unemployment rate is expected to increase modestly over the forecast horizon, broadly returning to pre-pandemic levels.

Scenario Weighting
Citi’s ACL is estimated using three probability-weighted macroeconomic scenarios—base, upside and downside. The macroeconomic scenario weights are estimated using a statistical model, which, these portfolios exist.among other factors, takes into consideration key macroeconomic drivers of the ACL, severity of the scenario and other macroeconomic uncertainties and risks. Citi evaluates scenario weights on a quarterly basis.
Citi’s downside scenario incorporates more adverse macroeconomic assumptions than the base scenario. For example, compared to the base scenario, Citi’s downside scenario reflects a more severe recession, including an elevated average U.S. unemployment rate of 6.9% over the eight-quarter R&S period, with a peak difference of 2.9% in the second quarter of 2024. The downside scenario also reflects a year-over-year U.S. real GDP contraction in 2023 of 2.4%, with a peak quarter-over-quarter difference of 3.3% in the second quarter of 2023.
Citi’s ACL is sensitive to the various macroeconomic scenarios that drive the quantitative component of expected credit losses due to changes in the length and severity of forecasted economic variables or events in the respective scenarios. To demonstrate this sensitivity, Citi applied 100% weight to the downside scenario as of December 31, 2022 to reflect the most severe economic deterioration forecast in the multiple macroeconomic scenarios. Citi’s downside scenario incorporates more adverse macroeconomic assumptions than the weighted scenario assumptions; therefore, applying a 100% downside scenario weight would result in a hypothetical increase in the ACL of approximately $4.2 billion related to lending exposures, except for loans individually evaluated for credit losses.
This evaluation process is subjectanalysis does not incorporate any impacts or changes to numerous estimatesthe qualitative component of the ACL. These factors could decrease the outcome of the sensitivity analysis based on historical experience and judgments. The frequencycurrent conditions at the time of default, risk ratings, loss recovery rates, the size and diversityassessment. Given the uncertainty inherent in macroeconomic forecasting, Citi continues to believe that its ACL estimate based on a three probability-weighted macroeconomic scenario approach combined with the qualitative component remains appropriate as of individual large credits and the ability of borrowers with foreign currency obligations to obtain the foreign currency necessary for orderly debt servicing, among other things, are all taken into account during this review.December 31, 2022.

123


4Q22 Changes in these estimates could havethe ACL
As further discussed below, in the fourth quarter of 2022, Citi had an ACL build of $0.7 billion for its consumer portfolios and a direct impactrelease of $0.1 billion for its corporate portfolios, for a net ACL build of $0.6 billion. The build was primarily driven by cards loan growth in consumer portfolios and a deterioration in macroeconomic assumptions (see “Macroeconomic Variables” above), partially offset by reductions in Russia exposures (see “Managing Global Risk—Other Risks—Russia” above). Based on its latest macroeconomic forecast, Citi believes its analysis of the ACL reflects the forward view of the economic environment as of December 31, 2022. See Note 15 for additional information.

Consumer
Citi’s credit costsconsumer ACLL is largely driven by U.S. Cards in U.S. Personal Banking. As discussed above, Citi’s total consumer ACLL build was $0.7 billion in the fourth quarter of 2022, primarily driven by U.S. Cards loan growth and a deterioration in macroeconomic assumptions, which increased the allowance in any period.ACLL balance to $14.1 billion, or 3.84% of total funded consumer loans.
For U.S. Cards, the level of reserves relative to total funded loans increased to 7.56% as of December 31, 2022, compared to 7.53% at September 30, 2022. For the remaining consumer exposures, the level of reserves relative to total funded loans was 1.3% at December 31, 2022, unchanged from September 30, 2022.

Corporate
Citi had a corporate ACLL release of $0.1 billion in the fourth quarter of 2022. The release was primarily driven by the reduction of direct exposures in Russia, partially offset by the deterioration of macroeconomic assumptions. Including FX/Other, the ACLL reserve balance decreased $93 million to $2.9 billion, or 1.01% of total funded corporate loans.

ACLUC
Citi had an ACLUC build of $47 million in the fourth quarter of 2022, which increased the ACLUC reserve balance, included in Other liabilities, to $2.2 billion. The build was primarily driven by a deterioration in macroeconomic assumptions.

ACL on Other Financial Assets
Citi had an ACL build on other financial assets carried at amortized cost of $5 million in the fourth quarter of 2022. Including FX/Other, the ACL reserve balance decreased $13 million to $0.2 billion, included in Other assets. See Note 15 for additional information.

ACLL and Non-accrual Ratios
At December 31, 2022, the ratio of the ACLL to total funded loans was 2.60% (3.84% for consumer loans and 1.01% for corporate loans) compared to 2.54% at September 30, 2022 (3.74% for consumer loans and 1.04% for corporateloans).
Citi’s total non-accrual loans were $2.4 billion at December 31, 2022, down $447 million from September 30, 2022. Consumer non-accrual loans decreased $84 million to $1.3 billion at December 31, 2022, from $1.4 billion at
September 30, 2022, while corporate non-accrual loans decreased $363 million to $1.1 billion at December 31, 2022, from $1.5 billion at September 30, 2022. In addition, the ratio of non-accrual loans to total loans was 0.39% and 0.36% for corporate and consumer loans, respectively, at December 31, 2022 (for additional information on non-accrual loans, see “Additional Consumer and Corporate Credit Details—Non-Accrual Loans and Assets and Renegotiated Loans” above).

Regulatory Capital Impact
Citi elected the modified CECL transition provision for regulatory capital purposes provided by the U.S. banking agencies’ final rule. Accordingly, the Day One regulatory capital effects resulting from the adoption of CECL, as well as the ongoing adjustments for 25% of the change in CECL-based allowances in each quarter between January 1, 2020 and December 31, 2021, started to be phased in on January 1, 2022 and will be fully reflected in Citi’s regulatory capital as of January 1, 2025.
See Notes 1 and 15 for a further description of the loan loss reserveACL and related accounts, see Notes 1 and 15 to the Consolidated Financial Statements.
accounts.

For a discussion of the recently adopted CECL accounting pronouncement, see Note 1 to the Consolidated Financial Statements.

Goodwill
Citi tests goodwill for impairment annually on July 1 (the annual test) and throughconducts interim assessments between annual tests if an event occurs or circumstances change that would more-likely-than-not reduce the fair value of a reporting unit below its carrying amount, such asamount. These events or circumstances include, among other things, a significant adverse change in the business climate, a decision to sell or dispose of all or a significant portion of a reporting unit or a significant declinesustained decrease in Citi’s stock price.
Citi had historically performed its annual goodwill impairment test as of July 1 each year. During 2019,the quarter ended September 30, 2022, the Company voluntarily changed its annual impairment assessment date from July 1 to October 1. Based on interim impairment tests performed between the previous annual test on July 1, 2021 and the annual test to be performed on October 1, 2022, no more than 12 months have elapsed between goodwill impairment tests of any of Citi’s reporting units. The change in measurement date represents a change in method of applying an accounting principle. This change is preferable because it better aligns the Company’s goodwill impairment testing procedures with its annual planning process and with its fiscal year-end. Citi continues to monitor each reporting unit for triggering events for purposes of goodwill impairment testing. The change in accounting principle did not result in any delay, acceleration or avoidance of an impairment charge. During the fourth quarter of 2022, the annual test was performed, which resulted in no goodwill impairment as described in Note 16 to the Consolidated Financial Statements.16.
As of December 31, 2019,2022, Citigroup’s activities arewere conducted through the Global ConsumerInstitutional Clients Group, Personal Banking and Wealth Management and Institutional Clients GroupLegacy Franchises businessoperating segments and Corporate/Other. Goodwill impairment testing is performed at the level below the business segment (referred to as a reporting unit).
Citi utilizes allocated equity as a proxy for the carrying value of its reporting units for purposes of goodwill impairment testing. The allocated equity in the reporting units is determined based on the capital the business would require
124


if it were operating as a standalone entity, incorporating sufficient capital to be in compliance with both current and expected regulatory capital requirements, including capital for specifically identified goodwill and intangible assets. The capital allocated to the businessesreporting units is incorporated into the annual budget process, which is approved by Citi’s Board of Directors.
Goodwill impairment testing involves management judgment, requiring an assessment of whether the carrying value of thea reporting unit can be supported by theits fair value, of the reporting unit using widely accepted valuation techniques, such as the market approach (earnings multiples and/or transaction multiples) and/or the income approach (discounted cash flow (DCF) method). In applying these methodologies, Citi utilizes a number of factors, including actual operating results, future business plans, economic projections and market data. Where applicable, bids from buyers are also utilized to determine fair value.
Similar to 2018, Citigroup2021, Citi engaged an independent valuation specialist in 20192022 to assist in Citi’s valuation forof all the reporting units, with goodwill balances,primarily employing both the income and market approach andto determine the DCF method.fair value of the reporting units. Bids from buyers were also used, where available. The resulting fair values were relatively consistent and appropriate weighting was given to outputs from both methods.
the income and market approach valuations. The DCF methodincome approach utilized at the time of each impairment test used discount rates that Citi believes adequately reflected the risk and uncertainty in the financial markets in the internally generated cash flow projections.
The DCF methodincome approach employs a capital asset pricing model in estimating the discount rate.
Since none of the Company’s reporting units are publicly traded, individual reporting unit fair value determinations cannot be directly correlated to Citigroup’s common stock price. The sum of the fair values of the
reporting units exceeded the overall market capitalization of Citi as of JulyOctober 1, 2019.2022. However, Citi believes that it is not meaningful to reconcile the sum of the fair values of the Company’s reporting units to its market capitalization due to several factors. The market capitalization of Citigroup reflects the execution risk in a transaction involving Citigroup due to its size. However, the individual reporting units’ fair values are not subject to the same level of execution risk nor a business model that is perceived to be as complex.international. In addition, the market capitalization of Citigroup does not include consideration of the individual reporting unit’s control premium.
As discussed in Note 3, effective January 1, 2022, as part of its strategic refresh, Citi made changes to its management structure, which resulted in changes in its operating segments and reporting units to reflect how the CEO, who is the chief operating decision maker, manages the Company, including allocating resources and measuring performance. Goodwill balances were reallocated across the new reporting units based on their relative fair values using the valuation performed as of the effective date of the reorganization. Further, the goodwill balances associated with certain Asia Consumer businesses within the Legacy Franchises operating segment were reclassified to HFS as of March 31, 2022. See Note 2 for a discussion of Citi’s divestiture activities.
The reorganization of Citi’s management structure and the announced sales of businesses within the Legacy Franchises operating segment were identified as triggering events for purposes of goodwill impairment testing. Consistent with the requirements of ASC 350, interim goodwill impairment tests were performed that resulted in an impairment of $535 million to the Asia Consumer reporting unit within the Legacy Franchises operating segment, due to the implementation of Citi’s revised operating segments and reporting units, as well as the timing of mutual execution of sale agreements for certain of the Asia consumer banking businesses. This impairment was recorded in the first quarter of 2022 as an operating expense.
During the second quarter of 2022, Citi’s Banking reporting unit within the ICG operating segment was negatively impacted by the industry-wide decline in investment banking activity and macroeconomic challenges and uncertainties. These conditions resulted in a corresponding decline in the operating results of the Banking reporting unit as of June 30, 2022, and were identified as a triggering event for purposes of goodwill impairment testing. Consistent with the requirements of ASC 350, an interim goodwill impairment test was performed that resulted in no impairment of the Banking reporting unit within the ICG operating segment.
During the third quarter of 2022, Citi’s Banking reporting unit within the ICG operating segment continued to be negatively impacted by the industry-wide decline in investment banking activity amid ongoing macroeconomic challenges and uncertainties. The presence of these conditions was identified as a triggering event for the purposes of goodwill impairment testing. Consistent with the requirements of ASC 350, an interim goodwill impairment test was performed that resulted in no impairment of the Banking reporting unit.
Also, during the third quarter of 2022, Citi performed an interim goodwill impairment test on the Mexico Consumer/ SBMM reporting unit as of July 1, 2022 to satisfy the requirement that no more than 12 months elapse between the tests for all reporting units. The test resulted in no impairment as the fair value of the Mexico Consumer/SBMM reporting unit was greater than its carrying value.
During the fourth quarter of 2022, Citi performed its annual goodwill impairment test as of October 1, 2022, which resulted in no impairment. The result of the impairment test showed that the fair value of Citi’s reporting units exceeded their carrying value for all reporting units. The fair value of two reporting units (Banking and Mexico Consumer/SBMM) ranged from 102% to 106% of their carrying values. The carrying values of the Banking and Mexico Consumer/SBMM reporting units included approximately $1.5 billion and $1 billion of goodwill, respectively. The fair values of Citi’s other reporting units as a percentage of their carrying values ranged from approximately 111% to 277%.
While the inherent risk related to uncertainty is embedded in the key assumptions used in the valuations of the reporting units, the economic and business environments continue to evolve as Citi’s management implements its strategic refresh. If management’s future estimates of key economic and market assumptions were to differ from its current assumptions, Citi could potentially experience material goodwill impairment
125


charges in the future. See Notes 1 and 16 to the Consolidated Financial Statements for additional information on goodwill, including the changes in the goodwill balance year-over-year and the reporting units’segments’ goodwill balances as of December 31, 2019.2022.

Litigation Accruals
See the discussion in Note 29 for information regarding Citi’s policies on establishing accruals for litigation and regulatory contingencies.

Income Taxes

Overview
Citi is subject to the income tax laws of the U.S., its states and local municipalities and the non-U.S. jurisdictions in which Citi operates. These tax laws are complex and are subject to differing interpretations by the taxpayer and the relevant governmental taxing authorities. Disputes over interpretations of the tax laws may be subject to review and adjudication by the court systems of the various tax jurisdictions or may be settled with the taxing authority upon audit.
In establishing a provision for income tax expense, Citi must make judgments and interpretations about the application of these inherently complex tax laws. Citi must also make estimates about when in the future certain items will affect taxable income in the various tax jurisdictions, both domestic and foreign. Deferred taxes are recorded for the future consequences of events that have been recognized in the financial statements or tax returns, based upon enacted tax laws and rates. Deferred tax assets (DTAs) are recognized subject to management’s judgment that realization is more-likely-than-not. For example, if it is more-likely-than-not that a carry-forward would expire unused, Citi would set up a valuation allowance (VA) against that DTA. Citi has established valuation allowances as described below.
As a result of the Tax Cuts and Jobs Act (Tax Reform), beginning in 2018, Citi is taxed on income generated by its U.S. operations at a federal tax rate of 21%. The effect on Citi’s state tax rate is dependent upon how and when the individual states that have not yet addressed the federal tax law changes choose to or automatically adopt the various new provisions of the U.S. Internal Revenue Code.
Citi’s non-U.S. branches and subsidiaries are subject to tax at their local tax rates. While non-U.S.Non-U.S. branches also continue to be subject to U.S. taxation,taxation. The impact of this on Citi’s earnings depends on the level of branch pretax income, the local branch tax rate and allocations of overall domestic loss (ODL) and expenses for U.S. tax purposes to branch earnings. Citi expects no material residual U.S. tax on such earnings since its overall non-U.S. branch tax rate is in excess of 21%.earnings. With respect to non-U.S. subsidiaries, dividends from these subsidiaries will beare excluded from U.S. taxation. While the majority of Citi’s non-U.S. subsidiary earnings are classified as Global Intangible Low Taxed Income (GILTI), Citi similarly

expects no material residual U.S. tax on such earnings based on its non-U.S. subsidiaries’ local tax rates, which exceed, on average, the GILTI tax rate. Finally, Citi does not expect the Base Erosion Anti-Abuse Tax (BEAT) to affect its tax provision.
On January 4, 2022, final foreign tax credit (FTC) regulations were published in the Federal Register. These
regulations eliminate the creditability of foreign taxes paid in certain situations. These include countries that do not align with U.S. tax principles in significant part and for services performed outside the recipient country. The impact on Citi’s 2022 effective tax rate was not material.
The Inflation Reduction Act, signed into law on August 16, 2022, had no impact on Citi’s 2022 results. The Act includes a new corporate alternative minimum tax (AMT) and a 1% excise tax on stock buybacks, both effective January 1, 2023. The corporate AMT is a 15% minimum tax on financial statement income after adjusting for foreign taxes paid. Corporate AMT paid in one year is creditable against regular corporate tax liability in future years. Citi does not expect to pay material amounts of corporate AMT given its profitability and tax profile.
The 1% excise tax is a non-deductible tax on the fair market value of stock repurchased in the taxable year, reduced by the fair market value of any stock issued in the same year, and is accounted for in equity.

Deferred Tax Assets and Valuation Allowances (VA)
At December 31, 2019,2022, Citi had net DTAs of $23.1$27.7 billion. In the fourth quarter of 2019,2022, Citi’s DTAs increased by $0.6 billion, driven primarily by the releaseas a result of a portion of the valuation allowance related to Citi’s general basket FTC carry-forwards and losses in AOCIOther comprehensive income. On a full-year basis, Citi’s DTAs increased $0.2by $2.9 billion from $22.9$24.8 billion at December 31, 2018, primarily due to the releases of a portion of the valuation allowance related to Citi’s general basket FTC carry-forwards, partially offset by gains in AOCI.2021.
Of Citi’s total net DTAs of $23.1$27.7 billion as of December 31, 2019, $10.72022, $10.9 billion, primarily related to tax carry-forwards, was excludeddeducted in calculating Citi’s regulatory capital. The amount excluded from Citi’s regulatory capital decreased $0.9 billion in the full year 2019, adjusting for the impact of the valuation allowance releases. Net DTAs arising from temporary differences are deducted from regulatory capital if in excess of the 10%/15% limitations (see “Capital Resources” above). For the quarter and year ended December 31, 2019,2022, Citi did not have any such DTAs. Accordingly,had $0.3 billion of disallowed temporary difference DTAs (included in the $10.9 billion above). The remaining $12.4$16.8 billion of net DTAs as of December 31, 20192022 was not deducted in calculating regulatory capital pursuant to Basel III standards, and was appropriately risk weighted under those rules.
Citi’s total valuation allowanceVA at December 31, 20192022 was $6.5$2.4 billion, a decrease of $2.8$1.8 billion from $9.3$4.2 billion at December 31, 2018.2021. The decrease was primarily driven by carry-forwarda release of the remaining general basket FTC VA and expirations in the FTC branch basket and in a non-U.S. NOL, FTC general basket valuation allowance releases and a reduction in the net U.S. residual DTA related to non-U.S. branches.basket. Citi’s valuation allowanceVA of $6.5$2.4 billion is composed of $4.6$0.9 billion on its FTC branch basket carry-forwards, $0.8$1.0 billion on its U.S. residual DTA related to its non-U.S. branches, $1.0$0.4 billion on local non-U.S. DTAs and $0.1 billion on state net operating loss carry-forwards.
As stated above with regard to the impact of non-U.S. branches on Citi’s earnings, the level of branch pretax income, the local branch tax rate and capital loss carry-forwards.the allocations of ODL and expenses for U.S. tax purposes to the branch basket are the main factors in determining the branch VA. The allocated ODL was enhanced by significant taxable income generated in the current year.
Citi’s valuation allowance of $3.5 billion against FTC carry-forwards relating to its non-U.S. branches decreased by $0.9 billion in 2019, primarily due to the expiration of the 2009 FTC carry-forward. Citi expects that the absolute amount of its valuation allowance may change in future years as it generates additional FTCs relating to the higher overall local tax rate of its non-U.S. branches, reduced by the expiration of FTC carry-forwards.
Citi’s valuation allowance of $1.1 billionVA against FTC carry-forwards in its general basket decreased by $0.5was fully reversed in 2022 from $0.8 billion in 2021, primarily due to actions taken to increase foreign source income inas a result of the U.S. andeffect of higher interest rates on the updated forecastprojections of foreign source income for the FTC carry-forward period. In the fourth quarter of 2019, Citi committed to a plan to move a financing business involving non-U.S. clients and its associated funding to the U.S. The incremental foreign
source income generated by this action over time will more-likely-than-not enable usage of FTC carry-forwards of $0.2 billion.future interest income. See Note 9 to the Consolidated Financial Statements. As stated above, with respect to the portion of the valuation allowance established on Citi’s FTC carry-forwards that are available for use in the general basket, changes in the amount of earnings from sources outside the U.S. could alter the amount of valuation allowance that is eventually needed against such FTCs. Citi continues to look for other actions that may improve foreign source income in the U.S. tax return and thus affect the valuation allowance. These actions can include the relocation of certain businesses to the U.S., each of which can raise client, regulatory or operational challenges. No other actions were deemed prudent and feasible as of December 31, 2019.9.
Recognized FTCs comprised approximately $6.3$1.9 billion of Citi’s DTAs as of December 31, 2019,2022, compared to
126


approximately $6.8$2.8 billion as of December 31, 2018.2021. The decrease in FTCs year-over-year was primarily due to current-year usage, partially offset bynet of the valuation allowanceVA release. The FTC carry-forward period represents the most time-sensitive component of Citi’s DTAs.
Citi hashad an overall domestic loss (ODL)ODL of approximately $39$8 billion at December 31, 2019,2022, which allows Citiit to elect a percentage between 50% and 100% of future years’ domestic source income to be reclassified as foreign source income. (See Note 9 to the Consolidated Financial Statements for a description of the ODL).ODL.)
Citi believes theThe majority of Citi’s U.S. federal net operating loss carry-forward and all of its New York State and New York City net operating loss carry-forwards are subject to a carry-forward period of 20 yearsyears. This provides enough time to fully utilize the net DTAs pertaining to thethese existing net operating loss carry-forwards. This is due to Citi’s forecast of sufficient U.S. taxable income and the continued taxation of Citi’s non-U.S. income by New York State and City. the City of New York.
Although realization is not assured, Citi believes that the realization of its recognized net DTAs of $23.1$27.7 billion at December 31, 20192022 is more-likely-than-not, based upon management’s expectations as toof future taxable income in the jurisdictions in which the DTAs arise, as well as available tax planning strategies (as defined in ASC Topic 740, Income Taxes). Citi has concluded that it has the necessary positive evidence to support the realization of its net DTAs after taking its valuation allowancesVAs into consideration.
ForSee Note 9 for additional information on Citi’s income taxes, including its income tax provision, tax assets and liabilities and a tabular summary of Citi’s net DTAs balance as of December 31, 20192022 (including the FTCs and applicable expiration dates of the FTCs), see Note 9 to the Consolidated Financial Statements.. For information on Citi’s ability to use its DTAs, see “Risk Factors—Strategic Risks” above.above and Note 9.

Tax Cuts and Jobs ActAccounting Changes
On December 22, 2017, the President signed Tax Reform into law, reflectingSee Note 1 for a discussion of changes to U.S. corporate taxation, including a lower statutory tax rate of 21%, a quasi-territorial regime and a deemed repatriation of all accumulated earnings and profits of foreign subsidiaries. The new law was generally effective January 1, 2018.in accounting standards.

127



Citi recorded a one-time, non-cash charge to continuing operations of $22.6 billion in the fourth quarter of 2017, composed of (i) a $12.4 billion remeasurement due to the reduction of the U.S. corporate tax rate and the change to a “quasi-territorial tax system,” (ii) a $7.9 billion valuation allowance against Citi’s FTC carry-forwards and its U.S. residual DTAs related to its non-U.S. branches and (iii) a $2.3 billion reduction in Citi’s FTC carry-forwards related to the deemed repatriation of undistributed earnings of non-U.S. subsidiaries. Of this one-time charge, $16.4 billion was
considered provisional pursuant to Staff Accounting Bulletin (SAB) 118.
Citi completed its accounting for Tax Reform under SAB 118 during the fourth quarter of 2018 and recorded a one-time, non-cash tax benefit of $94 million in Corporate/Other, related to amounts that were considered provisional pursuant to SAB 118.
The table below details the fourth quarter of 2018 changes to Citi’s provisional impact from Tax Reform:

Provisional Impact of Tax Reform
In billions of dollars
Provisional amounts
included in the
2017 Form 10-K
SAB 118 impact to fourth quarter of 2018
tax provision
Quasi-territorial tax system$6.2
$0.2
Valuation allowance7.9
(1.2)
Deemed repatriation2.3
0.9
Total of provisional items$16.4
$(0.1)


2017 Impact of Tax Reform
The table below discloses the as-reported GAAP results for 2018 and 2017, as well as the 2017 adjusted results excluding the one-time 2017 impact of Tax Reform. The table below does not reflect any adjustment to 2018 results.
In millions of dollars, except per share amounts and as otherwise noted
2018
as reported(1)
2017
as reported
2017 one-time impact of
Tax Reform
 
2017
adjusted results(2)
2018 increase (decrease)
vs. 2017 ex-Tax Reform
 
$ Change% Change 
Net income (loss)$18,045
$(6,798)$(22,594) $15,796
$2,249
14% 
Diluted earnings per share:        
  Income (loss) from continuing operations6.69
(2.94)(8.31) 5.37
1.32
25
 
  Net income (loss)6.68
(2.98)(8.31) 5.33
1.35
25
 
  Effective tax rate22.8%129.1 %(9,930)bps29.8% (700)bps
Performance and other metrics:        
  Return on average assets0.94%(0.36)%(120)bps0.84% 10
bps
  Return on average common stockholders’
  equity
9.4
(3.9)(1,090) 7.0
 240
 
  Return on average total stockholders’ equity9.1
(3.0)(1,000) 7.0
 210
 
  Return on average tangible common equity11.0
(4.6)(1,270) 8.1
 290
 
  Dividend payout ratio23.1
(32.2)(5,020) 18.0
 510
 
  Total payout ratio109.1
(213.9)(33,140) 117.5
 840
 

(1)
2018 includes the one-time benefit of $94 million, due to the finalization of the provisional component of the impact based on Citi’s analysis as well as additional guidance received from the U.S. Treasury Department related to Tax Reform, which impacted the tax line within Corporate/Other.
(2)2017 excludes the one-time impact of Tax Reform.

Litigation Accruals
See the discussion in Note 27 to the Consolidated Financial Statements for information regarding Citi’s policies on establishing accruals for litigation and regulatory contingencies.


DISCLOSURE CONTROLS AND PROCEDURES

Citi’s disclosure controls and procedures are designed to ensure that information required to be disclosed under the Securities Exchange Act of 1934, as amended, is recorded, processed, summarized and reported within the time periods specified in the SEC’s rules and forms, including without limitation that information required to be disclosed by Citi in its SEC filings is accumulated and communicated to management, including the Chief Executive Officer (CEO) and Chief Financial Officer (CFO), as appropriate, to allow for timely decisions regarding required disclosure.
Citi’s Disclosure Committee assists the CEO and CFO in their responsibilities to design, establish, maintain and evaluate the effectiveness of Citi’s disclosure controls and procedures. The Disclosure Committee is responsible for, among other things, the oversight, maintenance and implementation of the disclosure controls and procedures, subject to the supervision and oversight of the CEO and CFO.
Citi’s management, with the participation of its CEO and CFO, has evaluated the effectiveness of Citigroup’s disclosure controls and procedures (as defined in Rule 13a-15(e) under the Securities Exchange Act of 1934) as of December 31, 2019.2022. Based on that evaluation, the CEO and CFO have concluded that at that date Citigroup’s disclosure controls and procedures were effective.

128


MANAGEMENT’S ANNUAL REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING

Citi’s management is responsible for establishing and maintaining adequate internal control over financial reporting. Citi’s internal control over financial reporting is designed to provide reasonable assurance regarding the reliability of its financial reporting and the preparation of financial statements for external reporting purposes in accordance with U.S. generally accepted accounting principles. Citi’s internal control over financial reporting includes those policies and procedures that (i) pertain to the maintenance of records that in reasonable detail accurately and fairly reflect the transactions and dispositions of Citi’s assets, (ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles and that Citi’s receipts and expenditures are made only in accordance with authorizations of Citi’s management and directors and (iii) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of Citi’s assets that could have a material effect on its financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect all misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions or that the degree of compliance with the policies or procedures may deteriorate. In addition, given Citi’s large size, complex operations and global footprint, lapses or deficiencies in internal controls may occur from time to time.
Citi’s management assessed the effectiveness of Citigroup’s internal control over financial reporting as of December 31, 20192022 based on the criteria set forth by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) in Internal Control—Integrated Framework (2013). Based on this assessment, management believes that, as of December 31, 2019,2022, Citi’s internal control over financial reporting was effective. In addition, there were no changes in Citi’s internal control over financial reporting during the fiscal quarter ended December 31, 20192022 that materially affected, or are reasonably likely to materially affect, Citi’s internal control over financial reporting.
The effectiveness of Citi’s internal control over financial reporting as of December 31, 20192022 has been audited by KPMG LLP, Citi’s independent registered public accounting firm, as stated in their report below, which expressed an unqualified opinion on the effectiveness of Citi’s internal control over financial reporting as of December 31, 2019.2022.

129


FORWARD-LOOKING STATEMENTS

Certain statements in this Form 10-K,report, including but not limited to statements included within the Management’s Discussion and Analysis of Financial Condition and Results of Operations, are “forward-looking statements” within the meaning of the rules and regulationsPrivate Securities Litigation Reform Act of the SEC.1995. In addition, Citigroup also may make forward-looking statements in its other documents filed with or furnished withto the SEC, and its management may make forward-looking statements orally to analysts, investors, representatives of the media and others.
Generally, forward-looking statements are not based on historical facts but instead represent Citigroup’s and its management’s beliefs regarding future events.
Such statements may be identified by words such as believe, expect, anticipate, intend, estimate, may increase, may fluctuate, target and illustrative, and similar expressions or future or conditional verbs such as will, should, may, would and could.
Such statements are based on management’s current expectations and are subject to risks, uncertainties and changes in circumstances. Actual results of operations and financial conditions including capital and other financial conditionsliquidity may differ materially from those included in these statements due to a variety of factors, including without limitation (i) the precautionary statements included within the “Executive Summary” and each individual business’s discussion and analysis of its results of operations and (ii) the factors listed and described under “Risk Factors” above.
Any forward-looking statements made by or on behalf of Citigroup speak only as to the date they are made, and Citi does not undertake to update forward-looking statements to reflect the impact of circumstances or events that arise after the forward-looking statements were made.


130


REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
c-20221231_g13.jpg


To the Stockholders and Board of Directors
Citigroup Inc.:

Opinions on the Consolidated Financial Statements and Internal Control Over Financial Reporting
We have audited the accompanying consolidated balance sheetsheets of Citigroup Inc. and subsidiaries (the Company) as of December 31, 20192022 and 2018,2021, the related consolidated statements of income, comprehensive income, changes in stockholders’ equity, and cash flows for each of the years in the three-year period ended December 31, 2019,2022, and the related notes (collectively, the consolidated financial statements). We also have audited the Company’s internal control over financial reporting as of December 31, 2019,2022, based on criteria established in Internal Control—Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission.
In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of the Company as of December 31, 20192022 and 2018,2021, and the results of its operations and its cash flows for each of the years in the three-year period ended December 31, 2019,2022, in conformity with U.S. generally accepted accounting principles. Also in our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of December 31, 20192022 based on criteria established in Internal Control—Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission.

Basis for Opinions
The Company’s management is responsible for these consolidated financial statements, for maintaining effective internal control over financial reporting, and for its assessment of the effectiveness of internal control over financial reporting, included in the accompanying management’s annual report on internal controlcontrols over financial reporting. Our responsibility is to express an opinion on the Company’s consolidated financial statements and an opinion on the Company’s internal control over financial reporting based on our audits. We are a public accounting firm registered with the Public Company Accounting Oversight Board (United States) (PCAOB) and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audits to obtain reasonable assurance about whether the consolidated financial statements are free of material misstatement, whether due to error or fraud, and whether effective internal control over financial reporting was maintained in all material respects.






Our audits of the consolidated financial statements included performing procedures to assess the risks of material misstatement of the consolidated financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the consolidated financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audits also included performing such other procedures as we considered necessary in the circumstances. We believe that our audits provide a reasonable basis for our opinions.

Definition and Limitations of Internal Control Over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.


Critical Audit Matters
The critical audit matters communicated below are matters arising from the current period audit of the consolidated financial statements that were communicated or required to be communicated to the audit committee and that: (1) relate to accounts or disclosures that are material to the consolidated financial statements and (2) involved our especially
131


challenging, subjective, or complex judgments. The communication of critical audit matters does not alter in any way our opinion on the consolidated financial statements, taken as a whole, and we are not, by communicating the critical audit matters below, providing separate opinions on the critical audit matters or on the accounts or disclosures to which they relate.

Assessment of the fair value of hard-to-price financial instrumentscertain Level 3 assets and liabilities measured on a recurring basis
As described in Notes 1, 6, 2425 and 2526 to the consolidated financial statements, the Company’s financialnet assets and liabilities recorded at fair value on a recurring basis were $1,148.7$840.9 billion and $615.5$360.1 billion, respectively at December 31, 2019. Financial instruments which are measured at fair value using valuation techniques, inclusive of complex internal valuation models or alternative pricing procedures with significant unobservable inputs, represent all Level 3 assets and liabilities ($8.0 billion and $23.0 billion, respectively) and certain Level 2 assets and liabilities (collectively, hard-to-price financial instruments).2022. The Company estimated the fair value of hard-to-price financial instrumentsLevel 3 assets and liabilities measured on a recurring basis ($15.8 billion and $46.5 billion, respectively at December 31, 2022) utilizing various valuation techniques with one or more significant inputs or significant value drivers being unobservable including, but not limited to, complex internal valuation models, price-basedalternative pricing procedures or comparables analysis and discounted cash flows.
We identified the assessment of the measurement of fair value for hard-to-price financial instrumentscertain Level 3 assets and liabilities recorded at fair value on a recurring basis as a critical audit matter, asmatter. A high degree of effort, including specialized skills and knowledge, and subjective and complex auditor judgment was involved in the assessment involved complex auditor judgment. In particular, there was a high level of subjectivity in the evaluation of the key assumptions and estimates utilized for prices and/or inputs that are not readily observable inLevel 3 fair values due to measurement uncertainty. Specifically, the current market and complex internally developed valuation techniques and/or models were used. This assessment encompassed the evaluation of the fair value estimate methodologies,methodology, including the Company’s keymethods, models and significant assumptions and inputs suchused to estimate fair value. Significant assumptions include proxy data, forecast data, the extrapolation and interpolation of proxy data, forecast data, and historic data as interest rate, price, yield, credit spread, volatilities, correlations and forward prices. Thiswell as certain model assumptions. The assessment also included an evaluation of the underlying models for mathematical accuracyconceptual soundness and assessing ifperformance of the models are appropriate to value the financial instruments.valuation models.
The following are the primary procedures we performed to address this critical audit matter. We tested internal controls over hard-to-price financial instruments, including pricing methodologies and valuation techniques, and key inputs and assumptions to determine the fair value. We tested the Company’s process to develop the fair value estimate. This included performing an assessment of the key policies and methodologies used in the fair value determination. We involved valuation professionals with industryspecialized skills and knowledge and experience
who assisted in challengingevaluating the models’design and testing the operating effectiveness of certain internal controls related to the Company’s Level 3 fair value measurements including controls over:

•valuation methodologies, including significant prices, inputs and assumptions
•independent price verification
•evaluating that are not readily observablesignificant model assumptions and which are used in the fair value determination, by testing the reliability of the process used by the Company to determine fair value and evaluating that:

the key assumptions and/or inputs reflected those which a market participant would use to determine an exit price in the current market environment;environment
•the valuation models used were mathematically accurate and appropriate to value the financial instruments;instruments and
•relevant information used within the Company’s models that was reasonably available was considered in the fair value determination.

We involved valuation professionals with industry knowledge and experience who assisted in developing an independent fair value estimate for certain financial instruments based on independently developed valuation models and/or assumptions and comparing to the Company’s fair value measurements.

Assessment of the allowance for loancredit losses collectively evaluated for impairment
As discusseddescribed in Notes 1 and 15 to the consolidated financial statements, the Company’s allowance for loancredit losses related to loans collectively evaluated for impairment (ALL) was $11.3$19.1 billion as of December 31, 2019.2022, which includes the allowance related to loans and unfunded lending commitments collectively evaluated for impairment (the collective ACLL). The Company estimated this ALLexpected credit losses for the quantitative component of the collective ACLL is the product of multiplying the probability of default (PD), loss given default (LGD), and exposure at default (EAD) for consumer loans utilizing a migration analysis,and corporate loans. For consumer U.S. credit cards, the Company uses the payment rate approach over the life of the loan, which leverages payment rate curves, to determine the payments that should be applied to liquidate the end-of-period balance in which historical delinquencythe estimation of EAD. For unconditionally cancelable accounts, reserves are based on the expected life of the balance as of the evaluation date and do not include any undrawn commitments that are unconditionally cancelable. The credit loss experience isfactors applied toare determined based on three macroeconomic scenarios (base, downside and upside) multiplied by their respective scenario probability weights, that take into consideration both internal and external forecasted macroeconomic variables, the current agingmost significant of the portfolio, together with analyses that reflectwhich are U.S. unemployment and U.S. real gross domestic product (GDP). Additionally, for consumer U.S. credit card loans, these models consider leading credit indicators including loan delinquencies, as well as economic conditions.factors. For corporate loans, these models consider the ALL was determined using a statistical model considering the portfolio’s size, remaining tenor and credit quality as measured by internal risk ratings assigned to individual credit facilities, which reflect probabilityand economic factors. The qualitative component considers idiosyncratic events and the uncertainty of default and loss given default. The statistical model and migration analysis were each supplemented by qualitative assessments.forward-looking economic scenarios.
We identified the assessment of the ALLcollective ACLL, specifically for consumer U.S. credit cards and corporate portfolios as a critical audit matter, asmatter. Auditing the assessment involved significant measurement uncertainty requiring complex auditor judgment, and specialized skills and knowledge andas well as experience in the industry. ThisOur assessment encompassed the evaluation of the various components of the ALLcollective ACLL methodology, including the methods and models used to estimate the PD, LGD, and EAD and certain key assumptions and inputs for the Company’s quantitative and qualitative assessments.components. Key assumptions and inputs for consumer loans included historicalloan delinquencies, certain credit losses, delinquency statusindicators, reasonable and supportable forecasts, expected life as well as economic factors, including unemployment rates, GDP, and housing prices which are considered in the manner in which they are applied within a migration analysis.model. For corporate loans, key assumptions and inputs included internal risk ratings, probability of defaultreasonable and loss given defaultsupportable forecast, credit conversion factor for unfunded lending commitments, and economic factors, including GDP and unemployment rate considered in the statistical model. Key assumptions and inputs for the qualitative component for consumer U.S. credit card loans include the expected normalization in portfolio performance and consumer behavior, after lower losses observed as a result of government stimulus and market liquidity. Key
132


assumptions and inputs for the qualitative component for corporate loan portfolios include uncertainty around the war in Ukraine and global recession, considering macroeconomic and market factors, including inflation, interest rates and commodity prices and their impacts on industries and sectors that are considered more vulnerable. The assessment also included an evaluation of the conceptual soundness and performance of the PD, LGD, and EAD models. In addition, auditor judgment was required to evaluate the sufficiency of audit evidence obtained.
The following are the primary procedures we performed to address this critical audit matter. We evaluated the design and tested the operating effectiveness of certain internal controls related to the Company’s measurement of the collective ACLL estimate, including controls over (1) the the:

•approval of the ALLcollective ACLL methodologies and (2) the
•determination of the key

assumptions and inputs used to estimate the quantitative and qualitative assessments. components of the collective ACLL
•performance monitoring of the PD, LGD, and EAD models.

We evaluated the Company’s process to develop the ALLcollective ACLL estimate by testing certain sources of data factors and assumptions that the Company used and considered the relevance and reliability of such data factors and assumptions. We assessed the methodologies used to develop the resulting qualitative assessments and the effect of those assessments on the ALL compared with credit trends. WeIn addition, we involved credit risk professionals with industryspecialized skills and knowledge, and experience who assisted in:

•reviewing the Company’s ALLcollective ACLL methodologies and key assumptions for compliance with U.S. generally accepted accounting principles;principles
•assessing the conceptual soundness and performance testing of the key assumptionsPD, LGD, and inputs inEAD models by inspecting the consumer loans migration analysismodel documentation to determine whether the models are suitable for their intended use
•evaluating judgments made by the Company relative to the development and corporate loans statistical model;performance monitoring testing of the PD, LGD, and EAD models by comparing them to relevant Company-specific metrics
•assessing the conceptual soundness and performance testing of the macroeconomic scenario weights model by inspecting the model documentation to determine whether the model is suitable for its intended use
•assessing the economic forecast scenarios through comparison to publicly available forecasts
•evaluating the qualitative assessments of the ALL.methodologies used to develop certain economic forecast scenarios by comparing it to relevant industry practices

We tested•testing corporate loan internal risk ratings for a selection of credit facilitiesborrowers by (1) involvingevaluating the financial performance of the borrower, sources of repayment, and any relevant guarantees or underlying collateral
•evaluating the methodologies used in determining the qualitative components and the effect of that component on the collective ACLL compared with
relevant credit risk professionalsfactors and consistency with industry knowledge and risk rating experience to assist in evaluatingcredit trends.

We also assessed the appropriatenesssufficiency of the internal risk ratings and (2) testingaudit evidence obtained related to the historical accuracy of internal risk ratings compared to prior periods.collective ACLL by evaluating the:

Assessment•cumulative results of the realizabilityaudit procedures
•qualitative aspects of deferred tax assets, specifically as it relates to foreign tax creditsthe Company’s accounting practices
•potential bias in the accounting estimates.

Evaluation of goodwill in the ICG Banking and PBWM US PB reporting units
As discussed in Notes 1 and 916 to the consolidated financial statements, the Company’s net deferred tax assets (DTA) were $23.1 billiongoodwill balance as of December 31, 2019. This balance is net2022 was $19.7 billion, of which $9.7 billion related to reporting units within the Personal Banking and Wealth Management (PBWM) segment, $9.0 billion related to reporting units within the Institutional Clients Group (ICG) segment, and $1.0 billion related to reporting units within the Legacy Franchises segment. The Company performs goodwill impairment testing on an annual basis and whenever events or changes in circumstances indicate that the carrying value of a valuation allowance of $6.5 billion recorded byreporting unit likely exceeds its fair value. This involves estimating the Company. The estimationfair value of the DTA for foreign tax credits (FTCs)reporting units using both discounted cash flow analyses and related valuation allowance was $10.9 billion and $4.6 billion respectively. The Company evaluated the realization of the DTA for FTCs to determine whether there was more than a 50% likelihood that the DTA for FTCs would be realized, based primarily on the Company’s expectations of future taxable income in each relevant jurisdiction, available tax planning strategies and timing of tax credit expirations.market multiples approach.
We identified the assessmentevaluation of the realizabilitygoodwill impairment analysis for the ICG Banking and PBWM United States Personal Banking reporting units, one of the DTA for FTCsthree reporting units within the ICG segment and one of the two reporting units in the PBWM segment, as a critical audit matter, asmatter. The estimated fair value of the
assessment ICG Banking and PBWM United States Personal Banking reporting units marginally exceeded their carrying values, indicating a higher risk due to measurement uncertainty that the goodwill may be impaired and, therefore, involved complexa high degree of subjective auditor judgment and knowledge of global tax regulations. Thisjudgment. Specifically, the assessment encompassed the evaluation of the Company’s estimations that are complex due to its global structurekey assumptions used in estimating the fair value of the ICG Banking and subjective, givenPBWM United States Personal Banking reporting units, which include the Company’slong-term growth rate, discount rate, exit multiple assumptions, certain forecasted macroeconomic assumptions used to determine that sufficient taxableinform the forecasted income will be generated or tax planning strategies implemented to supportby reporting unit, and forecasted revenues and operating expenses by reporting unit used in the realization of the DTA for FTCs before expiration of foreign tax credits.discounted cash flow analyses.
The following are the primary procedures we performed to address this critical audit matter. We evaluated the design and tested the operating effectiveness of certain internal controls overrelated to the Company’s analysisdetermination of the realizabilityestimated fair value of the DTAICG Banking and PBWM United States Personal Banking reporting units, including controls related to management’s process for FTCs,assessing the appropriateness of:
•certain assumptions including future taxable incomethe long-term growth rate, discount rate and tax planning strategies. We tested the Company’s process to develop the valuation allowance estimate. This included performing an assessment of the key policies and methodologiesexit multiple assumptions used in the valuation allowance determination. We involved income tax professionals with FTC knowledge and experience, including resources from our national office, who assisted in assessing:discounted cash flow analyses
133

the
•certain forecasted macroeconomic assumptions used to determineinform the forecasted income by reporting unit
•forecasted revenues and operating expenses by reporting unit.

We compared the Company’s future taxable income, includinghistorical forecasts to actual results at a consolidated level to assess the interpretationCompany’s ability to accurately forecast key metrics such as revenues and operating expenses. We also compared prior year actuals to the expected trends for revenues and operating expenses at the reporting unit level to assess the Company’s ability to achieve their forecasts. We compared the Company’s fourth quarter 2022 forecasts to actual fourth quarter 2022 results at the reporting unit level to assess the Company’s ability to accurately forecast. We evaluated the reasonableness of the various tax lawsCompany’s forecasts by comparing to analyst reports.
In addition, we involved a valuation professional with specialized skills and regulationsknowledge, who assisted in:

•developing an independent range of long-term growth rate assumptions by reviewing publicly available data and the sourcecomparable industries and character of future taxable income;
the timing of tax credit expirations; and
the prudence and feasibility of tax planning strategies.

We performed sensitivity analyses overcomparing it to the Company’s expectationsassumption
•evaluating the discount rate by assessing the methodology used by management and developing an independent assumption for the discount rate
•developing an independent range of future taxablethe exit multiple assumptions using publicly available data for comparable entities and comparing it to the Company’s assumption utilized in the discounted cash flow analysis
•developing an independent estimate of the fair value of ICG Banking and PBWM United States Personal Banking reporting units using the income and timingmarket multiple approaches and comparing the results to the Company’s fair value estimate
•assessing the reasonableness of tax credit expirations.the market capitalization reconciliation.




/s/ KPMG LLP

We have served as the Company’s auditor since 1969.

New York, New York
February 21, 202024, 2023


















134





















































This page intentionally left blank.


135


FINANCIAL STATEMENTS AND NOTES TABLE OF CONTENTS


CONSOLIDATED FINANCIAL STATEMENTS
Consolidated Statement of Income—
For the Years Ended December 31, 2019, 20182022, 2021 and 20172020
124137
Consolidated Statement of Comprehensive Income—
For the Years Ended December 31, 2019, 20182022, 2021 and 20172020
125138
Consolidated Balance Sheet—December 31, 20192022 and 20182021
126139
Consolidated Statement of Changes in Stockholders’ Equity—For the Years Ended December 31, 2019, 20182022, 2021 and 20172020
128141
Consolidated Statement of Cash Flows—
For the Years Ended December 31, 2019, 20182022, 2021 and 20172020
130143


NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Note 1—Summary of Significant Accounting Policies
132145
Note 2—Discontinued Operations, and Significant Disposals and
               Other Business Exits
145159
Note 3—BusinessOperating Segments
146162
Note 4—Interest Revenue and Expense
147164
Note 5—Commissions and Fees; Administration and Other

               Fiduciary Fees
148165
Note 6—Principal Transactions
151168
Note 7—Incentive Plans
152169
Note 8—Retirement Benefits
156172
Note 9—Income Taxes
168184
Note 10—Earnings per Share
172188
Note 11—Securities Borrowed, Loaned and
Subject to Repurchase Agreements
173189
Note 12—Brokerage Receivables and Brokerage Payables
176193
Note 13—Investments
177194
Note 14—Loans
190204
Note 15—Allowance for Credit Losses
201221


Note 16—Goodwill and Intangible Assets
204226
Note 17—DebtDeposits
206229
Note 18—Regulatory CapitalDebt
208230
Note 19—Regulatory Capital
232
Note 20—Changes in Accumulated Other Comprehensive
Income (Loss) (AOCI)
209233
Note 20—21—Preferred Stock
212236
Note 21—22—Securitizations and Variable Interest Entities
214237
Note 22—23—Derivatives
226250
Note 23—24—Concentrations of Credit Risk
242265
Note 24—Fair Value Measurement
243
Note 25—Fair Value ElectionsMeasurement
264266
Note 26—Pledged Assets, Collateral, Guarantees and
                   Commitments
Fair Value Elections
268285
Note 27—ContingenciesPledged Assets, Restricted Cash, Collateral,
Guarantees and Commitments
276289
Note 28—Leases
296
Note 29—Contingencies
297
Note 30—Condensed Consolidating Financial Statements
283304
Note 29—Selected Quarterly Financial Data (Unaudited)
292

136


CONSOLIDATED FINANCIAL STATEMENTS
CONSOLIDATED STATEMENT OF INCOME     Citigroup Inc. and Subsidiaries

Years ended December 31,
In millions of dollars, except per share amounts202220212020
Revenues   
Interest revenue$74,408 $50,475 $58,089 
Interest expense25,740 7,981 13,338 
Net interest income$48,668 $42,494 $44,751 
Commissions and fees$9,175 $13,672 $11,385 
Principal transactions14,159 10,154 13,885 
Administration and other fiduciary fees3,784 3,943 3,472 
Realized gains on sales of investments, net67 665 1,756 
Impairment losses on investments:
Impairment losses on investments and other assets(499)(206)(165)
Provision for credit losses on AFS debt securities(1)
5 (3)(3)
Net impairment losses recognized in earnings$(494)$(209)$(168)
Other revenue$(21)$1,165 $420 
Total non-interest revenues$26,670 $29,390 $30,750 
Total revenues, net of interest expense$75,338 $71,884 $75,501 
Provisions for credit losses and for benefits and claims   
Provision for credit losses on loans$4,745 $(3,103)$15,922 
Provision for credit losses on held-to-maturity (HTM) debt securities33 (3)7 
Provision for credit losses on other assets76 — 7 
Policyholder benefits and claims94 116 113 
Provision for credit losses on unfunded lending commitments291 (788)1,446 
Total provisions for credit losses and for benefits and claims(2)
$5,239 $(3,778)$17,495 
Operating expenses   
Compensation and benefits$26,655 $25,134 $22,214 
Premises and equipment2,320 2,314 2,333 
Technology/communication8,587 7,828 7,383 
Advertising and marketing1,556 1,490 1,217 
Other operating12,174 11,427 11,227 
Total operating expenses$51,292 $48,193 $44,374 
Income from continuing operations before income taxes$18,807 $27,469 $13,632 
Provision for income taxes3,642 5,451 2,525 
Income from continuing operations$15,165 $22,018 $11,107 
Discontinued operations   
Income (loss) from discontinued operations$(272)$7 $(20)
Benefit for income taxes(41)— — 
Income (loss) from discontinued operations, net of taxes$(231)$7 $(20)
Net income before attribution of noncontrolling interests$14,934 $22,025 $11,087 
Noncontrolling interests89 73 40 
Citigroup’s net income$14,845 $21,952 $11,047 
Basic earnings per share(3)
   
Income from continuing operations$7.16 $10.21 $4.75 
Loss from discontinued operations, net of taxes(0.12)— (0.01)
Net income$7.04 $10.21 $4.74 
Weighted average common shares outstanding (in millions)
1,946.7 2,033.0 2,085.8 
Diluted earnings per share(3)
   
Income from continuing operations$7.11 $10.14 $4.73 
Loss from discontinued operations, net of taxes(0.12)— (0.01)
Net income$7.00 $10.14 $4.72 
Adjusted weighted average diluted common shares outstanding
(in millions)
1,964.3 2,049.4 2,099.0 

137

CONSOLIDATED STATEMENT OF INCOME          Citigroup Inc. and Subsidiaries
 Years ended December 31,
In millions of dollars, except per share amounts201920182017
Revenues 
 
 
Interest revenue$76,510
$70,828
$61,579
Interest expense29,163
24,266
16,518
Net interest revenue$47,347
$46,562
$45,061
Commissions and fees$11,746
$11,857
$12,707
Principal transactions8,892
8,905
8,940
Administration and other fiduciary fees3,411
3,580
3,584
Realized gains on sales of investments, net1,474
421
778
Net impairment losses recognized in earnings$(32)$(132)$(63)
Other revenue$1,448
$1,661
$1,437
Total non-interest revenues$26,939
$26,292
$27,383
Total revenues, net of interest expense$74,286
$72,854
$72,444
Provisions for credit losses and for benefits and claims 
 
 
Provision for loan losses$8,218
$7,354
$7,503
Policyholder benefits and claims73
101
109
Provision (release) for unfunded lending commitments92
113
(161)
Total provisions for credit losses and for benefits and claims$8,383
$7,568
$7,451
Operating expenses 
 
 
Compensation and benefits$21,433
$21,154
$21,181
Premises and equipment2,328
2,324
2,453
Technology/communication7,077
7,193
6,909
Advertising and marketing1,516
1,545
1,608
Other operating9,648
9,625
10,081
Total operating expenses$42,002
$41,841
$42,232
Income from continuing operations before income taxes$23,901
$23,445
$22,761
Provision for income taxes4,430
5,357
29,388
Income (loss) from continuing operations$19,471
$18,088
$(6,627)
Discontinued operations 
 
 
Loss from discontinued operations$(31)$(26)$(104)
Provision (benefit) for income taxes(27)(18)7
Loss from discontinued operations, net of taxes$(4)$(8)$(111)
Net income (loss) before attribution of noncontrolling interests$19,467
$18,080
$(6,738)
Noncontrolling interests66
35
60
Citigroup’s net income (loss)$19,401
$18,045
$(6,798)
Basic earnings per share(1)
 
 
 
Income (loss) from continuing operations
$8.08
$6.69
$(2.94)
Loss from discontinued operations, net of taxes—
—
(0.04)
Net income (loss)$8.08
$6.69
$(2.98)
Weighted average common shares outstanding (in millions)
2,249.2
2,493.3
2,698.5





CONSOLIDATED STATEMENT OF INCOME (Continued) 
Citigroup Inc. and Subsidiaries

 
 Years ended December 31,
In millions of dollars, except per share amounts201920182017
Diluted earnings per share(1)
 
 
 
Income (loss) from continuing operations
$8.04
$6.69
$(2.94)
Income (loss) from discontinued operations, net of taxes—
—
(0.04)
Net income (loss)$8.04
$6.68
$(2.98)
Adjusted weighted average common shares outstanding
  (in millions)
2,265.3
2,494.8
2,698.5

(1)Due to rounding, earnings per share on continuing operations and discontinued operations may not sum to earnings per share on net income.
The Notes to the Consolidated Financial Statements are an integral part of these Consolidated Financial Statements.


CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOMECitigroup Inc. and Subsidiaries
 Years ended December 31,
In millions of dollars201920182017
Citigroup’s net income (loss)$19,401
$18,045
$(6,798)
Add: Citigroup’s other comprehensive income (loss)   
Net change in unrealized gains and losses on debt securities, net of taxes(1)(2)
$1,985
$(1,089)$(863)
Net change in debt valuation adjustment (DVA), net of taxes(1)
(1,136)1,113
(569)
Net change in cash flow hedges, net of taxes851
(30)(138)
Benefit plans liability adjustment, net of taxes(3)
(552)(74)(1,019)
Net change in foreign currency translation adjustment, net of taxes and hedges(321)(2,362)(202)
Net change in excluded component of fair value hedges, net of taxes

25
(57)—
Citigroup’s total other comprehensive income (loss)(4)
$852
$(2,499)$(2,791)
Citigroup’s total comprehensive income (loss)

$20,253
$15,546
$(9,589)
Add: Other comprehensive income (loss) attributable to noncontrolling interests$—
$(43)$114
Add: Net income attributable to noncontrolling interests66
35
60
Total comprehensive income (loss)$20,319
$15,538
$(9,415)

(1)    See Note 1In accordance with ASC 326, which requires the provision for credit losses on AFS securities to be included in revenue.
(2)    This total excludes the Consolidated Financial Statements.provision for credit losses on AFS securities, which is disclosed separately above.
(2)For the years ended December 31, 2019 and 2018, amounts represent the net change in unrealized gains and losses on available-for-sale (AFS) debt securities. Effective January 1, 2018, the AFS category was eliminated for equity securities under ASU 2016-01.
(3)    See Note 8Due to the Consolidated Financial Statements.
(4)Includes the impact of ASU 2018-02, adopted in 2017. See Note 1 to the Consolidated Financial Statements.

rounding, earnings per share on continuing operations and discontinued operations may not sum to earnings per share on net income.

The Notes to the Consolidated Financial Statements are an integral part of these Consolidated Financial Statements.


CONSOLIDATED BALANCE SHEETSTATEMENT OF COMPREHENSIVE INCOMECitigroup Inc. and Subsidiaries
 December 31,
In millions of dollars20192018
Assets 
 
Cash and due from banks (including segregated cash and other deposits)$23,967
$23,645
Deposits with banks169,952
164,460
Securities borrowed and purchased under agreements to resell (including $153,193 and $147,701 as of December 31, 2019 and 2018, respectively, at fair value)251,322
270,684
Brokerage receivables39,857
35,450
Trading account assets (including $120,236 and $112,932 pledged to creditors at December 31, 2019 and 2018, respectively)276,140
256,117
Investments:  
  Available-for-sale debt securities (including $8,721 and $9,284 pledged to creditors as of December 31, 2019 and 2018, respectively)280,265
288,038
Held-to-maturity debt securities (including $1,923 and $971 pledged to creditors as of December 31, 2019 and 2018, respectively)80,775
63,357
Equity securities (including $1,162 and $1,109 as of December 31, 2019 and 2018, respectively, at fair value)7,523
7,212
Total investments$368,563
$358,607
Loans: 
 
Consumer (including $18 and $20 as of December 31, 2019 and 2018, respectively, at fair value)309,548
302,360
Corporate (including $4,067 and $3,203 as of December 31, 2019 and 2018, respectively, at fair value)389,935
381,836
Loans, net of unearned income$699,483
$684,196
Allowance for loan losses(12,783)(12,315)
Total loans, net$686,700
$671,881
Goodwill22,126
22,046
Intangible assets (including MSRs of $495 and $584 as of December 31, 2019 and 2018,
  respectively, at fair value)
4,822
5,220
Other assets (including $12,830 and $20,788 as of December 31, 2019 and 2018, respectively,
  at fair value)
107,709
109,273
Total assets$1,951,158
$1,917,383

The following table presents certain assets of consolidated variable interest entities (VIEs), which are included on the Consolidated Balance Sheet above. The assets in the table below include those assets that can only be used to settle obligations of consolidated VIEs, presented on the following page, and are in excess of those obligations. In addition, the assets in the table below include third-party assets of consolidated VIEs only and exclude intercompany balances that eliminate in consolidation.

 December 31,
In millions of dollars20192018
Assets of consolidated VIEs to be used to settle obligations of consolidated VIEs 
 
Cash and due from banks$108
$270
Trading account assets6,719
917
Investments1,295
1,796
Loans, net of unearned income 
 
Consumer46,977
49,403
Corporate16,175
19,259
Loans, net of unearned income$63,152
$68,662
Allowance for loan losses(1,841)(1,852)
Total loans, net$61,311
$66,810
Other assets73
151
Total assets of consolidated VIEs to be used to settle obligations of consolidated VIEs$69,506
$69,944
Statement continues on the next page.

Years ended December 31,
In millions of dollars202220212020
Citigroup’s net income$14,845 $21,952 $11,047 
Add: Citigroup’s other comprehensive income (loss)(1)
Net change in unrealized gains and losses on debt securities, net of taxes(2)
$(5,384)$(3,934)$3,585 
Net change in debt valuation adjustment (DVA), net of taxes(3)
2,029 232 (475)
Net change in cash flow hedges, net of taxes(2,623)(1,492)1,470 
Benefit plans liability adjustment, net of taxes(4)
97 1,012 (55)
Net change in CTA, net of taxes and hedges(2,471)(2,525)(250)
Net change in excluded component of fair value hedges, net of taxes55 — (15)
Citigroup’s total other comprehensive income (loss)$(8,297)$(6,707)$4,260 
Citigroup’s total comprehensive income$6,548 $15,245 $15,307 
Add: Other comprehensive income (loss) attributable to noncontrolling interests$(58)$(99)$26 
Add: Net income attributable to noncontrolling interests89 73 40 
Total comprehensive income$6,579 $15,219 $15,373 
CONSOLIDATED BALANCE SHEETCitigroup Inc. and Subsidiaries
(Continued)(1)     See Note 20.
(2)    See Note 1.
 December 31,
In millions of dollars, except shares and per share amounts20192018
Liabilities 
 
Non-interest-bearing deposits in U.S. offices$98,811
$105,836
Interest-bearing deposits in U.S. offices (including $1,624 and $717 as of December 31, 2019 and 2018, respectively, at fair value)401,418
361,573
Non-interest-bearing deposits in offices outside the U.S.85,692
80,648
Interest-bearing deposits in offices outside the U.S. (including $695 and $758 as of December 31, 2019 and 2018, respectively, at fair value)484,669
465,113
Total deposits$1,070,590
$1,013,170
Securities loaned and sold under agreements to repurchase (including $40,651 and $44,510 as of December 31, 2019 and 2018, respectively, at fair value)166,339
177,768
Brokerage payables48,601
64,571
Trading account liabilities119,894
144,305
Short-term borrowings (including $4,946 and $4,483 as of December 31, 2019 and 2018, respectively,
  at fair value)
45,049
32,346
Long-term debt (including $55,783 and $38,229 as of December 31, 2019 and 2018, respectively,
  at fair value)
248,760
231,999
Other liabilities (including $6,343 and $15,906 as of December 31, 2019 and 2018, respectively,
  at fair value)
57,979
56,150
Total liabilities$1,757,212
$1,720,309
Stockholders’ equity 
 
Preferred stock ($1.00 par value; authorized shares: 30 million), issued shares: 719,200 as of December 31, 2019 and 738,400 as of December 31, 2018, at aggregate liquidation value
$17,980
$18,460
Common stock ($0.01 par value; authorized shares: 6 billion), issued shares: 3,099,602,856 as of December 31, 2019 and 3,099,567,177 as of December 31, 2018
31
31
Additional paid-in capital107,840
107,922
Retained earnings165,369
151,347
Treasury stock, at cost: 985,479,501 shares as of December 31, 2019 and 731,099,833 shares as of
    December 31, 2018
(61,660)(44,370)
Accumulated other comprehensive income (loss) (AOCI)(36,318)(37,170)
Total Citigroup stockholders’ equity$193,242
$196,220
Noncontrolling interest704
854
Total equity$193,946
$197,074
Total liabilities and equity$1,951,158
$1,917,383
(3)    See Note 25.

(4)    See Note 8.
The following table presents certain liabilities of consolidated VIEs, which are included on the Consolidated Balance Sheet above. The liabilities in the table below include third-party liabilities of consolidated VIEs only and exclude intercompany balances that eliminate in consolidation. The liabilities also exclude amounts where creditors or beneficial interest holders have recourse to the general credit of Citigroup.

 December 31,
In millions of dollars20192018
Liabilities of consolidated VIEs for which creditors or beneficial interest holders do not have recourse to the general credit of Citigroup 
 
Short-term borrowings$10,031
$13,134
Long-term debt25,582
28,514
Other liabilities917
697
Total liabilities of consolidated VIEs for which creditors or beneficial interest holders do not have recourse to the general credit of Citigroup$36,530
$42,345
The Notes to the Consolidated Financial Statements are an integral part of these Consolidated Financial Statements.


138


CONSOLIDATED STATEMENT OF CHANGES IN STOCKHOLDERS’ EQUITYBALANCE SHEETCitigroup Inc. and Subsidiaries
 Years ended December 31,
 AmountsShares
In millions of dollars, except shares in thousands201920182017201920182017
Preferred stock at aggregate liquidation value 
 
 
 
 
 
Balance, beginning of year$18,460
$19,253
$19,253
738
770
770
Issuance of new preferred stock1,500
—
—
60
—
—
Redemption of preferred stock(1,980)(793)—
(79)(32)—
Balance, end of period$17,980
$18,460
$19,253
719
738
770
Common stock and additional paid-in capital  
 
 
 
 
Balance, beginning of year$107,953
$108,039
$108,073
3,099,567
3,099,523
3,099,482
Employee benefit plans(112)(94)(27)36
44
41
Preferred stock issuance expense(4)—
—
—
—
—
Other34
8
(7)—
—
—
Balance, end of period$107,871
$107,953
$108,039
3,099,603
3,099,567
3,099,523
Retained earnings  
 
 
 
 
Balance, beginning of year$151,347
$138,425
$146,477
   
Adjustment to opening balance, net of taxes(1)
151
(84)(660)   
Adjusted balance, beginning of period$151,498
$138,341
$145,817
 
 
 
Citigroup’s net income (loss)19,401
18,045
(6,798) 
 
 
Common dividends(2)
(4,403)(3,865)(2,595) 
 
 
Preferred dividends(1,109)(1,174)(1,213) 
 
 
Impact of Tax Reform related to AOCI reclassification(3)
—
—
3,304
 
 
 
Other(4)
(18)—
(90)   
Balance, end of period$165,369
$151,347
$138,425
 
 
 
Treasury stock, at cost  
 
 
 
 
Balance, beginning of year$(44,370)$(30,309)$(16,302)(731,100)(529,615)(327,090)
Employee benefit plans(5)
585
484
531
9,872
10,557
11,651
Treasury stock acquired(6)
(17,875)(14,545)(14,538)(264,252)(212,042)(214,176)
Balance, end of period$(61,660)$(44,370)$(30,309)(985,480)(731,100)(529,615)
Citigroup’s accumulated other comprehensive income (loss)  
 
 
 
 
Balance, beginning of year$(37,170)$(34,668)$(32,381) 
 
 
Adjustment to opening balance, net of taxes(1)
—
(3)504
   
Adjusted balance, beginning of period$(37,170)$(34,671)$(31,877)   
Citigroup’s total other comprehensive income (loss)(3)
852
(2,499)(2,791) 
 
 
Balance, end of period$(36,318)$(37,170)$(34,668) 
 
 
Total Citigroup common stockholders’ equity$175,262
$177,760
$181,487
2,114,123
2,368,467
2,569,908
Total Citigroup stockholders’ equity$193,242
$196,220
$200,740
   
Noncontrolling interests  
 
 
 
 
Balance, beginning of year$854
$932
$1,023
 
 
 
Transactions between noncontrolling-interest shareholders and the related consolidated subsidiary—
—
(28)   
Transactions between Citigroup and the noncontrolling-interest shareholders(169)(50)(121) 
 
 
Net income attributable to noncontrolling-interest shareholders66
35
60
 
 
 
Distributions paid to noncontrolling-interest shareholders(40)(38)(44) 
 
 
Other comprehensive income (loss) attributable to
   noncontrolling-interest shareholders
—
(43)114
 
 
 
Other(7)18
(72) 
 
 
Net change in noncontrolling interests$(150)$(78)$(91) 
 
 
Balance, end of period$704
$854
$932
 
 
 
Total equity$193,946
$197,074
$201,672
   

December 31,
In millions of dollars20222021
Assets  
Cash and due from banks (including segregated cash and other deposits)$30,577 $27,515 
Deposits with banks, net of allowance311,448 234,518 
Securities borrowed and purchased under agreements to resell (including $239,527 and $216,466 as of December 31, 2022 and 2021, respectively, at fair value), net of allowance365,401 327,288 
Brokerage receivables, net of allowance54,192 54,340 
Trading account assets (including $133,535 and $133,828 pledged to creditors at December 31, 2022 and 2021, respectively)334,114 331,945 
Investments:
Available-for-sale debt securities (including $10,933 and $9,226 pledged to creditors as of December 31, 2022 and 2021, respectively), net of allowance249,679 288,522 
Held-to-maturity debt securities (fair value of which is $243,648 and $216,038 as of December 31, 2022 and 2021, respectively) (includes $— and $1,460 pledged to creditors as of December 31, 2022 and 2021, respectively), net of allowance268,863 216,963 
Equity securities (including $895 and $1,032 as of December 31, 2022 and 2021, respectively, at fair value)8,040 7,337 
Total investments$526,582 $512,822 
Loans:  
Consumer (including $237 and $12 as of December 31, 2022 and 2021, respectively, at fair value)368,067 376,534 
Corporate (including $5,123 and $6,070 as of December 31, 2022 and 2021, respectively, at fair value)289,154 291,233 
Loans, net of unearned income$657,221 $667,767 
Allowance for credit losses on loans (ACLL)(16,974)(16,455)
Total loans, net$640,247 $651,312 
Goodwill19,691 21,299 
Intangible assets (including MSRs of $665 and $404 as of December 31, 2022 and 2021,
respectively, at fair value)
4,428 4,495 
Premises and equipment, net of depreciation and amortization26,253 24,328 
Other assets (including $10,658 and $12,342 as of December 31, 2022 and 2021, respectively,
at fair value), net of allowance
103,743 101,551 
Total assets$2,416,676 $2,291,413 



Statement continues on the next page.
139



CONSOLIDATED BALANCE SHEETCitigroup Inc. and Subsidiaries

(Continued)
(1)See Note 1 to the Consolidated Financial Statements for additional details.
(2)Common dividends declared were $0.45 per share in the first and second quarters of 2019 and $0.51 per share in the third and fourth quarters of 2019; $0.32 per share in the first and second quarters of 2018 and $0.45 per share in the third and fourth quarters of 2018; and $0.16 in the first and second quarters of 2017 and $0.32 per share in the third and fourth quarters of 2017.
(3)
Includes the impact of ASU 2018-02, which transferred those amounts from

December 31,
In millions of dollars, except shares and per share amounts20222021
Liabilities  
Deposits (including $1,875 and $1,666 as of December 31, 2022 and 2021, respectively, at fair value)$1,365,954 $1,317,230 
Securities loaned and sold under agreements to repurchase (including $70,886 and $56,694 as of December 31, 2022 and 2021, respectively, at fair value)202,444 191,285 
Brokerage payables (including $4,439 and $3,575 as of December 31, 2022 and 2021, respectively,
at fair value)
69,218 61,430 
Trading account liabilities170,647 161,529 
Short-term borrowings (including $6,222 and $7,358 as of December 31, 2022 and 2021, respectively,
at fair value)
47,096 27,973 
Long-term debt (including $105,995 and $82,609 as of December 31, 2022 and 2021, respectively,
at fair value)
271,606 254,374 
Other liabilities87,873 74,920 
Total liabilities$2,214,838 $2,088,741 
Stockholders’ equity  
Preferred stock ($1.00 par value; authorized shares: 30 million), issued shares: 759,800 as of December 31, 2022 and 759,800 as of December 31, 2021, at aggregate liquidation value
$18,995 $18,995 
Common stock ($0.01 par value; authorized shares: 6 billion), issued shares: 3,099,669,424 as of December 31, 2022 and 3,099,651,835 as of December 31, 2021
31 31 
Additional paid-in capital108,458 108,003 
Retained earnings194,734 184,948 
Treasury stock, at cost: 1,162,682,999 shares as of December 31, 2022 and 1,115,296,641 shares as of
December 31, 2021
(73,967)(71,240)
Accumulated other comprehensive income (loss) (AOCI)
(47,062)(38,765)
Total Citigroup stockholders’ equity$201,189 $201,972 
Noncontrolling interests649 700 
Total equity$201,838 $202,672 
Total liabilities and equity$2,416,676 $2,291,413 

AOCI to 2017 Retained earnings. See Notes 1 and 19 to the Consolidated Financial Statements.
(4)
2017 includes the impact of ASU No. 2016-09, Compensation—Stock Compensation (Topic 718): Improvements to Employee Share-Based Payment Accounting. See Note 1 to the Consolidated Financial Statements.
(5)Includes treasury stock related to (i) certain activity on employee stock option program exercises where the employee delivers existing shares to cover the option exercise, or (ii) under Citi’s employee restricted or deferred stock programs where shares are withheld to satisfy tax requirements.
(6)Primarily consists of open market purchases under Citi’s Board of Directors-approved common stock repurchase program.

The Notes to the Consolidated Financial Statements are an integral part of these Consolidated Financial Statements.

140


CONSOLIDATED STATEMENT OF CASH FLOWSCHANGES IN STOCKHOLDERS’ EQUITYCitigroup Inc. and Subsidiaries
Years ended December 31,
AmountsShares
In millions of dollars, except shares in thousands202220212020202220212020
Preferred stock at aggregate liquidation value      
Balance, beginning of year$18,995 $19,480 $17,980 760 779 719 
Issuance of new preferred stock— 3,300 3,000 — 132 120 
Redemption of preferred stock— (3,785)(1,500)— (151)(60)
Balance, end of year$18,995 $18,995 $19,480 760 760 779 
Common stock and additional paid-in capital (APIC)     
Balance, beginning of year$108,034 $107,877 $107,871 3,099,652 3,099,633 3,099,603 
Employee benefit plans455 85 5 17 19 30 
Preferred stock issuance costs (new issuances, net of reclassifications to retained earnings for redemptions)— 25 (4)— — — 
Other— 47 5 — — — 
Balance, end of year$108,489 $108,034 $107,877 3,099,669 3,099,652 3,099,633 
Retained earnings     
Balance, beginning of year$184,948 $168,272 $165,369 
Adjustments to opening balance, net of taxes(1)
Financial instruments—credit losses (CECL adoption)— — (3,076)
Variable post-charge-off third-party collection costs— — 330 
Adjusted balance, beginning of year$184,948 $168,272 $162,623    
Citigroup’s net income14,845 21,952 11,047    
Common dividends(2)
(4,028)(4,196)(4,299)   
Preferred dividends(1,032)(1,040)(1,095)   
Other (primarily reclassifications from APIC for preferred
issuance costs on redemptions)		1 (40)(4)
Balance, end of year$194,734 $184,948 $168,272    
Treasury stock, at cost     
Balance, beginning of year$(71,240)$(64,129)$(61,660)(1,115,297)(1,017,544)(985,480)
Employee benefit plans(3)
523 489 456 8,190 7,745 8,676 
Treasury stock acquired(4)
(3,250)(7,600)(2,925)(55,576)(105,498)(40,740)
Balance, end of year$(73,967)$(71,240)$(64,129)(1,162,683)(1,115,297)(1,017,544)
Citigroup’s accumulated other comprehensive income (loss)     
Balance, beginning of year$(38,765)$(32,058)$(36,318)   
Citigroup’s total other comprehensive income (loss)(8,297)(6,707)4,260    
Balance, end of year$(47,062)$(38,765)$(32,058)   
Total Citigroup common stockholders’ equity$182,194 $182,977 $179,962 1,936,986 1,984,355 2,082,089 
Total Citigroup stockholders’ equity$201,189 $201,972 $199,442  
Noncontrolling interests     
Balance, beginning of year$700 $758 $704    
Transactions between Citigroup and the noncontrolling-interest shareholders(34)(10)(4)   
Net income attributable to noncontrolling-interest shareholders89 73 40    
Distributions paid to noncontrolling-interest shareholders(51)(10)(2)   
Other comprehensive income (loss) attributable to
noncontrolling-interest shareholders
(58)(99)26    
Other3 (12)(6)   
Net change in noncontrolling interests$(51)$(58)$54    
Balance, end of year$649 $700 $758    
Total equity$201,838 $202,672 $200,200 

(1)    See Note 1 for additional details.
(2)    Common dividends declared were $0.51 per share in the first, second, third and fourth quarters of 2022, 2021 and 2020.
141


 Years ended December 31,
In millions of dollars201920182017
Cash flows from operating activities of continuing operations 
 
 
Net income before attribution of noncontrolling interests$19,467
$18,080
$(6,738)
Net income attributable to noncontrolling interests66
35
60
Citigroup’s net income$19,401
$18,045
$(6,798)
Loss from discontinued operations, net of taxes(4)(8)(111)
Income (loss) from continuing operations—excluding noncontrolling interests$19,405
$18,053
$(6,687)
Adjustments to reconcile net income to net cash provided by (used in) operating activities of continuing operations 
 
 
Net gains on significant disposals(1)
—
(247)(602)
Depreciation and amortization3,905
3,754
3,659
Deferred income taxes(2)
(610)(51)24,877
Provision for loan losses8,218
7,354
7,503
Realized gains from sales of investments(1,474)(421)(778)
Net impairment losses on investments32
132
91
Change in trading account assets(20,124)(3,469)(7,038)
Change in trading account liabilities(24,411)19,135
(15,375)
Change in brokerage receivables net of brokerage payables(20,377)6,163
(5,307)
Change in loans HFS(909)770
247
Change in other assets4,724
(5,791)(3,364)
Change in other liabilities1,829
(871)(3,044)
Other, net16,955
(7,559)(2,956)
Total adjustments$(32,242)$18,899
$(2,087)
Net cash provided by (used in) operating activities of continuing operations$(12,837)$36,952
$(8,774)
Cash flows from investing activities of continuing operations 
 
 
   Change in securities borrowed and purchased under agreements to resell$19,362
$(38,206)$4,335
   Change in loans(22,466)(29,002)(58,062)
   Proceeds from sales and securitizations of loans2,878
4,549
8,365
   Purchases of investments(274,491)(152,487)(185,740)
   Proceeds from sales of investments137,173
61,491
107,368
   Proceeds from maturities of investments119,051
83,604
84,369
   Proceeds from significant disposals(1)
—
314
3,411
   Capital expenditures on premises and equipment and capitalized software(5,336)(3,774)(3,361)
   Proceeds from sales of premises and equipment, subsidiaries and affiliates
      and repossessed assets
259
212
377
   Other, net196
181
187
Net cash used in investing activities of continuing operations$(23,374)$(73,118)$(38,751)
Cash flows from financing activities of continuing operations 
 
 
   Dividends paid$(5,447)$(5,020)$(3,797)
   Issuance of preferred stock1,496
—
—
   Redemption of preferred stock(1,980)(793)—
   Treasury stock acquired(17,571)(14,433)(14,541)
   Stock tendered for payment of withholding taxes(364)(482)(405)
   Change in securities loaned and sold under agreements to repurchase(11,429)21,491
14,456
   Issuance of long-term debt59,134
60,655
67,960
   Payments and redemptions of long-term debt(51,029)(58,132)(40,986)
   Change in deposits57,420
53,348
30,416
   Change in short-term borrowings12,703
(12,106)13,751
(3)    Includes treasury stock related to (i) certain activity on employee stock option program exercises where the employee delivers existing shares to cover the option exercise, or (ii) under Citi’s employee restricted or deferred stock programs where shares are withheld to satisfy tax requirements.

(4)    Primarily consists of open market purchases under Citi’s Board of Directors-approved common stock repurchase program.
CONSOLIDATED STATEMENT OF CASH FLOWS
(Continued)

Citigroup Inc. and Subsidiaries

 
 Years ended December 31,
In millions of dollars201920182017
Net cash provided by financing activities of continuing operations$42,933
$44,528
$66,854
Effect of exchange rate changes on cash and cash equivalents$(908)$(773)$693
Change in cash, due from banks and deposits with banks$5,814
$7,589
$20,022
Cash, due from banks and deposits with banks at beginning of period(3)
188,105
180,516
160,494
Cash, due from banks and deposits with banks at end of period(3)
$193,919
$188,105
$180,516
Cash and due from banks$23,967
$23,645
$23,775
Deposits with banks169,952
164,460
156,741
Cash, due from banks and deposits with banks at end of period$193,919
$188,105
$180,516
Supplemental disclosure of cash flow information for continuing operations 
 
 
Cash paid during the year for income taxes$4,888
$4,313
$2,083
Cash paid during the year for interest28,682
22,963
15,675
Non-cash investing activities(4)
 
 
 
Transfers to loans HFS (Other assets) from loans
$5,500
$4,200
$5,900

(1)See Note 2 to the Consolidated Financial Statements for further information on significant disposals.
(2)Includes the full impact of the $22.6 billion non-cash charge related to the Tax Cuts and Jobs Act (Tax Reform) in 2017. See Notes 1 and 9 to the Consolidated Financial Statements for further information.
(3)
Includes the impact of ASU 2016-18, Restricted Cash. See Notes 1 and 26 to the Consolidated Financial Statements.
(4)Operating and finance lease right-of-use assets and lease liabilities represent non-cash investing and financing activities, respectively, and are not included in the non-cash investing activities presented here. See Note 26 to the Consolidated Financial Statements for more information and balances as of December 31, 2019.
The Notes to the Consolidated Financial Statements are an integral part of these Consolidated Financial Statements.

142


CONSOLIDATED STATEMENT OF CASH FLOWSCitigroup Inc. and Subsidiaries

Years ended December 31,
In millions of dollars202220212020
Cash flows from operating activities of continuing operations   
Net income before attribution of noncontrolling interests$14,934 $22,025 $11,087 
Net income attributable to noncontrolling interests89 73 40 
Citigroup’s net income$14,845 $21,952 $11,047 
Income (loss) from discontinued operations, net of taxes(231)7 (20)
Income from continuing operations—excluding noncontrolling interests$15,076 $21,945 $11,067 
Adjustments to reconcile net income to net cash provided by (used in) operating activities
of continuing operations
   
Net loss (gain) on sale of significant disposals(1)
(762)700 — 
Depreciation and amortization4,262 3,964 3,937 
Deferred income taxes(1,141)1,413 (2,333)
Provisions for credit losses on loans and unfunded lending commitments5,036 (3,891)17,368 
Realized gains from sales of investments(67)(665)(1,756)
Impairment losses on investments and other assets499 206 165 
Goodwill impairment535 — — 
Change in trading account assets(2,273)43,059 (98,997)
Change in trading account liabilities9,118 (6,498)48,133 
Change in brokerage receivables net of brokerage payables7,936 1,412 (3,066)
Change in loans held-for-sale (HFS)4,421 (3,809)1,202 
Change in other assets(4,992)(2,139)(1,012)
Change in other liabilities5,343 6,839 558 
Other, net(2)
(17,922)(15,446)1,246 
Total adjustments$9,993 $25,145 $(34,555)
Net cash provided by (used in) operating activities of continuing operations(2)
$25,069 $47,090 $(23,488)
Cash flows from investing activities of continuing operations   
Change in securities borrowed and purchased under agreements to resell$(38,113)$(32,576)$(43,390)
Change in loans(16,591)(1,173)14,249 
Proceeds from sales and securitizations of loans4,709 2,918 1,495 
Proceeds from divestitures(1)
5,741 — — 
Available-for-sale (AFS) debt securities(3)
Purchases of investments(2)
(218,747)(205,980)(306,801)
Proceeds from sales of investments79,687 125,895 144,035 
Proceeds from maturities of investments140,934 120,936 110,941 
Held-to-maturity (HTM) debt securities(3)
Purchases of investments(42,903)(136,450)(25,586)
Proceeds from maturities of investments12,188 21,164 15,215 
Capital expenditures on premises and equipment and capitalized software(5,632)(4,119)(3,446)
Proceeds from sales of premises and equipment, subsidiaries and affiliates
and repossessed assets		63 190 50 
Other, net(2)
(791)(1,551)793 
Net cash used in investing activities of continuing operations(2)
$(79,455)$(110,746)$(92,445)
Cash flows from financing activities of continuing operations   
Dividends paid$(5,003)$(5,198)$(5,352)
Issuance of preferred stock— 3,300 2,995 
Redemption of preferred stock— (3,785)(1,500)
Treasury stock acquired(3,250)(7,601)(2,925)
Stock tendered for payment of withholding taxes(344)(337)(411)
143


CONSOLIDATED STATEMENT OF CASH FLOWS
(Continued)


Citigroup Inc. and Subsidiaries


Years ended December 31,
In millions of dollars202220212020
Change in securities loaned and sold under agreements to repurchase$11,159 $(8,240)$33,186 
Issuance of long-term debt104,748 70,658 76,458 
Payments and redemptions of long-term debt(57,085)(74,950)(63,402)
Change in deposits68,415 44,966 210,081 
Change in short-term borrowings19,123 (1,541)(15,535)
Net cash provided by financing activities of continuing operations$137,763 $17,272 $233,595 
Effect of exchange rate changes on cash and due from banks$(3,385)$(1,198)$(1,966)
Change in cash, due from banks and deposits with banks79,992 (47,582)115,696 
Cash, due from banks and deposits with banks at beginning of year262,033 309,615 193,919 
Cash, due from banks and deposits with banks at end of year$342,025 $262,033 $309,615 
Cash and due from banks (including segregated cash and other deposits)$30,577 $27,515 $26,349 
Deposits with banks, net of allowance311,448 234,518 283,266 
Cash, due from banks and deposits with banks at end of year$342,025 $262,033 $309,615 
Supplemental disclosure of cash flow information for continuing operations   
Cash paid during the year for income taxes$3,733 $4,028 $4,797 
Cash paid during the year for interest22,615 7,143 12,094 
Non-cash investing activities(1)(4)
Transfer of investment securities from AFS to HTM$21,688 $— $— 
Decrease in net loans associated with divestitures reclassified to HFS16,956 9,945 — 
Decrease in goodwill associated with divestitures reclassified to HFS876 — — 
Transfers to loans HFS (Other assets) from loans
5,582 7,414 2,614 
Non-cash financing activities(1)
Decrease in long-term debt associated with divestitures reclassified to HFS$— $479 $— 
Decrease in deposits associated with divestitures reclassified to HFS19,691 8,407 — 

(1)    See Note 2 for further information on significant disposals.
(2)    See “Statement of Cash Flows” in Note 1.
(3)    Citi has revised the Consolidated Statement of Cash Flows to present purchases of investments, sales of investments and proceeds from maturities of investments separately between AFS debt securities and HTM debt securities. Citi had no sales of HTM debt securities during the periods presented.
(4)    Operating and finance lease right-of-use assets and lease liabilities represent non-cash investing and financing activities, respectively, and are not included in the non-cash investing activities presented here. See Note 28 for more information and balances as of December 31, 2022 and 2021, respectively.

The Notes to the Consolidated Financial Statements are an integral part of these Consolidated Financial Statements.
144


NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

Throughout these Notes, “Citigroup,” “Citi” and the “Company” refer to Citigroup Inc. and its consolidated subsidiaries.
Certain reclassifications and updates have been made to the prior periods’ financial statements and Notesnotes to conform to the current period’s presentation.

Principles of Consolidation
The Consolidated Financial Statements include the accounts of Citigroup and its subsidiaries prepared in accordance with U.S. generally accepted accounting principles (GAAP). The Company consolidates subsidiaries in which it holds, directly or indirectly, more than 50% of the voting rights or where it exercises control. Entities wherein which the Company holds 20% to 50% of the voting rights and/or has the ability to exercise significant influence, other than investments of designated venture capital subsidiaries or investments accounted for at fair value under the fair value option, are accounted for under the equity method, and the pro rata share of their income (loss) is included in Other revenue. Income from investments in less-than-20%-owned companies is recognized when dividends are received. As discussed in more detail in Note 21 to the Consolidated Financial Statements,22, Citigroup also consolidates entities deemed to be variable interest entities when Citigroup is determined to be the primary beneficiary. Gains and losses on the disposition of branches, subsidiaries, affiliates, buildings and other investments are included in Other revenue.

Citibank
Citibank, N.A. (Citibank) is a commercial bank and indirect wholly owned subsidiary of Citigroup. Citibank’s principal offerings include consumer finance, mortgage lending and retailinvestment banking, (including commercial banking) products and services; investment banking, cash management, trade finance and trade finance; ande-commerce; private banking products and services; consumer finance, credit cards, and mortgage lending; and retail banking products and services.

Variable Interest Entities (VIEs)
An entity is a variable interest entity (VIE) if it meets either of the criteria outlined in Accounting Standards Codification (ASC) Topic 810, Consolidation, which are (i) the entity has equity that is insufficient to permit the entity to finance its activities without additional subordinated financial support from other parties, or (ii) the entity has equity investors that cannot make significant decisions about the entity’s operations or that do not absorb their proportionate share of the entity’s expected losses or expected returns.
The Company consolidates a VIE when it has both the power to direct the activities that most significantly impact the VIE’s economic performance and a right to receive benefits or the obligation to absorb losses of the entity that could be potentially significant to the VIE (that is, Citi is the primary beneficiary). In addition to variable interests held in
consolidated VIEs, the Company has variable interests in other
VIEs that are not consolidated because the Company is not the primary beneficiary.
All unconsolidated VIEs are monitored by the Company to assess whether any events have occurred to cause its primary beneficiary status to change.
All entities not deemed to be VIEs with which the Company has involvement are evaluated for consolidation under other subtopics of ASC 810. See Note 21 to the Consolidated Financial Statements22 for more detailed information.

Foreign Currency Translation
Assets and liabilities of Citi’s foreign operations are translated from their respective functional currencies into U.S. dollars using period-end spot foreign exchange rates. The effects of those translation adjustments are reported in Accumulated other comprehensive income (loss) (AOCI), a component of stockholders’ equity, net of any related hedge and tax effects, until realized upon sale or substantial liquidation of the foreign operation,entity, at which point such amounts related to the foreign entity are reclassified into earnings. Revenues and expenses of Citi’s foreign operations are translated monthly from their respective functional currencies into U.S. dollars at amounts that approximate weighted average exchange rates.
For transactions that are denominated in a currency other than the functional currency, including transactions denominated in the local currencies of foreign operations that use the U.S. dollar as their functional currency, the effects of changes in exchange rates are primarily included in Principal transactions, along with the related effects of any economic hedges. Instruments used to hedge foreign currency exposures include foreign currency forward, option and swap contracts and, in certain instances, designated issues of non-U.S. dollarnon-U.S.-dollar debt. Foreign operations in countries with highly inflationary economies designate the U.S. dollar as their functional currency, with the effects of changes in exchange rates primarily included in Other revenue.

Investment Securities
Investments include debt and equity securities. Debt securities include bonds, notes and redeemable preferred stocks, as well as certain loan-backed and structured securities that are subject to prepayment risk. Equity securities include common and nonredeemable preferred stock.

Debt Securities

•
•Debt securities classified as “held-to-maturity” (HTM) are securities that the Company has both the ability and the intent to hold until maturity and are carried at amortized cost. Interest income on such securities is included in Interest revenue.
•Interest revenue.
Debt securities classified as “available-for-sale” (AFS) are carried at fair value with changes in fair value reported

in Accumulated other comprehensive income (loss), a component of stockholders’ equity, net of applicable income taxes and hedges. Interest income on such securities is included in Interest revenue.


145


For investments in debt securities classified as HTM or AFS, the accrual of interest income is suspended for investments that are in default or for which it is likely that future interest payments will not be made as scheduled.
Investment securities not measured at fair value through earnings include (i) debt securities held in HTM or AFS, (ii) equity securities accounted for under the Measurement Alternative or equity method, (iii) Federal Reserve Bank and Federal Home Loan Bank stock and (iv) certain exchange memberships. These securities are subject to evaluation for impairment as described in Note 15 for HTM securities and in Note 13 for AFS, Measurement Alternative and equity method investments. Realized gains and losses on sales of investments are included in earnings, primarily on a specific identification basis.
The Company uses a number of valuation techniques for investments carried at fair value, which are described in Note 25.

Equity Securities

•Marketable equity securities are measured at fair value with changes in fair value recognized in earnings.
•Non-marketable equity securities are measured at fair value with changes in fair value recognized in earnings unless (i) the measurement alternative is elected or (ii) the investment represents Federal Reserve Bank and Federal Home Loan Bank stock or certain exchange seats that continue to be carried at cost. Non-marketable equity securities under the measurement alternative are carried at cost less impairment (if any), plus or minus changes resulting from observed prices for orderly transactions for the identical or a similar investment of the same issuer.
•Certain investments that would otherwise have been accounted for using the equity method are carried at fair value with changes in fair value recognized in earnings, since the Company elected to apply fair value accounting.

For investments in debt securities classified as HTM or AFS, the accrual of interest income is suspended for investments that are in default or for which it is likely that future interest payments will not be made as scheduled.
Debt securities not measured at fair value through earnings, such as securities held in HTM or AFS, and equity securities under the measurement alternative, are subject to evaluation for impairment as described in Note 13 to the Consolidated Financial Statements. Realized gains and losses on sales of investments are included in earnings, primarily on a specific identification basis.
The Company uses a number of valuation techniques for investments carried at fair value, which are described in Note 24 to the Consolidated Financial Statements.

Trading Account Assets and Liabilities
Trading account assets include debt and marketable equity securities, derivatives in a receivable position, residual interests in securitizations and physical commodities inventory. In addition, as described in Note 25 to the Consolidated Financial Statements,26, certain assets that Citigroup has elected to carry at fair value under the fair value option, such as loans and purchased guarantees, are also included in Trading account assets.
Trading account liabilities include securities sold, not yet purchased (short positions) and derivatives in a net payable position, as well as certain liabilities that Citigroup has elected to carry at fair value (as described in Note 25 to the Consolidated Financial Statements)26).
Other than physical commodities inventory, all trading account assets and liabilities are carried at fair value. Revenues generated from trading assets and trading liabilities are generally reported in Principal transactions and include realized gains and losses as well as unrealized
gains and losses resulting from changes in the fair value of such instruments. Interest income on trading assets is recorded in Interest revenue reduced by interest expense on trading liabilities.
Physical commodities inventory is carried at the lower of cost or market with related losses reported in Principal
transactions., except when included in a hedging relationship. Realized gains and losses on sales of commodities inventory are included in Principal transactions. Investments in unallocated precious metals accounts (gold, silver, platinum and palladium) are accounted for as hybrid instruments containing a debt host contract and an embedded non-financial derivative instrument indexed to the price of the relevant precious metal. The embedded derivative instrument is separated from theand debt host contract and accounted for at fair value. The debt host contract isare carried at fair value under the fair value option, as described in Note 25 to the Consolidated Financial Statements.26.
Derivatives used for trading purposes include interest rate, currency, equity, credit and commodity swap agreements, options, caps and floors, warrants, and financial and commodity futures and forward contracts. Derivative asset and liability positions are presented net by counterparty on the Consolidated Balance Sheet when a valid master netting agreement exists and the other conditions set out in ASC Topic 210-20, Balance Sheet—Offsetting, are met. See Note 22 to the Consolidated Financial Statements.23.
The Company uses a number of techniques to determine the fair value of trading assets and liabilities, which are described in Note 24 to the Consolidated Financial Statements.25.

Securities Borrowed and Securities Loaned
Securities borrowing and lending transactions do not constitute a sale of the underlying securities for accounting purposes and are treated as collateralized financing transactions. Such transactions are recorded at the amount of proceeds advanced or received plus accrued interest. As described in Note 25 to the Consolidated Financial Statements,26, the Company has elected to apply fair value accounting to a number of securities borrowing and lending transactions. Fees paidreceived or receivedpaid for all securities lendingborrowing and borrowinglending transactions are recorded in Interest expenserevenue or Interest revenueexpense at the contractually specified rate.
Where the conditions of ASC 210-20-45-1, Balance
Sheet—Offsetting: Right of Setoff Conditions, are met, securities borrowing and lending transactions are presented net on the Consolidated Balance Sheet.
The Company monitors the fair value of securities borrowed or loaned on a daily basis and obtains or posts additional collateral in order to maintain contractual margin protection.
As described in Note 24 to the Consolidated Financial Statements,25, the Company uses a discounted cash flow technique to determine the fair value of securities lending and borrowing transactions.

Repurchase and Resale Agreements
Securities sold under agreements to repurchase (repos) and securities purchased under agreements to resell (reverse repos) do not constitute a sale (or purchase) of the underlying securities for accounting purposes and are treated as collateralized financing transactions. As described in Note

25 to the Consolidated Financial Statements, 26, the Company has elected to apply fair value accounting to certain portions of such transactions, with changes in fair value reported in earnings. Any transactions for which fair value accounting has not been elected are recorded at the amount of cash advanced or received plus accrued interest. Irrespective of whether the Company has elected fair value accounting, interest paid or received on all repo and reverse
146


repo transactions is recorded in Interest expense or Interest revenue at the contractually specified rate.
Where the conditions of ASC 210-20-45-11, Balance Sheet—Offsetting: Repurchase and Reverse Repurchase Agreements, are met, repos and reverse repos are presented net on the Consolidated Balance Sheet.
The Company’s policy is to take possession of securities purchased under reverse repurchase agreements. The Company monitors the fair value of securities subject to repurchase or resale on a daily basis and obtains or posts additional collateral in order to maintain contractual margin protection.
As described in Note 24 to the Consolidated Financial Statements,25, the Company uses a discounted cash flow technique to determine the fair value of repo and reverse repo transactions.

Loans
Loans are reported at their outstanding principal balances net of any unearned income and unamortized deferred fees and costs, except for credit card receivable balances, which include accrued interest and fees. Loan origination fees and certain direct origination costs are generally deferred and recognized as adjustments to income over the lives of the related loans.
As described in Note 25 to the Consolidated Financial Statements,26, Citi has elected fair value accounting for certain loans. Such loans are carried at fair value with changes in fair value reported in earnings. Interest income on such loans is recorded in Interest revenue at the contractually specified rate.
Loans that are held-for-investment are classified as Loans, net of unearned income on the Consolidated Balance Sheet, and the related cash flows are included within the cash flows from the investing activities category in the Consolidated Statement of Cash Flows on the line Change in loans. However, when the initial intent for holding a loan has changed from held-for-investment to held-for-sale (HFS), the loan is reclassified to HFS, but the related cash flows continue to be reported in cash flows from investing activities in the Consolidated Statement of Cash Flows on the line Proceeds from sales and securitizations of loans.

Consumer Loans
Consumer loans represent loans and leases managed primarily by the Global ConsumerPersonal Banking (GCB)and Wealth Management and Legacy Franchises businesses and Corporate/Other(except Mexico SBMM loans).

Consumer Non-accrual and Re-aging Policies
As a general rule, interest accrual ceases for installment and real estate (both open- and closed-end) loans when payments
are 90 days contractually past due. For credit cards and other unsecured revolving loans, however, Citi generally accrues interest until payments are 180 days past due. As a result of OCC guidance, home equity loans in regulated bank entities are classified as non-accrual if the related residential first mortgage is 90 days or more past due. Also as a result of OCC guidance, mortgage loans in regulated bank entities are classified as non-accrual within 60 days of notification that the borrower has filed for bankruptcy, other thanwith the exception of Federal Housing Administration (FHA)-insured loans.
Loans that have been modified to grant a concession to a borrower in financial difficulty may not be accruing interest at
the time of the modification. The policy for returning such modified loans to accrual status varies by product and/or region. In most cases, a minimum number of payments (ranging from 1one to 6)six) is required, while in other cases the loan is never returned to accrual status. For regulated bank entities, such modified loans are returned to accrual status if a credit evaluation at the time of, or subsequent to, the modification indicates the borrower is able to meet the restructured terms, and the borrower is current and has demonstrated a reasonable period of sustained payment performance (minimum six months of consecutive payments).
For U.S. consumer loans, generally one of the conditions to qualify for modification (other than for loan modifications made through the CARES Act relief provisions or banking agency guidance for pandemic-related issues) is that a minimum number of payments (typically ranging from 1one to 3)three) must be made. Upon modification, the loan is re-aged to current status. However, re-aging practices for certain open-ended consumer loans, such as credit cards, are governed by Federal Financial Institutions Examination Council (FFIEC) guidelines. For open-ended consumer loans subject to FFIEC guidelines, one of the conditions for the loan to be re-aged to current status is that at least 3three consecutive minimum monthly payments, or the equivalent amount, must be received. In addition, under FFIEC guidelines, the number of times that such a loan can be re-aged is subject to limitations (generally once in 12 months and twice in five years). Furthermore, FHA and Department of Veterans Affairs (VA) loans may only be modified under those respective agencies’ guidelines, and payments are not always required in order to re-age a modified loan to current.

Consumer Charge-Off Policies
Citi’s charge-off policies follow the general guidelines below:

•Unsecured installment loans are charged off at 120 days contractually past due.
•Unsecured revolving loans and credit card loans are charged off at 180 days contractually past due.
•Loans secured with non-real estate collateral are written down to the estimated value of the collateral, less costs to sell, at 120 days contractually past due.
•Real estate-secured loans are written down to the estimated value of the property, less costs to sell, at 180 days contractually past due.

•Real estate-secured loans arecharged off no later than 180 days contractually past due if a decision has been made not to foreclose on the loans.
•
Real estate-secured loans arecharged off no later than 180 days contractually past due if a decision has been made not to foreclose on the loans.
Unsecured loans in bankruptcy are charged off within 60 days of notification of filing by the bankruptcy court or in accordance with Citi’s charge-off policy, whichever occurs earlier.
•Real estate-secured loans in bankruptcy, other than FHA-insured loans, are written down to the estimated value of the property, less costs to sell, within 60 days of notification that the borrower has filed for bankruptcy or in accordance with Citi’s charge-off policy, whichever is earlier.
Commercial banking loans are written down to the extent that principal is judged to be uncollectable.
147


Corporate Loans
Corporate loans represent loans and leases managed by Institutional Clients Group (ICG)( and the Mexico SBMM component of ICGLegacy Franchises). Corporate loans are identified as impaired and placed on a cash (non-accrual) basis when it is determined, based on actual experience and a forward-looking assessment of the collectability of the loan in full, that the payment of interest or principal is doubtful or when interest or principal is 90 days past due, except when the loan is well collateralized and in the process of collection. Any interest accrued on impaired corporate loans and leases is reversed at 90 days past due and charged against current earnings, and interest is thereafter included in earnings only to the extent actually received in cash. When there is doubt regarding the ultimate collectability of principal, all cash receipts are thereafter applied to reduce the recorded investment in the loan.
Impaired corporate loans and leases are written down to the extent that principal is deemed to be uncollectable.uncollectible. Impaired collateral-dependent loans and leases, where repayment is expected to be provided solely by the sale of the underlying collateral and there are no other available and reliable sources of repayment, are written down tocarried at the lower of carrying valueamortized cost or collateral value. Cash-basis loans are returned to accrual status when all contractual principal and interest amounts are reasonably assured of repayment and there is a sustained period of repayment performance in accordance with the contractual terms.

Loans Held-for-Sale
Corporate and consumer loans that have been identified for sale are classified as loans HFS and included in Other assets. The practice of Citi’s U.S. prime mortgage business has been to sell substantially all of its conforming loans. As such, U.S. prime mortgage conforming loans are classified as HFS and the fair value option is elected at origination, with changes in fair value recorded in Other revenue. With the exception of those loans for which the fair value option has been elected, HFS loans are accounted for at the lower of cost or market value, with any write-downs or subsequent recoveries charged to Other revenue. The related cash flows are classified in the Consolidated Statement of Cash Flows in the cash flows from operating activities category on the line Change in loans held-for-saleHFS.
Allowance for Loan Losses
Allowance for loan Gains and losses represents management’s best estimateon loans HFS are generally presented in Other revenue. Gains on sales of probable losses inherentfully or partially charged-off loans are presented as gross credit recoveries in the portfolio, including probable losses related to large individually evaluated impaired loans and troubled debt restructurings. Attribution of the allowance is made for analytical purposes only, and the entire allowance is available to absorb probable loan losses inherent in the overall portfolio. Additions to the allowance are made through the Provision for loancredit losses up to the amount of prior charge-offs.

Allowances for Credit Losses (ACL)
Commencing January 1, 2020, Citi adopted ASC 326, Financial Instruments—Credit Losses, using the methodologies described below.
The current expected credit losses (CECL) methodology is based on relevant information about past events, including historical experience, current conditions and reasonable and supportable (R&S) forecasts that affect the collectability of the reported financial asset balances. If the asset’s life extends beyond the R&S forecast period, then historical experience is considered over the remaining life of the assets in the ACL. The resulting ACL is adjusted in each subsequent reporting
period through Provisions for credit losses in the Consolidated Statement of Income to reflect changes in history, current conditions and forecasts as well as changes in asset positions and portfolios. ASC 326 defines the ACL as a valuation account that is deducted from the amortized cost of a financial asset to present the net amount that management expects to collect on the financial asset over its expected life. All financial assets carried at amortized cost are in the scope of ASC 326, while assets measured at fair value are excluded. See Note 13 for a discussion of impairment on available-for-sale (AFS) securities.
Increases and decreases to the allowances are recorded in Provisions for credit losses. LoanThe CECL methodology utilizes a lifetime expected credit loss (ECL) measurement objective for the recognition of credit losses for held-for-investment (HFI) loans, held-to-maturity (HTM) debt securities, receivables and other financial assets measured at amortized cost at the time the financial asset is originated or acquired. Within the life of a loan or other financial asset, the methodology generally results in the earlier recognition of the provision for credit losses and the related ACL than under the prior probable incurred loss model.
Estimation of ECLs requires Citi to make assumptions regarding the likelihood and severity of credit loss events and their impact on expected cash flows, which drive the probability of default (PD), loss given default (LGD) and exposure at default (EAD) models and, where Citi discounts the ECL, using discounting techniques for certain products.
Citi considers a multitude of global macroeconomic variables for the base, upside and downside probability-weighted macroeconomic scenario forecasts it uses to estimate the ACL. Citi’s forecasts of the U.S. unemployment rate and U.S. real GDP growth rate represent the key macroeconomic variables that most significantly affect its estimate of the ACL. Under the base macroeconomic forecast as of 4Q22, U.S. real GDP growth is expected to decline during 2023, and the unemployment rate is expected to increase modestly over the forecast horizon, broadly returning to pre-pandemic levels.
The macroeconomic scenario weights are deducted fromestimated using a statistical model, which, among other factors, takes into consideration key macroeconomic drivers of the allowanceACL, severity of the scenario and subsequent recoveriesother macroeconomic uncertainties and risks. Citi evaluates scenario weights on a quarterly basis.
Citi’s downside scenario incorporates more adverse macroeconomic assumptions than the base scenario. For example, compared to the base scenario, Citi’s downside scenario reflects a more severe recession, including an elevated average U.S. unemployment rate of 6.9% over the eight-quarter R&S period, with a peak difference of 2.9% in the second quarter of 2024. The downside scenario also reflects a year-over-year U.S. real GDP contraction in 2023 of 2.4%, with a peak quarter-over-quarter difference of 3.3% in the second quarter of 2023.

148


The following are added. Assets receivedthe main factors and interpretations that Citi considers when estimating the ACL under the CECL methodology:

•CECL reserves are estimated over the contractual term of the financial asset, which is adjusted for expected prepayments. Expected extensions are generally not considered unless the option to extend the loan cannot be canceled unilaterally by Citi. Modifications are also not considered, unless Citi has a reasonable expectation that it will execute a troubled debt restructuring (TDR).
•Credit enhancements that are not freestanding (such as those that are included in exchangethe original terms of the contract or those executed in conjunction with the lending transaction) are considered loss mitigants for purposes of CECL reserve estimation.
•For unconditionally cancelable accounts (generally credit cards), reserves are based on the expected life of the balance as of the evaluation date (assuming no further charges) and do not include any undrawn commitments that are unconditionally cancelable. Reserves are included for undrawn commitments for accounts that are not unconditionally cancelable (such as letters of credit and corporate loan claims incommitments, home equity lines of credit (HELOCs), undrawn mortgage loan commitments and financial guarantees).
•CECL models are designed to be economically sensitive. They utilize the macroeconomic forecasts provided by Citi’s enterprise scenario group that are approved by senior management. Analysis is performed and documented to determine the necessary qualitative management adjustment (QMA) to capture idiosyncratic events and model uncertainty.
•The portion of the forecast that reflects the enterprise scenario group’s R&S period indicates the maximum length of time its models can produce a restructuringR&S macroeconomic forecast, after which mean reversion reflecting historical loss experience is used for the remaining life of the loan to estimate expected credit losses. For the loss forecast, businesses consume the macroeconomic forecast as determined to be appropriate and justifiable.

Citi’s ability to forecast credit losses over the R&S period is based on the ability to forecast economic activity over a reasonable and supportable time window. The R&S period reflects the overall ability to have a reasonable and supportable forecast of credit loss based on economic forecasts.

•The loss models consume all or a portion of the R&S economic forecast and then revert to historical loss experience. The R&S forecast period for consumer and corporate loans is eight quarters.
•The ACL incorporates provisions for accrued interest on products that are initially recorded atnot subject to a non-accrual and timely write-off policy (e.g., credit cards, etc.).
•The reserves for TDRs are calculated using a method that considers discounted cash flows and appropriate macroeconomic forecast data for the exposure type. For
TDR loans that are collateral dependent, the ACL is based on the fair value of the collateral.
•Citi uses the most recent available information to inform its macroeconomic forecasts, allowing sufficient time for analysis of the results and corresponding approvals. Key variables are reviewed for significant changes through year end and changes to portfolio positions are reflected in the ACL.
•Reserves are calculated at an appropriately granular level and on a pooled basis where financial assets share risk characteristics. At a minimum, reserves are calculated at a portfolio level (product and country). Where a financial asset does not share risk characteristics with any gain orof the pools, it is evaluated for credit losses individually.

Quantitative and Qualitative Components of the ACL
The loss reflected as a recovery or charge-offlikelihood and severity models use both internal and external information and are sensitive to forecasts of different macroeconomic conditions. For the quantitative component, Citi uses multiple macroeconomic scenarios and associated probabilities to estimate the ECL. Estimates of these ECLs are based upon (i) Citigroup’s internal system of credit risk ratings, (ii) historical default and loss data, including comprehensive internal history and rating agency information regarding default rates and internal data on the severity of losses in the provision.event of default, and (iii) a R&S forecast of future macroeconomic conditions. ECL is determined primarily by utilizing models for the borrowers’ PD, LGD and EAD. Adjustments may be made to this data, including (i) statistically calculated estimates to cover the historical fluctuation of the default rates over the credit cycle, the historical variability of loss severity among defaulted loans and the degree to which there are large obligor concentrations in the global portfolio, and (ii) adjustments made for specifically known items, such as current environmental factors and credit trends.
Any adjustments needed to the modeled expected losses in the quantitative calculations are addressed through a qualitative adjustment. The qualitative adjustment considers, among other things: certain portfolio characteristics and concentrations; collateral coverage; model limitations; idiosyncratic events; and other relevant criteria under banking supervisory guidance for the ACL. The qualitative adjustment also reflects the estimated impact of the pandemic on the economic forecasts and the impact on credit loss estimates. The total ACL is composed of the quantitative and qualitative components. Citi's qualitative component declined year-over-year, primarily driven by the incorporation of multiple macroeconomic scenarios in the quantitative component and releases of COVID-19–related uncertainty reserves as the portfolio continues to normalize toward pre-pandemic levels and as these risks are captured in the quantitative component of the ACL. See “Accounting Changes” below for information about how the calculation of the quantitative component of the ACL changed in 2022.


149


Consumer Loans
For consumer loans, each portfoliomost portfolios including North America cards, mortgages and personal installment loans (PILs) are covered by the PD, LGD and EAD loss forecasting models. Some smaller international portfolios are covered by econometric models where the gross credit loss (GCL) rate is forecasted. The modeling of non-modified smaller-balance homogeneousall retail products is performed by examining risk drivers for a given portfolio; these drivers relate to exposures with similar credit risk characteristics and consider past events, current conditions and R&S forecasts. Under the PD x LGD x EAD approach, GCLs and recoveries are captured on an undiscounted basis. Citi incorporates expected recoveries on loans into its reserve estimate, including expected recoveries on assets previously written off.
CECL defines the exposure’s expected life as the remaining contractual maturity including any expected prepayments. Subsequent changes to the contractual terms that are the result of a re-underwriting are not included in the loan’s expected CECL life.
Citi does not establish reserves for the uncollectible accrued interest on non-revolving consumer products, such as mortgages and installment loans, which are subject to a non-accrual and timely write-off policy at 90 days past due. As such, only the principal balance is independently evaluated for impairment by product type (e.g., residential mortgage,subject to the CECL reserve methodology and interest does not attract a further reserve. Deferred origination costs and fees related to new credit card etc.) in accordance with ASC 450, Contingencies. The allowanceaccount originations are amortized within a 12-month period, and an ACL is provided for loan losses attributed to these loans is established via a process that estimates the probable losses inherentcomponents in the specific portfolio. This process includes migration analysis, in which historical delinquency and credit loss experience is applied to the current agingscope of the portfolio, together with analyses that reflect current and anticipated economic conditions, including changes in housing prices and unemployment trends. Citi’s allowance for loan losses under ASC 450 only considers contractual principal amounts due, except for credit card loans, where estimated loss amounts related to accrued interest receivable are also included.ASC.
Management also considers overall portfolio indicators, including historical credit losses; delinquent, non-performing and classified loans; trends in volumes and terms of loans; an evaluation of overall credit quality; the credit process, including lending policies and procedures; and economic, geographical, product and other environmental factors.
Separate valuation allowances are determined for impaired smaller-balance homogeneous loans whose terms have been modified in a troubled debt restructuring (TDR).TDR. Long-term modification programs, and short-term (less than 12 months) modifications that provide concessions (such as interest rate reductions) to borrowers in financial difficulty, are reported as TDRs. In addition, loan modifications that involve a trial period are reported as TDRs at the start of the trial period. The allowance for loan lossesACL for TDRs is determined in accordance with ASC 310-10-35, Receivables—Subsequent Measurement, considering all available evidence, including,using a discounted cash flow (DCF) approach. When a DCF approach is used, the initial allowance for ECLs is calculated as appropriate, the present value of the expected futurecontractual cash flows discounted at the loan’s original effective interest rate. DCF techniques are applied for consumer loans only if they are classified as TDR loan exposures.
For credit cards, Citi uses the payment rate approach, which leverages payment rate curves, to determine the payments that should be applied to liquidate the end-of-period balance (CECL balance) in the estimation of EAD. The payment rate approach uses customer payment behavior (payment rate) to establish the portion of the CECL balance that will be paid each month. These payment rates are defined as the percentage of principal payments received in the respective month divided by the prior month’s billed principal balance. The liquidation (CECL payment) amount for each forecast period is determined by multiplying the CECL balance by that period’s forecasted payment rate. The cumulative sum of these payments less the CECL balance produces the balance liquidation curve. Citi does not apply a non-accrual policy to credit card receivables; rather, they are subject to full charge-off at 180 days past due or bankruptcy. As such, the entire customer balance up until write-off,
including accrued interest and fees, is subject to the CECL reserve methodology.

Corporate Loans, HTM Securities and Other assets
Citi records allowances for credit losses on all financial assets carried at amortized cost that are in the scope of CECL, including corporate loans classified as HFI, HTM debt securities and Other assets. Discounting techniques are applied for corporate loans classified as HFI and HTM securities and non-accrual/TDR loan exposures. All cash flows are fully discounted to the reporting date. The ACL includes Citi’s estimate of all credit losses expected to be incurred over the estimated full contractual effective rate,life of the secondary marketfinancial asset. The contractual life of the financial asset does not include expected extensions, renewals or modifications, except for instances where the Company reasonably expects to extend the tenor of the financial asset pursuant to a future TDR. Where Citi has an unconditional option to extend the contractual term, Citi does not consider the potential extension in determining the contractual term; however, where the borrower has the sole right to exercise the extension option without Citi’s approval, Citi does consider the potential extension in determining the contractual term. The decrease in credit losses under CECL at the date of adoption on January 1, 2020, compared with the prior incurred loss methodology, was largely due to more precise contractual maturities that resulted in shorter remaining tenors, the incorporation of recoveries and use of more specific historical loss data based on an increase in portfolio segmentation across industries and geographies.
The Company primarily bases its ACL on models that assess the likelihood and severity of credit events and their impact on cash flows under R&S forecasted economic scenarios. Allowances consider the probability of the borrower’s default, the loss the Company would incur upon default and the borrower’s exposure at default. Such models discount the present value of all future cash flows, using the asset’s effective interest rate (EIR). Citi applies a more simplified approach based on historical loss rates to certain exposures recorded in Other assets and certain loan exposures in the private bank within Consumer loans.
The Company considers the risk of nonpayment to be zero for U.S. Treasuries and U.S. government-sponsored agency guaranteed mortgage-backed securities (MBS) and, as such, Citi does not have an ACL for these securities. For all other HTM debt securities, ECLs are estimated using PD models and discounting techniques, which incorporate assumptions regarding the likelihood and severity of credit losses. For structured securities, specific models use relevant assumptions for the underlying collateral type. A discounting approach is applied to HTM direct obligations of a single issuer, similar to that used for corporate HFI loans.

Other Financial Assets with Zero Expected Credit Losses
For certain financial assets, zero expected credit losses will be recognized where the expectation of nonpayment of the amortized cost basis is zero, based on there being no history of loss and the nature of the receivables.


150


Secured Financing Transactions
Most of Citi’s reverse repurchase agreements, securities borrowing arrangements and margin loans require that the borrower continually adjust the amount of the collateral securing Citi’s interest, primarily resulting from changes in the fair value of such collateral. In such arrangements, ACLs are recorded based only on the amount by which the asset’s amortized cost basis exceeds the fair value of the collateral. No ACLs are recorded where the fair value of the collateral less disposal costs. Theseis equal to or exceeds the asset’s amortized cost basis, as Citi does not expect to incur credit losses on such well-collateralized exposures. For certain margin loans presented in Loans on the Consolidated Balance Sheet, ACLL is estimated using the same approach as corporate loans.

Accrued Interest
CECL permits entities to make an accounting policy election not to reserve for interest, if the entity has a policy in place that will result in timely reversal or write-off of interest. However, when a non-accrual or timely charge-off policy is not applied, an ACL is recognized on accrued interest at 90 days past due. For HTM debt securities, Citi established a non-accrual policy that results in timely write-off of accrued interest. For corporate loans, where a timely charge-off policy is used, Citi has elected to recognize an ACL on accrued interest receivable. The LGD models for corporate loans include an adjustment for estimated accrued interest.

Reasonably Expected TDRs
For corporate loans, the reasonable expectation of the TDR concept requires that the contractual life over which ECLs are estimated be extended when a TDR that results in a tenor extension is reasonably expected. Reasonably expected cash flows incorporate modification program default rate assumptions. The original contractual effective rateTDRs are included in the life of the asset. A discounting technique or collateral-dependent practical expedient is used for credit cardnon-accrual and TDR loan exposures that do not share risk characteristics with other loans is the pre-modification rate, which may include interest rate increases under the original contractual agreementand are individually assessed. Loans modified in accordance with the borrower.CARES Act and bank regulatory guidance are not classified as TDRs.


Purchased Credit-Deteriorated (PCD) Assets

ASC 326 requires entities that have acquired financial assets (such as loans and HTM securities) with an intent to hold, to evaluate whether those assets have experienced a more-than-insignificant deterioration in credit quality since origination. These assets are subject to specialized accounting at initial recognition under CECL. Subsequent measurement of PCD assets will remain consistent with other purchased or originated assets, i.e., non-PCD assets. CECL introduces the notion of PCD assets, which replaces purchased credit impaired (PCI) accounting under prior U.S. GAAP.
Corporate Loans
InCECL requires the corporate portfolios, the Allowance for loanestimation of credit losses includes an asset-specific component and a statistically based component. The asset-specific component is calculated under ASC 310-10-35 for larger-balance, non-homogeneous loans that are considered impaired. An asset-specific allowance is established when the discounted cash flows, collateral value (less disposal costs) or observable market price of the impaired loan are lower than its carrying value. This allowance considers the borrower’s overall financial condition, resources and payment record, the prospects for support from any financially responsible guarantors (discussed further below) and, if appropriate, the realizable value of any collateral. The asset-specific component of the allowance for smaller-balance impaired loans is calculated to be performed on a pool basis considering historical loss experience.
The allowanceunless a PCD asset does not share characteristics with any pool. If certain PCD assets do not meet the conditions for aggregation, those PCD assets should be accounted for separately. This determination must be made at the remainderdate the PCD asset is purchased. In estimating ECLs from day 2 onward, pools can potentially be reassembled based upon similar risk characteristics. When PCD assets are pooled, Citi determines the amount of the loan portfolioinitial ACL at the
pool level. The amount of the initial ACL for a PCD asset represents the portion of the total discount at acquisition that relates to credit and is determined under ASC 450 usingrecognized as a statistical methodology, supplemented by management judgment. The statistical analysis considers“gross-up” of the portfolio’s size, remaining tenorpurchase price to arrive at the PCD asset’s (or pool’s) amortized cost. Any difference between the unpaid principal balance and credit qualitythe amortized cost is considered to be related to non-credit factors and results in a discount or premium, which is amortized to interest income over the life of the individual asset (or pool). Direct expenses incurred related to the acquisition of PCD assets and other assets and liabilities in a business combination are expensed as measured by internal risk ratings assigned to individual credit facilities, which reflect probability of default and loss given default. The statistical analysis considers historical default rates and historical loss severityincurred. Subsequent accounting for acquired PCD assets is the same as the accounting for originated assets; changes in the event of default, including historical average levels and historical variability. The result is an estimated rangeallowance are recorded in Provisions for inherent losses. The best estimate within the range is then determined by management’s quantitative and qualitative assessment of current conditions, including general economic conditions, specific industry and geographic trends and internal factors including portfolio concentrations, trends in internal credit quality indicators and current and past underwriting standards.losses.
For both the asset-specific and the statistically based components of the
Allowance for loan losses, management may incorporate guarantor support. The financial wherewithal of the guarantor is evaluated, as applicable, based on net worth, cash flow statements and personal or company financial statements, which are updated and reviewed at least annually. Citi seeks performance on guarantee arrangements in the normal course of business. Seeking performance entails obtaining satisfactory cooperation from the guarantor or borrower in the specific situation. This regular cooperation is indicative of pursuit and successful enforcement of the guarantee; the exposure is reduced without the expense and burden of pursuing a legal remedy. A guarantor’s reputation and willingness to work with Citigroup are evaluated based on the historical experience with the guarantor and knowledge of the marketplace. In the rare event that the guarantor is unwilling or unable to perform or facilitate borrower cooperation, Citi pursues a legal remedy; however, enforcing a guarantee via legal action against the guarantor is not the primary means of resolving a troubled loan situation and rarely occurs. If
Consumer
Citi does not pursuepurchase whole portfolios of PCD assets in its retail businesses. However, there may be a legal remedy,small portion of a purchased portfolio that is identified as PCD at the purchase date. Interest income recognition does not vary between PCD and non-PCD assets. A consumer financial asset is considered to be more-than-insignificantly credit deteriorated if it is because Citi does not believe thatmore than 30 days past due at the guarantor has the financial wherewithal to perform regardless of legal action or because there are legal limitations on simultaneously pursuing guarantors and
foreclosure. A guarantor’s reputation does not impact Citi’s decision or ability to seek performance under the guarantee.purchase date.
In cases where a guarantee
Corporate
Citi generally classifies wholesale loans and debt securities classified as HTM or AFS as PCD when both of the following criteria are met: (i) the purchase price discount is at least 10% of par and (ii) the purchase date is more than 90 days after the origination or issuance date. Citi classifies HTM beneficial interests rated AA- and lower obtained at origination from certain securitization transactions as PCD when there is a factor insignificant difference (i.e., 10% or greater) between contractual cash flows, adjusted for prepayments, and expected cash flows at the assessmentdate of loan losses, it is included via adjustment to the loan’s internal risk rating, which in turn is the basis for the adjustment to the statistically based component of the Allowance for loan losses. To date, it is only in rare circumstances that an impaired commercial loan or commercial real estate loan is carried at a value in excess of the appraised value due to a guarantee.recognition.
When Citi’s monitoring of the loan indicates that the guarantor’s wherewithal to pay is uncertain or has deteriorated, there is either no change in the risk rating, because the guarantor’s credit support was never initially factored in, or the risk rating is adjusted to reflect that uncertainty or deterioration. Accordingly, a guarantor’s ultimate failure to perform or a lack of legal enforcement of the guarantee does not materially impact the allowance for loan losses, as there is typically no further significant adjustment of the loan’s risk rating at that time. Where Citi is not seeking performance under the guarantee contract, it provides for loan losses as if the loans were non-performing and not guaranteed.

Reserve Estimates and Policies
Management provides reserves for an estimate of probable losses inherentlifetime ECLs in the funded loan portfolio on the Consolidated Balance Sheet in the form of an allowance for loan losses.ACL. These reserves are established in accordance with Citigroup’s credit reserve policies, as approved by the Audit Committee of the Citigroup Board of Directors. Citi’s Chief Risk Officer and Chief Financial Officer review the adequacy of the credit loss reserves each quarter with representatives from the risk management and finance staffsrepresentatives for each applicable business area. Applicable business areas include those having classifiably managed portfolios, where internal credit-riskcredit risk ratings are assigned (primarily ICG) and delinquency-managed portfolios (primarily GCBPBWM) or modified consumer loans, where concessions were granted due to the borrowers’ financial difficulties.
The aforementioned representatives for these business areas present recommended reserve balances for their funded and unfunded lending portfolios along with supporting quantitative and qualitative data discussed below:

below.
Estimated probable losses for non-performing, non-homogeneous exposures within a business line’s classifiably managed portfolio and impaired smaller-balance homogeneous loans whose terms have been modified due to the borrowers’ financial difficulties, where it was determined that a concession was granted to the borrower. Consideration may be given to the following, as appropriate, when determining this estimate: (i) the present value of expected future cash flows discounted at the loan’s original effective rate, (ii) the borrower’s overall financial condition, resources and payment record and (iii) the prospects for support from financially responsible guarantors or the realizable value of any collateral. In the determination of the allowance for loan losses for TDRs, management considers a combination of historical re-default rates, the current

economic environment and the nature of the modification program when forecasting expected cash flows. When impairment is measured based on the present value of expected future cash flows, the entire change in present value is recorded in Provision for loan losses.

Estimated Credit Losses for Portfolios of Performing Exposures
Statistically calculated losses inherent in the classifiably managed portfolio for performing and de minimis non-performing exposures. The calculation is based on (i) Citi’s internal system of credit-risk ratings, which are analogous to the risk ratings of the major rating agencies, and (ii) historical default and loss data, including rating agency information regarding default rates from 1983 to 2017 and internal data dating to the early 1970s on severity of losses in the event of default. Adjustments may be made to this data. Such adjustments include (i) statistically calculated estimates to cover the historical fluctuation of the default rates over the credit cycle, the historical variability of loss severity among defaulted loans and the degree to which there are large obligor concentrations in the global portfolio and (ii) adjustments made for specific known items, such as current environmental factors and credit trends.
In addition, representatives from each of the riskRisk management and finance staffsrepresentatives who cover business areas with delinquency-managed portfolios
151


containing smaller-balance homogeneous loans present their recommended reserve balances based on leading credit indicators, including loan delinquencies and changes in portfolio size as well as economic trends, including current and future housing prices, unemployment, length of time in foreclosure, costs to sell and GDP. This methodology is applied separately for each individual product within each geographic region in which these portfolios exist.
This evaluation process is subject to numerous estimates and judgments. The
Risk management and finance representatives who cover business areas with classifiably managed portfolios present their recommended reserve balances based on the frequency of default, risk ratings, loss recovery rates, the size and diversity of individual large credits, and the ability of borrowers with foreign currency obligations to obtain the foreign currency necessary for orderly debt servicing, among other things, are all taken into account during this review.servicing. Changes in these estimates could have a direct impact on the credit costs in any period and could result in a change in the allowance.

Allowance for Unfunded Lending Commitments
A similar approachCredit loss reserves are recognized on all off-balance sheet commitments that are not unconditionally cancelable. Corporate loan EAD models include an incremental usage factor (or credit conversion factor) to estimate ECLs on amounts undrawn at the allowance for loan losses is used for calculating a reserve for the expected losses related toreporting date. Off-balance sheet commitments include unfunded lendingexposures, revolving facilities, securities underwriting commitments, and standby letters of credit.credit, HELOCs and financial guarantees (excluding performance guarantees). This reserve is classified on the Consolidated Balance Sheet in Other liabilities. Changes to the allowance for unfunded lending commitments are recorded in Provision for credit losses on unfunded lending commitments.

Mortgage Servicing Rights (MSRs)
Mortgage servicing rights (MSRs) are recognized as intangible assets when purchased or when the Company sells or securitizes loans acquired through purchase or origination and retains the right to service the loans. Mortgage servicing rights are accounted for at fair value, with changes in value recorded in Other revenue in the Company’s Consolidated Statement of Income.
For additional information on the Company’s MSRs, see Notes 16 and 21 to the Consolidated Financial Statements.21.

Goodwill
Goodwill represents the excess of acquisition cost over the fair value of net tangible and intangible assets acquired in a business combination. Goodwill is subject to annual impairment testing and interim assessments between annual tests if an event occurs or circumstances change that would more-likely-than-not reduce the fair value of a reporting unit below its carrying amount.
Under ASC Topic 350, Intangibles—Goodwill and Other,and upon the adoption of ASU No. 2017-04 on January 1, 2020, the Company has an option to assess qualitative factors to determine if it is necessary to perform the goodwill impairment test. If, after assessing the totality of events or circumstances, the Company determines that it is not more-likely-than-not that the fair value of a reporting unit is less than its carrying amount, no further testing is necessary. If,
however, the Company determines that it is more-likely-than-not that the fair value of a reporting unit is less than its carrying amount, then the Company must perform the first step of the two-step goodwill impairmentquantitative test.
The Company has an unconditional option to bypass the qualitative assessment for any reporting unit in any reporting period and proceed directly to the first step of the goodwill impairmentquantitative test.
The first stepquantitative test requires a comparison of the fair value of the individual reporting unit to its carrying value, including goodwill. If the fair value of the reporting unit is in excess of the carrying value, the related goodwill is considered not impaired and no further analysis is necessary. If the carrying value of the reporting unit exceeds the fair value, thisan impairment loss is an indication of potential impairment and the second step of testing is performed to measure the amount of impairment, if any, for that reporting unit.
If required, the second step involves calculating the implied fair value of goodwill for each of the affected reporting units. The implied fair value of goodwill is determined in the same manner as the amount of goodwill recognized in a business combination, which is thean amount equal to that excess, of the fair value of the reporting unit determined in step one over the fair value of the net assets and identifiable intangibles as if the reporting unit were being acquired. If the amount of the goodwill allocatedlimited to the reporting unit exceeds the implied fair value of the goodwill in the pro forma purchase price allocation, an impairment charge is recorded for the excess. A recognized impairment charge cannot exceed thetotal amount of goodwill allocated to athat reporting unit and cannot subsequently be reversed even if the fair value of the reporting unit recovers.unit.

Upon any business disposition, goodwill is allocated to, and derecognized with, the disposed business based on the ratio of the fair value of the disposed business to the fair value of the reporting unit.
Additional information on Citi’s goodwill impairment testing can be found in Note 16 to the Consolidated Financial Statements.16.

Intangible Assets
Intangible assets—including core deposit intangibles, present value of future profits, purchased credit card relationships, credit card contract relatedcontract-related intangibles, other customer relationships and other intangible assets, but excluding MSRs—MSRs—are amortized over their estimated useful lives. Credit card contract-related intangibles include fixed and unconditional costs incurred to renew or extend the contract with a card partner. In estimating the useful life of a credit card contract-related intangible, the Company considers the probability of contract renewal or extension to determine the period that the asset is expected to contribute future cash flows. Intangible assets that are deemed to have indefinite useful lives, primarily trade names, are not amortized and are subject to annual impairment tests. An impairment exists if the carrying value of the indefinite-lived intangible asset exceeds its fair value. For other intangible assets subject to amortization, an impairment is recognized if the carrying amount is not recoverable and exceeds the fair value of the intangible asset.

Premises and Equipment
Premises and equipment includes lease right-of-use assets, property and equipment (including purchased and developed software), net of depreciation and amortization. Substantially all lease right-of-use assets are amortized on a straight-line basis over the lease term, and substantially all property and equipment is depreciated or amortized on a straight-line basis over the useful life of the asset.

Other Assets and Other Liabilities
Other assets include, among other items, loans HFS, deferred tax assets, equity method investments, interest and fees receivable, lease right-of-use assets, premises and equipment (including purchased and developed software), repossessed assets, other receivables, and assets from businesses classified as HFS that are reclassified from other receivables.balance sheet line items. Other liabilities include, among other items, accrued expenses, and other payables, lease liabilities, deferred tax liabilities, and reserves for legal claims and legal fee accruals,
152


taxes, unfunded lending commitments, repositioning reserves, other payables, and liabilities from businesses classified as HFS that are reclassified from other matters.balance sheet line items. Legal fee accruals are recognized as incurred.

Other Real Estate Owned and Repossessed Assets
Real estate or other assets received through foreclosure or repossession are generally reported in Other assets, net of a valuation allowance for selling costs and subsequent declines in fair value.

Securitizations
There are two key accounting determinations that must be made relating to securitizations. Citi first makes a determination as to whether the securitization entity must be consolidated. Second, it determines whether the transfer of financial assets to the entity is considered a sale under GAAP. If the securitization entity is a VIE, the Company consolidates the VIE if it is the primary beneficiary (as discussed in “Variable Interest Entities” above). For all other securitization entities determined not to be VIEs in which Citigroup participates, consolidation is based on which party has voting control of the entity, giving consideration to removal and liquidation rights in certain partnership structures. Only securitization entities controlled by Citigroup are consolidated.
Interests in the securitized and sold assets may be retained in the form of subordinated or senior interest-only strips, subordinated tranches, spread accounts and servicing rights. In credit card securitizations, the Company retains a
seller’s interest in the credit card receivables transferred to the trusts, which is not in securitized form. In the case of consolidated securitization entities, including the credit card trusts, these retained interests are not reported on Citi’s Consolidated Balance Sheet. The securitized loans remain on
the balance sheet. Substantially all of the consumer loans sold or securitized through non-consolidated trusts by Citigroup are U.S. prime residential mortgage loans. Retained interests in non-consolidated mortgage securitization trusts are classified as Trading account assets, except for MSRs, which are included in Intangible assets on Citigroup’s Consolidated Balance Sheet.

Debt
Short-term borrowings and Long-term debt are accounted for at amortized cost, except where the Company has elected to report the debt instruments including(including certain structured notesnotes) at fair value, or the debt that is in a fair value hedging relationship. Premiums, discounts and issuance costs on long-term debt accounted for at amortized cost are amortized over the contractual term using the effective interest method.

Transfers of Financial Assets
For a transfer of financial assets to be considered a sale:sale, (i) the assets must be legally isolated from the Company, even in bankruptcy or other receivership, (ii) the purchaser must have the right to pledge or sell the assets transferred (or, if the purchaser is an entity whose sole purpose is to engage in securitization and asset-backed financing activities through the issuance of beneficial interests and that entity is constrained from pledging the assets it receives, each beneficial interest
holder must have the right to sell or pledge their beneficial interests) and (iii) the Company may not have an option or obligation to reacquire the assets.
If these sale requirements are met, the assets are removed from the Company’s Consolidated Balance Sheet. If the conditions for sale are not met, the transfer is considered to be a secured borrowing, the assets remain on the Consolidated Balance Sheet and the sale proceeds are recognized as the Company’s liability. A legal opinion on a sale generally is obtained for complex transactions or where the Company has continuing involvement with assets transferred or with the securitization entity. For a transfer to be eligible for sale accounting, that opinion must state that the asset transfer would be considered a sale and that the assets transferred would not be consolidated with the Company’s other assets in the event of the Company’s insolvency.
For a transfer of a portion of a financial asset to be considered a sale, the portion transferred must meet the definition of a participating interest. A participating interest must represent a pro rata ownership in an entire financial asset; all cash flows must be divided proportionately, with the same priority of payment; no participating interest in the transferred asset may be subordinated to the interest of another participating interest holder; and no party may have the right to pledge or exchange the entire financial asset unless all participating interest holders agree. Otherwise, the transfer is accounted for as a secured borrowing.
See Note 21 to the Consolidated Financial Statements22 for further discussion.


Risk Management Activities—Derivatives Used for Hedging Purposes
The Company manages its exposures to market movements outside of its trading activities by modifying the asset and liability mix, either directly or through the use of derivative financial products, including interest rate swaps, futures, forwards, and purchased options and commodities, as well as foreign-exchange contracts. These end-user derivatives are carried at fair value in Trading account assets and Trading account liabilities.
See Note 22 to the Consolidated Financial Statements23 for a further discussion of the Company’s hedging and derivative activities.

Instrument-specificInstrument-Specific Credit Risk
Citi presents separately in AOCI the portion of the total change in the fair value of a liability resulting from a change in the instrument-specific credit risk, when the entity has elected to measure the liability at fair value in accordance with the fair value option for financial instruments. Accordingly, the change in fair value of liabilities for which the fair value option was elected, related to changes in Citigroup’s own credit spreads, is presented in AOCI.

Employee Benefits Expense
Employee benefits expense includes current service costs of pension and other postretirement benefit plans (which are accrued on a current basis), contributions and unrestricted awards under other employee plans, the amortization of restricted stock awards and costs of other employee benefits.
For its most significant pension and postretirement benefit plans (Significant Plans), Citigroup measures and discloses
153


plan obligations, plan assets and periodic plan expense quarterly, instead of annually. The effect of remeasuring the Significant Plan obligations and assets by updating plan actuarial assumptions on a quarterly basis is reflected in Accumulated other comprehensive income (loss) and periodic plan expense. All other plans (All Other Plans) are remeasured annually. Benefits earned during the year are reported in Compensation and benefits expenses and all other components of the net annual benefit cost are reported in Other operating expenses in the Consolidated Statement of Income. See Note 8 to the Consolidated Financial Statements.8.

Stock-Based Compensation
The Company recognizes compensation expense related to stock and option awards over the requisite service period, generally based on the instruments’ grant-date fair value, reduced by actual forfeitures as they occur. Compensation cost related to awards granted to employees who meet certain age plus years-of-service requirements (retirement-eligible employees) is accrued in the year prior to the grant date, in the same manner as the accrual for cash incentive compensation. Certain stock awards with performance conditions or certain clawback provisions are subject to variable accounting, pursuant to which the associated compensation expense fluctuates with changes in Citigroup’s common stock price. See Note 7 to the Consolidated Financial Statements.7.

Income Taxes
The Company is subject to the income tax laws of the U.S. and its states and municipalities, as well as the non-U.S. jurisdictions in which it operates. These tax laws are complex and may be subject to different interpretations by the taxpayer and the relevant governmental taxing authorities. In establishing a provision for income tax expense, the Company must make judgments and interpretations about these tax laws. The Company must also make estimates about when in the future certain items will affect taxable income in the various tax jurisdictions, both domestic and foreign.
Disputes over interpretations of the tax laws may be subject to review and adjudication by the court systems of the various tax jurisdictions or, may be settled with the taxing authority upon examination or audit. The Company treats interest and penalties on income taxes as a component of Income tax expense.
Deferred taxes are recorded for the future consequences of events that have been recognized in financial statements or tax returns, based upon enacted tax laws and rates. Deferred tax assets are recognized subject to management’s judgment about whether realization is more-likely-than-not. ASC 740, Income Taxes, sets out a consistent framework to determine the appropriate level of tax reserves to maintain for uncertain tax positions. This interpretation uses a two-step approach wherein a tax benefit is recognized if a position is more-likely-than-not to be sustained. The amount of the benefit is then measured to be the highest tax benefit that is more than 50% likely to be realized. ASC 740 also sets out disclosure requirements to enhance transparency of an entity’s tax reserves.
See Note 9 to the Consolidated Financial Statements for a further description of the Company’s tax provision and related income tax assets and liabilities.

Commissions, Underwriting and Principal Transactions
Commissions and fees revenues are recognized in income when earned. Underwriting revenues are recognized in income typically at the closing of the transaction. Principal transactions revenues are recognized in income on a trade-date basis. See Note 5 to the Consolidated Financial Statements for a description of the Company’s revenue recognition policies for Commissions and fees, and Note 6 to the Consolidated Financial Statements for details of Principal transactions revenue.

Earnings per Share
Earnings per share (EPS) is computedcalculated using the two-class method. Under the two-class method, all earnings (distributed and undistributed) are allocated to common stock and participating securities. Undistributed earnings are calculated after deducting preferred stock dividends. The Company has granteddividends, any issuance cost incurred at the time of issuance of redeemed preferred stock and dividends paid and accrued to common stocks and RSU/DSA share awards. Citi grants restricted and deferred share awards with dividend rights that are consideredunder its shares-based compensation programs, which entitle recipients to be participating securities, which are akinreceive nonforfeitable dividends during the vesting period on a basis equivalent to a second class of common stock. Accordingly, a portion of Citigroup’s earnings is allocateddividends paid to those participating securities in the EPS calculation.
Basic earnings per share is computed by dividing income available to common stockholders after the allocation of dividends and undistributed earnings to the participating securities by the weighted average number of

common shares outstanding for the period. Diluted earnings per share reflects the potential dilution that could occur if securities or other contracts to issue common stock were exercised. It is computed after giving consideration to the weighted average dilutive effectholders of the Company’s common stock. These unvested awards meet the definition of participating securities based on their respective rights to receive nonforfeitable dividends, and they are treated as a separate class of securities and are not included in computing basic EPS.
Diluted EPS incorporates the potential impact of contingently issuable shares, stock options and warrants and convertible securities and afterawards which require future service as a condition of delivery of the allocation of earnings to the participating securities.underlying common stock. Anti-dilutive options and warrants are disregarded in the EPS calculations. Diluted EPS is calculated under both the two-class and treasury stock methods, and the more dilutive amount is reported. Participating securities are not included as incremental shares in computing diluted EPS.

Use of Estimates
Management must make estimates and assumptions that affect the Consolidated Financial Statements and the related Notes to the Consolidated Financial Statements.Notes. Such estimates are used in connection with certain fair value measurements. See Note 24 to the Consolidated Financial Statements25 for further discussions on estimates used in the determination of fair value. Moreover, estimates are significant in determining the amounts of other-than-temporary impairments, impairments of goodwill and other intangible assets, provisions for probable losses that may arise from credit-related exposures, and probable and estimable losses related to litigation and regulatory proceedings, and income taxes. While management makes its best judgment, actual amounts or results could differ from those estimates.

Cash Equivalents and Restricted Cash Flows
Cash equivalents are defined as those amounts included in Cash and due from banks and predominately all of Deposits with banks. Cash flows from risk management activitiesCertain cash balances are classified in the same category as the related assets and liabilities.restricted by regulatory or contractual requirements. See Note 27 for additional information on restricted cash.


154


Related Party Transactions
The Company has related party transactions with certain of its subsidiaries and affiliates. These transactions, which are primarily short-term in nature, include cash accounts, collateralized financing transactions, margin accounts, derivative transactions, charges for operational support and the borrowing and lending of funds, and are entered into in the ordinary course of business.

ACCOUNTING CHANGES

LeaseReference Rate Reform
On December 21, 2022, the Financial Accounting Standards Board (FASB) issued ASU No. 2022-06, Reference Rate Reform (Topic 848):Deferral of the Sunset Dateof Topic 848, which extends the period of time preparers can utilize the reference rate reform relief guidance. In 2020, the FASB issued ASU No. 2020-04, Reference Rate Reform (Topic 848): Facilitation of the Effects of Reference Rate Reform on Financial Reporting, which provides optional guidance to ease the potential burden in accounting for (or recognizing the effects of) reference rate reform on financial reporting. In 2021, the U.K. Financial Conduct Authority (FCA) delayed the intended cessation date of certain tenors of USD LIBOR to June 30, 2023. To ensure the relief in Topic 848 covers the period of time during which a significant number of modifications may take place, the ASU defers the sunset date of Topic 848 from December 31, 2022 to December 31, 2024. The extension allows Citi to transition its remaining contracts and maintain hedge accounting. The ASU was adopted by Citi upon issuance and did not impact financial results in 2022.

Voluntary Change in Goodwill Impairment Assessment Date
During 2022, the Company voluntarily changed its annual goodwill impairment assessment date from July 1 to October 1. See Note 16 for additional information.

Multiple Macroeconomic Scenarios-Based ACL Approach
During the second quarter of 2022, Citi refined its ACL methodology to utilize multiple macroeconomic scenarios to estimate its allowance for credit losses. The ACL was previously estimated using a combination of a single base-case forecast scenario as part of its quantitative component and a component of its qualitative management adjustment that reflects economic uncertainty from downside macroeconomic scenarios. As a result of this change, Citi now explicitly incorporates multiple macroeconomic scenarios—base, upside, and downside—and associated probabilities in the quantitative component when estimating its ACL, while still retaining certain of its qualitative management adjustments.
This refinement represents a “change in accounting estimate” under ASC Topic 250, Accounting Changes and Error Corrections, with prospective application beginning in the period of change. This change in accounting estimate resulted in a decrease of approximately $0.3 billion in the allowance for credit losses in the second quarter of 2022, partially offsetting an increase of $0.8 billion in the allowance for credit losses due to the increased macroeconomic uncertainty and other factors in the second quarter of 2022.
Accounting for Deposit Insurance Expenses
During the fourth quarter of 2021, Citi changed its presentation of the deposit insurance costs paid to the Federal Deposit Insurance Corporation (FDIC) and similar foreign regulators. These costs were previously presented within Interest expense and, as a result of this change, are now presented within Other operating expenses. Citi concluded that this presentation was preferable in Citi’s circumstances, as it better reflected the nature of these deposit insurance costs in that these costs do not directly represent interest payments to creditors, but are similar in nature to other payments to regulatory agencies that are accounted for as operating expenses.
This change in income statement presentation represents a “change in accounting principle” under ASC Topic 250, Accounting Changes and Error Corrections, with retrospective application to the earliest period presented. This change in accounting principle resulted in a reclassification of $1,207 million, $1,203 million and $781 million of deposit insurance expenses from Interest expense to Other operating expenses, for the years ended December 31, 2021, 2020 and 2019, respectively. This change had no impact on Citi’s net income or the total deposit insurance expense incurred by Citi.

Accounting for Financial Instruments—Credit Losses

Overview
In FebruaryJune 2016, the FASB issued ASU No. 2016-02,2016-13, LeasesFinancial Instruments—Credit Losses (Topic 842)326). The ASU introduced a new credit loss methodology, the CECL methodology, which requires earlier recognition of credit losses while also providing additional disclosure about credit risk. Citi adopted the ASU as of January 1, 2020, which, as discussed below, resulted in an increase in Citi’s Allowance for credit losses and a decrease to opening Retained earnings, which increases the transparency and comparabilitynet of accounting for lease transactions. The ASU requires lessees to recognize liabilities for operating leases and corresponding right-of-use (ROU) assets on the balance sheet. The ASU also requires quantitative and qualitative disclosures regarding key information about leasing arrangements. Lessee accounting for finance leases, as well as lessor accounting, are largely unchanged.
Effectivedeferred income taxes, at January 1, 2019,2020.
The CECL methodology utilizes a lifetime “expected credit loss” measurement objective for the Company prospectively adoptedrecognition of credit losses for loans, HTM debt securities, receivables and other financial assets measured at amortized cost at the provisionstime the financial asset is originated or acquired. The ACL is adjusted each period for changes in lifetime expected credit losses. The CECL methodology represents a significant change from prior U.S. GAAP and replaced the prior multiple existing impairment methods, which generally required that a loss be incurred before it was recognized. Within the life cycle of a loan or other financial asset, the methodology generally results in the earlier recognition of the ASU.provision for credit losses and the related ACL than prior U.S. GAAP. For available-for-sale debt securities where fair value is less than cost that Citi intends to hold or more-likely-than-not will not be required to sell, credit-related impairment, if any, is recognized through an ACL and adjusted each period for changes in credit risk.

January 1, 2020 CECL Transition (Day 1) Impact
The CECL methodology’s impact on expected credit losses, among other things, reflects Citi’s view of the current state of the economy, forecasted macroeconomic conditions and quality of Citi’s portfolios. At adoption, Citi recognized a lease liability and a corresponding ROU assetthe January 1, 2020 date of approximately $4.4 billion on the Consolidated Balance
155


Sheet relatedadoption, based on forecasts of macroeconomic conditions and exposures at that time, the aggregate impact to its future lease payments asCiti was an approximate $4.1 billion, or an approximate 29%, pretax increase in the Allowance for credit losses, along with a lessee under operating leases. In addition, the Company recorded a $151 million increase$3.1 billion after-tax decrease in Retained earnings and a deferred tax asset increase of $1.0 billion. This transition impact reflects (i) a $4.9 billion build to the Allowance for credit losses for Citi’s consumer exposures, primarily driven by the cumulative effect of recognizing previously deferred gains on sale/leaseback transactions. Adoption of the ASU did not have a material impact on the Consolidated Statementcredit card receivables of Income. See Notes 14 and 26 for additional details.
The Company has elected not to separate lease and non-lease components in its lease contracts and accounts for them as a single lease component. Citi has also elected not to record an ROU asset for short-term leases that have a term of 12 months or less and do not contain purchase options that Citi is reasonably certain to exercise. The cost of short-term leases is recognized in the Consolidated Statement of Income on a straight-line basis over the lease term. In addition, Citi applies the portfolio approach to account for certain equipment leases with nearly identical contractual terms.

Lessee accounting
Operating lease ROU assets and lease liabilities are included in Other assets and Other liabilities, respectively, on the Consolidated Balance Sheet. Finance lease assets and liabilities are included in Other assets and Long-term debt, respectively, on the Consolidated Balance Sheet. The Company uses its incremental borrowing rate, factoring in the lease term, to determine the lease liability, which is measured at the present value of future lease payments. The ROU asset is initially measured at the amount of the lease liability plus any prepaid rent and remaining initial direct costs, less any remaining lease incentives and accrued rent. The ROU asset is subject to impairment, during the lease term, in a manner consistent with the impairment of long-lived assets. The lease terms include periods covered by options to extend or terminate the lease depending on whether Citi is reasonably certain to exercise such options.

Lessor accounting
Lessor accounting is largely unchangedlonger estimated tenors under the ASU. Citi acts asCECL lifetime expected credit loss methodology (loss coverage of approximately 23 months) compared to shorter estimated tenors under the probable loss methodology under prior U.S. GAAP (loss coverage of approximately 14 months), net of recoveries, and (ii) a lessor for power, railcar, shipping and aircraft assets, where the Company has executed operating, direct financing and leveraged leasing arrangements. In a direct financing or a leveraged lease, Citi derecognizes the leased asset and records a lease financing receivable at lease commencement in Loans. Upon lease termination, Citi may obtain controlrelease of the asset, which is then recorded in Other assets on the Consolidated Balance Sheet and any remaining receivable for the asset’s residual value is derecognized. Under the ASU, leveraged lease accounting is grandfathered and may continue to be applied until the leveraged lease is terminated or modified. Upon modification, the lease must be classified as an operating, direct finance or sales-type lease in accordance with the ASU.
Separately, as part$0.8 billion of managing its real estate footprint, Citi subleases excess real estate space via operating lease arrangements.


SEC Staff Accounting Bulletin 118
On December 22, 2017, the SEC issued Staff Accounting Bulletin (SAB) 118, which set forth the accounting for the changes in tax law caused by the enactment of the Tax Cuts and Jobs Act (Tax Reform). SAB 118 provided guidance where the accounting under ASC 740 was incomplete for certain income tax effects of Tax Reform, at the time of the issuance of an entity’s financial statements for the period in which Tax Reform was enacted (provisional items). Citi disclosed several provisional items recorded as part of its $22.6 billion fourth quarter 2017 chargereserves primarily related to Tax Reform.Citi’s corporate net loan loss exposures, largely due to more precise contractual maturities that result in shorter remaining tenors, incorporation of recoveries and use of more specific historical loss data based on an increase in portfolio segmentation across industries and geographies.

Accounting for Variable Post-Charge-Off Third-Party Collection Costs
During the second quarter of 2020, Citi completedchanged its accounting for Tax Reform under SAB 118 duringvariable post-charge-off third-party collection costs, whereby these costs were accounted for as an increase in expenses as incurred rather than a reduction in expected credit recoveries. Citi concluded that such a change in the method of accounting is preferable in Citi’s circumstances as it better reflects the nature of these collection costs. That is, these costs do not represent reduced payments from borrowers and are similar to Citi’s other executory third-party vendor contracts that are accounted for as operating expenses as incurred. As a result of this change, Citi had a consumer ACL release of $426 million in the second quarter of 2020 for its U.S. cards portfolios and $122 million in the third quarter of 2020 for its international portfolios.

In the fourth quarter of 2018 and recorded2020, Citi revised the second quarter of 2020 accounting conclusion from a one-time, non-cash tax benefit of $94 million“change in Corporate/Other related to amounts that were considered provisional pursuant to SAB 118. The adjustments for the provisional amounts consisted ofaccounting estimate effected by a $1.2 billion benefit relatingchange in accounting principle” to a reduction“change in accounting principle,” which required an adjustment to opening retained earnings rather than net income, with retrospective application to the earliest period presented. Citi considered the guidance in ASC Topic 250, Accounting Changes and Error Corrections; ASC Topic 270, Interim Reporting; ASC Topic 250-S99-1, Assessing Materiality; and ASC Topic 250-S99-23, Accounting Changes Not Retroactively Applied Due to Immateriality, Considering the Effects of Prior Year Misstatements when Quantifying Misstatements in Current Year Financial Statements. Citi believes that the effects of the valuation allowance againstrevisions were not material to any previously reported quarterly or annual period. As a result, Citi’s FTC carry-forwardsfull-year and its U.S. residual DTAs relatedquarterly results were revised to its non-U.S. branches, offset by additional charges of $0.2 billion related to the impact of areflect this change to a “quasi-territorial tax system” and $0.9 billion related to the impact of deemed repatriation of undistributed earnings of non-U.S. subsidiaries.
Also, Citi has made a policy election to account for taxes on Global Intangible Low Taxed Income (GILTI) as incurred.

Revenue Recognition
In May 2014, the FASB issued ASU No. 2014-09, Revenue from Contracts with Customers (Revenue Recognition), which outlines a single comprehensive model for entities to use in accounting for revenue arising from contracts with customers. The core principle of the revenue model is that an entity recognizes revenue to depict the transfer of promised goods or services to customers in an amount that reflects the consideration to which the entity expects to be entitled, in exchange for those goods or services. The ASU defines the promised good or service as the performance obligation under the contract.
While the guidance replaces most existing revenue recognition guidance in GAAP, the ASU is not applicable to financial instruments and, therefore, does not impact a majority of the Company’s revenues, including net interest income, loan fees, gains on sales and mark-to-market accounting.
In accordance with the new revenue recognition standard, Citi has identified the specific performance obligation (promised services) associated with the contract with the customer and has determined when that specific performance obligation has been satisfied, which may be at a point in time or over time depending on how the performance obligation is defined. The contracts with customers also contain the transaction price, which consists of fixed consideration and/or consideration that may vary (variable consideration), and is defined as the amount of consideration an entity expects to be entitled to when or as the performance obligation is satisfied, excluding amounts
collected on behalf of third parties (including transaction taxes). The amounts recognized at the point in time the performance obligation is satisfied may differ from the ultimate transaction price associated with that performance obligation when a portion ofif it is based on variable consideration. For example, some consideration is based on the client’s month-end balance or market values, which are unknown at the time the contract is executed. The remaining transaction price amount, if any, will be recognized as the variable consideration becomes determinable. In certain transactions, the performance obligation is considered satisfied at a point in time in the future. In this instance, Citi defers revenue on the balance sheet that will only be recognized upon completion of the performance obligation.
The new revenue recognition standard further clarified the guidance related to reporting revenue gross as principal versus net as an agent. In many cases, Citi outsources a component of its performance obligations to third parties. The Company has determined that it acts as principal in the majority of these transactions and therefore presents the amounts paid to these third parties gross within operating expenses.
The Company has retrospectively adopted this standardwere effective as of January 1, 2020 (impacts to 2018 and as a result was required to report amounts paid to third parties where2019 were de minimis). Accordingly, Citi is principal to the contract within Operating expenses. The adoption resulted inrecorded an increase in both revenue and expenses of approximately $1 billion for each of the years ended December 31, 2019 and 2018 with similar amounts for prior years. Prior to adoption, these expense amounts were reported as contra revenue primarily within Commissions and fees and Administration and other fiduciary fees revenues. Accordingly, prior periods have been reclassified to conform to the new presentation.
See Note 5 to the Consolidated Financial Statements for a description of the Company’s revenue recognition policies for Commissions and fees and Administration and other fiduciary fees.

Income Tax Impact of Intra-Entity Transfers of Assets
In October 2016, the FASB issued ASU No. 2016-16, Income Taxes—Intra-Entity Transfers of Assets Other Than Inventory, which requires an entity to recognize the income tax consequences of an intra-entity transfer of an asset other than inventory when the transfer occurs. The ASU was effectiveits beginning retained earnings on January 1, 2018 and was adopted as2020 of that date. The impact of this standard was an increase of DTAs by approximately $300 million, a decrease of Retained earnings by approximately $80$330 million and a decrease of prepaid tax assets by approximately $380 million. 

Clarifying the Definition$443 million to its ACL. Further, Citi recorded a decrease of a Business
In January 2017, the FASB issued ASU No. 2017-01, Business Combinations (Topic 805): Clarifying the Definition of a Business. The definition of a business directly and indirectly affects many areas of accounting (e.g., acquisitions, disposals, goodwill and consolidation). The ASU narrows the definition of a business by introducing a quantitative screen as$18 million to its provisions for credit losses on loans in the first step, such that if substantiallyquarter of 2020 and an increase of $339 million and $122 million to its provisions for credit losses on loans in the second and third quarters of 2020, respectively. In addition, Citi’s operating expenses increased by $49 million and $45 million, with a corresponding decrease in net credit losses, in the first and second quarters of 2020, respectively. As a result of these changes, Citi’s net income for the year ended December 31, 2020 was $330 million lower, or $0.16 per share lower, than under the previous presentation as a change in accounting estimate effected by a change in accounting principle.



156
all of the fair value of the gross assets acquired is concentrated in a single identifiable asset or a group of similar identifiable assets, then the set of transferred assets and activities is not a business. If the set is not clarified from the quantitative screen, the entity then evaluates whether the set meets the requirement that a business include, at a minimum, an input and a substantive process that together significantly contribute to the ability to create outputs.

Citi adopted the ASU upon its effective date on January 1, 2018, prospectively. The ongoing impact of the ASU will depend upon the acquisition and disposal activities of Citi. If fewer transactions qualify as a business, there could be less initial recognition of Goodwill, but also less goodwill allocated to disposals. There was no impact during 2018 from the adoption of this ASU.

Changes in Accounting for Pension and Postretirement (Benefit) Expense
In March 2017, the FASB issued ASU No. 2017-07, Compensation—Retirement Benefits (Topic 715): Improving the Presentation of Net Periodic Pension Cost and Net Periodic Postretirement Benefit Cost,which changes the income statement presentation of net benefit expense and requires restating the Company’s financial statements for each of the earlier periods presented in Citi’s annual and interim financial statements. The change in presentation was effective for annual and interim periods starting January 1, 2018. The ASU requires that only the service cost component of net benefit expense be included in Compensation and benefits on the income statement. The other components of net benefit expense are required to be presented outside of Compensation and benefits and are presented in Other operating expenses. Since both of these income statement line items are part of Operating expenses, total Operating expenses and Net income will not change. This change in presentation did not have a material effect on Compensation and benefits and Other operating expenses and was applied prospectively. The components of the net benefit expense are disclosed in Note 8 to the Consolidated Financial Statements.
 The standard also changes the components of net benefit expense that are eligible for capitalization when employee costs are capitalized in connection with various activities, such as internally developed software, construction-in-progress and loan origination costs. Prospectively from January 1, 2018, only the service cost component of net benefit expense may be capitalized.  Existing capitalized balances are not affected. This change in amounts eligible for capitalization does not have a material effect on the Company’s Consolidated Financial Statements and related disclosures.

Hedging
In August 2017, the FASB issued ASU No. 2017-12, Targeted Improvements to Accounting for Hedging Activities, which better aligns an entity’s risk management activities and financial reporting for hedging relationships through changes to the designation and measurement guidance for qualifying hedging relationships and the presentation of
hedge results. The ASU requires the change in the fair value of the hedging instrument to be presented in the same income statement line as the hedged item and also requires expanded disclosures. Citi adopted this standard on January 1, 2018 and transferred approximately $4 billion of pre-payable mortgage-backed securities and municipal bonds from held-to-maturity (HTM) into available-for-sale (AFS) securities classification as permitted as a one-time transfer upon adoption of the standard, as these assets were deemed to be eligible to be hedged under the last-of-layer hedge strategy. The impact to opening Retained earnings was immaterial. See Note 19 to the Consolidated Financial Statements for more information.

Statement of Cash Flows
In the fourth quarter of 2022, Citi identified that certain 2021 and 2020 cash flows related to purchases of short-term negotiable certificates of deposit (NCD) and maturities of long-term NCDs were misclassified between purchases and maturities of AFS securities within investing activities and cash flows from operating activities, based on its accounting policy during those periods. As such, Citi revised its 2021 and 2020 cash flows within its 2022 Consolidated Statement of Cash Flows, as follows:








20212020
In millions of dollarsAs reportedRevisionAs revisedAs reportedRevisionAs revised
Other, net$(1,287)$(16,115)$(17,402)$4,113 $(2,897)$1,216 
Impact to cash from (used in) operating activities(16,115)(2,897)
AFS purchases(222,095)16,115 (205,980)(307,771)970 (306,801)
AFS maturities120,936 — 120,936 109,014 1,927 110,941 
Impact to cash from (used in) investing activities16,115 2,897 

After the revision, there were ($2) billion and ($30) million of net NCD cash flows presented within operating activities for 2021 and 2020, respectively. Citi evaluated the effect of the revision, both qualitatively and quantitatively, and concluded that the impact of the revision was not material.
Subsequently, in the fourth quarter of 2022, Citi voluntarily changed its policy to instead present all short-term NCD cash flows in cash flows from investing activities within Other, net. Although immaterial, Citi has adjusted both 2021 and 2020 cash flows within the 2022 Consolidated Statement of Cash Flows in accordance with this change in presentation. After considering the impact of the revision described above, the impact of the change in presentation resulted in immaterial increases in cash flows from operating activities and corresponding decreases in cash flows from investing activities of $2 billion and $30 million in 2021 and 2020, respectively.

157


FUTURE ACCOUNTING CHANGES

TDRs and Vintage Disclosures
In November 2016,March 2022, the FASB issued ASU No. 2016-18,2022-02, Restricted CashFinancial Instruments—Credit Losses (Topic 326): Troubled Debt Restructurings and Vintage Disclosures,which requires that companies present. Citi adopted the ASU on January 1, 2023. The ASU eliminates the accounting and disclosure requirements for TDRs, including the requirement to measure the ACLL for TDRs using a discounted cash cash equivalents and amounts generally described as restricted cash or restricted cash equivalents (restricted cash) when reconciling beginning-of-period and end-of-period totalsflow (DCF) approach. Citi adopted the guidance on the Consolidated Statementrecognition and measurement of Cash Flows.TDRs under the modified retrospective approach. Upon adoption, Citi discontinued the use of a DCF approach for consumer loans formerly considered TDRs. Beginning January 1, 2023, Citi measured the ACLL for all consumer loans under approaches that do not incorporate discounting, primarily utilizing models that consider the borrowers’ probability of default, loss given default and exposure at default. This change resulted in a decrease to the ACLL and deferred tax assets of approximately $350 million and $100 million, respectively, and an increase to retained earnings and other assets of approximately $300 million and $50 million, respectively, on January 1, 2023. The ACLL for corporate loans was unaffected because the measurement approach used for corporate loans is not in the scope of this ASU.
The ASU also requires disclosure of modifications of loans to borrowers experiencing financial difficulty if the modification involves principal forgiveness, an interest rate reduction, an other-than-insignificant payment delay, a term extension or a combination of those types of modifications. In connection withaddition, the adoptionASU requires the disclosure of current-period gross write-offs by year of loan origination (vintage). The amendments related to disclosures are required to be applied prospectively beginning as of the ASU, Citigroup also changed its definitiondate of cashadoption. Citi will present the new disclosures for periods beginning on and cash equivalents to include all of Cash and due from banks and predominately all of Deposits with banks. The Company has retrospectively adopted this ASU as ofafter January 1, 2018 and as a result 2023.
Net cash provided by investing activities of continuing operations on the Consolidated Statement of Cash Flows for the year ended December 31, 2017 increased by $19.3 billion.

Reclassification of Certain Tax Effects from Accumulated Other Comprehensive IncomeFair Value Hedging—Portfolio Layer Method
On February 14, 2018,In March 2022, the FASB issued ASU No. 2018-02,2022-01, Reclassification of Certain Tax Effects from Accumulated Other Comprehensive IncomeDerivatives and Hedging (Topic 815): Fair Value Hedging—Portfolio Layer Method. The ASU allows a reclassification from AOCI, intended to Retained earnings forbetter align hedge accounting with an organization’s risk management strategies. Specifically, the deferred taxes previously recorded in AOCI that exceedguidance expands the current federal tax ratesingle-layer method to allow multiple hedge layers of 21%, resulting froma single closed portfolio of qualifying assets, which include both prepayable and non-prepayable assets. Upon the newly enacted corporate tax rate in Tax Reform, and other stranded tax amounts relatedadoption of the guidance, entities may elect to reclassify securities held-to-maturity to the applicationavailable-for-sale category provided that the reclassified securities are designated in a portfolio hedge. Coincident with the adoption of Tax Reform thatthis ASU, on January 1, 2023, Citi elects to reclassify. The ASU allows adjustments to reclassification amounts in subsequent periodstransferred HTM mortgage-backed securities with an amortized cost and fair value of approximately $3.3 billion and $3.4 billion, respectively, into AFS as a result of changes topermitted under the amounts recordedguidance, and hedged them under SAB 118. Citi elected to early adopt the ASU effective December 31, 2017, which applied only to the period in which the effects related to the one-time Tax Reform charge were recognized. In addition to the reclassification of deferred taxes recorded in AOCI that exceed the current federal tax rate, Citi also reclassified amounts recorded in AOCI related to the effects of the shift to a territorial system related to the application of Tax Reform using the portfolio layer method.
The effect

Fair Value Measurement of adopting the ASU resulted in an increase of $3.3 billionEquity Securities Subject to Retained earnings at December 31, 2017 due to the reclassification of AOCI to Retained earnings.

Premium Amortization on Purchased Callable
Debt SecuritiesContractual Sale Restrictions
In March 2017,June 2022, the FASB issued ASU No. 2017-08,2022-3, Receivables—Nonrefundable Fees and Other Costs (Subtopic 310-20)Fair Value Measurement (Topic 820): Premium Amortization on Purchased Callable DebtFair Value Measurement of Equity Securities Subject to Contractual Sale Restrictions, which amends the amortization period for certain purchased callable debt securities held at a premium.. The ASU requireswas issued to address diversity in practice whereby certain entities included the impact of contractual restrictions when valuing equity securities, and it clarifies that a contractual restriction on the sale of an equity security should not be considered part of the unit of account of the equity security and, therefore, should not be considered in measuring fair value. The ASU also includes requirements for entities to amortize premiums on debtdisclose the fair value of equity securities bysubject to contractual sale restrictions, the first call date when the securities have fixednature and determinable call dates and prices. The scoperemaining duration of the ASU includes all accounting premiums, such as purchase premiumsrestrictions and cumulative fair value hedge adjustments. the circumstances that could cause a lapse in the restrictions.
The ASU does not change the accounting for discounts, which continueis to be recognized over the contractual life ofadopted on a security.
prospective basis and will be effective for Citi early adopted the ASU in the second quarter of 2017, with an effective date ofon January 1, 2017.2024, although early adoption is permitted. Adoption of the ASUaccounting standard is not expected to have an impact on a modified retrospective basis through a cumulative effect adjustment to Retained earningsCiti’s operating results or financial position, as of the beginning of the year of adoption. Adoption of the ASU primarily affected Citi’s AFS and HTM portfolios of callable state and municipal debtCompany excludes such restrictions when valuing equity securities. The ASU adoption resulted in a net reduction to total stockholders’ equity of $156 million (after-tax), effective as of January 1, 2017. This amount is composed of a reduction of approximately $660 million to Retained earnings for the incremental amortization of purchase premiums and cumulative hedge adjustments generated under fair value hedges of these callable debt securities, offset by an increase to AOCI of $504 million related to the cumulative fair value hedge adjustments reclassified to Retained earnings for AFS debt securities.

Fair Value MeasurementLong-Duration Insurance Contracts
In August 2018, the FASB issued ASU No. 2018-13,2018-12, Fair Value Measurement (Topic 820): Disclosure Framework—ChangesFinancial Services—Insurance: Targeted Improvements to the Disclosure RequirementsAccounting for Fair Value Measurement. Long-Duration Contracts, which changes the existing recognition, measurement, presentation and disclosures for long-duration contracts issued by an insurance entity. Specifically, the guidance (i) improves the timeliness of recognizing changes in the liability for future policy benefits and prescribes the rate used to discount future cash flows for long-duration insurance contracts, (ii) simplifies and improves the accounting for certain market-based options or guarantees associated with deposit (or account balance) contracts, (iii) simplifies the amortization of deferred acquisition costs and (iv) introduces additional quantitative and qualitative disclosures. Citi has certain insurance subsidiaries, primarily in Mexico, that issue long-duration insurance contracts such as traditional life insurance policies and life-contingent annuity contracts that are impacted by the requirements of ASU 2018-12.
The amendments modify certain disclosure requirementseffective date of ASU 2018-12 was deferred for fair value measurementsall insurance entities by ASU 2019-09, Finance Services—Insurance: Effective Date (issued in October 2019) and were effectiveby ASU 2020-11, Financial Services—Insurance: Effective Date and Early Application (issued in November 2020). Citi adopted the targeted improvements in ASU 2018-12 on January 1, 2020, with early adoption permitted. The Company early adopted this ASU as of December 31, 2019 in its entirety, with2023. There was no material impact on the Company.

FUTURE ACCOUNTING CHANGES

Accounting for Financial Instruments—Credit Losses

Overview
In June 2016, the Financial Accounting Standards Board (FASB) issued ASU No. 2016-13, Financial Instruments—Credit Losses (Topic 326). The ASU introduces a new credit loss methodology, the Current Expected Credit Losses (CECL) methodology, which requires earlier recognition of credit losses while also providing additional transparency about credit risk.to Citi’s financial position upon adoption, and Citi adopted the ASU as of January 1, 2020, which, as discussed below, resulted in an increase in Citi’s Allowance for credit losses and a decrease to opening Retained earnings, net of deferred income taxes, at January 1, 2020.
The CECL methodology utilizes a lifetime “expected credit loss” measurement objective for the recognition of credit losses for loans, held-to-maturity debt securities, receivables and other financial assets measured at amortized cost at the time the financial asset is originated or acquired. The allowance for credit losses is adjusted each period for changes in expected lifetime credit losses. The CECL methodology represents a significant change from prior U.S. GAAP and replaced the prior multiple existing impairment methods, which generally required that a loss be incurred before it was recognized. Within the life cycle of a loan or other financial asset, the methodology generally results in the earlier recognition of the provision for credit losses and the related allowance for credit losses than prior U.S. GAAP. For available-for-sale debt securities where fair value is less than cost, that Citi intends to hold or more-likely-than-not will not be required to sell, credit-related impairment, if any, is recognized through an allowance for credit losses and adjusted each period for changes in credit risk.

January 1, 2020 CECL Transition (Day 1) Impact
The CECL methodology’s impact on expected credit losses, among other things, reflects Citi’s view of the current state of the economy, forecasted macroeconomic conditions and Citi’s portfolios. At the January 1, 2020 date of adoption, based on forecasts of macroeconomic conditions and exposures at that time, the aggregateexpects no material impact to Citi was an approximate $4.1 billion, or an approximate 29%, pretax increase inits results of operations as a result of adopting the Allowance for credit losses, along with a $3.1 billion after-tax decrease in Retained earnings and a deferred tax asset increase of $1.0 billion. This transition impact reflects (i) a $4.9 billion build to the Allowance for credit losses for Citi’s consumer exposures, primarily driven by the impact on credit card receivables of longer estimated tenors under the CECL lifetime expected credit loss methodology (loss coverage of approximately 23 months) compared to shorter estimated tenors under the probable loss methodology under prior U.S. GAAP (loss coverage of approximately 14 months), net of recoveries; and (ii) a release of $0.8 billion of reserves primarily related to Citi’s corporate net loan loss exposures, largely due to more precise contractual maturities that result in shorter remaining tenors, incorporation of recoveries and use of more specific historical loss data based on an increase in portfolio segmentation across industries and geographies.amendments.
Under the CECL methodology, the Allowance for credit losses consists of quantitative and qualitative components. Citi’s quantitative component of the Allowance for credit losses is model based and utilizes a single forward-looking macroeconomic forecast, complemented by the qualitative component described below, in estimating expected credit losses and discounts inputs for the corporate classifiably managed portfolios. Reasonable and supportable forecast periods vary by product. For example, Citi’s consumer cards models use a 13-quarter reasonable and supportable period and revert to historical loss experience thereafter, while its corporate loan models use a nine-quarter reasonable and supportable period followed by a three-quarter graduated transition to historical loss experience.

Citi’s qualitative component of the Allowance for credit losses considers (i) the uncertainty of forward-looking scenarios based on the likelihood and severity of a possible recession as another possible scenario; (ii) certain portfolio characteristics, such as portfolio concentration and collateral coverage; and (iii) model limitations as well as idiosyncratic events.

Subsequent Measurement of Goodwill
In January 2017, the FASB issued ASU No. 2017-04, Intangibles—Goodwill and Other (Topic 350): Simplifying the Test for Goodwill Impairment. The ASU simplifies the subsequent measurement of goodwill impairment by eliminating the requirement to calculate the implied fair value of goodwill (i.e., the current step 2 of the goodwill impairment test) to measure a goodwill impairment charge. Under the ASU, the impairment test is the comparison of the fair value of a reporting unit with its carrying amount (the current step 1), with the impairment charge being the deficit in fair value but not exceeding the total amount of goodwill allocated to that reporting unit. The simplified one-step impairment test applies to all reporting units (including those with zero or negative carrying amounts).
The ASU was adopted by Citi as of January 1, 2020 with prospective application. The impact of the ASU will depend upon the performance of Citi’s reporting units and the market conditions impacting the fair value of each reporting unit going forward.

158


2. DISCONTINUED OPERATIONS, AND SIGNIFICANT DISPOSALS AND OTHER BUSINESS EXITS

Summary of Discontinued Operations
The Company’s results from Discontinued operations consisted of residual activities related to the sales of the Brazil Credit Card business in 2013, the Egg Banking plc Credit Cardcredit card business in 2011 and the German Retail Bankingretail banking business in 2008. All Discontinued operations results are recorded within Corporate/Other.
The following table summarizes financial information for all Discontinued operations:
In millions of dollars201920182017
Total revenues, net of interest expense$—
$—
$—
Loss from discontinued operations$(31)$(26)$(104)
Provision (benefit) for income taxes(27)(18)7
Loss from discontinued operations, net of taxes$(4)$(8)$(111)

In millions of dollars202220212020
Total revenues, net of interest expense$(260)$— $— 
Income (loss) from discontinued operations$(272)$7 $(20)
Benefit for income taxes(41)— — 
Income (loss) from discontinued operations, net of taxes$(231)$7 $(20)

During 2022, the Company settled certain liabilities related to its legacy consumer operation in the U.K. (the legacy operation), including an indemnification liability related to its sale of the Egg Banking business in 2011, which led to the substantial liquidation of the legacy operation. As a result, a CTA loss (net of hedges) in AOCI of approximately $400 million pretax ($345 million after-tax) related to the legacy operation was released to earnings in 2022. Out of the total CTA release, a $260 million pretax loss ($221 million after-tax loss) was attributable to the Egg Banking business noted above, reported in Discontinued operations and, therefore, the corresponding CTA release was also reported in Discontinued operations during 2022. The remaining CTA release of a $140 million pretax loss ($124 million after-tax loss) related to Legacy Holdings Assets was reported as part of Continuing operations within Legacy Franchises.
While the legacy operation was divested in multiple sales over the years, each transaction did not result in substantial liquidation given that Citi retained certain liabilities noted above, which were gradually settled over time until reaching the point of substantial liquidation during 2022, triggering the release of the CTA loss to earnings.

Cash flows from Discontinued operations were not material for all periodsany period presented.


159


Significant Disposals
There were no significant disposals during 2019. The transactions describedAs of December 31, 2022, Citi had entered into sale agreements for nine consumer banking businesses within Legacy Franchises. Australia closed in the second quarter of 2022, the Philippines closed in the third quarter of 2022, and Bahrain, Malaysia and Thailand each closed in the fourth quarter of 2022. Entry of sale agreements for the other four consumer banking businesses has resulted in the reclassification to HFS on the Consolidated Balance Sheet of approximately $20 billion in assets within Other assets,
including approximately $12 billion of loans (net of allowance of $164 million), and approximately $17 billion in liabilities within Other liabilities, including approximately $16 billion in deposits. Of the nine sale agreements, the five below were identified as significant disposals during 2018as of December 31, 2022. The Taiwan and 2017.

SaleIndia sales have yet to close and are subject to regulatory approvals and other closing conditions, as are the potential sales of the Poland and Mexico Asset Management Businessconsumer banking businesses.

December 31, 2022
In millions of dollarsAssetsLiabilities
Consumer banking business inSale agreement dateExpected closeCash and deposits with banks
Loans(1)
GoodwillOther assets, advances to/from subsidiariesOther assetsTotal assetsDepositsLong-term debtOther liabilitiesTotal liabilities
Australia(2)
8/9/21closed 6/1/2022$— $— $— $— $— $— $— $— $— $— 
Philippines(3)
12/23/21closed 8/1/2022— — — — — — — — — — 
Thailand(4)
1/14/22closed 11/1/2022$— $— $— $— $— $— $— $— $— $— 
Taiwan(5)
1/28/22second half 2023123 7,865 202 4,758 198 13,146 10,049 — 237 10,286 
India(5)
3/30/22first half 202325 3,423 329 1,924 114 5,815 5,266 — 204 5,470 
Income (loss) before taxes(6)
In millions of dollars202220212020
Australia(2)
$193 $306 $181 
Philippines(3)
72 145 42 
Thailand(4)
122 139 93 
Taiwan140 282 311 
India194 213 117 

(1)    Loans, net of allowance as of December 31, 2022 includes $64 million and $37 million for Taiwan and India, respectively.
(2)    On September 21, 2018,June 1, 2022, Citi completed the sale of its Mexico asset managementAustralia consumer banking business, which was part of Latin America GCBLegacy Franchises. AsThe business had approximately $9.4 billion in assets, including $9.3 billion of loans (net of allowance of $140 million) and excluding goodwill. The total amount of liabilities was $7.3 billion including $6.8 billion in deposits. The transaction generated a pretax loss on sale of approximately $760 million ($640 million after-tax), subject to closing adjustments, recorded in Other revenue. The loss on sale primarily reflected the impact of an approximate pretax $620 million CTA loss (net of hedges) ($470 million after-tax) already reflected in the AOCI component of equity. The sale closed on June 1, 2022, and the CTA-related balance was removed from AOCI, resulting in a neutral CTA impact to Citi’s CET1 Capital. The income before taxes shown in the above table for Australia reflects Citi’s ownership through June 1, 2022.
(3)    On August 1, 2022, Citi completed the sale of its Philippines consumer banking business, which was part of theLegacy Franchises. The business had approximately $1.8 billion in assets, including $1.2 billion of loans (net of allowance of $80 million) and excluding goodwill. The total amount of liabilities was $1.3 billion, including $1.2 billion in deposits. The sale Citi derecognized total assets of $137 million and total liabilities of $41 million. The transaction resulted in a pretax gain on sale of approximately $250$618 million (approximately $150($290 million after-tax), subject to closing adjustments, recorded in Other revenue in 2018. Further, Citi and the buyer entered into a 10-year services framework agreement, with Citi acting as the distributor in exchange for an ongoing fee.
Income. The income before taxes shown in the above table for the divested business, excluding the pretax gain on sale, was as follows:
In millions of dollars201920182017
Income before taxes$—
$123
$164

Philippines reflects Citi’s ownership through August 1, 2022.

Sale of Fixed Income Analytics and Index Business
(4)    On August 31, 2017,November 1, 2022, Citi completed the sale of a fixed income analyticsits Thailand consumer banking business, and a fixed income index business that werewhich was part of MarketsLegacy Franchises. The business had approximately $2.7 billion in assets, including $2.4 billion of loans (net of allowance of $67 million) and securities services within Institutional Clients Group (ICG). As partexcluding goodwill. The total amount of theliabilities was $1.0 billion, including $0.8 billion in deposits. The sale Citi derecognized Total assets of $112 million, including goodwill of $72 million, while the derecognized liabilities were $18 million. The transaction resulted in a pretax gain on sale of approximately $580$209 million ($355115 million after-tax), subject to closing adjustments, recorded in Other revenue. The income before taxes shown in ICG during 2017.the above table for Thailand reflects Citi’s ownership through November 1, 2022.
(5)    These sales are expected to result in an after-tax gain upon closing.
(6)    Income before taxes for the divested businesses, excludingperiod in which the individually significant component was classified as HFS for all prior periods presented. For Australia, excludes                  the pretax loss on sale. For the Philippines and Thailand, excludes the pretax gain on sale, was immaterial.sale.

Citi did not have any other significant disposals as of December 31, 2022.
For a description of the Company’s significant disposal transactions in prior periods and financial impact, see Note 2 to the Consolidated Financial Statements in Citi’s 2021 Form 10-K.

Exit
160


Other Business Exits

Wind-Down of U.S. Mortgage Service OperationsKorea Consumer Banking Business
Citigroup executed agreements duringOn October 25, 2021, Citi disclosed its decision to wind down and close its Korea consumer banking business, which is reported in the Legacy Franchises operating segment. In connection with the announcement, Citibank Korea Inc. (CKI) commenced a voluntary early termination program (Korea VERP). Due to the voluntary nature of this termination program, no liabilities for termination benefits are recorded until CKI makes formal offers to employees that are then irrevocably accepted by those employees. Related charges are recorded as Compensation and benefits.
During the first quarter of 20172022, Citi recorded an additional pretax charge of $31 million, composed of gross charges connected to effectively exit its direct U.S. mortgage servicing operations, which included the sale of mortgage servicing rights and execution of a subservicing agreement for the remaining Citi-owned loans and certain other mortgage servicing rights. As part of this transaction, Citi also transferred certain employees.Korea VERP.
This transaction, which was part of Corporate/Other, resulted in a pretax loss of $331 million ($207 million after-tax) recorded in Other revenue during 2017. The loss on sale did not include certain other costs andfollowing table summarizes the reserve charges related to the disposed operation recorded primarilyKorea VERP and other initiatives reported in the Operating expensesLegacy Franchises during 2017, resultingoperating segment and Corporate/Other:

In millions of dollarsEmployee termination costs
Total Citigroup (pretax)
Original charges in fourth quarter 2021$1,052 
Utilization(1)
Foreign exchange3 
Balance at December 31, 2021$1,054 
Additional charges in first quarter 2022$31 
Utilization(347)
Foreign exchange(24)
Balance at March 31, 2022$714 
Additional charges (releases)$(3)
Utilization(670)
Foreign exchange(41)
Balance at June 30, 2022$— 
Additional charges (releases)$—
Utilization—
Foreign exchange—
Balance at September 30, 2022$—

The total estimated cash charges for the wind-down are $1.1 billion, most of which were recognized in a total pretax loss2021.
See Note 8 for details on the pension impact of $382 million.the Korea wind-down.

Wind-Down of Russia Consumer and Institutional Banking Businesses
On August 25, 2022, Citi announced its decision to wind down its consumer banking and local commercial banking operations in Russia. As part of the sale,wind-down, Citi derecognized a totalis also actively pursuing sales of $1,162 millioncertain Russian consumer banking portfolios.
On October 14, 2022, Citi disclosed that it will be ending nearly all of servicing-related assets, including $1,046 millionthe institutional banking services it offers in Russia by the end of Mortgage servicing rights, relatedthe first quarter of 2023. Going forward, Citi’s only operations in Russia will be those necessary to approximately 750,000 Fannie Maefulfill its remaining legal and Freddie Mac held loans with outstanding balances of approximately $93 billion.
Excluding the loss on sale and the additional charges, income before taxes for the disposed operation was immaterial.

Sale of CitiFinancial Canada Consumer Finance Businessregulatory obligations.
On March 31, 2017,December 12, 2022, Citi completed the sale of CitiFinancial Canada (CitiFinancial), which was parta portfolio of Corporate/Other and included 220 retail branches andruble-denominated personal installment loans, totaling approximately 1,400 employees. As part of the sale, Citi derecognized Total assets$240 million in outstanding loan balances, to Uralsib, a Russian commercial bank, resulting in a pretax net loss of approximately $1.9 billion, including $1.7 billion consumer loans (net of allowance), and Total liabilities of approximately $1.5 billion related to intercompany borrowings, which were settled at closing of the transaction.$12 million. The sale of CitiFinancial generated a pretax gainnet loss on sale of approximately $350the loan portfolio included a $32 million recordedadjustment to record the loans at lower of cost or fair value recognized in Other revenuerevenue. In addition, the sale of the loans resulted in a release in the allowance for credit losses on loans of approximately $20 million recognized in the Provision for credit losses on loans.
In connection with the portfolio sale, Citi also entered into a referral agreement to transfer to Uralsib a portfolio of ruble-denominated credit card loans, subject to customer consents. The outstanding card loans balance was approximately $219 million as of the fourth quarter of 2022. Citi will refer credit card customers, who at the customers’ sole discretion will be eligible to refinance their outstanding card loan balances with Uralsib.
During 2022, Citi recorded a pretax charge of approximately $28 million as Compensation and benefits composed of severance costs reported in the Legacy Franchises ($178operating segment and Institutional Clients Group.
In connection with the wind-down plans of the Russia consumer and institutional banking businesses, Citi expects to incur approximately $190 million after-tax) during 2017.in costs, primarily through 2024, largely driven by restructuring, vendor termination fees and other related charges. These costs do not include the impact of any potential portfolio sales.
Income before taxes for the divested business, excluding the pretax gain on sale, was as follows:
In millions of dollars201920182017
Income before taxes$—
$—
$41
161




3. BUSINESSOPERATING SEGMENTS

Citigroup’s activities are conducted throughEffective January 1, 2022, Citi changed its management structure resulting in changes in its operating segments and reporting units to reflect how the following businessCEO, who is the chief operating decision maker, manages the Company, including allocating resources and measuring performance. Citi reorganized its reporting into three operating segments: Global Consumer Banking (GCB) andInstitutional Clients Group (ICG), Personal Banking and Wealth Management (PBWM) and Legacy Franchises, with Corporate/Other including activities not assigned to a specific operating segment, as well as discontinued operations. The prior-period balances reflect reclassifications to conform the presentation in those periods to the current operating segment structure. Citi’s consolidated results were not impacted by the changes discussed above and remain unchanged for all periods presented.
ICG consists of Services, Markets and Banking, providing corporate, institutional and public sector clients around the world with a full range of wholesale banking products and services.
PBWM consists of U.S. Personal Banking and Global Wealth Management (Global Wealth), providing traditional banking services and credit cards to retail and small business customers in the U.S., and financial services to clients from affluent to ultra-high-net-worth through banking, lending, mortgages, investment, custody and trust product offerings in 20 countries, including the U.S., Mexico and the four wealth management centers: Singapore, Hong Kong, the UAE and London.
Legacy Franchises consists of Asia Consumer and Mexico Consumer/SBMM businesses that Citi intends to exit, and its remaining Legacy Holdings Assets. In addition,
Corporate/Other includes activities not assigned to a specific business segment, as well as certain North America loan portfolios, discontinued operations and other legacy assets.
The businessthe operating segments, are determined based on products and services provided or type of customers served, of which those identified as non-core are recorded in Corporate/Other and are reflective of how management currently evaluates financial information to make business decisions.
GCB includes a global, full-service consumer franchise delivering a wide array of banking, credit card lending and investment services through a network of local branches, offices and electronic delivery systems and consists of three GCB businesses: North America, Latin America and Asia (including consumer banking activities in certain EMEA countries).
ICG consists of Banking and Markets and securities services and provides corporate, institutional, public sector and high-net-worth clients in 98 countries and jurisdictions with a broad range of banking and financial products and services.
Corporate/Other includes certain unallocated costs of global functions, other corporate expenses and net treasury results, unallocated corporate expenses, offsets to certain line-item reclassifications and eliminations, the results of certainand unallocated taxes, as well as discontinued operations.

North AmericaRevenues and expenses directly associated with each respective business segment or component are included in determining respective operating results. Other revenues and expenses that are not directly attributable to a particular business segment or component are generally allocated from Corporate/Other legacy loan portfolios, discontinued operationsbased on respective net revenues, non-interest expenses or other relevant measures.
As a result of revenues and unallocated taxes.expenses from transactions with other operating segments or component being treated as transactions with external parties for purposes of segment disclosures, the Company includes intersegment eliminations within Corporate/Other to reconcile the business segment results to Citi’s consolidated results.
The accounting policies of these reportableoperating segments are the same as those disclosed in Note 1 to the Consolidated Financial Statements.
The prior-period balances reflect reclassifications to conform the presentation for all periods to the current period’s presentation. During 2019, financial data was reclassified to reflect:

•
Citi’s commercial banking businesses previously reported as part of GCB in North America, Latin America and Asia, including approximately $28 billion in end-of-period loans and approximately $37 billion in end-of-period deposits, are reported in ICG for all periods presented;
•
the re-attribution of certain costs between Corporate/Other and GCB and ICG; and
certain other immaterial reclassifications.

1.
Citi’s consolidated
Net income (loss) reported in its 2018 Annual Report on Form 10-K remains unchanged for all periods presented as a result of the changes and reclassifications discussed above.

162


The following table presents certain information regarding the Company’s continuing operations by segment:operating segment and Corporate/Other:

In millions of dollars, except identifiable assets, average loans and average deposits in billionsICGPBWMLegacy FranchisesCorporate/OtherTotal Citi
202220212020202220212020202220212020202220212020202220212020
Net interest income$17,911 $14,999 $15,750 $22,656 $20,646 $22,326 $5,691 $6,250 $6,973 $2,410 $599 $(298)$48,668 $42,494 $44,751 
Non-interest revenue23,295 24,837 25,343 1,561 2,681 2,814 2,781 2,001 2,481 (967)(129)112 26,670 29,390 30,750 
Total revenues, net of interest expense(1)
$41,206 $39,836 $41,093 $24,217 $23,327 $25,140 $8,472 $8,251 $9,454 $1,443 $470 $(186)$75,338 $71,884 $75,501 
Operating expense26,299 23,949 22,336 16,258 14,610 13,599 7,782 8,259 6,890 953 1,375 1,549 51,292 48,193 44,374 
Provisions for credit losses911 (2,490)4,869 3,754 (1,224)9,885 571 (62)2,739 3 (2)2 5,239 (3,778)17,495 
Income (loss) from continuing operations before taxes$13,996 $18,377 $13,888 $4,205 $9,941 $1,656 $119 $54 $(175)$487 $(903)$(1,737)$18,807 $27,469 $13,632 
Provision (benefits) for income taxes3,258 4,069 3,077 886 2,207 334 128 63 (33)(630)(888)(853)3,642 5,451 2,525 
Income (loss) from continuing operations$10,738 $14,308 $10,811 $3,319 $7,734 $1,322 $(9)$(9)$(142)$1,117 $(15)$(884)$15,165 $22,018 $11,107 
Identifiable assets at December 31(2)
$1,730 $1,613 $1,592 $494 $464 $453 $97 $125 $131 $96 $89 $84 $2,417 $2,291 $2,260 
Average loans291 287 298 321 307 304 41 74 83 — — — 653 668 685 
Average deposits830 828 780 435 417 358 52 82 81 16 8 11 1,333 1,335 1,230 

(1)    Includes total Citi revenues, net of interest expense (excluding Corporate/Other), in North America of $34.4 billion, $34.4 billion and $37.1 billion; in EMEA of $14.9 billion, $13.4 billion and $13.4 billion; in Latin America of $9.9 billion, $9.2 billion and $9.4 billion; and in Asia of $14.7 billion, $14.4 billion and $15.8 billion in 2022, 2021 and 2020, respectively. These regional numbers exclude Corporate/Other, which largely reflects U.S. activities.
(2)    Includes total Citi identifiable assets (excluding Corporate/Other), in North America of $776 billion, $709 billion and $741 billion; in EMEA of $773 billion, $742 billion and $684 billion; in Latin America of $184 billion, $179 billion and $180 billion; and in Asia of $588 billion, $572 billion and $572 billion in 2022, 2021 and 2020, respectively. These regional numbers exclude Corporate/Other, which largely reflects U.S. activities. The Company’s long-lived assets for the periods presented are not considered to be significant in relation to its total assets. The majority of Citi’s long-lived assets are located in the U.S.
163

 
Revenues,
net of interest expense(1)
Provision (benefits)
for income taxes(2)
Income (loss) from
continuing operations(2)(3)
Identifiable assets
In millions of dollars, except identifiable assets in billions20192018201720192018201720192018201720192018
Global Consumer Banking$32,971
$32,339
$31,445
$1,746
$1,689
$3,067
$5,702
$5,309
$3,542
$407
$388
Institutional Clients Group39,301
38,325
37,822
3,570
3,756
7,241
12,944
12,574
9,375
1,447
1,438
Corporate/Other2,014
2,190
3,177
(886)(88)19,080
825
205
(19,544)97
91
Total$74,286
$72,854
$72,444
$4,430
$5,357
$29,388
$19,471
$18,088
$(6,627)$1,951
$1,917
(1)
Includes total revenues, net of interest expense (excluding Corporate/Other), in North America of $33.9 billion, $33.4 billion and $34.1 billion; in EMEA of $12.0 billion, $11.8 billion and $10.9 billion; in Latin America of $10.4 billion, $10.3 billion and $9.6 billion; and in Asia of $16.0 billion, $15.3 billion and $14.6 billion in 2019, 2018 and 2017, respectively. These regional numbers exclude Corporate/Other, which largely operates within the U.S.
(2)
Corporate/Other, GCB and ICG 2017 results include the one-time impact of Tax Reform.
(3)
Includes pretax provisions for credit losses and for benefits and claims in the GCB results of $7.9 billion, $7.6 billion and $7.6 billion; in the ICG results of $563 million, $215 million and $19 million; and in the Corporate/Other results of $(75) million, $(202) million and $(175) million in 2019, 2018 and 2017, respectively.

4.  INTEREST REVENUE AND EXPENSE

Interest revenue and Interest expense consisted of the following:

In millions of dollars202220212020
Interest revenue   
Consumer loans$28,391 $26,408 $27,763 
Corporate loans12,851 9,032 12,422 
Loan interest, including fees$41,242 $35,440 $40,185 
Deposits with banks4,515 577 928 
Securities borrowed and purchased under agreements to resell7,154 1,052 2,283 
Investments, including dividends11,214 7,388 7,989 
Trading account assets(1)
7,418 5,365 6,125 
Other interest-bearing assets(2)
2,865 653 579 
Total interest revenue$74,408 $50,475 $58,089 
Interest expense   
Deposits$11,559 $2,896 $5,334 
Securities loaned and sold under agreements to repurchase4,455 1,012 2,077 
Trading account liabilities(1)
1,437 482 628 
Short-term borrowings and other interest-bearing liabilities(3)
2,488 121 630 
Long-term debt5,801 3,470 4,669 
Total interest expense$25,740 $7,981 $13,338 
Net interest income$48,668 $42,494 $44,751 
Provision (benefit) for credit losses on loans4,745 (3,103)15,922 
Net interest income after provision for credit losses on loans$43,923 $45,597 $28,829 

(1)Interest expense on Trading account liabilities of ICG is reported as a reduction of Interest revenue. Interest revenue and Interest expense on cash collateral positions are reported in interest on Trading account assets and Trading account liabilities, respectively.
(2)Includes assets from businesses held-for-sale (see Note 2) and Brokerage receivables.
(3)Includes liabilities from businesses held-for-sale (see Note 2) and Brokerage payables.

164
In millions of dollars201920182017
Interest revenue   
Loan interest, including fees$47,751
$45,682
$41,736
Deposits with banks2,682
2,203
1,635
Securities borrowed and purchased under agreements to resell6,872
5,492
3,249
Investments, including dividends9,860
9,494
8,295
Trading account assets(1)
7,672
6,284
5,501
Other interest1,673
1,673
1,163
Total interest revenue$76,510
$70,828
$61,579
Interest expense   
Deposits(2)
$12,633
$9,616
$6,587
Securities loaned and sold under agreements to repurchase6,263
4,889
2,661
Trading account liabilities(1)
1,308
1,001
638
Short-term borrowings2,465
2,209
1,059
Long-term debt6,494
6,551
5,573
Total interest expense$29,163
$24,266
$16,518
Net interest revenue$47,347
$46,562
$45,061
Provision for loan losses8,218
7,354
7,503
Net interest revenue after provision for loan losses$39,129
$39,208
$37,558
(1)
Interest expense on Trading account liabilities is reported as a reduction of interest revenue from Trading account assets.


(2)Includes deposit insurance fees and charges of $781 million, $1,182 million and $1,249 million for 2019, 2018 and 2017, respectively.




5.  COMMISSIONS AND FEES; ADMINISTRATION AND OTHER FIDUCIARY FEES

Commissions and Fees
The primary components of Commissions and fees revenue are investment banking fees, brokerage commissions, credit card and bank card income and deposit-related fees.
Investment banking fees are substantially composed of underwriting and advisory revenues. Such fees are recognized at the point in time when Citigroup’s performance under the terms of a contractual arrangement is completed, which is typically at the closing of a transaction. Reimbursed expenses related to these transactions are recorded as revenue and are included within investment banking fees. In certain instances for advisory contracts, Citi will receive amounts in advance of the deal’s closing. In these instances, the amounts received will be recognized as a liability and not recognized in revenue until the transaction closes. For the periods presented, the contract liability amount was negligible.
Out-of-pocket expenses associated with underwriting activity are deferred and recognized at the time the related revenue is recognized, while out-of-pocket expenses associated with advisory arrangements are expensed as incurred. In general, expenses incurred related to investment banking transactions, whether consummated or not, are recorded in Other operating expenses. The Company has determined that it acts as principal in the majority of these transactions and therefore presents expenses gross within Other operating expenses.
Brokerage commissions primarily include commissions and fees from the following: executing transactions for clients on exchanges and over-the-counter markets; sales of mutual funds and other annuity products; and assisting clients in clearing transactions, providing brokerage services and other such activities. Brokerage commissions are recognized in Commissions and fees at the point in time the associated service is fulfilled, generally on the trade execution date. Gains or losses, if any, on these transactions are included in Principal transactions (see Note 6 to the Consolidated Financial Statements). Sales of certain investment products include a portion of variable consideration associated with the underlying product. In these instances, a portion of the revenue associated with the sale of the product is not recognized until the variable consideration becomes fixed.fixed and determinable. The Company recognized $485$538 million, $521$639 million and $416$495 million of revenue related to such variable consideration for the years ended December 31, 2019, 20182022, 2021 and 2017,2020, respectively. These amounts primarily relate to performance obligations satisfied in prior periods.










Credit card and bank card income is primarily composed of interchange fees, which are earned by card issuers based on
purchase sales, and certain card fees, including annual fees.
Costs related to customer reward programs and certain
payments to partners (primarily based on program sales,
profitability and customer acquisitions) are recorded as a
reduction of credit card and bank card income. InterchangeCiti’s credit card programs have certain partner sharing agreements that vary by partner. These partner sharing agreements are subject to contractually based performance thresholds that, if met, would require Citi to make ongoing payments to the partner. The threshold is based on the profitability of a program and is generally calculated based on predefined program revenues
less predefined program expenses. In most of Citi’s partner sharing agreements, program expenses include net credit losses, which, to the extent that the increase in net credit losses reduces Citi’s liability for the partners’ share for a given program year, would generally result in lower payments to partners in total for that year and vice versa. Further, in some instances, other partner payments are based on program sales and new account acquisitions. Interchange revenues are recognized as earned on a daily basis when Citi's
Citi’s performance obligation to transmit funds to the payment
networks has been satisfied. Annual card fees, net of
origination costs, are deferred and amortized on a straight-line
basis over a 12-month period. Costs related to card reward
programs are recognized when the rewards are earned by the
cardholders. Payments to partners are recognized when
incurred.
Deposit-related fees consist of service charges on deposit
accounts and fees earned from performing cash management
activities and other deposit account services. Such fees are
recognized in the period in which the related service is
provided.
Transactional service fees primarily consist of fees
charged for processing services such as cash management,
global payments, clearing, international funds transfer and
other trade services. Such fees are recognized as/when the
associated service is satisfied, which normally occurs at the
point in time the service is requested by the customer and
provided by Citi.
Insurance distribution revenue consists of commissions
earned from third-party insurance companies for marketing
and selling insurance policies on behalf of such entities. Such
commissions are recognized in Commissions and fees at the
point in time the associated service is fulfilled, generally when
the insurance policy is sold to the policyholder. Sales of
certain insurance products include a portion of variable
consideration associated with the underlying product. In these
instances, a portion of the revenue associated with the sale of
the policy is not recognized until the variable consideration
becomes fixed and determinable. The Company recognized $322$201 million, $386$260 million and $440$290 million of revenue related to such variable consideration for the years ended December 31, 2019, 20182022, 2021 and 2017,2020, respectively. These amounts primarily relate to performance obligations satisfied in prior periods.
Insurance premiums consist of premium income from
insurance policies that Citi has underwritten and sold to
policyholders.




165


The following table presents Commissions and fees revenue:

202220212020
In millions of dollarsICGPBWMLFTotalICGPBWMLFTotalICGPBWMLFTotal
Investment banking$3,084 $— $— $3,084 $6,007 $— $— $6,007 $4,483 $— $— $4,483 
Brokerage commissions1,570 767 209 2,546 1,770 1,035 431 3,236 1,700 874 386 2,960 
Credit and bank card income
Interchange fees1,207 9,452 846 11,505 817 8,119 885 9,821 704 6,526 774 8,004 
Card-related
loan fees		44 256 289 589 27 292 376 695 22 241 386 649 
Card rewards and partner payments(1)
(625)(11,133)(578)(12,336)(405)(9,296)(534)(10,235)(380)(7,688)(605)(8,673)
Deposit-related fees(2)
1,061 157 56 1,274 1,034 196 101 1,331 936 255 143 1,334 
Transactional service fees1,057 17 95 1,169 968 22 108 1,098 857 20 97 974 
Corporate finance(3)
454 4 — 458 705 4 — 709 453 4 — 457 
Insurance distribution revenue— 217 129 346 — 309 164 473 — 318 185 503 
Insurance premiums— 4 87 91 — 10 84 94 — 6 119 125 
Loan servicing39 48 16 103 43 38 17 98 80 28 29 137 
Other20 185 141 346 20 186 139 345 15 300 117 432 
Total commissions and fees(4)
$7,911 $(26)$1,290 $9,175 $10,986 $915 $1,771 $13,672 $8,870 $884 $1,631 $11,385 

(1)Citi’s consumer credit card programs have certain partner sharing agreements that vary by partner. These agreements are subject to contractually based performance thresholds that, if met, would require Citi to make ongoing payments to the partner. The threshold is based on the profitability of a program and is generally calculated based on predefined program revenues less predefined program expenses. In most of Citi’s partner sharing agreements, program expenses include net credit losses and, to the extent that an increase in net credit losses reduces Citi’s liability for the partners’ share for a given program year, would generally result in lower payments to partners in total for that year and vice versa. Further, in some instances, other partner payments are based on program sales and new account acquisitions.
(2)Includes overdraft fees of $59 million (prior to the elimination of overdraft fees in June 2022), $107 million and $100 million for the years ended December 31, 2022, 2021 and 2020, respectively. Overdraft fees are accounted for under ASC 310. Citi eliminated overdraft fees, returned item fees and overdraft protection fees beginning in June 2022.
(3)Consists primarily of fees earned from structuring and underwriting loan syndications or related financing activity. This activity is accounted for under ASC 310.
(4)Commissions and fees include $(11,008) million, $(8,516) million and $(7,160) million not accounted for under ASC 606, Revenue from Contracts with Customers, for the years ended December 31, 2022, 2021 and 2020, respectively. Amounts reported in Commissions and fees accounted for under other guidance primarily include card-related loan fees, card reward programs and certain partner payments, corporate finance fees, insurance premiums and loan servicing fees.
LF    Legacy Franchises

 201920182017
In millions of dollarsICGGCBCorp/OtherTotalICGGCBCorp/OtherTotalICGGCBCorp/OtherTotal
Investment banking$3,767
$—
$—
$3,767
$3,568
$—
$—
$3,568
$3,817
$—
$—
$3,817
Brokerage commissions1,771
841
—
2,612
1,977
815
—
2,792
1,889
826
3
2,718
Credit card and bank card
  income
   

   

   

     Interchange fees1,222
8,621
—
9,843
1,077
8,112
11
9,200
953
7,523
99
8,575
     Card-related loan fees60
718
—
778
63
627
12
702
53
693
48
794
     Card rewards and partner
       payments
(691)(8,883)—
(9,574)(504)(8,253)(12)(8,769)(426)(7,242)(57)(7,725)
Deposit-related fees(1)
1,048
470
—
1,518
1,031
572
1
1,604
1,031
642
14
1,687
Transactional service fees824
123
—
947
733
83
4
820
751
78
49
878
Corporate finance(2)
616
—
—
616
734
—
—
734
766
—
—
766
Insurance distribution
  revenue
12
524
—
536
14
565
11
590
12
562
68
642
Insurance premiums—
186
—
186
—
119
—
119
—
122
—
122
Loan servicing78
55
21
154
100
91
37
228
117
71
95
283
Other99
261
3
363
116
139
14
269
30
90
30
150
Total commissions and
  fees(3)
$8,806
$2,916
$24
$11,746
$8,909
$2,870
$78
$11,857
$8,993
$3,365
$349
$12,707
166


(1)Includes overdraft fees of $127 million, $128 million and $135 million for the years ended December 31, 2019, 2018 and 2017, respectively. Overdraft fees are accounted for under ASC 310.
(2)Consists primarily of fees earned from structuring and underwriting loan syndications or related financing activity. This activity is accounted for under ASC 310.
(3)
Commissions and fees includes $(7,695) million, $(6,853) million and $(5,627) million not accounted for under ASC 606, Revenue from Contracts with Customers, for the years ended December 31, 2019, 2018 and 2017, respectively. Amounts reported in Commissions and fees accounted for under other guidance primarily include card-related loan fees, card reward programs and certain partner payments, corporate finance fees, insurance premiums and loan servicing fees.


Administration and Other Fiduciary Fees
Administration and other fiduciary fees revenue is primarily composed of custody fees and fiduciary fees.
The custody product is composed of numerous services related to the administration, safekeeping and reporting for both U.S. and non-U.S. denominated securities. The services offered to clients include trade settlement, safekeeping, income collection, corporate action notification, record-keeping and reporting, tax reporting and cash management. These services are provided for a wide range of securities, including but not limited to equities, municipal and corporate bonds, mortgage- and asset-backed securities, money market instruments, U.S. Treasuries and agencies, derivative instruments, mutual funds, alternative investments and precious metals. Custody fees are recognized as or when the associated promised service is satisfied, which normally occurs at the point in time the service is requested by the customer and provided by Citi.
Fiduciary fees consist of trust services and investment management services. As an escrow agent, Citi receives, safe-
keeps,safekeeps, services and manages clients’ escrowed assets, such as cash, securities, property (including intellectual property), contracts or other collateral. Citi performs its escrow agent duties by safekeeping the fundsassets during the specified time period agreed upon by all parties and therefore earns its revenue evenly during the contract duration.
Investment management services consist of managing assets on behalf of Citi’s retail and institutional clients. Revenue from these services primarily consists of asset-based fees for advisory accounts, which are based on the market value of the client’s assets and recognized monthly, when the market value is fixed. In some instances, the Company contracts with third-party advisors and with third-party custodians. The Company has determined that it acts as principal in the majority of these transactions and therefore presents the amounts paid to third parties gross within Other operating expenses.
The following table presents Administration and other fiduciary fees revenue:

202220212020
In millions of dollarsICGPBWMLFTotalICGPBWMLFTotalICGPBWMLFTotal
Custody fees(1)
$1,781 $87 $9 $1,877 $1,793 $91 $14 $1,898 $1,557 $80 $20 $1,657 
Fiduciary fees284 752 314 1,350 250 778 436 1,464 234 623 417 1,274 
Guarantee fees508 43 6 557 528 45 8 581 495 38 8 541 
Total administration and other fiduciary fees(2)
$2,573 $882 $329 $3,784 $2,571 $914 $458 $3,943 $2,286 $741 $445 $3,472 

(1)    ICG in 2020 includes $38 million related to Corporate/Other.
(2)    Administration and other fiduciary fees include $557 million, $581 million and $541 million for the years ended December 31, 2022, 2021 and 2020, respectively, that are not accounted for under ASC 606, Revenue from Contracts with Customers. These generally include guarantee fees.
LF    Legacy Franchises

167
 201920182017
In millions of dollarsICGGCBCorp/OtherTotalICGGCBCorp/OtherTotalICGGCBCorp/OtherTotal
Custody fees$1,453
$16
$73
$1,542
$1,497
$133
$65
$1,695
$1,508
$164
$56
$1,728
Fiduciary fees647
621
28
1,296
645
597
43
1,285
593
575
91
1,259
Guarantee fees558
8
7
573
584
9
7
600
584
5
8
597
Total administration
  and other fiduciary fees(1)
$2,658
$645
$108
$3,411
$2,726
$739
$115
$3,580
$2,685
$744
$155
$3,584
(1)
Administration and other fiduciary fees includes $573 million, $600 million and $597 million for the years ended December 31, 2019, 2018 and 2017, respectively, that are not accounted for under ASC 606, Revenue from Contracts with Customers. These amounts include guarantee fees.




6. PRINCIPAL TRANSACTIONS
Citi’s
Principal transactions revenue consists of realized and unrealized gains and losses from trading activities. Trading activities include revenues from fixed income, equities, credit and commodities products and foreign exchange transactions that are managed on a portfolio basis and characterized below based on the primary risk managed by primary risk.each trading desk (as such, the trading desks can be periodically reorganized and thus the risk categories). Not included in the table below is the impact of net interest revenueincome related to trading activities,
which is an integral part of trading activities’ profitability. Seeprofitability (see Note 4 to the Consolidated Financial Statements for information about
net interest revenueincome related to trading activities.activities). Principal transactions include CVA (credit valuation adjustments) and FVA (funding valuation adjustments) on over-the-counter derivatives, and gains (losses) on certain economic hedges on loans in ICG. These adjustments are discussed further in Note 24 to the Consolidated Financial Statements.25.
In certain transactions, Citi incurs fees and presents these fees paid to third parties in operating expenses.
The following table presents Principal transactions revenue:

In millions of dollars202220212020
Interest rate risks(1)
$3,940 $1,993 $4,668 
Foreign exchange risks(2)
6,593 4,668 4,923 
Equity risks(3)
1,858 2,197 1,431 
Commodity and other risks(4)
1,801 1,123 1,140 
Credit products and risks(5)
(33)173 1,723 
Total$14,159 $10,154 $13,885 

(1)    Includes revenues from government securities and corporate debt, municipal securities, mortgage securities and other debt instruments. Also includes spot and forward trading of currencies and exchange-traded and over-the-counter (OTC) currency options, options on fixed income securities, interest rate swaps, currency swaps, swap options, caps and floors, financial futures, OTC options and forward contracts on fixed income securities.
(2)    Includes revenues from foreign exchange spot, forward, option and swap contracts, as well as foreign currency translation (FX translation) gains and losses.
(3)    Includes revenues from common, preferred and convertible preferred stock, convertible corporate debt, equity-linked notes and exchange-traded and OTC equity options and warrants.
(4)    Primarily includes revenues from crude oil, refined oil products, natural gas and other commodities trades.
(5)    Includes revenues from structured credit products.
168
In millions of dollars201920182017
Interest rate risks(1)
$5,990
$5,178
$5,304
Foreign exchange risks(2)
1,650
1,398
2,435
Equity risks(3)
872
1,336
525
Commodity and other risks(4)
516
669
425
Credit products and risks(5)
(136)324
251
Total$8,892
$8,905
$8,940
(1)Includes revenues from government securities and corporate debt, municipal securities, mortgage securities and other debt instruments. Also includes spot and forward trading of currencies and exchange-traded and over-the-counter (OTC) currency options, options on fixed income securities, interest rate swaps, currency swaps, swap options, caps and floors, financial futures, OTC options and forward contracts on fixed income securities.
(2)Includes revenues from foreign exchange spot, forward, option and swap contracts, as well as foreign currency translation (FX translation) gains and losses.
(3)Includes revenues from common, preferred and convertible preferred stock, convertible corporate debt, equity-linked notes and exchange-traded and OTC equity options and warrants.
(4)Primarily includes revenues from crude oil, refined oil products, natural gas and other commodities trades.
(5)Includes revenues from structured credit products.


7. INCENTIVE PLANS

Discretionary Annual Incentive Awards
Citigroup grants immediate cash bonus payments and various forms of immediate and deferred awards as part of its discretionary annual incentive award program involving a large segment of Citigroup’s employees worldwide. Most of the shares of common stock issued by Citigroup as part of its equity compensation programs are issued to settle the vesting of the stock components of these awards.
Discretionary annual incentive awards are generally awarded in the first quarter of the year based on the previous year’s performance. Awards valued at less than U.S. $100,000$75,000 (or the local currency equivalent) are generally paid entirely in the form of an immediate cash bonus. Pursuant to Citigroup policy and/or regulatory requirements, certain employees and officers are subject to mandatory deferrals of incentive pay and generally receive 25%15%–60% of their awards in a combinationthe form of restricted or deferred stock or deferred cash stock units or deferred cash.units. Discretionary annual incentive awards to manycertain employees in the EU are subject to deferral requirements regardless of the total award value, with at least 50% of the immediate incentive delivered in the form of a stock payment award subject to a restriction on sale or transfer (generally, for 12 months).
Deferred annualFor incentive awards may be deliveredgranted in 2022, Citigroup changed the form of one or more award types: a restricted orannual deferred compensation structure from granting deferred cash awards for certain regulated employees to deferred stock award under Citi’s Capital Accumulation Program (CAP),awards. Certain employees located in countries that have regulations or atax advantages for offering deferred cash or deferred cash stock unit award and/or a deferred cash award under Citi’s Deferred Cash Award Plan. The applicable mixunits received those types of awards may vary based on the employee’s minimum deferral requirement and the countryas a part of employment.their annual incentive compensation rather than deferred stock.
Subject to certain exceptions (principally, for retirement-eligible employees), continuous employment within Citigroup is required to vest in CAP, deferred cash stock unit and deferred cashannual incentive awards. Post employment vesting by retirement-eligible employees and participants who meet other conditions is generally conditioned upon their refraining from competitioncompliance with Citigroupcertain restrictions during the remaining vesting period, unless the employment relationship has been terminated by Citigroup under certain conditions.period.
Generally, the deferred awards vest in equal annual installments over three-three- or four-year periods. Vested CAPstock awards are delivered in shares of common stock. Deferred cash awards are payable in cash and, except as prohibited by applicable regulatory guidance, earn a fixed notional rate of interest that is paid only if and when the underlying principal award amount vests. Deferred cash stock unit awards are payable in cash at the vesting value of the underlying stock. Generally, in the EU, vested CAP shares are subject to a restriction on sale or transfer after vesting, and vested deferred cash awards and deferred cash stock units are subject to hold back (generally, for 6 or 12 months based on the award type).
Unvested CAP,Stock awards, deferred cash stock units and deferred cash awards are subject to one or more cancellation and clawback provisions that apply in certain circumstances, including gross misconduct. CAP and deferred cash stock unit awards, made to certain employees, are subject to a formulaic performance-based vesting condition pursuant to which amounts otherwise

scheduled to vest will be reduced based on the amount of any pretax loss in the participant’s business in the calendar year preceding the scheduled vesting date. A minimum reduction of 20% applies for the first dollar of loss for CAP and deferred cash stock unit awards.
In addition, deferred cash awards are subject to a discretionary performance-based vesting condition under which an amount otherwise scheduled to vest may be reduced in the event of a “material adverse outcome” for which a participant has “significant responsibility.” These awards are also subject to an additional clawback provision pursuant to which unvested awards may be canceled if the employee engaged in misconduct or exercised materially imprudent judgment, or failed to supervise or escalate the behavior of other employees who did.

Sign-on and Long-Term Retention Awards
Stock awards and deferred cash awards may be made at various times during the year as sign-on awards to induce new hires to join Citi or to high-potential employees as long-term retention awards.
Vesting periods and other terms and conditions pertaining to these awards tend to vary by grant. Generally, recipients must remain employed through the vesting dates to vest in the awards, except in cases of death, disability or involuntary termination other than for gross misconduct. These awards do not usually provide for post employment vesting by retirement-eligible participants.

Outstanding (Unvested) Stock Awards
A summary of the status of unvested stock awards granted as discretionary annual incentive or sign-on and long-term retentionreplacement awards is presented below:

Unvested stock awardsShares
Weighted-
average grant
date fair
value per share
Unvested stock awardsSharesWeighted-
average grant
date fair
value per share
Unvested at December 31, 201831,728,596
$57.30
Unvested at December 31, 2021Unvested at December 31, 202131,644,684 $66.22 
Granted(1)
14,920,917
61.78
Granted(1)
25,729,643 65.07 
Canceled(1,104,448)60.45
Canceled(2,007,260)65.94 
Vested(2)
(15,350,350)53.58
Vested(2)
(13,458,860)67.17 
Unvested at December 31, 201930,194,715
$61.30
Unvested at December 31, 2022Unvested at December 31, 202241,908,207 $65.23 

(1)The weighted-average fair value of the shares granted during 2018 and 2017 was $73.87 and $59.12, respectively.
(2)The weighted-average fair value of the shares vesting during 2019 was approximately $63.38 per share.
(1)The weighted-average fair value of the shares granted during 2021 and 2020 was $62.10 and $76.68, respectively.
(2)The weighted-average fair value of the shares vesting during 2022 was approximately $64.13 per share on the vesting date, compared to $67.17 on the grant date.

Total unrecognized compensation cost related to unvested stock awards was $538$862 million at December 31, 2019.2022. The cost is expected to be recognized over a weighted-average period of 1.61.7 years.



Performance Share Units
Certain executiveExecutive officers were awarded a target number of performance share units (PSUs) eachevery February from 20162019 to 2019,2022, for performance in the year prior to the award date.
The PSUs granted in February 2016 were earned over a three-year performance perioddate based on Citigroup’s relative total shareholder return as compared to peers.
Thetwo performance metrics. For PSUs grantedawarded in February 2017, 20182019 and 2019 are earned over a three-year performance period, based half on2020, those metrics were return on tangible common equity performance in the last year of the three-year performance period and the remaining half on cumulative earnings per share overshare. For PSUs awards in 2021 and 2022, the three-year performance period.metrics were return on tangible common equity and tangible book value per share. In each year, the metrics were equally weighted.
For all award years, if the total shareholder return is negative over the three-year performance period, executives may earn no more than 100% of the target PSUs, regardless of the extent to which Citigroup outperforms against performance goals and/or peer firms. The number of PSUs ultimately earned could vary from 0,zero, if performance goals are not met, to as much as 150% of target, if performance goals are meaningfully exceeded. The reported financial metrics during the performance period are adjusted to reflect an equitable adjustment as required under the applicable award agreements for unusual and non-recurring items, including divestitures, as well as accounting rule and tax law changes.
For all award years, the value of each PSU is equal to the value of 1one share of Citi common stock. Dividend equivalents will beare accrued and paid on the number of earned PSUs after the end of the performance period.
169


PSUs are subject to variable accounting, pursuant to which the associated value of the award will fluctuate with changes in Citigroup’s stock price and the attainment of the specified performance goals for each award, until theaward. The award is settled solely in cash after the end of theeach performance period. The value of the award, subject to the performance goals and taking into account any mandatory equitable adjustments as per the terms of the award agreement, is estimated using a simulation model that incorporates multiple valuation assumptions, including the probability of achieving the specified performance goals of each award. The risk-free rate used in the model is based on the applicable U.S. Treasury yield curve. Other significant assumptions for the awards are as follows:
Valuation assumptions201920182017
Expected volatility25.33%24.93%25.79%
Expected dividend yield2.67
1.75
1.30


Valuation assumptions202220212020
Expected volatility37.01 %40.88 %22.26 %
Expected dividend yield2.96 4.21 2.82 

















A summary of the performance share unit activity for 20192022 is presented below:

Performance share unitsUnits
Weighted-
average grant
date fair
value per unit
Performance share unitsUnitsWeighted-
average grant
date fair
value per unit
Outstanding, beginning of
period
1,768,362
$51.88
Outstanding, beginning of yearOutstanding, beginning of year1,274,273 $77.67 
Granted(1)
560,031
72.83
Granted(1)
531,824 71.04 
Canceled(194,782)42.24
Canceled(62,875)72.83 
Payments(641,611)27.03
Outstanding, end of period1,492,000
$71.69
Payments(2)
Payments(2)
(461,087)72.83 
Outstanding, end of yearOutstanding, end of year1,282,135 $76.90 

(1)
The weighted-average grant date fair value per unit awarded in 2018 and 2017 was $83.24 and $59.22, respectively.

PSUs granted(1)The weighted-average grant date fair value per unit awarded in 2017 were equitably adjusted after the enactment of Tax Reform, as required under the terms of those awards.2021 and 2020 was $78.55 and $83.45, respectively.
(2)    The adjustments were intended to reproduce the expected value of the payments was approximately $32 million.

Transformation Program
In order to provide an incentive for select employees to effectively execute Citi’s transformation program, in August 2021 the Personnel and Compensation (P&C) Committee of Citigroup’s Board of Directors, the predecessor of the Compensation, Performance Management and Culture (CPC) Committee of Citigroup’s Board of Directors, approved a program for them to earn additional compensation based on the achievement of Citi’s transformation goals from August 2021 through December 2024 and satisfaction of other conditions. Performance under the program is divided into three consecutive periods, ending on December 31, 2022, 2023 and 2024. The awards immediately priorare subject to variable accounting, pursuant to which the passageassociated value of Tax Reform.the award will fluctuate with the attainment of the performance conditions for each tranche and changes to Citigroup’s stock price for the third tranche. Payment for each period will be in cash, in a lump sum, with the third payment indexed to changes in the value of Citi’s common stock from the service inception date through the payment date. Earnings generally will be based on collective performance with respect to Citi’s transformation goals and will be evaluated and approved by the CPC Committee on an annual basis.
Payments in the event of any category of employment termination or change in job title or employment status are subject to Citi’s discretion. Cancellation and clawback are provided for in the event of misconduct and certain other circumstances. The PSUs granted in 2016 were not impacted by Tax Reform.program applies to senior leaders, other than the CEO, critical to helping deliver a successful transformation with the value varying based on individual compensation levels.

Stock Option ProgramsProgram
All outstanding stock options arewere fully vested with the related expense recognized as a charge to income in prior periods.


The following table presents information with respect to stock option activity under Citigroup’s stock option programs: 
 201920182017
 Options
Weighted-
average
exercise
price
Intrinsic
value
per share
Options
Weighted-
average
exercise
price
Intrinsic
value
per share
Options
Weighted-
average
exercise
price
Intrinsic
value
per share
Outstanding, beginning of period762,225
$101.84
$—
1,138,813
$161.96
$—
1,527,396
$131.78
$—
Canceled(11,365)40.80
—
—
—
—
—
—
—
Expired(449,916)142.30
—
(376,588)283.63
—
—
—
—
Exercised(134,294)39.00
23.50
—
—
—
(388,583)43.35
15.67
Outstanding, end of period166,650
$47.42
$32.47
762,225
$101.84
$—
1,138,813
$161.96
$—
Exercisable, end of period166,650
  
762,225
 
 
1,138,813
 
 


The following table summarizes information about stock options outstanding under Citigroup’s stock option programs at December 31, 2019:2020 and exercised during 2021, with none outstanding at December 31, 2022 and 2021.

  Options outstandingOptions exercisable
Range of exercise prices
Number
outstanding
Weighted-average
contractual life
remaining
Weighted-average
exercise price
Number
exercisable
Weighted-average
exercise price
$41.54–$60.00166,650
1.4 years$47.42
166,650
$47.42
Total at December 31, 2019166,650
1.4 years$47.42
166,650
$47.42

Other Variable Incentive Compensation
Citigroup has various incentive plans globally that are used to motivate and reward performance primarily in the areas of sales, operational excellence and customer satisfaction. Participation in these plans is generally limited to employees who are not eligible for discretionary annual incentive awards. Other forms of variable compensation include monthly commissions paid to financial advisors and mortgage loan officers.

Summary
Except for awards subject to variable accounting, the total expense recognized for stock awards represents the grant date fair value of such awards, which is generally recognized as a charge to income ratably over the vesting period, other than for awards to retirement-eligible employees and immediately vested awards. Whenever awards are madegranted or are expected to be madegranted to retirement-eligible employees, the charge to income is accelerated based on when the applicable conditions tofor retirement eligibility were or will be met. If the employee is retirement eligible on the grant date, or the award is vested at the grant date, Citi recognizes the entire expense is recognizedeach year equal to the grant date fair value of the awards that it estimates will be granted in the year prior to grant.following year.
Recipients of Citigroup stock awards generally do not have any stockholder rights until shares are delivered upon vesting or exercise, or after the expiration of applicable required holding periods.exercise. Recipients of restricted or deferred stock awards and deferred cash stock unit awards, however, may, except as prohibited by applicable regulatory guidance, be entitled to receive or accrue dividends or dividend-equivalent payments during the vesting period. Recipients of restrictedstock payment awards and other stock awards subject to a sale-restriction period are generally are entitled to vote the shares in their award and receive dividends on such shares during the vestingsale-restriction period. Once a stock award
vests, the shares delivered to the participant are freely transferable, unless they are subject to a restriction on sale or transfer for a specified period.
All equity awards granted since April 19, 2005 have been made pursuant to stockholder-approved stock incentive plans that are administered by the Personnel and CompensationCPC Committee of the Citigroup Board of Directors,(or its predecessor), which is composed entirely of independent non-employee directors.
AtOn December 31, 2019,2022, approximately 29.748.0 million shares of Citigroup common stock were authorized and available for grant under Citigroup’s 2019 Stock Incentive Plan, the only plan from which equity awards are currently granted.
170


The 2019 Stock Incentive Plan and predecessor plans permit the use of treasury stock or newly issued shares in connection with awards granted under the plans. Treasury shares were used to settle vestings from 20162018 to 2019,2021, and for the first quarter of 2020,2022, except where local laws favor newly issued shares. The use of treasury stock or newly issued shares to settle stock awards does not affect the compensation expense recorded in the Consolidated Statement of Income for equity awards.


Incentive Compensation Cost
The following table shows components of compensation expense, relating to certain of the incentive compensation programs described above:

In millions of dollars202220212020
Charges for estimated awards to retirement-eligible employees$742 $807 $748 
Amortization of deferred cash awards, deferred cash stock units and performance stock units463 384 201 
Immediately vested stock award expense(1)
101 99 95 
Amortization of restricted and deferred stock awards(2)
533 395 420 
Other variable incentive compensation304 435 627 
Total$2,143 $2,120 $2,091 

(1)    Represents expense for immediately vested stock awards that generally were stock payments in lieu of cash compensation. The expense is generally accrued as cash incentive compensation in the year prior to grant.
(2)    All periods include amortization expense for all unvested awards to non-retirement-eligible employees.

In millions of dollars201920182017
Charges for estimated awards to retirement-eligible employees$683
$669
$659
Amortization of deferred cash awards, deferred cash stock units and performance stock units355
202
354
Immediately vested stock award expense(1)
82
75
70
Amortization of restricted and deferred stock awards(2)
404
435
474
Other variable incentive compensation666
640
694
Total$2,190
$2,021
$2,251
(1)Represents expense for immediately vested stock awards that generally were stock payments in lieu of cash compensation. The expense is generally accrued as cash incentive compensation in the year prior to grant.
(2)All periods include amortization expense for all unvested awards to non-retirement-eligible employees.



171


8. RETIREMENT BENEFITS

Pension and Postretirement Plans
The Company has several non-contributory defined benefit pension plans covering certain U.S. employees and has various defined benefit pension and termination indemnity plans covering employees outside the U.S.
The U.S. qualified defined benefit plan was frozen effective January 1, 2008 for most employees. Accordingly, no additional compensation-based contributions have been credited to the cash balance portion of the plan for existing plan participants after 2007. However, certain employees covered under the prior final pay plan formula continue to accrue benefits. The Company also offers postretirement health care and life insurance benefits to certain eligible U.S. retired employees, as well as to certain eligible employees outside the U.S.
The Company also sponsors a number of non-contributory, nonqualified pension plans. These plans, which are unfunded, provide supplemental defined pension benefits to certain U.S.
employees. With the exception of certain
employees covered under the prior final pay plan formula, the benefits under these plans were frozen in prior years.
The plan obligations, plan assets and periodic plan expense for the Company’s most significant pension and postretirement benefit plans (Significant Plans) are measured and disclosed quarterly, instead of annually. The Significant Plans captured approximately 90% of the Company’s global pension and postretirement plan obligations as of December 31, 2019.2022. All other plans (All Other Plans) are measured annually with a December 31 measurement date.

Net (Benefit) Expense
The following table summarizes the components of net (benefit) expense recognized in the Consolidated Statement of Income for the Company’s pension and postretirement plans for Significant Plans and All Other Plans:

Plans. Benefits earned during the year are reported in Compensation and benefits expenses and all other components of the net annual benefit cost are reported in Other operating expenses in the Consolidated Statement of Income:
 Pension plansPostretirement benefit plans
 U.S. plansNon-U.S. plansU.S. plansNon-U.S. plans
In millions of dollars201920182017201920182017201920182017201920182017
Benefits earned during the year$1
$1
$3
$146
$146
$153
$—
$—
$—
$8
$9
$9
Interest cost on benefit obligation469
514
533
287
292
295
24
26
26
104
102
101
Expected return on plan assets(821)(844)(865)(281)(291)(299)(18)(14)(6)(84)(88)(89)
Amortization of unrecognized: 
 
 
 
 
 
 
 
 
 
 
 
Prior service cost (benefit)2
2
2
(4)(4)(3)—
—
—
(10)(10)(10)
Net actuarial loss200
165
173
61
53
61
—
(1)—
23
29
35
Curtailment loss (gain)(1)
1
1
6
(6)(1)—
—
—
—
—
—
—
Settlement loss(1)
—
—
—
6
7
12
—
—
—
—
—
—
Total net (benefit) expense$(148)$(161)$(148)$209
$202
$219
$6
$11
$20
$41
$42
$46

(1)Curtailment and settlement relate to repositioning and divestiture actions.
 Pension plansPostretirement benefit plans
 U.S. plansNon-U.S. plansU.S. plansNon-U.S. plans
In millions of dollars202220212020202220212020202220212020202220212020
Service cost$— $— $— $116 $149 $147 $— $— $— $2 $6 $7 
Interest cost on benefit obligation442 351 378 329 268 246 16 13 17 90 96 93 
Expected return on assets(612)(683)(824)(263)(253)(245)(11)(13)(17)(69)(84)(77)
Amortization of unrecognized:            
Prior service cost (benefit)2 2 2 (7)(6)5 (9)(9)(2)(8)(9)(9)
Net actuarial loss (gain)162 228 233 58 62 70 (9)(3)— 6 13 20 
Curtailment loss (gain)(1)
— — — (22)1 (8)— — — — — — 
Settlement loss (gain)(1)
— — — (15)10 (1)— — — — — — 
Total net (benefit) expense$(6)$(102)$(211)$196 $231 $214 $(13)$(12)$(2)$21 $22 $34 

(1)Curtailment and settlement relate to divestiture activities. Total net expense for non-U.S. plans includes a $36 million net benefit related to the wind-down of Citi’s consumer banking business in Korea.

Contributions
The Company’s funding practice for U.S. and non-U.S. pension and postretirement plans is generally to fund to minimum funding requirements in accordance with applicable local laws and regulations. The Company may increase its contributions above the minimum required contribution, if appropriate. In addition, management has the ability to change its funding practices. For the U.S. pension plans, there were no required minimum cash contributions for 20192022 or 2018.2021.

The following table summarizes the Company’s actual Company contributions for the years ended December 31, 20192022 and 2018,2021, as well as estimated expected Company contributions for 2020.2023. Expected contributions are subject to change, since contribution decisions are affected by various factors, such as market performance, tax considerations and regulatory requirements.



Pension plans(1)
Postretirement benefit plans(1)
U.S. plans(2)
Non-U.S. plansU.S. plansNon-U.S. plans
In millions of dollars202320222021202320222021202320222021202320222021
Contributions made by the Company$— $— $— $71 $158 $104 $— $— $— $4 $4 $3 
Benefits paid directly by (reimbursements to) the Company(3)
57 55 56 39 336 51 5 14 22 5 5 5 

(1)    Amounts reported for 2023 are expected amounts.
(2)     The U.S. pension plans include benefits paid directly by the Company for the nonqualified pension plans.
(3)    2022 benefit payments have increased due to the wind-down of Citi’s consumer banking business in Korea. See Note 2 for additional information.
172
 
Pension plans(1)
Postretirement benefit plans(1)
 
U.S. plans(2)
Non-U.S. plansU.S. plansNon-U.S. plans
In millions of dollars202020192018202020192018202020192018202020192018
Contributions made by the Company$—
$425
$—
$111
$111
$140
$—
$—
$145
$4
$221
$3
Benefits paid directly by the Company58
56
55
53
39
42
6
4
5
6
4
6


(1)Amounts reported for 2020 are expected amounts.     
(2)The U.S. pension plans include benefits paid directly by the Company for the nonqualified pension plans.


Funded Status and Accumulated Other Comprehensive Income (AOCI)
The following table summarizes the funded status and amounts recognized inon the Consolidated Balance Sheet for the Company’s pension and postretirement plans:
 Pension plansPostretirement benefit plans
 U.S. plansNon-U.S. plansU.S. plansNon-U.S. plans
In millions of dollars20192018201920182019201820192018
Change in projected benefit obligation 
 
 
 
 
 
 
 
Projected benefit obligation at beginning of year$12,655
$14,040
$7,149
$7,433
$662
$699
$1,159
$1,261
Benefits earned during the year1
1
146
146
—
—
8
9
Interest cost on benefit obligation469
514
287
292
24
26
104
102
Plan amendments—
—
7
7
—
—
—
—
Actuarial loss (gain)( 1)
1,263
(1,056)861
(99)46
(1)140
(123)
Benefits paid, net of participants’ contributions and government subsidy(2)
(936)(845)(304)(293)(40)(62)(72)(68)
Settlement gain(3)
—


(84)(121)—
—
—
—
Curtailment loss (gain)(3)
1
1
(4)(1)—
—
—
—
Foreign exchange impact and other—
—
47
(215)—
—
45
(22)
Projected benefit obligation at year end$13,453
$12,655
$8,105
$7,149
$692
$662
$1,384
$1,159
Change in plan assets 
 
 
 
 
 
 
 
Plan assets at fair value at beginning of year$11,490
$12,725
$6,699
$7,128
$345
$262
$1,036
$1,119
Actual return on plan assets(1)
1,682
(445)781
(11)36
(5)138
(26)
Company contributions481
55
150
182
4
150
225
9
Benefits paid, net of participants’ contributions and government subsidy(2)
(936)(845)(304)(293)(40)(62)(72)(68)
Settlement gain(3)
—
—
(84)(121)—
—
—
—
Foreign exchange impact and other—
—
314
(186)—
—
(200)2
Plan assets at fair value at year end$12,717
$11,490
$7,556
$6,699
$345
$345
$1,127
$1,036
Funded status of the plans        
Qualified plans(4)
$(23)$(483)$(549)$(450)$(347)$(317)$(257)$(123)
Nonqualified plans(5)
(713)(682)—
—
—
—
—
—
Funded status of the plans at year end$(736)$(1,165)$(549)$(450)$(347)$(317)$(257)$(123)
Net amount recognized 
 
 
 
 
 
 
 
Qualified plans        
Benefit asset$—
$—
$808
$806
$—
$—
$57
$175
Benefit liability(23)(483)(1,357)(1,256)(347)(317)(314)(298)
Qualified plans$(23)$(483)$(549)$(450)$(347)$(317)$(257)$(123)
Nonqualified plans(713)(682)—
—
—
—
—
—
Net amount recognized on the balance sheet$(736)$(1,165)$(549)$(450)$(347)$(317)$(257)$(123)
Amounts recognized in AOCI
     
 
 
 
Net transition obligation$—
$—
$—
$(1)$—
$—
$—
$—
Prior service (cost) benefit(12)(13)1
12
—
—
76
83
Net actuarial (loss) gain(7,092)(6,892)(1,735)(1,420)24
53
(416)(340)
Net amount recognized in equity (pretax)$(7,104)$(6,905)$(1,734)$(1,409)$24
$53
$(340)$(257)
Accumulated benefit obligation at year end

$13,447
$12,646
$7,618
$6,720
$692
$662
$1,384
$1,159


(1)During 2019, the actuarial loss is primarily due to the decline in global discount rates and actual return on plan assets due to favorable asset returns.
(2)U.S. postretirement benefit plans were net of Employer Group Waiver Plan subsidy of $22 million and $15 million in 2019 and 2018, respectively.
(3)Curtailment and settlement (gains) losses relate to repositioning and divestiture activities.
(4)The U.S. qualified pension plan is fully funded under specified Employee Retirement Income Security Act (ERISA) funding rules as of January 1, 2020 and no minimum required funding is expected for 2020.
(5)The nonqualified plans of the Company are unfunded.

 Pension plansPostretirement benefit plans
U.S. plansNon-U.S. plansU.S. plansNon-U.S. plans
In millions of dollars20222021202220212022202120222021
Change in benefit obligation        
Benefit obligation at beginning of year$12,766 $13,815 $8,001 $8,629 $501 $559 $1,169 $1,390 
Service cost— — 116 149 — — 2 6 
Interest cost on benefit obligation442 351 329 268 16 13 90 96 
Plan amendments— — — 6 — — — — 
Actuarial (gain)(2)
(2,522)(447)(1,168)(344)(95)(28)(100)(110)
Benefits paid, net of participants’ contributions(945)(953)(397)(345)(47)(43)(72)(78)
Divestitures— — (22)— — — — — 
Settlement(4)
— — (364)(124)— — — — 
Curtailment(4)
— — (35)(30)— — — — 
Foreign exchange impact and other— — (85)(208)— — (76)(135)
Benefit obligation at year end$9,741 $12,766 $6,375 $8,001 $375 $501 $1,013 $1,169 
Change in plan assets        
Plan assets at fair value at beginning of year$12,977 $13,309 $7,614 $7,831 $319 $331 $1,043 $1,146 
Actual return on assets(2)
(1,942)565 (1,212)217 (33)9 (75)97 
Company contributions, net of reimbursements55 56 495 155 14 22 9 8 
Benefits paid, net of participants’ contributions(945)(953)(397)(345)(47)(43)(72)(78)
Divestitures— — (11)— — — — — 
Settlement(4)
— — (364)(124)— — — — 
Foreign exchange impact and other— — (39)(120)— — (50)(130)
Plan assets at fair value at year end$10,145 $12,977 $6,086 $7,614 $253 $319 $855 $1,043 
Funded status of the plans
Qualified plans(5)
$949 $894 $(289)$(387)$(122)$(182)$(158)$(126)
Nonqualified plans(3)
(545)(683)— — — — — — 
Funded status of the plans at year end$404 $211 $(289)$(387)$(122)$(182)$(158)$(126)
Net amount recognized at year end        
Qualified plans
Benefit asset$949 $894 $799 $963 $— $— $28 $165 
Benefit liability— — (1,088)(1,350)(122)(182)(186)(291)
Qualified plans$949 $894 $(289)$(387)$(122)$(182)$(158)$(126)
Nonqualified plans(545)(683)— — — — — — 
Net amount recognized on the balance sheet$404 $211 $(289)$(387)$(122)$(182)$(158)$(126)
Amounts recognized in AOCI at year end(1)
    
Net transition obligation$— $— $— $— $— $— $— $— 
Prior service (cost) benefit(6)(8)7 5 82 92 36 47 
Net actuarial (loss) gain(6,445)(6,575)(1,671)(1,400)120 77 (206)(182)
Net amount recognized in equity (pretax)$(6,451)$(6,583)$(1,664)$(1,395)$202 $169 $(170)$(135)
Accumulated benefit obligation at year end$9,740 $12,765 $6,051 $7,559 $375 $501 $1,013 $1,169 


(1)The framework for the Company’s pension oversight process includes monitoring of potential settlement charges for all plans. Settlement accounting is triggered when either the sum of all settlements (including lump sum payments) for the year is greater than service plus interest costs or if more than 10% of the plan’s projected benefit obligation will be settled. Because some of Citi’s Significant Plans are frozen and have no material service cost, settlement accounting may apply in the future.
(2)Actuarial gain was primarily due to the increase in global discount rates partially offset by lower than expected asset returns.
(3)The nonqualified plans of the Company are unfunded.
(4)Curtailment and settlement relate to divestiture activities.
(5)The U.S. qualified plan was fully funded as of January 1, 2022 and no minimum funding was required for 2022. The plan is also expected to be fully funded as of January 1, 2023 with no expected minimum funding requirement for 2023.
173


The following table shows the change in AOCI related to the Company’s pension, postretirement and post employment plans:
In millions of dollars201920182017
Beginning of year balance, net of tax(1)(2)
$(6,257)$(6,183)$(5,164)
Actuarial assumptions changes and plan experience(2,300)1,288
(760)
Net asset gain (loss) due to difference between actual and expected returns1,427
(1,732)625
Net amortization274
214
229
Prior service (cost) credit(7)(7)(4)
Curtailment/settlement gain(3)
1
7
17
Foreign exchange impact and other(66)136
(93)
Impact of Tax Reform(4)
—
—
(1,020)
Change in deferred taxes, net119
20
(13)
Change, net of tax$(552)$(74)$(1,019)
End of year balance, net of tax(1)(2)
$(6,809)$(6,257)$(6,183)

(1)
See Note 19 to the Consolidated Financial Statements
In millions of dollars202220212020
Beginning of year balance, net of tax(1)(2)
$(5,852)$(6,864)$(6,809)
Actuarial assumptions changes and plan experience3,923 963 (1,464)
Net asset gain (loss) due to difference between actual and expected returns(4,225)(148)1,076 
Net amortization198 280 318 
Prior service credit (cost)— (7)108 
Curtailment/settlement gain (loss)(3)
(37)11 (8)
Foreign exchange impact and other172 153 (108)
Change in deferred taxes, net66 (240)23 
Change, net of tax$97 $1,012 $(55)
End of year balance, net of tax(1)(2)
$(5,755)$(5,852)$(6,864)

(1)See Note 20 for further discussion of net AOCI balance.
(2)Includes net-of-tax amounts for certain profit-sharing plans outside the U.S.
(3)Curtailment and settlement relate to divestiture activities.

AOCI balance.
(2)Includes net-of-tax amounts for certain profit-sharing plans outside the U.S.
(3)Curtailment and settlement relate to repositioning and divestiture activities.
(4)
In the fourth quarter of 2017, Citi adopted ASU 2018-02, which transferred these amounts from AOCI to Retained earnings. See Note 1 to the Consolidated Financial Statements.

At December 31, 20192022 and 2018,2021, the aggregate projected benefit obligation (PBO), the aggregate accumulated benefit obligation (ABO) and the aggregate fair value of plan assets are presented for all defined benefit pension plans with a PBO in excess of plan assets and for all defined benefit pension plans with an ABO in excess of plan assets as follows:

 PBO exceeds fair value of plan assetsABO exceeds fair value of plan assets
 
U.S. plans(1)
Non-U.S. plans
U.S. plans(1)
Non-U.S. plans
In millions of dollars20192018201920182019201820192018
Projected benefit obligation$13,453
$12,655
$4,445
$3,904
$13,453
$12,655
$2,748
$3,718
Accumulated benefit obligation13,447
12,646
4,041
3,528
13,447
12,646
2,435
3,387
Fair value of plan assets12,717
11,490
3,089
2,648
12,717
11,490
1,429
2,478
(1)At December 31, 2019 and 2018, for both the U.S. qualified plan and nonqualified plans, the aggregate PBO and the aggregate ABO exceeded plan assets.

 PBO exceeds fair value of plan assetsABO exceeds fair value of plan assets
 
U.S. plans(1)
Non-U.S. plans
U.S. plans(1)
Non-U.S. plans
In millions of dollars20222021202220212022202120222021
Projected benefit obligation$545 $683 $3,463 $3,966 $545 $683 $3,315 $3,809 
Accumulated benefit obligation545 683 3,179 3,574 545 682 3,088 3,477 
Fair value of plan assets— — 2,374 2,616 — — 2,252 2,486 


(1)As of December 31, 2022 and 2021, only the nonqualified plans’ PBO and ABO exceeded plan assets.
Plan Assumptions
The Company utilizes a number of assumptions to determine plan obligations and expenses. Changes in one or a combination of these assumptions will have an impact on the Company’s pension and postretirement PBO, funded status and (benefit) expense. Changes in the plans’ funded status resulting from changes in the PBO and fair value of plan assets will have a corresponding impact on Accumulated other comprehensive income (loss).
The actuarial assumptions at the respective years ended December 31 in the table below are used to measure the year-end PBO and the net periodic (benefit) expense for the subsequent year (period). Since Citi’s Significant Plans are measured on a quarterly basis, the year-end rates for those plans are used to calculate the net periodic (benefit) expense for the subsequent year’s first quarter. 
As a result of the quarterly measurement process, the net periodic (benefit) expense for the Significant Plans is calculated at each respective quarter end based on the preceding quarter-end rates (as shown below for the U.S. and non-U.S. pension and postretirement plans). The actuarial assumptions for All Other Plans are measured annually.

174


Certain assumptions used in determining pension and postretirement benefit obligations and net benefit expense for the Company’s plans are shown in the following table:
At year end20192018
Discount rate  
U.S. plans  
Qualified pension3.25%4.25%
Nonqualified pension3.254.25
Postretirement3.154.20
Non-U.S. pension plans  
Range(1)
-0.10 to 11.300.25 to 12.00
Weighted average3.654.47
Non-U.S. postretirement plans
 
  
Range0.90 to 9.101.75 to 10.75
Weighted average7.769.05
Future compensation increase rate(2)
 
Non-U.S. pension plans  
Range1.50 to 11.501.30 to 13.67
Weighted average3.173.16
Expected return on assets  
U.S. plans

Qualified pension6.706.70
Postretirement(3)
6.70/3.006.70/3.00
Non-U.S. pension plans  
Range0.00 to 11.501.00 to 11.50
Weighted average3.954.30
Non-U.S. postretirement plans  
Range6.20 to 8.008.00 to 9.20
Weighted average7.998.01

(1)Due to substantial downward movement in yields, there were negative discount rates for plans with relatively short duration in major markets, such as the Eurozone and Switzerland.
(2)Not material for U.S. plans.
(3)In 2019 and 2018, the expected rate of return for the VEBA Trust was 3.00%.

During the year201920182017
Discount rate   
U.S. plans   
Qualified pension4.25%/3.85%/ 3.45%/3.10%3.60%/3.95%/ 4.25%/4.30%4.10%/4.05%/ 3.80%/3.75%
Nonqualified pension4.25/3.90/ 3.50/3.103.60/3.95/ 4.25/4.304.00/3.95/ 3.75/3.65
Postretirement4.20/3.80/ 3.35/3.003.50/3.90/ 4.20/4.203.90/3.85/ 3.60/3.55
Non-U.S. pension plans(1)
  
Range(2)
-0.05 to 12.000.00 to 10.750.25 to 72.50
Weighted average4.474.174.40
Non-U.S. postretirement plans(1)
  
Range1.75 to 10.751.75 to 10.101.75 to 11.05
Weighted average9.058.108.27
Future compensation increase rate(3)
 
Non-U.S. pension plans(1)
  
Range1.30 to 13.671.17 to 13.671.25 to 70.00
Weighted average3.163.083.21
Expected return on assets  
U.S. plans


Qualified pension(4)
6.706.80/6.706.80
Postretirement(4)(5)
6.70/3.006.80/6.70/3.006.80
Non-U.S. pension plans(1)
  
Range1.00 to 11.500.00 to 11.601.00 to 11.50
Weighted average4.304.524.55
Non-U.S. postretirement plans(1)
  
Range8.00 to 9.208.00 to 9.808.00 to 10.30
Weighted average8.018.018.02

At year end20222021
Discount rate  
U.S. plans  
Qualified pension5.50%2.80%
Nonqualified pension5.552.80
Postretirement5.602.75
Non-U.S. pension plans
Range(1)
 1.75 to 25.20 -0.10 to 11.95
Weighted average6.663.96
Non-U.S. postretirement plans
Range3.25 to 10.601.05 to 10.00
Weighted average9.808.28
Future compensation increase rate(2)
Non-U.S. pension plans
Range1.30 to 23.111.30 to 11.25
Weighted average3.763.10
Expected return on assets
U.S. plans
Qualified pension5.705.00
Postretirement(3)
5.70/3.005.00/1.50
Non-U.S. pension plans
Range1.00 to 11.500.00 to 11.50
Weighted average6.053.69
Non-U.S. postretirement plans
Range8.70 to 9.106.00 to 8.00
Weighted average8.707.99

(1)Reflects rates utilized to determine the quarterly expense for Significant non-U.S. pension and postretirement plans.
(2)Due to substantial downward movement in yields, there were negative discount rates for plans with relatively short duration in major markets, such as the Eurozone and Switzerland.
(3)Not material for U.S. plans.
(4)The expected rate of return for the U.S. pension and postretirement plans was lowered from 6.80% to 6.70% effective in the second quarter of 2018 to reflect a change in target asset allocation.
(5)In 2017, the VEBA Trust was funded with an expected rate of return on assets of 3.00%.
(1)    In 2021, due to historically low global interest rates, there were negative discount rates for plans with relatively short duration in certain major markets, such as the Eurozone and Switzerland.
(2)    Not material for U.S. plans.
(3)    For the years ended 2022 and 2021, the expected return on assets for the VEBA Trust was 3.00% and 1.50%, respectively.
During the year202220212020
Discount rate  
U.S. plans  
Qualified pension2.80%/3.80%/ 4.80%/5.65%2.45%/3.10%/ 2.75%/2.80%3.25%/3.20%/ 2.60%/2.55%
Nonqualified pension2.80/3.85/ 4.80/5.602.35/3.00/ 2.70/2.753.25/3.25/ 2.55/2.50
Postretirement2.75/3.85/ 4.75/5.652.20/2.85/ 2.60/2.653.15/3.20/ 2.45/2.35
Non-U.S. pension plans(1)
Range(2)
-0.10 to 11.95 -0.25 to 11.15-0.10 to 11.30
Weighted average3.963.143.65
Non-U.S. postretirement plans(1)
Range1.05 to 11.250.80 to 9.800.90 to 9.75
Weighted average8.287.427.76
Future compensation increase rate(3)
Non-U.S. pension plans(1)
Range1.30 to 11.251.20 to 11.251.50 to 11.50
Weighted average3.103.103.17
Expected return on assets
U.S. plans
Qualified pension(4)
5.005.80/5.60/ 5.60/5.006.70
Postretirement(4)
5.00/1.505.80/5.60/ 5.00/1.506.70/3.00
Non-U.S. pension plans(1)
Range0.00 to 11.500.00 to 11.500.00 to 11.50
Weighted average3.693.393.95
Non-U.S. postretirement plans(1)
Range6.00 to 8.005.95 to 8.006.20 to 8.00
Weighted average7.997.997.99

(1)    Reflects rates utilized to determine the quarterly expense for Significant non-U.S. pension and postretirement plans.
(2)    In 2021, due to historically low global interest rates, there were negative discount rates for plans with relatively short duration in certain major markets, such as the Eurozone and Switzerland.
(3)    Not material for U.S. plans.
(4)    The expected return on assets for the U.S. pension and postretirement plans was adjusted from 5.00% to 5.70% effective January 1, 2023 to reflect a significant change in economic market conditions. The expected return on assets for the U.S. pension and postretirement plans changed from 6.70% to 5.80% effective as of January 1, 2021, reduced to 5.60% effective April 1, 2021 and further reduced to 5.00% effective October 1, 2021.


175


Discount Rate
The discount rates for the U.S. pension and postretirement plans were selected by reference to a Citigroup-specific analysis using each plan’s specific cash flows and compared witha hypothetical bond portfolio of U.S. high-quality corporate bond indices for reasonableness.bonds that match each plan’s projected cash flows. The discount rates for the non-U.S. pension and postretirement plans are selected by reference to each plan’s specific cash flows and a market-based yield curve developed from the available local high-quality corporate bond rates in countries that have developed corporate bond markets.bonds. However, where developed corporate bond markets do not exist, the discount rates are selected by reference to local government bond ratesbonds with aan estimated premium added to reflect the additional risk for corporate bonds in certain countries. Where available, the resulting plan yields by jurisdiction are compared with published, high-quality corporate bond indices for reasonableness.
Effective December 31, 2019, the established rounding convention is to the nearest 5 bps for all countries.

Expected Rate of Return on Assets
The Company determines its assumptions for the expected rate of return on plan assets for its U.S. pension and postretirement plans using a “building block” approach, which focuses on ranges of anticipated rates of return for each asset class. A weighted average range of nominal rates is then determined based on target allocations to each asset class. Market performance over a number of earlier years is evaluated covering a wide range of economic conditions to determine whether there are sound reasons for projecting any past trends.
The Company considers the expected rate of return on assets to be a long-term assessment of return expectations and does not anticipate changing this assumption unless there are significant changes in investment strategy or economic conditions. This contrasts with the selection of the discount rate and certain other assumptions, which are reconsidered annually (or quarterly for the Significant Plans) in accordance with GAAP.
The expected rate of return for the U.S. pension and postretirement plans was 6.70% at December 31, 2019 and 2018 and 6.80% at December 31, 2017. The expected return on assets reflects the expected annual appreciation of the plan assets and reduces the Company’s annual pension expense. The expected return on assets is deducted from the sum of service cost, interest cost and other components of pension expense to arrive at the net pension (benefit) expense.
The following table shows the expected rates of return on assets used in determining the Company’s pension expense compared to the actual rate of return on plan assets during 2019, 20182022, 2021 and 20172020 for the U.S. pension and postretirement plans:

U.S. plans
(During the year)
202220212020
Expected return on assets
U.S. pension and postretirement trust5.00%5.80%/5.60%/5.60%/5.00%6.70%
VEBA Trust(2)
1.501.503.00
Actual return on assets(1)
U.S. pension and postretirement trust(15.52)5.1412.84
VEBA Trust1.401.522.11

(1)Actual return on assets is presented net of fees.
 U.S. plans201920182017
Expected rate of return


U.S. pension and postretirement trust6.70%6.80%/6.70%6.80%
VEBA trust(1)
3.003.003.00
Actual rate of return(2)



U.S. pension and postretirement trust15.20-3.4010.90
VEBA trust(1)
1.91 to 2.760.43 to 1.41—
(1)In December 2017, the VEBA Trust was funded for postretirement benefits with an expected rate of return on assets of 3.00%.
(2)Actual rates of return are presented net of fees.

For the non-U.S. pension plans, pension expense for 2019 was reduced by the
(2)The expected return of $281 million, compared with the actual return of $781 million. Pension expense for 2018 and 2017 was reduced by expected returns of $291 million and $299 million, respectively.

Mortality Tables
At December 31, 2019, the Company adopted the Private Retirement Plans (PRI-2012) mortality table and the Mortality Projection 2019 (MP-2019) projection tableon assets for the U.S. plans.VEBA Trust was adjusted from 1.50% to 3.00% effective January 1, 2023 to reflect significant change in economic condition.
 U.S. plans
2019(1)
2018(2)
Mortality
PensionPRI-2012/MP-2019RP-2014/MP-2018
PostretirementPRI-2012/MP-2019RP-2014/MP-2018

(1)The PRI-2012 table is the white-collar PRI-2012 table. The MP-2019 projection scale is projected from 2012, with convergence to 0.75% ultimate rate of annual improvement by 2035.
(2)The RP-2014 table is the white-collar RP-2014 table. The MP-2018 projection scale is projected from 2006, with convergence to 0.75% ultimate rate of annual improvement by 2034.


Sensitivities of Certain Key Assumptions
The following tables summarize the effect on pension expense:
 Discount rate
 One-percentage-point increase
In millions of dollars201920182017
U.S. plans$28
$25
$29
Non-U.S. plans(19)(22)(27)
 One-percentage-point decrease
In millions of dollars201920182017
U.S. plans$(44)$(37)$(44)
Non-U.S. plans32
32
41

Discount rate
 One-percentage-point increase
In millions of dollars202220212020
U.S. plans$27 $35 $34 
Non-U.S. plans(5)(4)(16)
 One-percentage-point decrease
In millions of dollars202220212020
U.S. plans$(34)$(49)$(52)
Non-U.S. plans15 25 25 

The U.S. Qualified Pension Plan was frozen in 2008, and as a result, most of the prospective service cost hascosts have been eliminated. Theeliminated and the gain/loss amortization period was changed to the life expectancy for inactive participants. As a result, pension expense for the U.S. Qualified Pension Plan is driven primarilymore by interest cost rathercosts than by service cost. Ancosts, and an increase in the discount rate generally increaseswould increase pension expense, while a decrease in discount rate would decrease pension expense.
For Non-U.S. Pension Plans that are not frozen (in countries such as Mexico, the U.K. and South Korea), there is more service cost. The pension expense for the Non-U.S. Plans is driven by both service cost and interest cost. An increase in the discount rate generally decreases pension expense due to the greater impact on service cost compared to interest cost.
Since the U.S. Qualified Pension Plan was frozen, most of the prospective service cost has been eliminated and the gain/loss amortization period was changed to the life expectancy for inactive participants. As a result, pension expense for the U.S. Qualified Pension Plan is driven more by interest costs than service costs, and an increase in the discount rate would increase pension expense, while a decrease in the discount rate would decrease pension expense.
The following tables summarize the effect on pension expense:

Expected rate of returnExpected return on assets
One-percentage-point increase One-percentage-point increase
In millions of dollars201920182017In millions of dollars202220212020
U.S. plans$(123)$(126)$(127)U.S. plans$(123)$(124)$(123)
Non-U.S. plans(64)(64)(64)Non-U.S. plans(60)(70)(66)
One-percentage-point decrease One-percentage-point decrease
In millions of dollars201920182017In millions of dollars202220212020
U.S. plans$123
$126
$127
U.S. plans$123 $124 $123 
Non-U.S. plans64
64
64
Non-U.S. plans60 70 66 

176


Health Care Cost Trend Rate
Assumed health care cost trend rates were as follows:
 20192018
Health care cost increase rate for 
  U.S. plans
  
Following year6.75%7.00%
Ultimate rate to which cost increase is
  assumed to decline
5.005.00
Year in which the ultimate rate is
reached		20272027
   
Health care cost increase rate for 
  Non-U.S. plans (weighted average)
  
Following year6.85%6.90%
Ultimate rate to which cost increase is
  assumed to decline
6.856.90
Year in which the ultimate rate
  is reached
20202019


 20222021
Health care cost increase rate for 
U.S. plans		  
Following year7.00%6.25%
Ultimate rate to which cost increase is assumed to decline5.005.00
Year in which the ultimate rate is
reached		20312027
Health care cost increase rate for 
non-U.S. plans (weighted average)		  
Following year7.05%6.92%
Ultimate rate to which cost increase is
assumed to decline		7.056.92
Year in which the ultimate rate
is reached		20232022
Interest Crediting Rate
The Company has cash balance plans and other plans with promised interest crediting rates. For these plans, the interest crediting rates are set in line with plan rules or country legislation and do not change with market conditions.

 Weighted average interest crediting rate
At year end201920182017
U.S. plans2.25%3.25%2.60%
Non-U.S. plans1.611.681.74

Weighted average interest crediting rate
At year end202220212020
U.S. plans4.50%1.80%1.45%
Non-U.S. plans1.731.611.60




Plan Assets
Citigroup’s pension and postretirement plans’ asset allocations for the U.S. plans and the target allocations by asset category based on asset fair values are as follows:

 Target asset
allocation		U.S. pension assets
at December 31,		U.S. postretirement assets
at December 31,
Asset category(1)
20232022202120222021
Equity securities(2)
0–22%7 %7 %7 %7 %
Debt securities(3)
55–11471 72 71 72 
Real estate0–43 2 3 2 
Private equity0–57 6 7 6 
Other investments0–2312 13 12 13 
Total 100 %100 %100 %100 %

(1)Target asset allocations are set by investment strategy, whereas pension and postretirement assets as of December 31, 2022 and 2021 are based on the underlying investment product. For example, the private equity investment strategy may include underlying investments in real estate within the target asset allocation; however, within pension and postretirement assets, the underlying investment in real estate is reflected in the real estate category and not private equity.
(2)Equity securities in the U.S. pension and postretirement plans do not include any Citigroup common stock at the end of 2022 and 2021.
(3)The VEBA Trust for postretirement benefits is primarily invested in cash equivalents and debt securities in 2022 and 2021 and is not reflected in the table above.


 
Target asset
allocation
U.S. pension assets
at December 31,
U.S. postretirement assets
at December 31,
Asset category(1)
20202019201820192018
Equity securities(2)
0–26%17%15%17%15%
Debt securities(3)
35–8258
57
58
57
Real estate0–74
5
4
5
Private equity0–103
3
3
3
Other investments0–3018
20
18
20
Total 100%100%100%100%
(1)Asset allocations for the U.S. plans are set by investment strategy, not by investment product. For example, private equities with an underlying investment in real estate are classified in the real estate asset category, not private equity.
(2)Equity securities in the U.S. pension and postretirement plans do not include any Citigroup common stock at the end of 2019 and 2018.
(3)The VEBA Trust for postretirement benefits are primarily invested in cash equivalents and debt securities in 2019 and 2018, respectively, and are not reflected in the table above.
177


Third-party investment managers and advisors provide their services to Citigroup’s U.S. pension and postretirement plans. Assets are rebalanced as the Company’s Pension Plan Investment Committee deems appropriate. Citigroup’s investment strategy, with respect to its assets, is to maintain a globally diversified investment portfolio across several asset classes that, when combined with Citigroup’s contributions to

the plans, will maintain the plans’ ability to meet all required benefit obligations.
Citigroup’s pension and postretirement plans’ weighted-average asset allocations for the non-U.S. plans and the actual ranges, and the weighted-average target allocations by asset category based on asset fair values, are as follows:













 Non-U.S. pension plans
 Target asset
allocation		Actual range
at December 31,		Weighted-average
at December 31,
Asset category(1)
20232022202120222021
Equity securities0–100%0–63%0–100%19 %16 %
Debt securities0–1000–1000–10073 76 
Real estate0–150–150–141 1 
Other investments0–1000–1000–1007 7 
Total100 %100 %

 Non-U.S. postretirement plans
 Target asset
allocation		Actual range
at December 31,		Weighted-average
at December 31,
Asset category(1)
20232022202120222021
Equity securities0–46%0–48%0–42%47 %41 %
Debt securities50–10045–10053–10049 53 
Other investments0–40–70–64 6 
Total100 %100 %

(1)Similar to the U.S. plans, asset allocations for certain non-U.S. plans are set by investment strategy, not by investment product.

 Non-U.S. pension plans
 
Target asset
allocation
Actual range
at December 31,
Weighted-average
at December 31,
Asset category(1)
20202019201820192018
Equity securities0–100%0–100%0–66%13%13%
Debt securities0–1000–1000–10080
80
Real estate0–150–150–121
1
Other investments0–1000–1000–1006
6
Total


100%100%

(1)Similar to the U.S. plans, asset allocations for certain non-U.S. plans are set by investment strategy, not by investment product.

 Non-U.S. postretirement plans
 
Target asset
allocation
Actual range
at December 31,
Weighted-average
at December 31,
Asset category(1)
20202019201820192018
Equity securities0–38%0–31%0–35%27%35%
Debt securities56–10066–10062–10071
62
Other investments0–60–30–32
3
Total


100%100%
(1)Similar to the U.S. plans, asset allocations for certain non-U.S. plans are set by investment strategy, not by investment product.


178



Fair Value Disclosure
For information on fair value measurements, including descriptions of Levels 1, 2 and 3 of the fair value hierarchy and the valuation methodology utilized by the Company, see Notes 1 and 24 to the Consolidated Financial Statements. ASU 2015-07 removed the requirement to categorize within the fair value hierarchy investments for which fair value is25. Investments measured using the NAV per share practical expedient.expedient are excluded from Level 1, Level 2 and Level 3 in the tables below.

Certain investments may transfer between the fair value hierarchy classifications during the year due to changes in valuation methodology and pricing sources.
Plan assets by detailed asset categories and the fair value hierarchy are as follows:

U.S. pension and postretirement benefit plans(1)
In millions of dollarsFair value measurement at December 31, 2022
Asset categoriesLevel 1Level 2Level 3Total
U.S. equities$233 $— $— $233 
Non-U.S. equities346 — — 346 
Mutual funds and other registered investment companies243 — — 243 
Commingled funds— 818 — 818 
Debt securities929 4,638 5,567 
Annuity contracts— — 3 3 
Derivatives2 34 — 36 
Other investments— — 4 4 
Total investments$1,753 $5,490 $7 $7,250 
Cash and short-term investments$39 $563 $— $602 
Other investment liabilities(10)(45)— (55)
Net investments at fair value$1,782 $6,008 $7 $7,797 
Other investment receivables redeemed at NAV$21 
Securities valued at NAV2,580 
Total net assets$10,398 

(1)The investments of the U.S. pension and postretirement plans are commingled in one trust. At December 31, 2022, the allocable interests of the U.S. pension and postretirement plans were 98.0% and 2.0%, respectively. The investments of the VEBA Trust for postretirement benefits are reflected in the above table.

U.S. pension and postretirement benefit plans(1)
In millions of dollarsFair value measurement at December 31, 2021
Asset categoriesLevel 1Level 2Level 3Total
U.S. equities$358 $— $— $358 
Non-U.S. equities460 — — 460 
Mutual funds and other registered investment companies297 — — 297 
Commingled funds— 1,143 — 1,143 
Debt securities1,657 5,770 — 7,427 
Annuity contracts— — 4 4 
Derivatives2 17 — 19 
Other investments13 — 25 38 
Total investments$2,787 $6,930 $29 $9,746 
Cash and short-term investments$25 $627 $— $652 
Other investment liabilities(7)(17)— (24)
Net investments at fair value$2,805 $7,540 $29 $10,374 
Other investment liabilities redeemed at NAV$(29)
Securities valued at NAV 2,951 
Total net assets$13,296 

(1)The investments of the U.S. pension and postretirement plans are commingled in one trust. At December 31, 2021, the allocable interests of the U.S. pension and postretirement plans were 98.0% and 2.0%, respectively. The investments of the VEBA Trust for postretirement benefits are reflected in the above table.
179


 
U.S. pension and postretirement benefit plans(1)
In millions of dollarsFair value measurement at December 31, 2019
Asset categoriesLevel 1Level 2Level 3Total
U.S. equities

$739
$—
$—
$739
Non-U.S. equities

553
—
—
553
Mutual funds and other registered investment companies

280
—
—
280
Commingled funds

—
1,410
—
1,410
Debt securities

1,534
4,046
—
5,580
Annuity contracts—
—
1
1
Derivatives10
245
—
255
Other investments—
—
75
75
Total investments$3,116
$5,701
$76
$8,893
Cash and short-term investments$93
$1,080
$—
$1,173
Other investment liabilities(87)(249)—
(336)
Net investments at fair value$3,122
$6,532
$76
$9,730
Other investment receivables redeemed at NAV   $22
Securities valued at NAV   3,310
Total net assets   $13,062
(1)The investments of the U.S. pension and postretirement plans are commingled in one trust. At December 31, 2019, the allocable interests of the U.S. pension and postretirement plans were 98.0% and 2.0%, respectively. The investments of the VEBA Trust for postretirement benefits are reflected in the above table.
 
U.S. pension and postretirement benefit plans(1)
In millions of dollarsFair value measurement at December 31, 2018
Asset categoriesLevel 1Level 2Level 3Total
U.S. equities

$625
$—
$—
$625
Non-U.S. equities

481
—
—
481
Mutual funds and other registered investment companies


215
—
—
215
Commingled funds—
1,344
—
1,344
Debt securities1,346
3,443
—
4,789
Annuity contracts—
—
1
1
Derivatives16
252
—
268
Other investments—
—
127
127
Total investments$2,683
$5,039
$128
$7,850
Cash and short-term investments$93
$897
$—
$990
Other investment liabilities(100)(254)—
(354)
Net investments at fair value$2,676
$5,682
$128
$8,486
Other investment receivables redeemed at NAV   $80
Securities valued at NAV    3,269
Total net assets   $11,835
(1)The investments of the U.S. pension and postretirement plans are commingled in one trust. At December 31, 2018, the allocable interests of the U.S. pension and postretirement plans were 98.0% and 2.0%, respectively. The investments of the VEBA Trust for postretirement benefits are reflected in the above table.

Non-U.S. pension and postretirement benefit plansNon-U.S. pension and postretirement benefit plans
In millions of dollarsFair value measurement at December 31, 2019In millions of dollarsFair value measurement at December 31, 2022
Asset categoriesLevel 1Level 2Level 3TotalAsset categoriesLevel 1Level 2Level 3Total
U.S. equities$4
$12
$—
$16
U.S. equities$121 $10 $— $131 
Non-U.S. equities127
262
—
389
Non-U.S. equities718 19 — 737 
Mutual funds and other registered investment companies3,223
63
—
3,286
Mutual funds and other registered investment companies2,416 296 — 2,712 
Commingled funds23
—
—
23
Commingled funds13 — — 13 
Debt securities4,307
1,615
10
5,932
Debt securities2,959 980 — 3,939 
Real estate—
3
1
4
Real estate— 2 2 4 
Annuity contracts—
—
5
5
Annuity contracts— — 2 2 
Derivatives—
1,590
—
1,590
Derivatives— 1,490 — 1,490 
Other investments1
—
274
275
Other investments— — 258 258 
Total investments$7,685
$3,545
$290
$11,520
Total investments$6,227 $2,797 $262 $9,286 
Cash and short-term investments$86
$3
$—
$89
Cash and short-term investments$69 $6 $— $75 
Other investment liabilities(3)(2,938)—
(2,941)Other investment liabilities— (2,436)— (2,436)
Net investments at fair value$7,768
$610
$290
$8,668
Net investments at fair value$6,296 $367 $262 $6,925 
Securities valued at NAV  $15
Securities valued at NAV $16 
Total net assets $8,683
Total net assets$6,941 
 
Non-U.S. pension and postretirement benefit plans
In millions of dollarsFair value measurement at December 31, 2021
Asset categoriesLevel 1Level 2Level 3Total
U.S. equities$127 $19 $— $146 
Non-U.S. equities713 92 — 805 
Mutual funds and other registered investment companies2,888 66 — 2,954 
Commingled funds21 — — 21 
Debt securities4,263 1,341 — 5,604 
Real estate— 3 2 5 
Annuity contracts— — 2 2 
Derivatives— 239 — 239 
Other investments— — 318 318 
Total investments$8,012 $1,760 $322 $10,094 
Cash and short-term investments$117 $5 $— $122 
Other investment liabilities— (1,578)— (1,578)
Net investments at fair value$8,129 $187 $322 $8,638 
Securities valued at NAV $19 
Total net assets$8,657 
 Non-U.S. pension and postretirement benefit plans
In millions of dollarsFair value measurement at December 31, 2018
Asset categoriesLevel 1Level 2Level 3Total
U.S. equities$4
$9
$—
$13
Non-U.S. equities100
100
—
200
Mutual funds and other registered investment companies

2,887
63
—
2,950
Commingled funds21
—
—
21
Debt securities5,145
1,500
9
6,654
Real estate—
3
1
4
Annuity contracts—
1
10
11
Derivatives—
156
—
156
Other investments1
—
210
211
Total investments$8,158
$1,832
$230
$10,220
Cash and short-term investments$91
$3
$—
$94
Other investment liabilities(1)(2,589)—
(2,590)
Net investments at fair value$8,248
$(754)$230
$7,724
Securities valued at NAV    $11
Total net assets   $7,735

180



Level 3 Rollforward
The reconciliations of the beginning and ending balances during the year for Level 3 assets are as follows:

In millions of dollarsIn millions of dollarsU.S. pension and postretirement benefit plans
Asset categoriesAsset categoriesBeginning Level 3 fair value at
Dec. 31, 2021		Realized (losses)Unrealized gainsPurchases, sales and issuancesTransfers in and/or out of Level 3Ending Level 3 fair value at
Dec. 31, 2022
Annuity contractsAnnuity contracts$4 $— $— $(1)$— $3 
Other investmentsOther investments25 (3)2 (20)— 4 
In millions of dollarsU.S. pension and postretirement benefit plans
Asset categories
Beginning Level 3 fair value at
Dec. 31, 2018
Realized (losses)Unrealized gainsPurchases, sales and issuancesTransfers in and/or out of Level 3Ending Level 3 fair value at Dec. 31, 2019
Annuity contracts$1
$—
$—
$—
$—
$1
Other investments127
(7)12
(57)—
75
Total investments$128
$(7)$12
$(57)$—
$76
Total investments$29 $(3)$2 $(21)$— $7 
 

In millions of dollarsU.S. pension and postretirement benefit plans
Asset categoriesBeginning Level 3 fair value at
Dec. 31, 2020		Realized (losses)Unrealized gainsPurchases, sales and
issuances		Transfers in and/or out of Level 3Ending Level 3 fair value at
Dec. 31, 2021
Annuity contracts$1 $— $— $3 $— $4 
Other investments57 (6)2 (28)— 25 
Total investments$58 $(6)$2 $(25)$— $29 
In millions of dollarsU.S. pension and postretirement benefit plans
Asset categories
Beginning Level 3 fair value at
Dec. 31, 2017
Realized (losses)Unrealized (losses)Purchases, sales and issuancesTransfers in and/or out of Level 3Ending Level 3 fair value at Dec. 31, 2018
Annuity contracts$1
$—
$—
$—
$—
$1
Other investments148
(2)(18)(1)—
127
Total investments$149
$(2)$(18)$(1)$—
$128

 In millions of dollarsNon-U.S. pension and postretirement benefit plans
Asset categories
Beginning Level 3 fair value at
Dec. 31, 2018
Unrealized gainsPurchases, sales and issuancesTransfers in and/or out of Level 3Ending Level 3 fair value at Dec. 31, 2019
Debt securities$9
$1
$—
$—
$10
Real estate1
—
—
—
1
Annuity contracts10
—
(5)—
5
Other investments210
7
57
—
274
Total investments$230
$8
$52
$—
$290


 In millions of dollarsNon-U.S. pension and postretirement benefit plans
Asset categoriesBeginning Level 3 fair value at
Dec. 31, 2017		Unrealized (losses)Purchases, sales and issuancesTransfers in and/or out of Level 3
Ending Level 3 fair value at
Dec. 31, 2018
Non-U.S. equities$1
$—
$—
$(1)$—
Debt securities7
(1)3
—
9
Real estate1
—
—
—
1
Annuity contracts9
(1)1
1
10
Other investments214
(3)(1)—
210
Total investments$232
$(5)$3
$—
$230


 In millions of dollarsNon-U.S. pension and postretirement benefit plans
Asset categoriesBeginning Level 3 fair value at
Dec. 31, 2021		Unrealized gainsPurchases, sales and issuancesTransfers in and/or out of Level 3Ending Level 3
fair value at
Dec. 31, 2022
Real estate$2 $— $— $— $2 
Annuity contracts2 — — — 2 
Other investments318 — (60)— 258 
Total investments$322 $— $(60)$— $262 

 In millions of dollarsNon-U.S. pension and postretirement benefit plans
Asset categoriesBeginning Level 3 fair value at
Dec. 31, 2020		Unrealized gainsPurchases, sales and issuancesTransfers in and/or out of Level 3Ending Level 3
fair value at
Dec. 31, 2021
Real estate$2 $— $— $— $2 
Annuity contracts5 — (3)— 2 
Other investments312 4 2 — 318 
Total investments$319 $4 $(1)$— $322 



181



Investment Strategy
The Company’s global pension and postretirement funds’ investment strategy is to invest in a prudent manner for the exclusive purpose of providing benefits to participants. The investment strategies are targeted to produce a total return that, when combined with the Company’s contributions to the funds, will maintain the funds’ ability to meet all required benefit obligations. Risk is controlled through diversification of asset types and investments in domestic and international equities, fixed income securities and cash and short-term investments. The target asset allocation in most locations outside the U.S. is primarily in equity and debt securities. These allocations may vary by geographic region and country depending on the nature of applicable obligations and various other regional considerations. The wide variation in the actual range of plan asset allocations for the funded non-U.S. plans is a result of differing local statutory requirements and economic conditions. For example, in certain countries local law requires that all pension plan assets must be invested in fixed income investments, government funds or local-country securities.

Significant Concentrations of Risk in Plan Assets
The assets of the Company’s pension plans are diversified to limit the impact of any individual investment. The U.S. qualified pension plan is diversified across multiple asset classes, with publicly traded fixed income, hedge funds, publicly traded equity, hedge funds and real estate representing the most significant asset allocations. Investments in these four asset classes are further diversified across funds, managers, strategies, vintages, sectors and geographies, depending on the specific characteristics of each asset class. The pension assets for the Company’s non-U.S. Significant Plans are primarily invested in publicly traded fixed income and publicly traded equity securities.

Oversight and Risk Management Practices
The framework for the Company’s pension oversight process includes monitoring of retirement plans by plan fiduciaries and/or management at the global, regional or country level, as appropriate. Independent Risk Management contributes to the risk oversight and monitoring for the Company’s U.S. qualified pension planQualified Pension Plan and non-U.S. Significant Pension Plans. Although the specific components of the oversight process are tailored to the requirements of each region, country and plan, the following elements are common to the Company’s monitoring and risk management process:
 
•periodic asset/liability management studies and strategic asset allocation reviews;
•periodic monitoring of funding levels and funding ratios;
•periodic monitoring of compliance with asset allocation guidelines;
•periodic monitoring of asset class and/or investment manager performance against benchmarks; and
•periodic risk capital analysis and stress testing.

Estimated Future Benefit Payments 
The Company expects to pay the following estimated benefit payments in future years:
 Pension plansPostretirement benefit plans
In millions of dollarsU.S. plansNon-U.S. plansU.S. plansNon-U.S. plans
2020$821
$476
$64
$75
2021840
434
63
80
2022851
464
61
85
2023866
480
59
91
2024873
495
57
97
2025–20294,282
2,651
244
567

 Pension plansPostretirement benefit plans
In millions of dollarsU.S. plansNon-U.S. plansU.S. plansNon-U.S. plans
2023$964 $536 $55 $72 
2024964 518 46 76 
2025969 489 43 79 
2026942 499 40 83 
2027921 508 38 87 
2028–20324,038 2,623 150 494 


182


Post Employment Plans
The Company sponsors U.S. post employment plans that provide income continuation and health and welfare benefits to certain eligible U.S. employees on long-term disability.
As of December 31, 2019 and 2018,The following table summarizes the plans’ funded status and amounts recognized inon the Company’s Consolidated Balance Sheet was $(38) million and $(32) million, respectively. The pretax amounts recognized in Sheet:

In millions of dollars20222021
Funded status of the plan at year end$(48)$(41)
Net amount recognized in AOCI (pretax)
$(16)$(15)
AOCI as of December 31, 2019 and 2018 were $(15) million and $(15) million, respectively.
The following table summarizes the components of net expense recognized in the Consolidated Statement of Income for the Company’s U.S. post employment plans:
 Net expense
In millions of dollars201920182017
Service-related expense 
 
 
Interest cost on benefit obligation$2
$2
$2
Expected return on plan assets(1)(1)—
Amortization of unrecognized:   
   Prior service cost—
(23)(31)
   Net actuarial loss2
2
2
Total service-related (benefit) expense$3
$(20)$(27)
Non-service-related expense (benefit)$6
$2
$30
Total net expense (benefit)$9
$(18)$3


In millions of dollars202220212020
Net expense$11 $10 $9 
The following table summarizes certain assumptions used in determining the post employment benefit obligations and net benefit expense for the Company’s U.S. post employment plans: 
 20192018
Discount rate2.90%3.95%
Expected return on assets3.003.00
Health care cost increase rate  
Following year6.757.00
Ultimate rate to which cost increase is assumed to decline5.005.00
Year in which the ultimate rate is reached20272027


Defined Contribution Plans
The Company sponsors defined contribution plans in the U.S. and in certain non-U.S. locations, all of which are administered in accordance with local laws. The most significant defined contribution plan is the Citi Retirement Savings Plan (formerly known as the Citigroup 401(k) Plan) sponsored by the Company in the U.S.
Under the Citi Retirement Savings Plan, eligible U.S. employees received matching contributions of up to 6% of their eligible compensation for 20192022 and 2018,2021, subject to statutory limits. In addition, for eligible employees whose eligible compensation is $100,000 or less, a fixed contribution of up to 2% of eligible compensation is provided. All Company contributions are invested according to participants’ individual elections. The following tables summarize the Company contributions for the defined contribution plans:
 U.S. plans
In millions of dollars201920182017
Company contributions$404
$396
$383
    
 Non-U.S. plans
In millions of dollars201920182017
Company contributions$281
$283
$270


 U.S. plans
In millions of dollars202220212020
Company contributions$471 $436 $414 
 Non-U.S. plans
In millions of dollars202220212020
Company contributions$399 $364 $304 
183


9. INCOME TAXES

Income Tax Provision
Details of the Company’s income tax provision are presented below:

In millions of dollars202220212020
Current   
Federal$407 $522 $305 
Non-U.S.4,106 3,288 4,113 
State270 228 440 
Total current income taxes$4,783 $4,038 $4,858 
Deferred 
Federal$(807)$1,059 $(1,430)
Non-U.S.353 8 (690)
State(687)346 (213)
Total deferred income taxes$(1,141)$1,413 $(2,333)
Provision for income tax on continuing operations before noncontrolling interests(1)
$3,642 $5,451 $2,525 
Provision (benefit) for income taxes on:
Discontinued operations$(41)$— $— 
Gains (losses) included in AOCI, but excluded from net income
(1,573)(1,684)1,520 
Employee stock plans(8)(6)(4)
Opening adjustment to Retained earnings(2)
— — (911)

(1)Includes the tax on realized investment gains and impairment losses resulting in a provision (benefit) of $14 million and $(137) million in 2022, $169 million and $(57) million in 2021 and $454 million and $(14) million in 2020, respectively.
(2)2020 reflects the tax effect of ASU 2016-13 for current expected credit losses (CECL).

In millions of dollars201920182017
Current 
 
 
Federal$365
$834
$332
Non-U.S.4,352
4,290
3,910
State323
284
269
Total current income taxes$5,040
$5,408
$4,511
Deferred 
 
 
Federal$(907)$(620)$24,902
Non-U.S.10
371
(377)
State287
198
352
Total deferred income taxes$(610)$(51)$24,877
Provision for income tax on continuing operations before noncontrolling interests(1)
$4,430
$5,357
$29,388
Provision (benefit) for income taxes on discontinued operations(27)(18)7
Income tax expense (benefit) reported in stockholders’ equity related to:  
 
FX translation(11)(263)188
Investment securities648
(346)(149)
Employee stock plans(16)(2)(4)
Cash flow hedges269
(8)(12)
Benefit plans(119)(20)13
FVO DVA(337)302
(250)
Excluded fair value hedges8
(17)—
Retained earnings(2)
46
(305)(295)
Income taxes before noncontrolling interests$4,891
$4,680
$28,886
(1)Includes the tax on realized investment gains and other-than-temporary-impairment losses resulting in a provision (benefit) of $373 million and $(9) million in 2019, $104 million and $(32) million in 2018 and $272 million and $(22) million in 2017, respectively.
(2)2019 reflects the tax effect of the accounting change for ASU 2016-02. 2018 reflects the tax effect of the accounting change for ASU 2016-16 and the tax effect of the accounting change for ASU 2018-03, to report the net unrealized gains on former AFS equity securities. 2017 reflects the tax effect of the accounting change for ASU 2017-08. See Note 1 to the Consolidated Financial Statements. 

Tax Rate
The reconciliation of the federal statutory income tax rate to the Company’s effective income tax rate applicable to income from continuing operations (before noncontrolling interests and the cumulative effect of accounting changes) for each of the periods indicated is as follows:

201920182017 202220212020
Federal statutory rate21.0 %21.0 %35.0 %Federal statutory rate21.0 %21.0 %21.0 %
State income taxes, net of federal benefit1.9
1.8
1.1
State income taxes, net of federal benefit2.0 2.1 1.3 
Non-U.S. income tax rate differential1.3
5.3
(1.6)Non-U.S. income tax rate differential4.3 1.6 3.5 
Effect of tax law changes(1)
(0.5)(0.6)99.7
Basis difference in affiliates(0.1)(2.4)(2.1)
Tax audit resolutionsTax audit resolutions(3.2)(0.4)0.3 
Nondeductible FDIC premiumsNondeductible FDIC premiums1.0 0.6 1.3 
Tax advantaged investments(2.3)(2.0)(2.2)Tax advantaged investments(3.0)(2.3)(4.4)
Valuation allowance releases(2)
(3.0)—
—
Valuation allowance releases(1)
Valuation allowance releases(1)
(2.3)(1.7)(4.4)
Other, net0.2
(0.3)(0.8)Other, net(0.4)(1.1)(0.1)
Effective income tax rate18.5 %22.8 %129.1 %Effective income tax rate19.4 %19.8 %18.5 %
(1)2018 includes one-time Tax Reform benefits of $94 million for amounts that were considered provisional pursuant to SAB 118. 2017 includes the one-time $22,594 million charge for Tax Reform.
(2)See the Deferred Tax Assets section below for a description of the components.

(1)See “Deferred Tax Assets” below for a description of the components.

As set forthpresented in the table above, Citi’s effective tax rate for 20192022 was 18.5%. The rate is lower than the 22.8% reported19.4%, compared to 19.8% in 2018, primarily due to the general basket FTC valuation allowance release.2021.

Deferred Income Taxes
Deferred income taxes at December 31 related to the following:
In millions of dollars20192018
Deferred tax assets 
 
Credit loss deduction$3,809
$3,419
Deferred compensation and employee benefits2,224
1,975
Repositioning and settlement reserves345
428
U.S. tax on non-U.S. earnings1,030
2,080
Investment and loan basis differences2,727
4,891
Tax credit and net operating loss carry-forwards19,711
20,759
Fixed assets and leases2,607
1,006
Other deferred tax assets2,996
2,385
Gross deferred tax assets$35,449
$36,943
Valuation allowance$6,476
$9,258
Deferred tax assets after valuation allowance$28,973
$27,685
Deferred tax liabilities 
 
Intangibles and leases$(2,640)$(1,284)
Debt issuances(201)(530)
Non-U.S. withholding taxes(974)(1,040)
Interest-related items(587)(594)
Other deferred tax liabilities(1,477)(1,334)
Gross deferred tax liabilities$(5,879)$(4,782)
Net deferred tax assets$23,094
$22,903

In millions of dollars20222021
Deferred tax assets  
Credit loss deduction$5,162 $5,330 
Deferred compensation and employee benefits2,059 2,335 
U.S. tax on non-U.S. earnings1,191 1,138 
Investment and loan basis differences5,149 2,970 
Tax credit and net operating loss carry-forwards14,623 15,620 
Fixed assets and leases3,551 3,064 
Other deferred tax assets4,055 3,549 
Gross deferred tax assets$35,790 $34,006 
Valuation allowance$2,438 $4,194 
Deferred tax assets after valuation allowance$33,352 $29,812 
Deferred tax liabilities 
Intangibles and leases$(2,271)$(2,446)
Non-U.S. withholding taxes(1,142)(987)
Debt issuances(595)(126)
Other deferred tax liabilities(1,672)(1,464)
Gross deferred tax liabilities$(5,680)$(5,023)
Net deferred tax assets$27,672 $24,789 

184


Unrecognized Tax Benefits
The following is a rollforward of the Company’s unrecognized tax benefits:
In millions of dollars201920182017
Total unrecognized tax benefits at January 1$607
$1,013
$1,092
Net amount of increases for current year’s tax positions50
40
43
Gross amount of increases for prior years’ tax positions151
46
324
Gross amount of decreases for prior years’ tax positions(44)(174)(246)
Amounts of decreases relating to settlements(21)(283)(199)
Reductions due to lapse of statutes of limitation(23)(23)(11)
Foreign exchange, acquisitions and dispositions1
(12)10
Total unrecognized tax benefits at December 31$721
$607
$1,013

In millions of dollars202220212020
Total unrecognized tax benefits at January 1$1,296 $861 $721 
Increases for current year’s tax positions55 97 51 
Increases for prior years’ tax positions168 515 217 
Decreases for prior years’ tax positions(119)(107)(74)
Amounts of decreases relating to settlements(50)(64)(40)
Reductions due to lapse of statutes of limitation(26)(2)(13)
Foreign exchange, acquisitions and dispositions(13)(4)(1)
Total unrecognized tax benefits at December 31$1,311 $1,296 $861 

The portions of the total amounts of unrecognized tax benefits at December 31, 2019, 20182022, 2021 and 20172020 that, if recognized, would affect Citi’s tax expense are $0.6$1.0 billion, $0.4$1.0 billion and $0.8$0.7 billion, respectively. The remaining uncertain tax positions have offsetting amounts in other jurisdictions or are temporary differences.
Interest and penalties (not included in “unrecognizedunrecognized tax benefits”benefits above) are a component of Provision for income taxes. 






























 201920182017
In millions of dollarsPretaxNet of taxPretaxNet of taxPretaxNet of tax
Total interest and penalties on the Consolidated Balance Sheet at January 1$103
$85
$121
$101
$260
$164
Total interest and penalties in the Consolidated Statement of Income(4)(4)6
6
5
21
Total interest and penalties on the Consolidated Balance Sheet at December 31(1)
100
82
103
85
121
101

(1)Includes $3 million, $2 million and $3 million for non-U.S. penalties in 2019, 2018 and 2017. Also includes $1 million, $1 million and $3 million for state penalties in 2019, 2018 and 2017.
 202220212020
In millions of dollarsPretaxNet of taxPretaxNet of taxPretaxNet of tax
Total interest and penalties on the Consolidated Balance Sheet at January 1$214 $164 $118 $96 $100 $82 
Total interest and penalties in the Consolidated Statement of Income27 16 32 24 14 10 
Total interest and penalties on the Consolidated Balance Sheet at December 31(1)
234 176 214 164 118 96 

(1)Includes $3 million, $3 million and $4 million for non-U.S. penalties in 2022, 2021 and 2020, respectively. Also includes $0 million, $0 million and $1 million for state penalties in 2022, 2021 and 2020, respectively.


As of December 31, 2019,2022, Citi was under audit by the Internal Revenue Service and other major taxing jurisdictions around the world. It is thus reasonably possible that significant changes in the gross balance of unrecognized tax benefits may occur within the next 12 months, although Citi does not expect such audits to result inmonths. The potential range of amounts that would cause a significant change to itscould affect Citi’s effective tax rate.rate is between $0 and $500 million.


The following are the major tax jurisdictions in which the Company and its affiliates operate and the earliest tax year subject to examination:

JurisdictionTax year
United States2016
Mexico2017
New York State and City2009
United Kingdom2016
India2021
JurisdictionSingaporeTax year2021
United StatesHong Kong2016
MexicoIreland2014
New York State and City2009
United Kingdom2015
India2016
Singapore2011
Hong Kong2013
Ireland20152018
185



Non-U.S. Earnings
Non-U.S. pretax earnings approximated $16.7$16.2 billion in 2019, $16.12022, $12.9 billion in 20182021 and $13.7$13.8 billion in 2017.2020. As a U.S. corporation, Citigroup and its U.S. subsidiaries are currently subject to U.S. taxation on all non-U.S. pretax earnings of non-U.S. branches. Beginning in 2018, there is a separate foreign tax credit (FTC) basket for branches. Also, dividends from a non-U.S. subsidiary or affiliate are effectively exempt from U.S. taxation. The Company provides income taxes on the book over tax basis differences of non-U.S. subsidiaries except to the extent that such differences are indefinitely reinvested outside the U.S.
At December 31, 2019, $10.92022, $5.9 billion of basis differences of non-U.S. entities was indefinitely invested compared to $15.5 billion at December 31, 2018.invested. At the existing tax rates (including withholding taxes), additional taxes (net of U.S. FTCs)FTCs and valuation allowances) of $4.1$2.4 billion would have to be provided if such assertions were reversed. The decrease of $4.6 billion in basis differences from the prior year end was primarily due to a tax election to treat a contiguous country affiliate as a branch rather than a subsidiary.
Income taxes are not provided for the Company’s “savings bank base year bad debt reserves” that arose before 1988, because under current U.S. tax rules, such taxes will become payable only to the extent that such amounts are distributed in excess of limits prescribed by federal law. At December 31, 2019, the amount of the base year reserves

totaled approximately $358 million (subject to a tax of $75 million).

Deferred Tax Assets
As of December 31, 2019,2022, Citi had a valuation allowance of $6.5$2.4 billion, composed of valuation allowances of $4.6$0.9 billion on its branch basket FTC carry-forwards, $0.8$1.0 billion on its U.S. residual DTA related to its non-U.S. branches, $1.0$0.4 billion on local non-U.S. DTAs and $0.1 billion on state net operating loss carry-forwards. The valuation allowance against FTCs resultsThere was a decrease of $1.8 billion from the impactDecember 31, 2021 balance of $4.2 billion. The amount of Citi’s valuation allowances (VA) may change in future years.
In 2022, Citi’s VA for carry-forward FTCs in its branch basket decreased by $0.8 billion, primarily due to carry-forward expirations.
The level of branch pretax income, the lowerlocal branch tax rate and the new separate FTC basketallocations of overall domestic losses (ODL) and expenses for non-U.S. branches. The absolute amount of Citi’s post-Tax Reform-related valuation allowances may change in future years. First, the separate FTC basket for non-U.S. branches may result in additional DTAs (for FTCs) requiring a valuation allowance, given that the local tax rate for these branches exceeds on average the U.S. tax rate of 21%, offset by expirations of carry-forwards. The valuation allowance forpurposes to the branch basket FTCsare the main factors in determining the branch VA. There was reduced from $4.4 billion to $3.5 billion, primarily as a result of the expiration of the 2009 FTC carry-forward.no branch basket VA release in 2022.
Second, inIn Citi’s general basket for FTCs, changes in the forecasted amount of income in U.S. locations derived from sources outside the U.S., as well as actions that Citi may be able to take to enhance such income, in addition to tax examination changes from prior years, could alter the amount of valuation allowanceVA that is needed against such FTCs. The valuation allowanceremaining VA for the general basket decreased from $1.6of $0.8 billion to $1.1 billion. The decrease consists of the following items. Citi committed to a plan to move a financing business involving non-U.S. clients and its associated funding to the U.S. The incremental foreign source income generated by this action over time will more-likely-than-not enable usage of FTC carry-forwards of $0.2 billion. In addition, Citi committed to a plan as part of the Company’s liquidity management program, to increase its ownership of certain types of non-U.S. securities and to hold such securities in its U.S. operations. The incremental foreign source income generated by this action will more-likely-than-not enable the usage of FTC carry-forwards of another $0.2 billion. The remainder of the decrease in the valuation allowance in the general basket was the result of other increases in foreign source income of $0.3 billion (of which $0.2 billion is considered discrete and $0.1 billion is related to changes in 2019 foreign source income), partially offset by an increase of $0.2 billion relating to prior years’ tax return adjustments that increased FTCs and the corresponding valuation allowance. The valuation allowance for U.S. residual DTA related to its non-U.S. branches decreased from $1.7 billion to $0.8 billionreleased, primarily due to a tax election to convert a contiguous country subsidiary into a branch, which resultedincreases in $0.9 billion of U.S. DTLs offsetting non-U.S local DTAs. In addition, theinterest rates and prior-year audit adjustments.
The non-U.S. local valuation allowance was reduced from $1.5 billion to $1.0 billion, primarily due to an expiration of NOL carry-forwards in a non-U.S. jurisdiction. VA decreased by $0.2 billion.


The following table summarizes Citi’s DTAs:

In billions of dollars
Jurisdiction/component(1)
DTAs balance December 31, 2022DTAs balance December 31, 2021
U.S. federal(2)
  
Net operating losses (NOLs)(3)
$3.3 $3.2 
Foreign tax credits (FTCs)1.9 2.8 
General business credits (GBCs)5.2 4.5 
Future tax deductions and credits10.1 8.4 
Total U.S. federal$20.5 $18.9 
State and local
New York NOLs$1.9 $1.2 
Other state NOLs0.2 0.2 
Future tax deductions2.2 1.8 
Total state and local$4.3 $3.2 
Non-U.S. 
NOLs$0.7 $0.5 
Future tax deductions2.2 2.2 
Total non-U.S.$2.9 $2.7 
Total$27.7 $24.8 


(1)All amounts are net of valuation allowances.
(2)Included in the net U.S. federal DTAs of $20.5 billion as of December 31, 2022 were deferred tax liabilities of $3.3 billion that will reverse in the relevant carry-forward period and may be used to support the DTAs.
In billions of dollars  
Jurisdiction/component(1)
DTAs balance December 31, 2019DTAs balance December 31, 2018
U.S. federal(2)
 
 
Net operating losses (NOLs)(3)
$2.8
$2.6
Foreign tax credits (FTCs)6.3
6.8
General business credits (GBCs)2.5
1.0
Future tax deductions and credits6.2
6.7
Total U.S. federal$17.8
$17.1
State and local 
 
New York NOLs$1.7
$2.0
Other state NOLs0.2
0.2
Future tax deductions1.3
1.4
Total state and local$3.2
$3.6
Non-U.S. 
 
NOLs$0.5
$0.6
Future tax deductions1.6
1.6
Total non-U.S.$2.1
$2.2
Total$23.1
$22.9
(3)Consists of non-consolidated tax return NOL carry-forwards that are eventually expected to be utilized in Citigroup’s consolidated tax return. 
(1)All amounts are net of valuation allowances.
(2)Included in the net U.S. federal DTAs of $17.8 billion as of December 31, 2019 were deferred tax liabilities of $3.4 billion that will reverse in the relevant carry-forward period and may be used to support the DTAs.
(3)Consists of non-consolidated tax return NOL carry-forwards that are eventually expected to be utilized in Citigroup’s consolidated tax return. 


186


The following table summarizes the amounts of tax carry-forwards and their expiration dates: 

In billions of dollars
Year of expirationDecember 31, 2022December 31, 2021
U.S. tax return general basket foreign tax credit carry-forwards(1)
  
2022$— $0.5 
2023— 0.4 
20250.8 1.5 
20271.1 1.1 
Total U.S. tax return general basket foreign tax credit carry-forwards$1.9 $3.5 
U.S. tax return branch basket foreign tax credit carry-forwards(1)
  
2022$— $1.0 
20280.7 0.6 
20290.2 0.2 
Total U.S. tax return branch basket foreign tax credit carry-forwards$0.9 $1.8 
U.S. tax return general business credit carry-forwards
2032$0.4 $0.4 
20330.3 0.3 
20340.2 0.2 
20350.2 0.2 
20360.2 0.2 
20370.5 0.5 
20380.5 0.5 
20390.7 0.7 
20400.7 0.7 
20410.8 0.8 
20420.7 — 
Total U.S. tax return general business credit carry-forwards$5.2 $4.5 
U.S. subsidiary separate federal NOL carry-forwards  
2027$0.1 $0.1 
20280.1 0.1 
20300.3 0.3 
20331.6 1.6 
20342.0 2.0 
20353.3 3.3 
20362.1 2.1 
20371.0 1.0 
Unlimited carry-forward period5.3 4.6 
Total U.S. subsidiary separate federal NOL carry-forwards(2)
$15.8 $15.1 
New York State NOL carry-forwards(2)
  
2034$11.5 $6.6 
New York City NOL carry-forwards(2)
 
2034$10.3 $7.2 
Non-U.S. NOL carry-forwards(1)
  
Various$1.1 $1.1 

(1)Before valuation allowance.
(2)Pretax.

In billions of dollars 
Year of expirationDecember 31, 2019December 31, 2018
U.S. tax return general basket foreign tax credit carry-forwards(1)
 
 
2020$0.9
$2.0
20211.1
1.1
20222.4
2.4
20230.4
0.4
20251.4
1.4
20271.2
1.1
Total U.S. tax return general basket foreign tax credit carry-forwards$7.4
$8.4
U.S. tax return branch basket foreign tax credit carry-forwards(1)
 
 
2019$—
$0.9
20200.7
0.6
20210.6
0.7
20221.0
0.9
20280.9
1.3
20290.3
—
Total U.S. tax return branch basket foreign tax credit carry-forwards$3.5
$4.4
U.S. tax return general business credit carry-forwards  
2033$0.3
$—
20340.2
—
20350.2
—
20360.1
0.1
20370.5
0.4
20380.5
0.5
20390.7
—
Total U.S. tax return general business credit carry-forwards$2.5
$1.0
U.S. subsidiary separate federal NOL carry-forwards 
 
2027$0.1
$0.2
20280.1
0.1
20300.3
0.3
2032—
0.1
20331.6
1.6
20342.0
2.1
20353.3
3.3
20362.1
2.1
20371.0
1.0
Unlimited carry-forward period3.0
1.7
Total U.S. subsidiary separate federal NOL carry-forwards(2)
$13.5
$12.5
New York State NOL carry-forwards(2)
 
 
2034$9.9
$11.7
New York City NOL carry-forwards(2)
 
 
2034$10.0
$11.5
Non-U.S. NOL carry-forwards(1)
 
 
Various$1.5
$2.0

(1)Before valuation allowance.
(2)Pretax.

The time remaining for utilization of the FTC component has shortened, given the passage of time. Although realization is not assured, Citi believes that the realization of the recognized net DTAs of $23.1$27.7 billion at December 31, 20192022 is more-likely-than-not, based upon expectations as to future taxable income in the jurisdictions in which the DTAs arise and consideration of available tax planning strategies (as defined in ASC 740, Income Taxes).
Citi believes theThe majority of Citi’s U.S. federal net operating loss carry-forward and all of its New York State and City NOLnet operating loss carry-forwards are subject to a carry-forward period of 20 yearsyears. This provides enough time to fully utilize the DTAs pertaining to thethese existing NOL carry-forwards. This is due to Citi’s forecast of sufficient U.S. taxable income and the fact thatbecause New York State and City continue to tax Citi’s non-U.S. income.
With respect to the FTCs component of the DTAs, the carry-forward period is 10 years. Utilization of FTCs in any year is generally limited to 21% of foreign source taxable income in that year. However, overall domestic lossesODL that Citi has incurred of approximately $39$8 billion as of December 31, 20192022 are allowed to be reclassified as foreign source income to the extent of 50%–100% (at taxpayer’s election) of domestic source income produced in subsequent years. Such resulting foreign source income would substantially coversupport the realization of the FTC carry-forwards after valuation allowance.VA. As noted in the tables above, Citi’s FTC carry-forwards were $6.3$1.9 billion ($10.92.8 billion before valuation allowance)VA) as of December 31, 2019,2022, compared to $6.8$2.8 billion ($5.3 billion before VA) as of December 31, 2018.2021. Citi believes that it will more-likely-than-not generate sufficient U.S. taxable income within the 10-year carry-forward period to be able to utilize the net FTCs after the valuation allowance,VA, after considering any FTCs produced in the tax return for such period, which must be used prior to any carry-forward utilization.

187


10.  EARNINGS PER SHARE

The following table reconciles the income and share data used in the basic and diluted earnings per share (EPS) computations:

In millions of dollars, except per share amounts202220212020
Earnings per common share
Income from continuing operations before attribution of noncontrolling interests$15,165 $22,018 $11,107 
Less: Noncontrolling interests from continuing operations89 73 40 
Net income from continuing operations (for EPS purposes)$15,076 $21,945 $11,067 
Loss from discontinued operations, net of taxes(231)7 (20)
Citigroup’s net income$14,845 $21,952 $11,047 
Less: Preferred dividends(1)
1,032 1,040 1,095 
Net income available to common shareholders$13,813 $20,912 $9,952 
Less: Dividends and undistributed earnings allocated to employee restricted and deferred shares
with rights to dividends, applicable to basic EPS
113 154 73 
Net income allocated to common shareholders for basic EPS$13,700 $20,758 $9,879 
Weighted-average common shares outstanding applicable to basic EPS (in millions)
1,946.7 2,033.0 2,085.8 
Basic earnings per share(2)
   
Income from continuing operations$7.16 $10.21 $4.75 
Discontinued operations(0.12)— (0.01)
Net income per share—basic$7.04 $10.21 $4.74 
Diluted earnings per share  
Net income allocated to common shareholders for basic EPS$13,700 $20,758 $9,879 
Add back: Dividends allocated to employee restricted and deferred shares with rights to dividends
that are forfeitable		41 31 30 
Net income allocated to common shareholders for diluted EPS$13,741 $20,789 $9,909 
Weighted-average common shares outstanding applicable to basic EPS (in millions)
$1,946.7 $2,033.0 $2,085.8 
Effect of dilutive securities
Options(3)
— — 0.1 
Other employee plans17.6 16.4 13.1 
Adjusted weighted-average common shares outstanding applicable to diluted EPS (in millions)(4)
1,964.3 2,049.4 2,099.0 
Diluted earnings per share(2)
Income from continuing operations$7.11 $10.14 $4.73 
Discontinued operations(0.12)— (0.01)
Net income per share—diluted$7.00 $10.14 $4.72 

(1)See Note 21 for the potential future impact of preferred stock dividends.
(2)Due to rounding, earnings per share on continuing operations and discontinued operations may not sum to earnings per share on net income.
(3)During 2022 and 2021, there were no weighted-average options outstanding. During 2020, weighted-average options to purchase 0.1 million shares of common stock were outstanding but not included in the computation of earnings per share because the weighted-average exercise price of $56.25 per share was anti-dilutive.
(4)Due to rounding, weighted-average common shares outstanding applicable to basic EPS and the effect of dilutive securities may not sum to weighted-average common shares outstanding applicable to diluted EPS.

188
In millions of dollars, except per share amounts201920182017
Earnings per common share   
Income from continuing operations before attribution of noncontrolling interests$19,471
$18,088
$(6,627)
Less: Noncontrolling interests from continuing operations66
35
60
Net income from continuing operations (for EPS purposes)$19,405
$18,053
$(6,687)
Loss from discontinued operations, net of taxes(4)(8)(111)
Citigroup's net income$19,401
$18,045
$(6,798)
Less: Preferred dividends(1)
1,109
1,174
1,213
Net income available to common shareholders$18,292
$16,871
$(8,011)
Less: Dividends and undistributed earnings allocated to employee restricted and deferred shares
with rights to dividends, applicable to basic EPS		121
200
37
Net income allocated to common shareholders for basic EPS$18,171
$16,671
$(8,048)
Weighted-average common shares outstanding applicable to basic EPS (in millions)
2,249.2
2,493.3
2,698.5
Basic earnings per share(2)
 
  
Income from continuing operations$8.08
$6.69
$(2.94)
Discontinued operations—
—
(0.04)
Net income per share—basic$8.08
$6.69
$(2.98)
Diluted earnings per share 
   
Net income allocated to common shareholders for basic EPS$18,171
$16,671
$(8,048)
Add back: Dividends allocated to employee restricted and deferred shares with rights to dividends
that are forfeitable		33
—
—
Net income allocated to common shareholders for diluted EPS$18,204
$16,671
$(8,048)
Weighted-average common shares outstanding applicable to basic EPS (in millions)
$2,249.2
$2,493.3
$2,698.5
Effect of dilutive securities   
   Options(3)
0.1
0.1
—
   Other employee plans16.0
1.4
—
Adjusted weighted-average common shares outstanding applicable to diluted EPS (in millions)(4)
2,265.3
2,494.8
2,698.5
Diluted earnings per share(2)
   
Income from continuing operations$8.04
$6.69
$(2.94)
Discontinued operations—
—
(0.04)
Net income per share—diluted$8.04
$6.68
$(2.98)
(1)See Note 20 to the Consolidated Financial Statements for the potential future impact of preferred stock dividends.
(2)Due to rounding, earnings per share on continuing operations and discontinued operations may not sum to earnings per share on net income.
(3)During 2019, no significant options to purchase shares of common stock were outstanding. During 2018 and 2017, weighted-average options to purchase 0.5 million and 0.8 million shares of common stock, respectively, were outstanding but not included in the computation of earnings per share because the weighted-average exercise prices of $145.69 and $204.80 per share, respectively, were anti-dilutive.
(4)Due to rounding, common shares outstanding applicable to basic EPS and the effect of dilutive securities may not sum to common shares outstanding applicable to diluted EPS.



11. SECURITIES BORROWED, LOANED AND SUBJECT TO REPURCHASE AGREEMENTS

Securities borrowed and purchased under agreements to resell, at their respective carrying values, consisted of the following:

December 31,December 31,December 31,
In millions of dollars20192018In millions of dollars20222021
Securities purchased under agreements to resell$169,874
$159,364
Securities purchased under agreements to resell$291,272 $236,252 
Deposits paid for securities borrowed81,448
111,320
Deposits paid for securities borrowed74,165 91,042 
Total(1)
$251,322
$270,684
Total, net(1)
Total, net(1)
$365,437 $327,294 
Allowance for credit losses on securities purchased and borrowed(2)
Allowance for credit losses on securities purchased and borrowed(2)
(36)(6)
Total, net of allowanceTotal, net of allowance$365,401 $327,288 

Securities loaned and sold under agreements to repurchase, at their respective carrying values, consisted of the following:
 December 31,December 31,
In millions of dollars20192018
Securities sold under agreements to repurchase$155,164
$166,090
Deposits received for securities loaned11,175
11,678
Total(1)
$166,339
$177,768

(1)
The above tables do not include securities-for-securities lending transactions of $6.3 billion and $15.9 billion at December 31, 2019 and 2018,
December 31,
In millions of dollars20222021
Securities sold under agreements to repurchase$183,827 $174,255 
Deposits received for securities loaned18,617 17,030 
Total, net(1)
$202,444 $191,285 

(1)     The above tables do not include securities-for-securities lending transactions of $4.4 billion and $3.6 billion at December 31, 2022 and 2021, respectively, where the Company acts as lender and receives securities that can be sold or pledged as collateral. In these transactions, the Company recognizes the securities received at fair value within Other assets and the obligation to return those securities as a liability within Brokerage payables.
(2)    See Note 15 for further information.

Other assets and the obligation to return those securities as a liability within Brokerage payables.

The resale and repurchase agreements represent collateralized financing transactions. Citi executes these transactions primarily through its broker-dealer subsidiaries to facilitate customer matched-book activity and to efficiently fund a portion of Citi’s trading inventory. Transactions executed by Citi’s bank subsidiaries primarily facilitate customer financing activity.
To maintain reliable funding under a wide range of market conditions, including under periods of stress, Citi manages these activities by taking into consideration the quality of the underlying collateral and stipulating financing tenor. Citi manages the risks in its collateralized financing transactions by conducting daily stress tests to account for changes in capacity, tenors, haircut, collateral profile and client actions. In addition, Citi maintains counterparty diversification by establishing concentration triggers and assessing counterparty reliability and stability under stress.
It is the Company’s policy to take possession of the underlying collateral, monitor its market value relative to the amounts due under the agreements and, when necessary,
require prompt transfer of additional collateral in order to maintain contractual margin protection. For resale and repurchase agreements, when necessary, the Company posts additional collateral in order to maintain contractual margin protection.
Collateral typically consists of government and government-agency securities, corporate and municipal bonds, equities and mortgage- and other asset-backed securities.
The resale and repurchase agreements are generally documented under industry standard agreements that allow the prompt close-out of all transactions (including the liquidation of securities held) and the offsetting of obligations to return cash or securities by the non-defaulting party, following a payment default or other type of default under the relevant master agreement. Events of default generally include (i) failure to deliver cash or securities as required under the transaction, (ii) failure to provide or return cash or securities as used for margining purposes, (iii) breach of representation, (iv) cross-default to another transaction entered into among the parties, or, in some cases, their affiliates and (v) a repudiation of obligations under the agreement. The counterparty that receives the securities in these transactions is generally unrestricted in its use of the securities, with the exception of transactions executed on a tri-party basis, where the collateral is maintained by a custodian and operational limitations may restrict its use of the securities.
A substantial portion of the resale and repurchase agreements is recorded at fair value as the Company elected the fair value option, as described in Notes 2425 and 25 to the Consolidated Financial Statements.26. The remaining portion is carried at the amount of cash initially advanced or received, plus accrued interest, as specified in the respective agreements.
The securities borrowing and lending agreements also represent collateralized financing transactions similar to the resale and repurchase agreements. Collateral typically consists of government and government-agency securities and corporate debt and equity securities.
Similar to the resale and repurchase agreements, securities borrowing and lending agreements are generally documented under industry standard agreements that allow the prompt close-out of all transactions (including the liquidation of securities held) and the offsetting of obligations to return cash or securities by the non-defaulting party, following a payment default or other default by the other party under the relevant master agreement. Events of default and rights to use securities under the securities borrowing and lending agreements are similar to the resale and repurchase agreements referenced above.
A substantial portion of securities borrowing and lending agreements is recorded at the amount of cash advanced or received. The remaining portion is recorded at fair value as the Company elected the fair value option for certain securities borrowed and loaned portfolios, as described in Note 25 to the Consolidated Financial Statements.26. With respect to securities loaned, the Company receives cash collateral in an amount generally in excess of the market value of the securities loaned. The Company monitors the market value of securities borrowed and securities loaned on a daily basis and obtainsposts or postsobtains additional collateral in order to maintain contractual margin protection.
189


The enforceability of offsetting rights incorporated in the master netting agreements for resale and repurchase agreements, and securities borrowing and lending agreements, is evidenced to the extent that (i) a supportive legal opinion

has been obtained from counsel of recognized standing that provides the requisite level of certainty regarding the enforceability of these agreements and (ii) the exercise of rights by the non-defaulting party to terminate and close out transactions on a net basis under these agreements will not be stayed or avoided under applicable law upon an event of default including bankruptcy, insolvency or similar proceeding.
A legal opinion may not have been sought or obtained for certain jurisdictions where local law is silent or sufficiently ambiguous to determine the enforceability of offsetting rights or where adverse case law or conflicting regulation may cast doubt on the enforceability of such rights. In some jurisdictions and for some counterparty types, the insolvency
law for a particular counterparty type may be nonexistent or
unclear as overlapping regimes may exist. For example, this may be the case for certain sovereigns, municipalities, central banks and U.S. pension plans.
The following tables present the gross and net resale and repurchase agreements and securities borrowing and lending
agreements and the related offsetting amounts permitted under ASC 210-20-45. The tables also include amounts related to financial instruments that are not permitted to be offset under ASC 210-20-45, but would be eligible for offsetting to the extent that an event of default has occurred and a legal opinion supporting enforceability of the offsetting rights has been obtained. Remaining exposures continue to be secured by financial collateral, but the Company may not have sought or been able to obtain a legal opinion evidencing enforceability of the offsetting right.

 As of December 31, 2019
In millions of dollarsGross amounts
of recognized
assets
Gross amounts
offset on the
Consolidated
Balance Sheet(1)
Net amounts of
assets included on
the Consolidated
Balance Sheet
Amounts
not offset on the
Consolidated Balance
Sheet but eligible for
offsetting upon
counterparty default(2)
Net
amounts(3)
Securities purchased under agreements to resell$281,274
$111,400
$169,874
$134,150
$35,724
Deposits paid for securities borrowed90,047
8,599
81,448
27,067
54,381
Total$371,321
$119,999
$251,322
$161,217
$90,105

In millions of dollarsGross amounts
of recognized
liabilities
Gross amounts
offset on the
Consolidated
Balance Sheet(1)
Net amounts of
liabilities included on
the Consolidated
Balance Sheet
Amounts
not offset on the
Consolidated Balance
Sheet but eligible for
offsetting upon
counterparty default(2)
Net
amounts(3)
Securities sold under agreements to repurchase$266,564
$111,400
$155,164
$91,034
$64,130
Deposits received for securities loaned19,774
8,599
11,175
3,138
8,037
Total$286,338
$119,999
$166,339
$94,172
$72,167

 As of December 31, 2022
In millions of dollarsGross amounts
of recognized
assets
Gross amounts
offset on the
Consolidated
Balance Sheet(1)
Net amounts of
assets included on
the Consolidated
Balance Sheet
Amounts
not offset on the
Consolidated Balance
Sheet but eligible for
offsetting upon
counterparty default(2)
Net
amounts(3)
Securities purchased under agreements to resell$403,663 $112,391 $291,272 $204,077 $87,195 
Deposits paid for securities borrowed88,817 14,652 74,165 13,844 60,321 
Total$492,480 $127,043 $365,437 $217,921 $147,516 
In millions of dollarsGross amounts
of recognized
liabilities
Gross amounts
offset on the
Consolidated
Balance Sheet(1)
Net amounts of
liabilities included on
the Consolidated
Balance Sheet
Amounts
not offset on the
Consolidated Balance
Sheet but eligible for
offsetting upon
counterparty default(2)
Net
amounts(3)
Securities sold under agreements to repurchase$296,218 $112,391 $183,827 $71,635 $112,192 
Deposits received for securities loaned33,269 14,652 18,617 2,542 16,075 
Total$329,487 $127,043 $202,444 $74,177 $128,267 

 As of December 31, 2021
In millions of dollarsGross amounts
of recognized
assets
Gross amounts
offset on the
Consolidated
Balance Sheet(1)
Net amounts of
assets included on
the Consolidated
Balance Sheet
Amounts
not offset on the
Consolidated Balance
Sheet but eligible for
offsetting upon
counterparty default(2)
Net
amounts(3)
Securities purchased under agreements to resell$367,594 $131,342 $236,252 $205,349 $30,903 
Deposits paid for securities borrowed107,041 15,999 91,042 17,326 73,716 
Total$474,635 $147,341 $327,294 $222,675 $104,619 
190


As of December 31, 2018
In millions of dollarsGross amounts
of recognized
assets
Gross amounts
offset on the
Consolidated
Balance Sheet(1)
Net amounts of
assets included on
the Consolidated
Balance Sheet
Amounts
not offset on the
Consolidated Balance
Sheet but eligible for
offsetting upon
counterparty default(2)
Net
amounts(3)
In millions of dollarsGross amounts
of recognized
liabilities
Gross amounts
offset on the
Consolidated
Balance Sheet(1)
Net amounts of
liabilities included on
the Consolidated
Balance Sheet
Amounts
not offset on the
Consolidated Balance
Sheet but eligible for
offsetting upon
counterparty default(2)
Net
amounts(3)
Securities purchased under agreements to resell$246,788
$87,424
$159,364
$124,557
$34,807
Deposits paid for securities borrowed111,320
—
111,320
35,766
75,554
Securities sold under agreements to repurchaseSecurities sold under agreements to repurchase$305,597 $131,342 $174,255 $85,184 $89,071 
Deposits received for securities loanedDeposits received for securities loaned33,029 15,999 17,030 2,868 14,162 
Total$358,108
$87,424
$270,684
$160,323
$110,361
Total$338,626 $147,341 $191,285 $88,052 $103,233 

In millions of dollarsGross amounts
of recognized
liabilities
Gross amounts
offset on the
Consolidated
Balance Sheet(1)
Net amounts of
liabilities included on
the Consolidated
Balance Sheet
Amounts
not offset on the
Consolidated Balance
Sheet but eligible for
offsetting upon
counterparty default(2)
Net
amounts(3)
Securities sold under agreements to repurchase$253,514
$87,424
$166,090
$82,823
$83,267
Deposits received for securities loaned11,678
—
11,678
3,415
8,263
Total$265,192
$87,424
$177,768
$86,238
$91,530
(1)Includes financial instruments subject to enforceable master netting agreements that are permitted to be offset under ASC 210-20-45.

(2)Includes financial instruments subject to enforceable master netting agreements that are not permitted to be offset under ASC 210-20-45, but would be eligible for offsetting to the extent that an event of default has occurred and a legal opinion supporting enforceability of the offsetting right has been obtained.
(1)Includes financial instruments subject to enforceable master netting agreements that are permitted to be offset under ASC 210-20-45.
(2)Includes financial instruments subject to enforceable master netting agreements that are not permitted to be offset under ASC 210-20-45, but would be eligible for offsetting to the extent that an event of default has occurred and a legal opinion supporting enforceability of the offsetting right has been obtained.
(3)Remaining exposures continue to be secured by financial collateral, but the Company may not have sought or been able to obtain a legal opinion evidencing enforceability of the offsetting right.
(3)Remaining exposures continue to be secured by financial collateral, but the Company may not have sought or been able to obtain a legal opinion evidencing enforceability of the offsetting right.

The following tables present the gross amounts of liabilities associated with repurchase agreements and securities lending agreements by remaining contractual maturity:

As of December 31, 2022
In millions of dollarsOpen and overnightUp to 30 days31–90 daysGreater than 90 daysTotal
Securities sold under agreements to repurchase$138,710 $86,819 $25,119 $45,570 $296,218 
Deposits received for securities loaned25,388 267 2,121 5,493 33,269 
Total$164,098 $87,086 $27,240 $51,063 $329,487 
 As of December 31, 2019
In millions of dollarsOpen and overnightUp to 30 days31–90 daysGreater than 90 daysTotal
Securities sold under agreements to repurchase$108,534
$82,749
$35,108
$40,173
$266,564
Deposits received for securities loaned15,758
208
1,789
2,019
19,774
Total$124,292
$82,957
$36,897
$42,192
$286,338


As of December 31, 2021
In millions of dollarsOpen and overnightUp to 30 days31–90 daysGreater than 90 daysTotal
Securities sold under agreements to repurchase$127,679 $93,257 $32,908 $51,753 $305,597 
Deposits received for securities loaned23,387 6 1,392 8,244 33,029 
Total$151,066 $93,263 $34,300 $59,997 $338,626 
 As of December 31, 2018
In millions of dollarsOpen and overnightUp to 30 days31–90 daysGreater than 90 daysTotal
Securities sold under agreements to repurchase$108,405
$70,850
$29,898
$44,361
$253,514
Deposits received for securities loaned6,296
774
2,626
1,982
11,678
Total$114,701
$71,624
$32,524
$46,343
$265,192

The following tables present the gross amounts of liabilities associated with repurchase agreements and securities lending agreements by class of underlying collateral:
 As of December 31, 2019
In millions of dollarsRepurchase agreementsSecurities lending agreementsTotal
U.S. Treasury and federal agency securities$100,781
$27
$100,808
State and municipal securities1,938
5
1,943
Foreign government securities95,880
272
96,152
Corporate bonds18,761
249
19,010
Equity securities12,010
19,069
31,079
Mortgage-backed securities28,458
—
28,458
Asset-backed securities4,873
—
4,873
Other3,863
152
4,015
Total$266,564
$19,774
$286,338


As of December 31, 2022
In millions of dollarsRepurchase agreementsSecurities lending agreementsTotal
U.S. Treasury and federal agency securities$99,979 $106 $100,085 
State and municipal securities1,911 — 1,911 
Foreign government securities123,826 13 123,839 
Corporate bonds14,308 45 14,353 
Equity securities9,749 33,096 42,845 
Mortgage-backed securities36,225 — 36,225 
Asset-backed securities1,755 — 1,755 
Other8,465 9 8,474 
Total$296,218 $33,269 $329,487 
 As of December 31, 2018
In millions of dollarsRepurchase agreementsSecurities lending agreementsTotal
U.S. Treasury and federal agency securities$86,785
$41
$86,826
State and municipal securities2,605
—
2,605
Foreign government securities99,131
179
99,310
Corporate bonds21,719
749
22,468
Equity securities12,920
10,664
23,584
Mortgage-backed securities19,421
—
19,421
Asset-backed securities6,207
—
6,207
Other4,726
45
4,771
Total$253,514
$11,678
$265,192

191


As of December 31, 2021
In millions of dollarsRepurchase agreementsSecurities lending agreementsTotal
U.S. Treasury and federal agency securities$85,861 $90 $85,951 
State and municipal securities1,053 — 1,053 
Foreign government securities133,352 212 133,564 
Corporate bonds20,398 152 20,550 
Equity securities25,653 32,517 58,170 
Mortgage-backed securities33,573 — 33,573 
Asset-backed securities1,681 — 1,681 
Other4,026 58 4,084 
Total$305,597 $33,029 $338,626 

192


12. BROKERAGE RECEIVABLES AND BROKERAGE
PAYABLES

The Company has receivables and payables for financial instruments sold to and purchased from brokers, dealers and customers, which arise in the ordinary course of business. Citi is exposed to risk of loss from the inability of brokers, dealers or customers to pay for purchases or to deliver the financial instruments sold, in which case Citi would have to sell or purchase the financial instruments at prevailing market prices. Credit risk is reduced to the extent that an exchange or clearing organization acts as a counterparty to the transaction and replaces the broker, dealer or customer in question.
Citi seeks to protect itself from the risks associated with customer activities by requiring customers to maintain margin collateral in compliance with regulatory and internal guidelines. Margin levels are monitored daily, and customers deposit additional collateral as required. Where customers cannot meet collateral requirements, Citi may liquidate sufficient underlying financial instruments to bring the customer into compliance with the required margin level.
Exposure to credit risk is impacted by market volatility, which may impair the ability of clients to satisfy their obligations to Citi. Credit limits are established and closely monitored for customers and for brokers and dealers engaged in forwards, futures and other transactions deemed to be credit sensitive.
Brokerage receivables and Brokerage payables consisted of the following:

December 31,
In millions of dollars20222021
Receivables from customers$15,462 $26,403 
Receivables from brokers, dealers and clearing organizations38,730 27,937 
Total brokerage receivables(1)
$54,192 $54,340 
Payables to customers$55,747 $52,158 
Payables to brokers, dealers and clearing organizations13,471 9,272 
Total brokerage payables(1)
$69,218 $61,430 

(1)     Includes brokerage receivables and payables recorded by Citi broker-dealer entities that are accounted for in accordance with the AICPA Accounting Guide for Brokers and Dealers in Securities as codified in ASC 940-320.
 December 31,
In millions of dollars20192018
Receivables from customers$15,912
$14,415
Receivables from brokers, dealers and clearing organizations23,945
21,035
Total brokerage receivables(1)
$39,857
$35,450
Payables to customers$37,613
$40,273
Payables to brokers, dealers and clearing organizations10,988
24,298
Total brokerage payables(1)
$48,601
$64,571
193

(1)Includes brokerage receivables and payables recorded by Citi broker-dealer entities that are accounted for in accordance with the AICPA Accounting Guide for Brokers and Dealers in Securities as codified in ASC 940-320.


13.  INVESTMENTS


The following table presents Citi’s investments by category:
 December 31,
In millions of dollars20192018
Debt securities AFS$280,265
$288,038
Debt securities HTM(1)
80,775
63,357
Marketable equity securities carried at fair value(2)
458
220
Non-marketable equity securities carried at fair value(2)
704
889
Non-marketable equity securities measured using the measurement alternative(3)
700
538
Non-marketable equity securities carried at cost(4)
5,661
5,565
Total investments$368,563
$358,607

December 31,
In millions of dollars20222021
Debt securities available-for-sale (AFS)$249,679 $288,522 
Debt securities held-to-maturity (HTM)(1)
268,863 216,963 
Marketable equity securities carried at fair value(2)
429 543 
Non-marketable equity securities carried at fair value(2)(5)
466 489 
Non-marketable equity securities measured using the measurement alternative(3)
1,676 1,413 
Non-marketable equity securities carried at cost(4)
5,469 4,892 
Total investments(6)
$526,582 $512,822 

(1)Carried at adjusted amortized cost basis, net of any credit-related impairment.
(2)Unrealized gains and losses are recognized in earnings.
(3)Impairment losses and adjustments to the carrying value as a result of observable price changes are recognized in earnings.
(4)Primarily consists of shares issued by the Federal Reserve Bank, Federal Home Loan Banks and certain exchanges of which Citigroup is a member.
(1)Carried at adjusted amortized cost basis, net of any ACL.
(2)Unrealized gains and losses are recognized in earnings.
(3)Impairment losses and adjustments to the carrying value as a result of observable price changes are recognized in earnings. See “Non-Marketable Equity Securities Not Carried at Fair Value” below.
(4)Represents shares issued by the Federal Reserve Bank, Federal Home Loan Banks and certain exchanges of which Citigroup is a member.
(5)Includes $27 million and $145 million of investments in funds for which the fair values are estimated using the net asset value of the Company’s ownership interest in the funds at December 31, 2022 and 2021, respectively.
(6)Not included in the balances above is approximately $2 billion of accrued interest receivable at December 31, 2022, which is included in Other assets on the Consolidated Balance Sheet. The Company does not recognize an allowance for credit losses on accrued interest receivable for AFS and HTM debt securities, consistent with its non-accrual policy, which results in timely write-off of accrued interest. The Company did not reverse through interest income any accrued interest receivables for the years ended December 31, 2022 and 2021.

The following table presents interest and dividend income on investments:
In millions of dollars201920182017
Taxable interest$9,269
$8,704
$7,538
Interest exempt from U.S. federal income tax404
521
535
Dividend income187
269
222
Total interest and dividend income$9,860
$9,494
$8,295

In millions of dollars202220212020
Taxable interest$10,643 $6,975 $7,554 
Interest exempt from U.S. federal income tax348 279 301 
Dividend income223 134 134 
Total interest and dividend income on investments$11,214 $7,388 $7,989 

The following table presents realized gains and losses on the sales of investments, which exclude OTTIimpairment losses:
In millions of dollars201920182017
Gross realized investment gains$1,599
$682
$1,039
Gross realized investment losses(125)(261)(261)
Net realized gains on sale of investments$1,474
$421
$778



In millions of dollars202220212020
Gross realized investment gains$323 $860 $1,895 
Gross realized investment losses(256)(195)(139)
Net realized gains on sales of investments$67 $665 $1,756 
The Company from time to time may sell certain debt securities that were classified as HTM. These sales were in response to significant deterioration in the creditworthiness of the issuers or securities or because the Company has collected a substantial portion (at least 85%) of the principal outstanding at acquisition of the security. In addition, certain other debt securities were reclassified to AFS investments in
response to significant credit deterioration. Because the Company generally intends to sell these reclassified debt securities, Citi recorded OTTI on the securities. The following table presents, for the periods indicated, the carrying value of HTM debt securities sold and reclassified to AFS, as well as the related gain (loss) or the OTTI losses recorded on these securities:
In millions of dollars201920182017
Carrying value of HTM debt securities sold$—
$61
$81
Net realized gain (loss) on sale of HTM debt securities—
—
13
Carrying value of debt securities reclassified to AFS—
8
74
OTTI losses on debt securities reclassified to AFS—
—
—
194


Debt Securities Available-for-Sale
The amortized cost and fair value of AFS debt securities were as follows:

20192018 December 31, 2022December 31, 2021
In millions of dollars
Amortized
cost
Gross
unrealized
gains
Gross
unrealized
losses
Fair
value
Amortized
cost
Gross
unrealized
gains
Gross
unrealized
losses
Fair
value
In millions of dollarsAmortized
cost		Gross
unrealized
gains		Gross
unrealized
losses		Allowance for credit lossesFair
value		Amortized
cost		Gross
unrealized
gains		Gross
unrealized
losses		Allowance for credit lossesFair
value
Debt securities AFS   Debt securities AFS     
Mortgage-backed securities(1)
   
Mortgage-backed securities(1)
     
U.S. government agency guaranteed$34,963
$547
$280
$35,230
$43,504
$241
$725
$43,020
Non-U.S. residential789
3
—
792
1,310
4
2
1,312
U.S. government-sponsored agency guaranteed(2)
U.S. government-sponsored agency guaranteed(2)
$12,009 $8 $755 $— $11,262 $33,064 $453 $301 $— $33,216 
ResidentialResidential488 — 3 — 485 380 1 1 — 380 
Commercial75
—
—
75
174
1
2
173
Commercial2 — — — 2 25 — — — 25 
Total mortgage-backed securities$35,827
$550
$280
$36,097
$44,988
$246
$729
$44,505
Total mortgage-backed securities$12,499 $8 $758 $— $11,749 $33,469 $454 $302 $— $33,621 
U.S. Treasury and federal agency securities   U.S. Treasury and federal agency securities
U.S. Treasury$106,429
$50
$380
$106,099
$109,376
$33
$1,339
$108,070
U.S. Treasury$94,732 $50 $2,492 $— $92,290 $122,669 $615 $844 $— $122,440 
Agency obligations5,336
3
20
5,319
9,283
1
132
9,152
Agency obligations— — — — — — — — — — 
Total U.S. Treasury and federal agency securities$111,765
$53
$400
$111,418
$118,659
$34
$1,471
$117,222
Total U.S. Treasury
and federal agency securities		$94,732 $50 $2,492 $— $92,290 $122,669 $615 $844 $— $122,440 
State and municipal$5,024
$43
$89
$4,978
$9,372
$96
$262
$9,206
State and municipal(2)
State and municipal(2)
$2,363 $19 $159 $— $2,223 $2,643 $79 $101 $— $2,621 
Foreign government110,958
586
241
111,303
100,872
415
596
100,691
Foreign government135,648 569 2,940 — 133,277 119,426 337 1,023 — 118,740 
Corporate11,266
52
101
11,217
11,714
42
157
11,599
Corporate5,146 19 246 3 4,916 5,972 33 77 8 5,920 
Asset-backed securities(1)
524
—
2
522
845
2
4
843
Asset-backed securities(1)
1,022 12 4 — 1,030 304 — 1 — 303 
Other debt securities4,729
1
—
4,730
3,973
—
1
3,972
Other debt securities4,198 1 5 — 4,194 4,880 1 4 — 4,877 
Total debt securities AFS$280,093
$1,285
$1,113
$280,265
$290,423
$835
$3,220
$288,038
Total debt securities AFS$255,608 $678 $6,604 $3 $249,679 $289,363 $1,519 $2,352 $8 $288,522 
(1)The Company invests in mortgage- and asset-backed securities. These securitization entities are generally considered VIEs. The Company’s maximum exposure to loss from these VIEs is equal to the carrying amount of the securities, which is reflected in the table above. For mortgage- and asset-backed securitizations in which the Company has other involvement, see Note 21 to the Consolidated Financial Statements.

(1)The Company invests in mortgage- and asset-backed securities, which are typically issued by VIEs through securitization transactions. The Company’s maximum exposure to loss from these VIEs is equal to the carrying amount of the securities, which is reflected in the table above. See Note 22 for mortgage- and asset-backed securitizations in which the Company has other involvement.
(2)In 2022, Citibank transferred $21.5 billion of agency residential mortgage-backed securities and $165 million of municipal bonds from AFS classification to HTM classification in accordance with ASC 320. At the time of transfer, the securities and bonds were in an unrealized loss position of $2.3 billion and $12 million, respectively. The loss amounts will remain in AOCI and will be amortized over the remaining life of the securities and bonds.

At December 31, 2019,2022, the amortized cost of AFS fixed income securities for those in a loss position exceeded their fair value by $1,113$6,604 million. Of the $1,113$6,604 million, $802$3,997 million represented unrealized losses on fixed income investments that have been in a gross-unrealized-lossgross unrealized loss position for less than a year and, of these, 93%73% were rated investment grade; and $311$2,607 million represented unrealized losses on fixed income investments that have been in a gross-unrealized-lossgross unrealized loss position for a year or more and, of these, 92%99% were rated investment grade. Of the $311$2,607 million, mentioned above, $132$1,491 million represents U.S. Treasury and federal agency securities.
    

195


The following table shows the fair value of AFS debt securities that have been in an unrealized loss position:
 Less than 12 months12 months or longerTotal
In millions of dollars
Fair
value
Gross
unrealized
losses
Fair
value
Gross
unrealized
losses
Fair
value
Gross
unrealized
losses
December 31, 2019      
Debt securities AFS      
Mortgage-backed securities      
U.S. government agency guaranteed$9,780
$242
$1,877
$38
$11,657
$280
Non-U.S. residential208
—
1
—
209
—
Commercial16
—
27
—
43
—
Total mortgage-backed securities$10,004
$242
$1,905
$38
$11,909
$280
U.S. Treasury and federal agency securities      
U.S. Treasury$45,484
$248
$26,907
$132
$72,391
$380
Agency obligations781
2
3,897
18
4,678
20
Total U.S. Treasury and federal agency securities$46,265
$250
$30,804
$150
$77,069
$400
State and municipal$362
$62
$266
$27
$628
$89
Foreign government35,485
149
8,170
92
43,655
241
Corporate2,916
98
123
3
3,039
101
Asset-backed securities112
1
166
1
278
2
Other debt securities1,307
—
—
—
1,307
—
Total debt securities AFS$96,451
$802
$41,434
$311
$137,885
$1,113
December 31, 2018 
 
 
 
 
 
Debt securities AFS

 
 
 
 
 
 
Mortgage-backed securities 
 
 
 
 
 
U.S. government agency guaranteed$11,160
$286
$13,143
$439
$24,303
$725
Non-U.S. residential284
2
2
—
286
2
Commercial79
1
82
1
161
2
Total mortgage-backed securities$11,523
$289
$13,227
$440
$24,750
$729
U.S. Treasury and federal agency securities 
 
 
 
 
 
U.S. Treasury$8,389
$42
$77,883
$1,297
$86,272
$1,339
Agency obligations277
2
8,660
130
8,937
132
Total U.S. Treasury and federal agency securities$8,666
$44
$86,543
$1,427
$95,209
$1,471
State and municipal$1,614
$34
$1,303
$228
$2,917
$262
Foreign government40,655
265
15,053
331
55,708
596
Corporate4,547
115
2,077
42
6,624
157
Asset-backed securities441
4
55
—
496
4
Other debt securities1,790
1
—
—
1,790
1
Total debt securities AFS$69,236
$752
$118,258
$2,468
$187,494
$3,220


 Less than 12 months12 months or longerTotal
In millions of dollarsFair
value		Gross
unrealized
losses		Fair
value		Gross
unrealized
losses		Fair
value		Gross
unrealized
losses
December 31, 2022      
Debt securities AFS      
Mortgage-backed securities      
U.S. government-sponsored agency guaranteed$7,908 $412 $3,290 $343 $11,198 $755 
Residential158 3 1 — 159 3 
Commercial1 — 1 — 2 — 
Total mortgage-backed securities$8,067 $415 $3,292 $343 $11,359 $758 
U.S. Treasury and federal agency securities    
U.S. Treasury$40,701 $1,001 $34,692 $1,491 $75,393 $2,492 
Agency obligations— — — — — — 
Total U.S. Treasury and federal agency securities$40,701 $1,001 $34,692 $1,491 $75,393 $2,492 
State and municipal$896 $31 $707 $128 $1,603 $159 
Foreign government82,900 2,332 14,220 608 97,120 2,940 
Corporate3,082 209 784 37 3,866 246 
Asset-backed securities708 4 — — 708 4 
Other debt securities2,213 5 — — 2,213 5 
Total debt securities AFS$138,567 $3,997 $53,695 $2,607 $192,262 $6,604 
December 31, 2021      
Debt securities AFS      
Mortgage-backed securities      
U.S. government-sponsored agency guaranteed$17,039 $270 $698 $31 $17,737 $301 
Residential96 1 1 — 97 1 
Commercial— — — — — — 
Total mortgage-backed securities$17,135 $271 $699 $31 $17,834 $302 
U.S. Treasury and federal agency securities 
U.S. Treasury$56,448 $713 $6,310 $131 $62,758 $844 
Agency obligations— — — — — — 
Total U.S. Treasury and federal agency securities$56,448 $713 $6,310 $131 $62,758 $844 
State and municipal$229 $3 $874 $98 $1,103 $101 
Foreign government64,319 826 9,924 197 74,243 1,023 
Corporate2,655 77 22 — 2,677 77 
Asset-backed securities108 1 — — 108 1 
Other debt securities3,439 4 — — 3,439 4 
Total debt securities AFS$144,333 $1,895 $17,829 $457 $162,162 $2,352 


196


The following table presents the amortized cost and fair value of AFS debt securities by contractual maturity dates:

December 31,
 20222021
In millions of dollarsAmortized
cost		Fair
value
Weighted average yield(1)
Amortized
cost		Fair
value
Weighted average yield(1)
Mortgage-backed securities(2)
    
Due within 1 year$42 $44 2.02 %$188 $189 0.79 %
After 1 but within 5 years523 513 2.31 211 211 1.07 
After 5 but within 10 years468 440 3.46 523 559 3.41 
After 10 years11,466 10,752 3.46 32,547 32,662 2.73 
Total$12,499 $11,749 3.41 %$33,469 $33,621 2.72 %
U.S. Treasury and federal agency securities    
Due within 1 year$25,935 $25,829 2.81 %$34,321 $34,448 1.05 %
After 1 but within 5 years68,455 66,166 1.17 87,987 87,633 0.81 
After 5 but within 10 years342 295 2.53 361 359 1.42 
After 10 years— — — — — — 
Total$94,732 $92,290 1.62 %$122,669 $122,440 0.87 %
State and municipal    
Due within 1 year$19 $18 1.79 %$40 $40 2.09 %
After 1 but within 5 years94 92 3.07 121 124 3.16 
After 5 but within 10 years305 302 3.55 156 161 3.18 
After 10 years1,945 1,811 3.51 2,326 2,296 3.15 
Total$2,363 $2,223 3.49 %$2,643 $2,621 3.14 %
Foreign government    
Due within 1 year$64,795 $64,479 4.25 %$49,263 $49,223 2.53 %
After 1 but within 5 years67,935 66,150 4.80 64,555 63,961 3.14 
After 5 but within 10 years2,491 2,250 2.86 3,736 3,656 1.72 
After 10 years427 398 3.80 1,872 1,900 1.52 
Total$135,648 $133,277 4.50 %$119,426 $118,740 2.82 %
All other(3)
    
Due within 1 year$4,452 $4,441 1.52 %$5,175 $5,180 0.94 %
After 1 but within 5 years5,162 4,988 4.82 5,177 5,149 1.91 
After 5 but within 10 years695 693 11.35 750 750 2.08 
After 10 years57 18 3.81 54 21 4.28 
Total$10,366 $10,140 3.83 %$11,156 $11,100 1.48 %
Total debt securities AFS$255,608 $249,679 3.34 %$289,363 $288,522 1.94 %

(1)Weighted average yields are weighted based on the amortized cost of each security. The average yield considers the contractual coupon, amortization of premiums and accretion of discounts and excludes the effects of any related hedging derivatives.
(2)Includes mortgage-backed securities of U.S. government-sponsored agencies. The Company invests in mortgage- and asset-backed securities, which are typically issued by VIEs through securitization transactions.
(3)Includes corporate, asset-backed and other debt securities.

197
 December 31,
 20192018
In millions of dollars
Amortized
cost
Fair
value
Amortized
cost
Fair
value
Mortgage-backed securities(1)
    
Due within 1 year$20
$20
$14
$14
After 1 but within 5 years573
574
662
661
After 5 but within 10 years594
626
2,779
2,828
After 10 years(2)
34,640
34,877
41,533
41,002
Total$35,827
$36,097
$44,988
$44,505
U.S. Treasury and federal agency securities    
Due within 1 year$40,757
$40,688
$41,941
$41,867
After 1 but within 5 years70,128
69,850
76,139
74,800
After 5 but within 10 years854
851
489
462
After 10 years(2)
26
29
90
93
Total$111,765
$111,418
$118,659
$117,222
State and municipal    
Due within 1 year$932
$932
$2,586
$2,586
After 1 but within 5 years714
723
1,676
1,675
After 5 but within 10 years195
215
585
602
After 10 years(2)
3,183
3,108
4,525
4,343
Total$5,024
$4,978
$9,372
$9,206
Foreign government    
Due within 1 year$42,611
$42,666
$39,078
$39,028
After 1 but within 5 years58,820
59,071
50,125
49,962
After 5 but within 10 years8,192
8,198
10,153
10,149
After 10 years(2)
1,335
1,368
1,516
1,552
Total$110,958
$111,303
$100,872
$100,691
All other(3)
    
Due within 1 year$7,306
$7,311
$6,166
$6,166
After 1 but within 5 years8,279
8,275
8,459
8,416
After 5 but within 10 years818
797
1,474
1,427
After 10 years(2)
116
86
433
405
Total$16,519
$16,469
$16,532
$16,414
Total debt securities AFS$280,093
$280,265
$290,423
$288,038
(1)Includes mortgage-backed securities of U.S. government-sponsored agencies.
(2)Investments with no stated maturities are included as contractual maturities of greater than 10 years. Actual maturities may differ due to call or prepayment rights.
(3)Includes corporate, asset-backed and other debt securities.



Debt Securities Held-to-Maturity

The carrying value and fair value of debt securities HTM were as follows:

In millions of dollars
Carrying
value
Gross
unrealized
gains
Gross
unrealized
losses
Fair
value
December 31, 2019    
Debt securities HTM    
Mortgage-backed securities(1)(2)
    
U.S. government agency guaranteed$46,637
$1,047
$21
$47,663
Non-U.S. residential1,039
5
—
1,044
Commercial582
1
—
583
Total mortgage-backed securities$48,258
$1,053
$21
$49,290
State and municipal(3)
$9,104
$455
$28
$9,531
Foreign government1,934
37
1
1,970
Asset-backed securities(1)
21,479
12
59
21,432
Total debt securities HTM$80,775
$1,557
$109
$82,223
December 31, 2018 
 
 
 
Debt securities HTM 
 
 
 
Mortgage-backed securities(1)(4)
 
 
 
 
U.S. government agency guaranteed$34,239
$199
$578
$33,860
Non-U.S. residential1,339
12
1
1,350
Commercial368
—
—
368
Total mortgage-backed securities$35,946
$211
$579
$35,578
State and municipal$7,628
$167
$138
$7,657
Foreign government1,027
—
24
1,003
Asset-backed securities(1)
18,756
8
112
18,652
Total debt securities HTM$63,357
$386
$853
$62,890
(1)The Company invests in mortgage- and asset-backed securities. These securitization entities are generally considered VIEs. The Company’s maximum exposure to loss from these VIEs is equal to the carrying amount of the securities, which is reflected in the table above. For mortgage- and asset-backed securitizations in which the Company has other involvement, see Note 21 to the Consolidated Financial Statements.
(2)
In March 2019, Citibank transferred $5 billion of agency residential mortgage-backed securities (RMBS) from AFS classification to HTM classification in accordance with ASC 320. At the time of transfer, the securities were in an unrealized loss position of $56 million. The loss amounts will remain in AOCI and be amortized over the remaining life of the securities.
(3)
In December 2019, Citibank transferred $173 million of state and municipal bonds from AFS classification to HTM classification in accordance with ASC 320. At the time of transfer, the bonds were in an unrealized gain position of $5 million. The gain amounts will remain in AOCI and be amortized over the remaining life of the securities.
(4)
In November 2018, Citibank transferred $10 billion of agency residential mortgage-backed securities (RMBS) and commercial mortgage-backed securities (CMBS) from AFS classification to HTM classification in accordance with ASC 320. At the time of transfer, the securities were in an unrealized loss position of $598 million. This amount will remain in AOCI and be amortized over the remaining life of the securities.

In millions of dollars
Amortized
cost, net(1)
Gross
unrealized
gains		Gross
unrealized
losses		Fair
value
December 31, 2022    
Debt securities HTM    
Mortgage-backed securities(2)
    
U.S. government-sponsored agency guaranteed(3)
$90,063 $58 $10,033 $80,088 
Non-U.S. residential445 — — 445 
Commercial1,114 5 1 1,118 
Total mortgage-backed securities$91,622 $63 $10,034 $81,651 
U.S. Treasury securities$134,961 $— $13,722 $121,239 
State and municipal(4)
9,237 34 764 8,507 
Foreign government2,075 — 93 1,982 
Asset-backed securities(2)
30,968 4 703 30,269 
Total debt securities HTM, net$268,863 $101 $25,316 $243,648 
December 31, 2021    
Debt securities HTM    
Mortgage-backed securities(2)
    
U.S. government-sponsored agency guaranteed$63,885 $1,076 $925 $64,036 
Non-U.S. residential736 3 — 739 
Commercial1,070 4 2 1,072 
Total mortgage-backed securities$65,691 $1,083 $927 $65,847 
U.S. Treasury securities$111,819 $30 $1,632 $110,217 
State and municipal8,923 589 12 9,500 
Foreign government1,651 4 36 1,619 
Asset-backed securities(2)
28,879 8 32 28,855 
Total debt securities HTM, net$216,963 $1,714 $2,639 $216,038 


(1)Amortized cost is reported net of ACL of $120 million and $87 million at December 31, 2022 and December 31, 2021, respectively.
(2)The Company invests in mortgage- and asset-backed securities. These securitizations are generally considered VIEs. The Company’s maximum exposure to loss from these VIEs is equal to the carrying amount of the securities, which is reflected in the table above. See Note 22 for mortgage- and asset-backed securitizations in which the Company has other involvement.
(3)In 2022, Citibank transferred $21.5 billion of agency residential mortgage-backed securities and $165 million of municipal bonds from AFS classification to HTM classification in accordance with ASC 320. At the time of transfer, the securities and bonds were in an unrealized loss position of $2.3 billion and $12 million, respectively. The loss amounts will remain in AOCI and will be amortized over the remaining life of the securities and bonds.

The Company has the positive intent and ability to hold these securities to maturity or, where applicable, tountil the exercise of any issuer call options,option, absent any unforeseen significant changes in circumstances, including deterioration in credit or changes in regulatory capital requirements.
The net unrealized losses classified in AOCI for HTM debt securities primarily relate to debt securities previously classified as AFS that were transferred to HTM, and include any cumulative fair value hedge adjustments. The net unrealized loss amount also includes any non-credit-related changes in fair value of HTM debt securities that have suffered credit impairment recorded in earnings. The AOCI balance related to HTM debt securities is amortized as an adjustment of yield, in a manner consistent with the accretion of any difference between the carrying value at the transfer date and par value of the same debt securities.

The table below shows the fair value of debt securities HTM that have been in an unrecognized loss position:
 Less than 12 months12 months or longerTotal
In millions of dollarsFair
value		Gross
unrecognized
losses		Fair
value		Gross
unrecognized
losses		Fair
value		Gross
unrecognized
losses
December 31, 2019      
Debt securities HTM      
Mortgage-backed securities$3,590
$10
$1,116
$11
$4,706
$21
State and municipal34
1
1,125
27
1,159
28
Foreign government1,970
1
—
—
1,970
1
Asset-backed securities7,972
11
765
48
8,737
59
Total debt securities HTM$13,566
$23
$3,006
$86
$16,572
$109
December 31, 2018      
Debt securities HTM      
Mortgage-backed securities$2,822
$20
$18,086
$559
$20,908
$579
State and municipal981
34
1,242
104
2,223
138
Foreign government1,003
24
—
—
1,003
24
Asset-backed securities13,008
112
—
—
13,008
112
Total debt securities HTM$17,814
$190
$19,328
$663
$37,142
$853
198

Note: Excluded from the gross unrecognized losses presented in the above table are $(582) million and $(653) million of net unrealized losses recorded in AOCI as of December 31, 2019 and 2018, respectively, primarily related to the difference between the amortized cost and carrying value of HTM debt securities that were reclassified from AFS. Substantially all of these net unrecognized losses relate to securities that have been in a loss position for 12 months or longer at December 31, 2019 and 2018.

The following table presents the carrying value and fair value of HTM debt securities by contractual maturity dates:

December 31,
 20222021
In millions of dollars
Amortized cost(1)
Fair value
Weighted average yield(2)
Amortized cost(1)
Fair value
Weighted average yield(2)
Mortgage-backed securities    
Due within 1 year$27 $27 2.93 %$152 $151 1.70 %
After 1 but within 5 years520 505 3.84 684 725 3.01 
After 5 but within 10 years1,496 1,374 2.74 1,655 1,739 2.74 
After 10 years89,579 79,745 2.89 63,200 63,232 2.55 
Total$91,622 $81,651 2.90 %$65,691 $65,847 2.56 %
U.S. Treasury securities
Due within 1 year$3,148 $3,017 0.18 %$— $— — %
After 1 but within 5 years86,617 79,104 1.04 65,498 64,516 0.69 
After 5 but within 10 years45,196 39,118 1.16 46,321 45,701 1.15 
After 10 years— — — — — — 
Total$134,961 $121,239 1.06 %$111,819 $110,217 0.88 %
State and municipal  
Due within 1 year$22 $21 2.73 %$51 $50 3.82 %
After 1 but within 5 years102 100 2.99 166 170 2.82 
After 5 but within 10 years1,002 967 3.16 908 951 3.23 
After 10 years8,111 7,419 3.32 7,798 8,329 2.65 
Total$9,237 $8,507 3.30 %$8,923 $9,500 2.72 %
Foreign government  
Due within 1 year$143 $139 10.83 %$292 $291 7.86 %
After 1 but within 5 years1,932 1,843 9.94 1,359 1,328 6.30 
After 5 but within 10 years— — — — — — 
After 10 years— — — — — — 
Total$2,075 $1,982 10.00 %$1,651 $1,619 6.58 %
All other(3)
  
Due within 1 year$— $— — %$— $— — %
After 1 but within 5 years— — — — — — 
After 5 but within 10 years11,751 11,583 2.81 11,520 11,515 2.78 
After 10 years19,217 18,686 1.53 17,359 17,340 1.34 
Total$30,968 $30,269 2.02 %$28,879 $28,855 1.92 %
Total debt securities HTM$268,863 $243,648 1.94 %$216,963 $216,038 1.65 %

(1)Amortized cost is reported net of ACL of $120 million and $87 million at December 31, 2022 and 2021, respectively.
(2)Weighted average yields are weighted based on the amortized cost of each security. The average yield considers the contractual coupon, amortization of premiums and accretion of discounts and excludes the effects of any related hedging derivatives.
(3)Includes corporate and asset-backed securities.

HTM Debt Securities Delinquency and Non-Accrual
Details
Citi did not have any HTM debt securities that were delinquent or on non-accrual status at December 31, 2022 and 2021.

There were no purchased credit-deteriorated HTM debt securities held by the Company as of December 31, 2022 and 2021.
 December 31,
 20192018
In millions of dollarsCarrying valueFair valueCarrying valueFair value
Mortgage-backed securities    
Due within 1 year$17
$17
$3
$3
After 1 but within 5 years458
463
539
540
After 5 but within 10 years1,662
1,729
997
1,011
After 10 years(1)
46,121
47,081
34,407
34,024
Total$48,258
$49,290
$35,946
$35,578
State and municipal    
Due within 1 year$2
$26
$37
$37
After 1 but within 5 years123
160
168
174
After 5 but within 10 years597
590
540
544
After 10 years(1)
8,382
8,755
6,883
6,902
Total$9,104
$9,531
$7,628
$7,657
Foreign government    
Due within 1 year$650
$652
$60
$36
After 1 but within 5 years1,284
1,318
967
967
After 5 but within 10 years—
—
—
—
After 10 years(1)
—
—
—
—
Total$1,934
$1,970
$1,027
$1,003
All other(2)
    
Due within 1 year$—
$—
$—
$—
After 1 but within 5 years—
—
—
—
After 5 but within 10 years8,545
8,543
2,535
2,539
After 10 years(1)
12,934
12,889
16,221
16,113
Total$21,479
$21,432
$18,756
$18,652
Total debt securities HTM$80,775
$82,223
$63,357
$62,890
(1)Investments with no stated maturities are included as contractual maturities of greater than 10 years. Actual maturities may differ due to call or prepayment rights.
(2)Includes corporate and asset-backed securities.

199



Evaluating Investments for Other-Than-Temporary Impairment (OTTI)

AFS Debt Securities
Overview
Overview—AFS Debt Securities
The Company conducts periodic reviews of all AFS debt securities with unrealized losses to evaluate whether the impairment is other-than-temporary. This review appliesresulted from expected credit losses or from other factors and to all debt securities that are not measured at fair value through earnings. Effective January 1, 2018,evaluate the AFS category was eliminated for equity securities and, therefore, other-than-temporary impairment (OTTI) review is not required for thoseCompany’s intent to sell such securities.
An unrealized loss existsAFS debt security is impaired when the current fair value of an individual AFS debt security is lowerless than its adjusted amortized cost basis. Unrealized losses that are determined to be temporary in nature are recorded, net of tax, in AOCI for AFS debt securities. Temporary losses related to HTM debt securities generally are not recorded, as these investments are carried at adjusted amortized cost basis. However, for HTM debt securities with credit-related impairment, the credit loss is recognized in earnings as OTTI, and any difference between the cost basis adjusted for the OTTI and fair value is recognized in AOCI and amortized as an adjustment of yield over the remaining contractual life of the security. For debt securities transferred to HTM from Trading account assets, amortized cost is defined as the fair value of the securities at the date of transfer, plus any accretion income and less any impairment recognized in earnings subsequent to transfer. For debt securities transferred to HTM from AFS, amortized cost is defined as the original purchase cost, adjusted for the cumulative accretion or amortization of any purchase discount or premium, plus or minus any cumulative fair value hedge adjustments, net of accretion or amortization, and less any impairment recognized in earnings.
Regardless of the classification of debt securities as AFS or HTM, the Company assesses each position with an unrealized loss for OTTI. Factors considered in determining whether a loss is temporary include:

the length of time and the extent to which fair value has been below cost;
the severity of the impairment;
the cause of the impairment and the financial condition and near-term prospects of the issuer;
activity in the market of the issuer that may indicate adverse credit conditions; and
the Company’s ability and intent to hold the investment for a period of time sufficient to allow for any anticipated recovery.

The Company’s review for impairment generally entails:

identification and evaluation of impaired investments;
analysis of individual positions that have fair values lower than amortized cost, including consideration of the length of time the position has been in an unrealized loss position and the expected recovery period;
consideration of evidential matter, including an evaluation of factors or triggers that could cause individual positions to qualify as having other-than-
temporary impairment and those that would not support other-than-temporary impairment; and
documentation of the results of these analyses, as required under business policies.

The Company recognizes the entire difference between amortized cost basis and fair value is recognized in earnings as OTTI for impaired AFS debt securities that the CompanyCiti has an intent to sell or for which the CompanyCiti believes it will more-likely-than-not be required to sell prior to recovery of the amortized cost basis. However, for those AFS debt securities that the Company does not intend to sell and is not likely to be required to sell, only the credit-related impairment is recognized in earnings and any non-credit-related impairmentby recording an allowance for credit losses. Any remaining fair value decline for such securities is recorded in AOCI. The Company does not consider the length of time that the fair value of a security is below its amortized cost when determining if a credit loss exists.
For AFS debt securities, credit impairment existslosses exist where managementCiti does not expect to receive contractual principal and interest cash flows sufficient to recover the entire amortized cost basis of a security. The allowance for credit losses is limited to the amount by which the AFS debt security’s amortized cost basis exceeds its fair value. The allowance is increased or decreased if credit conditions subsequently worsen or improve. Reversals of credit losses are recognized in earnings.
The Company’s review for impairment of AFS debt securities generally entails:

•identification and evaluation of impaired investments;
•consideration of evidential matter, including an evaluation of factors or triggers that could cause individual positions to qualify as credit impaired and those that would not support credit impairment; and
•documentation of the results of these analyses, as required under business policies.

The sections below describe the Company’s process for identifying credit-relatedexpected credit impairments for debt security types that have the most significant unrealized losses as of December 31, 2019.2022.

Agency Mortgage-Backed Securities
ForCiti records no allowances for credit losses on U.S. government-agency-guaranteed mortgage-backed securities, because the Company expects to incur no credit impairment is assessed usinglosses in the event of default due to a cash flow model that estimates the principalhistory of incurring no credit losses and interest cash flows on the underlying mortgages using the security-specific collateral and transaction structure. The model distributes the estimated cash flowsdue to the various tranches of securities, considering the transaction structure and any subordination and credit enhancements that exist in that structure. The cash flow model incorporates actual cash flows on the mortgage-backed securities through the current period and then estimates the remaining cash flows using a number of assumptions, including default rates, prepayment rates, recovery rates (on foreclosed properties) and loss severity rates (on non-agency mortgage-backed securities).
Management develops specific assumptions using market data, internal estimates and estimates published by rating agencies and other third-party sources. Default rates are projected by considering current underlying mortgage loan performance, generally assuming the default of (i) 10% of current loans, (ii) 25% of 30–59 day delinquent loans, (iii) 70% of 60–90 day delinquent loans and (iv) 100% of 91+ day delinquent loans. These estimates are extrapolated along a default timing curve to estimate the total lifetime pool default rate. Other assumptions contemplate the actual collateral attributes, including geographic concentrations, rating actions and current market prices.
Cash flow projections are developed using different stress test scenarios. Management evaluates the results of those stress tests (including the severity of any cash shortfall indicated and the likelihoodnature of the stress scenarios actually occurring based on the underlying pool’s characteristics and performance) to assess whether management expects to recover the amortized cost basis of the security. If cash flow projections indicate that the Company does not expect to recover its amortized cost basis, the Company recognizes the estimated credit loss in earnings.counterparties.


State and Municipal Securities
The process for identifyingestimating credit impairmentslosses in Citigroup’s AFS and HTM state and municipal bonds is primarily based on a credit analysis that incorporates third-party credit ratings. CitigroupCiti monitors the bond issuers and any insurers providing default protection in the form of financial guarantee insurance. The average external credit rating, ignoringdisregarding any insurance, is Aa3/AA-.Aa2/AA. In the event of an external rating downgrade or other indicator of credit impairment (i.e., based on instrument-specific estimates of cash flows or probability of issuer default), the subject bond is specifically reviewed for adverse changes in the amount or timing of expected contractual principal and interest payments.
For AFS state and municipal bonds with unrealized losses that CitigroupCiti plans to sell or would more-likely-than-not be more-likely-than-not required to sell prior to recovery of value, the full impairment is recognized in earnings. For AFS state and municipal bonds where Citi has no intent to sell and it is not more-likely-than-not that the Company will be required to sell, Citi records an allowance for expected credit losses for the amount it expects not to collect, capped at the difference between the bond’s amortized cost basis and fair value.

Equity Method Investments
Management assesses equity method investments that have fair values that are lowerless than their respective carrying values for OTTI.other-than-temporary impairment (OTTI). Fair value is measured as price multiplied by quantity if the investee has publicly listed securities. If the investee is not publicly listed, other methods are used (see Note 24 to the Consolidated Financial Statements)25).
For impaired equity method investments that Citi plans to sell prior to recovery of value or would more-likely-than-not be required to sell, with no expectation that the fair value will recover prior to the expected sale date, the full impairment is recognized in earnings as OTTI in Other revenue regardless of severity and duration. The measurement of the OTTI does not include partial projected recoveries subsequent to the balance sheet date.
For impaired equity method investments that management does not plan to sell and is not more-likely-than-not to be required to sell prior to recovery of value, the evaluation of whether an impairment is other-than-temporary is based on (i) whether and when an equity method investment will recover in value and (ii) whether the investor has the intent and ability to hold that investment for a period of time sufficient to recover the value. The determination of whether the impairment is considered other-than-temporary considers the following indicators:

•the cause of the impairment and the financial condition and near-term prospects of the issuer, including any specific events that may influence the operations of the issuer;
•the intent and ability to hold the investment for a period of time sufficient to allow for any anticipated recovery in market value; and
•the length of time and extent to which fair value has been less than the carrying value.

200



Recognition and Measurement of OTTIImpairment
The following tables presenttable presents total OTTIimpairment on InvestmentsAFS investments recognized in earnings:

Year ended 
  December 31, 2019
In millions of dollarsAFSHTM
Other
assets
Total
Impairment losses related to debt securities that the Company does not intend to sell nor will likely be required to sell:    
Total OTTI losses recognized during the period$1
$—
$1
$2
Less: portion of impairment loss recognized in AOCI (before taxes)
—
—
—
—
Net impairment losses recognized in earnings for debt securities that the Company does not intend to sell nor will likely be required to sell$1
$—
$1
$2
Impairment losses recognized in earnings for debt securities that the Company intends to sell, would be more-likely-than-not required to sell or will be subject to an issuer call deemed probable of exercise20
—
1
21
Total OTTI losses recognized in earnings$21
$—
$2
$23


Year ended
In millions of dollars202220212020
Impairment losses related to debt securities that the Company does not intend to sell nor will likely be required to sell:
Total impairment losses recognized during the period$— $— $— 
Less: portion of impairment loss recognized in AOCI (before taxes)
— — — 
Net impairment losses recognized in earnings for debt securities that the Company
does not intend to sell nor will likely be required to sell		$— $— $— 
Impairment losses recognized in earnings for debt securities that the Company intends to sell, would more-likely-than-not be required to sell or will be subject to an issuer call deemed probable of exercise360 181 109 
Total impairment losses recognized in earnings$360 $181 $109 



Year ended 
  December 31, 2018
In millions of dollars
AFS(1)
HTMOther
assets		Total
Impairment losses related to debt securities that the Company does not intend to sell nor will likely be required to sell:    
Total OTTI losses recognized during the period$—
$—
$—
$—
Less: portion of impairment loss recognized in AOCI (before taxes)
—
—
—
—
Net impairment losses recognized in earnings for debt securities that the Company does not intend to sell nor will likely be required to sell$—
$—
$—
$—
Impairment losses recognized in earnings for debt securities that the Company intends to sell, would be more-likely-than-not required to sell or will be subject to an issuer call deemed probable of exercise125
—
—
125
Total OTTI losses recognized in earnings$125
$—
$—
$125


(1)For the year ended December 31, 2018, amounts represent AFS debt securities.


 
Year ended
December 31, 2017
In millions of dollars
AFS(1)
HTMOther
assets		Total
Impairment losses related to securities that the Company does not intend to sell nor will likely be required to sell:    
Total OTTI losses recognized during the period$2
$—
$—
$2
Less: portion of impairment loss recognized in AOCI (before taxes)
—
—
—
—
Net impairment losses recognized in earnings for securities that the Company does not intend to sell nor will likely be required to sell$2
$—
$—
$2
Impairment losses recognized in earnings for securities that the Company intends to sell, would be more-likely-than-not required to sell or will be subject to an issuer call deemed probable of exercise59
2
—
61
Total OTTI losses recognized in earnings$61
$2
$—
$63

(1)Includes OTTI on non-marketable equity securities.







The following are 12-month rollforwards ofpresents the credit-related impairments recognized in earnings for AFS and HTM debt securities held that the Company does not intend to sell nor will likely will be required to sell:sell at December 31, 2022 and 2021:

 Cumulative OTTI credit losses recognized in earnings on debt securities still held
In millions of dollarsDec. 31, 2018 balanceCredit
impairments
recognized in
earnings on
securities not
previously
impaired
Credit
impairments
recognized in
earnings on
securities 
that have been previously
impaired
Changes due to
credit-impaired
securities sold,
transferred or
matured(1)
Dec. 31, 2019 balance
AFS debt securities     
Mortgage-backed securities(1)
$1
$—
$—
$—
$1
State and municipal—
—
4
—
4
Corporate4
—
—
—
4
All other debt securities—
1
—
—
1
Total OTTI credit losses recognized for AFS debt securities$5
$1
$4
$—
$10
HTM debt securities     
State and municipal3
—
—
—
3
Total OTTI credit losses recognized for HTM debt securities$3
$—
$—
$—
$3

Allowance for Credit Losses on AFS Debt Securities
 Cumulative OTTI credit losses recognized in earnings on debt securities still held
In millions of dollarsDec. 31, 2017 balanceCredit
impairments
recognized in
earnings on
securities not
previously
impaired
Credit
impairments
recognized in
earnings on
securities 
that have
been previously
impaired
Changes due to
credit-impaired
securities sold,
transferred or
matured(3)
Dec. 31, 2018 balance
AFS debt securities     
Mortgage-backed securities(1)
$38
$—
$—
$(37)$1
State and municipal4
—
—
(4)—
Corporate4
—
—
—
4
All other debt securities2
—
—
(2)—
Total OTTI credit losses recognized for AFS debt securities$48
$—
$—
$(43)$5
HTM debt securities     
Mortgage-backed securities(2)
$54
$—
$—
$(54)$—
State and municipal

3
—
—
—
3
Total OTTI credit losses recognized for HTM debt securities$57
$—
$—
$(54)$3

(1)Primarily consists of Prime securities.
(2)Primarily consists of Alt-A securities.
(3)
Includes $18 million in cumulative OTTI reclassified from HTM to AFS due to the transfer of the related debt securities from HTM to AFS. Citi adopted ASU 2017-12, Targeted Improvements to Accounting for Hedging Activities, on January 1, 2018 and transferred approximately $4 billion of HTM debt securities into AFS classification as permitted as a one-time transfer under the standard.
Year ended December 31, 2022
In millions of dollarsMortgage-backedU.S. Treasury and federal agencyState and municipalForeign governmentCorporateTotal AFS
Allowance for credit losses at beginning of year$— $— $— $— $8 $8 
Gross write-offs— — — — — — 
Gross recoveries— — — — 5 5 
Net credit losses (NCLs)$— $— $— $— $5 $5 
NCLs$— $— $— $— $(5)$(5)
Credit losses on securities without previous credit losses— — — — 2 2 
Net reserve builds (releases) on securities with previous credit losses— — — — (2)(2)
Total provision for credit losses$— $— $— $— $(5)$(5)
Initial allowance on newly purchased credit-deteriorated securities during the year— — — — — — 
Allowance for credit losses at end of year$— $— $— $— $3 $3 

Year ended December 31, 2021
In millions of dollarsMortgage-backedU.S. Treasury and federal agencyState and municipalForeign governmentCorporateTotal AFS
Allowance for credit losses at beginning of year$— $— $— $— $5 $5 
Gross write-offs— — — — — — 
Gross recoveries— — — — — — 
Net credit losses (NCLs)$— $— $— $— $— $— 
NCLs$— $— $— $— $— $— 
Credit losses on securities without previous credit losses— — — — 3 3 
Net reserve builds (releases) on securities with previous credit losses— — — — — — 
Total provision for credit losses$— $— $— $— $3 $3 
Initial allowance on newly purchased credit-deteriorated securities during the year— — — — — — 
Allowance for credit losses at end of year$— $— $— $— $8 $8 
201



Year ended December 31, 2020
In millions of dollarsMortgage-backedU.S. Treasury and federal agencyState and municipalForeign governmentCorporateTotal AFS
Allowance for credit losses at beginning of year$— $— $— $— $— $— 
Gross write-offs— — — — — — 
Gross recoveries— — — — 2 2 
Net credit losses (NCLs)$— $— $— $— $2 $2 
NCLs$— $— $— $— $(2)$(2)
Credit losses on securities without previous credit losses— — — 3 5 8 
Net reserve builds (releases) on securities with previous credit losses— — — (3)— (3)
Total provision for credit losses$— $— $— $— $3 $3 
Initial allowance on newly purchased credit-deteriorated securities during the year— — — — — — 
Allowance for credit losses at end of year$— $— $— $— $5 $5 
202




Non-Marketable Equity Securities Not Carried at
Fair Value
Non-marketable equity securities are required to be measured at fair value with changes in fair value recognized in earnings unless (i) the measurement alternative is elected or (ii) the investment represents Federal Reserve Bank and Federal Home Loan Bank stock or certain exchange seats that continue to be carried at cost. See Note 1 to the Consolidated Financial Statements for additional details.
The election to measure a non-marketable equity security using the measurement alternative is made on an instrument-by-instrument basis. Under the measurement alternative, an equity security is carried at cost plus or minus changes resulting from observable prices in orderly transactions for the identical or a similar investment of the same issuer. The carrying value of the equity security is adjusted to fair value on the date of an observed transaction. Fair value may differ from the observed transaction price due to a number of factors, including marketability adjustments and differences in rights and obligations when the observed transaction is not for the identical investment held by Citi.
Equity securities under the measurement alternative are also assessed for impairment. On a quarterly basis, management qualitatively assesses whether each equity security under the measurement alternative is impaired. Impairment indicators that are considered include, but are not limited to, the following:

•a significant deterioration in the earnings performance, credit rating, asset quality or business prospects of the investee;
•a significant adverse change in the regulatory, economic or technological environment of the investee;
•a significant adverse change in the general market condition of either the geographical area or the industry in which the investee operates;
•a bona fide offer to purchase, an offer by the investee to sell or a completed auction process for the same or similar investment for an amount less than the carrying amount of that investment; and
•factors that raise significant concerns about the investee’s ability to continue as a going concern, such as negative cash flows from operations, working capital deficiencies or noncompliance with statutory capital requirements or debt covenants.
When the qualitative assessment indicates that impairment exists, the investment is written down to fair value, with the full difference between the fair value of the investment and its carrying amount recognized in earnings.
Below is the carrying value of non-marketable equity securities measured using the measurement alternative at December 31, 20192022 and 2018:2021:

In millions of dollarsDecember 31, 2019December 31, 2018In millions of dollarsDecember 31, 2022December 31, 2021
Measurement alternative: Measurement alternative:
Carrying value$700
$538
Carrying value$1,676 $1,413 

Below are amounts recognized in earnings and life-to-date amounts for non-marketable equity securities measured using the measurement alternative:

 Years Ended December 31,
In millions of dollars20192018
Measurement alternative:



Impairment losses(1)
$9
$7
Downward changes for observable prices(1)
16
18
Upward changes for observable prices(1)
123
219
Years ended December 31,
In millions of dollars20222021
Measurement alternative(1):
Impairment losses$139 $25 
Downward changes for observable prices3 — 
Upward changes for observable prices177 406 

(1)     See Note 25 for additional information on these nonrecurring fair value measurements.

(1)See Note 24 to the Consolidated Financial StatementsLife-to-date amounts on securities still held
In millions of dollarsDecember 31, 2022
Measurement alternative:
Impairment losses$219
Downward changes for additional information on these nonrecurring fair value measurements.observable prices6
Upward changes for observable prices867

 Life-to-date amounts on securities still held
In millions of dollarsDecember 31, 2019
Measurement alternative: 
Impairment losses$16
Downward changes for observable prices34
Upward changes for observable prices342


A similar impairment analysis is performed for non-marketable equity securities carried at cost. For the years ended December 31, 20192022 and 2018,2021, there was 0 impairmentno impairment loss recognized in earnings for non-marketable equity securities carried at cost.

Investments in Alternative Investment Funds That Calculate Net Asset Value
The Company holds investments in certain alternative investment funds that calculate net asset value (NAV), or its equivalent, including private equity funds, funds of funds and real estate funds, as provided by third-party asset managers. Investments in such funds are generally classified as non-marketable equity securities carried at fair value. The fair values of these investments are estimated using the NAV of the Company’s ownership interest in the funds. Some of these investments are in “covered funds” for purposes of the
Volcker Rule, which prohibits certain proprietary investment activities and limits the ownership of, and relationships with, covered funds. On April 21, 2017, Citi’s request for extension of the permitted holding period under the Volcker Rule for certain of its investments in illiquid funds was approved, allowing the Company to hold such investments until the earlier of five years from the July 21, 2017 expiration date of the general conformance period, or the date such investments mature or are otherwise conformed with the Volcker Rule.
203
 Fair valueUnfunded
commitments
Redemption frequency
(if currently eligible)
monthly, quarterly, annually
Redemption 
notice
period
In millions of dollarsDecember 31, 2019December 31, 2018December 31, 2019December 31, 2018  
Private equity funds(1)(2)
$134
$168
$62
$62
——
Real estate funds(2)(3)
10
14
18
19
——
Mutual/collective
  investment funds
26
25
—
—
  
Total$170
$207
$80
$81
——
(1)Private equity funds include funds that invest in infrastructure, emerging markets and venture capital.
(2)With respect to the Company’s investments in private equity funds and real estate funds, distributions from each fund will be received as the underlying assets held by these funds are liquidated. It is estimated that the underlying assets of these funds will be liquidated over a period of several years as market conditions allow. Private equity and real estate funds do not allow redemption of investments by their investors. Investors are permitted to sell or transfer their investments, subject to the approval of the general partner or investment manager of these funds, which generally may not be unreasonably withheld.
(3)Includes several real estate funds that invest primarily in commercial real estate in the U.S., Europe and Asia.



14.  LOANS

Citigroup loans are reported in 2two categories: consumercorporate and corporate.consumer. These categories are classified primarily according to the operating segment and subsegmentcomponent that manage the loans.
Consumer Loans
Consumer loans represent loans and leases managed primarily by GCB and Corporate/Other.
Citigroup has established a risk management processin addition to monitor, evaluate and manage the principal risks associated with its consumer loan portfolio. Credit quality indicators that are actively monitored include delinquency status, consumer credit scores under Fair Isaac Corporation (FICO) and loan to value (LTV) ratios, each as discussed in more detail below.
Included in the loan table above are lending products whose terms may give rise to greater credit issues. Credit cards with below-market introductory interest rates and interest-only loans are examples of such products. These products are closely managed using credit techniques that are intended to mitigate their higher inherent risk.

Delinquency Status
Delinquency status is monitored and considered a key indicator of credit quality of consumer loans. Principally, the U.S. residential first mortgage loans use the Mortgage Bankers Association (MBA) method of reporting delinquencies, which considers a loan delinquent if a monthly payment has not been received by the endnature of the day immediately preceding the loan’s next due date. All other loans use a method of reporting delinquencies that considers a loan delinquent if a monthly payment has not been received by the close of business on the loan’s next due date.
As a general policy, residential first mortgages, home equity loans and installment loans are classified as non-accrual when loan payments are 90 days contractually past due. Credit cards and unsecured revolvingobligor, with corporate loans generally accrue interest until payments are 180 days past due. Home equity loans in regulated bank entities are classified as non-accrual ifmade for corporate institutional and public sector clients around the related residential first mortgage is 90 days or more past due. Mortgage loans, other than Federal Housing Administration (FHA)-insured loans, are classified as non-accrual within 60 days of notification that the borrower has filed for bankruptcy.
The policy for re-aging modified U.S.world and consumer loans to current status varies by product. Generally, one of the conditions to qualify for these modifications is that a minimum number of payments (typically ranging from 1 to 3) be made. Upon modification, the loan is re-aged to current status. However, re-aging practices for certain open-ended consumer loans, such as credit cards, are governed by Federal Financial Institutions Examination Council (FFIEC) guidelines. For open-ended consumer loans subject to FFIEC guidelines, one of the conditions for a loan to be re-aged to current status is that at least 3 consecutive minimum monthly payments, or the equivalent amount, must be received. In addition, under FFIEC guidelines, the number of times that such a loan can be re-aged is subject to limitations (generally once in 12 monthsretail and twice in five years). Furthermore, FHA and Department of Veterans Affairs (VA)
small business customers.
loans are modified under those respective agencies’ guidelines and payments are not always required in order to re-age a modified loan to current.


The following table provides Citi’s consumer loans by type:
Consumer Loan Delinquencies and Non-Accrual Details at December 31, 2019
In millions of dollars
Total
current(1)(2)
30–89 days
past due(3)
≥ 90 days
past due(3)
Past due
government
guaranteed(4)
Total
loans(2)
Total
non-accrual
90 days past due
and accruing
In North America offices(5)
       
Residential first mortgages(6)
$45,942
$411
$221
$434
$47,008
$479
$288
Home equity loans(7)(8)
8,860
174
189
—
9,223
405
—
Credit cards145,477
1,759
1,927
—
149,163
—
1,927
Personal, small business and other3,641
44
14
—
3,699
21
—
Total$203,920
$2,388
$2,351
$434
$209,093
$905
$2,215
In offices outside North America(5)
       
Residential first mortgages(6)
$37,316
$210
$160
$—
$37,686
$421
$—
Credit cards25,111
426
372
—
25,909
310
242
Personal, small business and other

36,456
272
132
—
36,860
180
—
Total$98,883
$908
$664
$—
$100,455
$911
$242
Total Citigroup(9)
$302,803
$3,296
$3,015
$434
$309,548
$1,816
$2,457


Consumer Loan Delinquencies and Non-Accrual Details at December 31, 2018
In millions of dollars
Total
current(1)(2)
30–89 days
past due(3)
≥ 90 days
past due(3)
Past due
government
guaranteed(4)
Total
loans(2)
Total
non-accrual
90 days past due
and accruing
In North America offices(5)
       
Residential first mortgages(6)
$45,953
$420
$253
$786
$47,412
$583
$549
Home equity loans(7)(8)
11,135
161
247
—
11,543
527
—
Credit cards141,091
1,687
1,764
—
144,542
—
1,764
Personal, small business and other3,983
46
17
—
4,046
28
—
Total$202,162
$2,314
$2,281
$786
$207,543
$1,138
$2,313
In offices outside North America(5)
       
Residential first mortgages(6)
$35,624
$203
$145
$—
$35,972
$383
$—
Credit cards24,156
425
370
—
24,951
312
235
Personal, small business and other33,474
284
136
—
33,894
193
—
Total$93,254
$912
$651
$—
$94,817
$888
$235
Total Citigroup (9)
$295,416
$3,226
$2,932
$786
$302,360
$2,026
$2,548
(1)Loans less than 30 days past due are presented as current.
(2)Includes $18 million and $20 million at December 31, 2019 and 2018, respectively, of residential first mortgages recorded at fair value.
(3)Excludes loans guaranteed by U.S. government-sponsored agencies.
(4)Consists of residential first mortgages that are guaranteed by U.S. government-sponsored agencies that are 30–89 days past due of $0.1 billion and $0.2 billion and 90 days or more past due of $0.3 billion and $0.6 billion at December 31, 2019 and 2018, respectively.
(5)North America includes the U.S., Canada and Puerto Rico. Mexico is included in offices outside North America.
(6)Includes approximately $0.1 billion and $0.1 billion at December 31, 2019 and 2018, respectively, of residential first mortgage loans in process of foreclosure.
(7)Includes approximately $0.1 billion and $0.1 billion at December 31, 2019 and 2018, respectively, of home equity loans in process of foreclosure.
(8)Fixed-rate home equity loans and loans extended under home equity lines of credit, which are typically in junior lien positions.
(9)Consumer loans are net of unearned income of $783 million and $742 million at December 31, 2019 and 2018, respectively. Unearned income on consumer loans primarily represents unamortized origination fees and costs, premiums and discounts.


During the years ended December 31, 2019 and 2018, the Company sold and/or reclassified to HFS $2.9 billion and $3.2 billion, respectively, of consumer loans.


Consumer Credit Scores (FICO)
In the U.S., independent credit agencies rate an individual’s risk for assuming debt based on the individual’s credit history and assign every consumer a FICO credit score. These scores are continually updated by the agencies based upon an individual’s credit actions (e.g., taking out a loan or missed or late payments).
The following tables provide details on the FICO scores for Citi’s U.S. consumer loan portfolio based on end-of-period receivables. FICO scores are updated monthly for substantially all of the portfolio or, otherwise, on a quarterly basis for the remaining portfolio.
FICO score distribution in U.S. portfolio(1)(2)(3)
December 31, 2019
In millions of dollars
Less than
680
680 to 760Greater
than 760
Residential first mortgages$3,602
$13,178
$28,235
Home equity loans1,881
3,475
3,630
Credit cards33,290
59,536
52,935
Personal, small business and other

564
907
1,473
Total$39,337
$77,096
$86,273
FICO score distribution in U.S. portfolio(1)(2)(3)
December 31, 2018

In millions of dollars
Less than
680
680 to 760Greater
than 760
Residential first mortgages$4,530
$13,848
$26,546
Home equity loans2,438
4,296
4,471
Credit cards32,686
58,722
51,299
Personal, small business and other

625
1,097
1,121
Total$40,279
$77,963
$83,437

(1)The FICO bands in the tables are consistent with general industry peer presentations.
(2)Excludes loans guaranteed by U.S. government-sponsored agencies, loans subject to long-term standby commitments (LTSC) with U.S. government-sponsored agencies and loans recorded at fair value.
(3)Excludes balances where FICO was not available. Such amounts are not material.

Loan to Value (LTV) Ratios
LTV ratios (loan balance divided by appraised value) are calculated at origination and updated by applying market price data.
The following tables provide details on the LTV ratios for Citi’s U.S. consumer mortgage portfolios. LTV ratios are updated monthly using the most recent Core Logic Home Price Index data available for substantially all of the portfolio applied at the Metropolitan Statistical Area level, if available, or the state level if not. The remainder of the portfolio is updated in a similar manner using the Federal Housing Finance Agency indices.
LTV distribution in U.S. portfolio(1)(2)
December 31, 2019
In millions of dollars
Less than or
equal to 80%
> 80% but less
than or equal to
100%
Greater
than
100%
Residential first mortgages$41,705
$3,302
$98
Home equity loans7,934
819
235
Total$49,639
$4,121
$333
LTV distribution in U.S. portfolio(1)(2)
December 31, 2018
In millions of dollars
Less than or
equal to 80%
> 80% but less
than or equal to
100%
Greater
than
100%
Residential first mortgages$42,379
$2,474
$197
Home equity loans9,465
1,287
390
Total$51,844
$3,761
$587

(1)Excludes loans guaranteed by U.S. government-sponsored agencies, loans subject to LTSCs with U.S. government-sponsored agencies and loans recorded at fair value.
(2)Excludes balances where LTV was not available. Such amounts are not material.



Impaired Consumer Loans
A loan is considered impaired when Citi believes it is probable that all amounts due according to the original contractual terms of the loan will not be collected. Impaired consumer loans include non-accrual loans, as well as smaller-balance homogeneous loans whose terms have been modified due to the borrower’s financial difficulties and where Citi has granted a concession to the borrower. These modifications may
include interest rate reductions and/or principal forgiveness. Impaired consumer loans exclude smaller-balance homogeneous loans that have not been modified and are carried on a non-accrual basis.
The following tables present information about impaired consumer loans and interest income recognized on impaired consumer loans:
 At and for the year ended December 31, 2019
In millions of dollars
Recorded
investment(1)(2)
Unpaid
principal balance
Related
specific allowance(3)
Average
carrying value(4)
Interest income
recognized(5)
Mortgage and real estate     
Residential first mortgages$1,666
$1,838
$161
$1,925
$60
Home equity loans592
824
123
637
9
Credit cards1,931
2,288
771
1,890
103
Installment and other     
Personal, small business and other

703
738
135
754
55
Total$4,892
$5,688
$1,190
$5,206
$227
(1)Recorded investment in a loan includes net deferred loan fees and costs, unamortized premium or discount and direct write-downs and includes accrued interest only on credit card loans.
(2) $405 million of residential first mortgages, and $212 million of home equity loans do not have a specific allowance.
(3)
Included in the Allowance for loan losses.
(4)Average carrying value represents the average recorded investment ending balance for the last 4 quarters and does not include the related specific allowance.
(5)Includes amounts recognized on both an accrual and cash basis.


 At and for the year ended December 31, 2018
In millions of dollars
Recorded
investment(1)(2)
Unpaid
principal balance
Related
specific allowance(3)
Average
carrying 
value(4)
Interest income
recognized(5)(6)
Mortgage and real estate    
Residential first mortgages$2,130
$2,329
$178
$2,483
$81
Home equity loans684
946
122
698
12
Credit cards1,818
1,842
677
1,815
105
Installment and other     
Personal, small business and other452
666
139
500
22
Total$5,084
$5,783
$1,116
$5,496
$220
(1)Recorded investment in a loan includes net deferred loan fees and costs, unamortized premium or discount and direct write-downs and includes accrued interest only on credit card loans.
(2)$484 million of residential first mortgages and $263 million of home equity loans do not have a specific allowance.
(3)
Included in the Allowance for loan losses.
(4)Average carrying value represents the average recorded investment ending balance for the last 4 quarters and does not include the related specific allowance.
(5)Includes amounts recognized on both an accrual and cash basis.
(6)Interest income recognized for the year ended December 31, 2017 was $342 million.




Consumer Troubled Debt Restructurings
 For the year ended December 31, 2019
In millions of dollars, except number of loans modified
Number of
loans modified
Post-
modification
recorded
investment(1)(2)
Deferred
principal(3)
Contingent
principal
forgiveness(4)
Principal
forgiveness(5)
Average
interest rate
reduction
North America      
Residential first mortgages1,122
$172
$—
$—
$—
—%
Home equity loans717
79
3
—
—
1
Credit cards268,778
1,165
—
—
—
17
Personal, small business and other1,719
15
—
—
—
5
Total(6)
272,336
$1,431
$3
$—
$—
 
International      
Residential first mortgages2,448
$74
$—
$—
$—
—%
Credit cards72,325
288
—
—
10
17
Personal, small business and other29,192
204
—
—
6
9
Total(6)
103,965
$566
$—
$—
$16
 

 For the year ended December 31, 2018
In millions of dollars, except number of loans modified
Number of
loans modified
Post-
modification
recorded
investment(1)(7)
Deferred
principal(3)
Contingent
principal
forgiveness(4)
Principal
forgiveness(5)
Average
interest rate
reduction
North America      
Residential first mortgages2,019
$300
$2
$—
$—
—%
Home equity loans1,381
130
5
—
—
1
Credit cards243,253
978
—
—
—
18
   Personal, small business and other1,349
12
—
—
—
4
Total(6)
248,002
$1,420
$7
$—
$—
 
International      
Residential first mortgages2,572
$85
$—
$—
$—
—%
Credit cards77,823
323
—
—
9
16
Personal, small business and other

30,849
216
—
—
7
9
Total(6)
111,244
$624
$—
$—
$16
 


(1)Post-modification balances include past due amounts that are capitalized at the modification date.
(2)
Post-modification balances in North America include $19 million of residential first mortgages and $7 million of home equity loans to borrowers who have gone through Chapter 7 bankruptcy in the year ended December 31, 2019. These amounts include $11 million of residential first mortgages and $6 million of home equity loans that were newly classified as TDRs during 2019, based on previously received OCC guidance.
(3)Represents portion of contractual loan principal that is non-interest bearing but still due from the borrower. Such deferred principal is charged off at the time of permanent modification to the extent that the related loan balance exceeds the underlying collateral value.
(4)Represents portion of contractual loan principal that is non-interest bearing and, depending upon borrower performance, eligible for forgiveness.
(5)Represents portion of contractual loan principal that was forgiven at the time of permanent modification.
(6)The above tables reflect activity for restructured loans that were considered TDRs during the year.
(7)
Post-modification balances in North America include $38 million of residential first mortgages and $12 million of home equity loans to borrowers who have gone through Chapter 7 bankruptcy in the year ended December 31, 2018. These amounts include $27 million of residential first mortgages and $10 million of home equity loans that were newly classified as TDRs during 2018, based on previously received OCC guidance.



The following table presents consumer TDRs that defaulted for which the payment default occurred within one year of a permanent modification. Default is defined as 60 days past due.
 Years ended December 31,
In millions of dollars20192018
North America  
Residential first mortgages$85
$136
Home equity loans15
23
Credit cards301
241
Personal, small business and other

4
4
Total$405
$404
International  
Residential first mortgages$13
$9
Credit cards142
198
Personal, small business and other

74
80
Total$229
$287



Corporate Loans
Corporate loans represent loans and leases managed by ICG. and the Mexico SBMM component of Legacy Franchises. The following table presents information by corporate loan type:
In millions of dollarsDecember 31,
2019		December 31,
2018
In North America offices(1)
  
Commercial and industrial$55,929
$60,861
Financial institutions53,922
48,447
Mortgage and real estate(2)
53,371
50,124
Installment, revolving credit and other31,238
32,425
Lease financing1,290
1,429
Total$195,750
$193,286
In offices outside
North America(1)
  
Commercial and industrial$112,668
$114,029
Financial institutions40,211
36,837
Mortgage and real estate(2)
9,780
7,376
Installment, revolving credit and other27,303
25,685
Lease financing95
103
Governments and official institutions4,128
4,520
Total$194,185
$188,550
Corporate loans, net of unearned income(3)
$389,935
$381,836

(1)North America includes the U.S., Canada and Puerto Rico. Mexico is included in offices outside North America. The classification between offices in North America and outside North America is based on the domicile of the booking unit. The difference between the domicile of the booking unit and the domicile of the managing unit is not material.
(2)Loans secured primarily by real estate.
(3)Corporate loans are net of unearned income of ($814) million and ($855) million at December 31, 2019 and 2018, respectively. Unearned income on corporate loans primarily represents interest received in advance, but not yet earned, on loans originated on a discounted basis.
In millions of dollarsDecember 31,
2022		December 31,
2021
In North America offices(1)
  
Commercial and industrial$56,176 $48,364 
Financial institutions43,399 49,804 
Mortgage and real estate(2)
17,829 15,965 
Installment and other23,767 20,143 
Lease financing308 415 
Total$141,479 $134,691 
In offices outside North America(1)
 
Commercial and industrial$93,967 $102,735 
Financial institutions21,931 22,158 
Mortgage and real estate(2)
4,179 4,374 
Installment and other23,347 22,812 
Lease financing46 40 
Governments and official institutions4,205 4,423 
Total$147,675 $156,542 
Corporate loans, net of unearned income(3)(4)(5)
$289,154 $291,233 

(1)North America includes the U.S., Canada and Puerto Rico. Mexico is included in offices outside North America. The classification between offices in North America and outside North America is based on the domicile of the booking unit. The difference between the domicile of the booking unit and the domicile of the managing unit is not material.
(2)Loans secured primarily by real estate.
(3)Corporate loans are net of unearned income of $($797) million and ($770) million at December 31, 2022 and 2021, respectively. Unearned income on corporate loans primarily represents interest received in advance, but not yet earned, on loans originated on a discounted basis.
(4)Not included in the balances above is approximately $2 billion of accrued interest receivable at December 31, 2022, which is included in Other assets on the Consolidated Balance Sheet.
(5)Accrued interest receivable considered to be uncollectible is reversed through interest income. Amounts reversed were not material for the years ended December 31, 2022 and 2021, respectively.

The Company sold and/or reclassified to held-for-sale $2.6$5.0 billion and $1.0$5.9 billion of corporate loans during the years ended December 31, 20192022 and 2018,2021, respectively. The Company did not have significant purchases of corporate
loans classified as held-for-investment for the years ended December 31, 20192022 or 2018.2021.

Lease financing
Citi is a lessor in the power, railcars, shipping and aircraft sectors, where the Company has executed operating, direct financing and leveraged leases. Citi’s $1.4$0.4 billion of lease financing receivables, as of December 31, 2019,2022, is composed of approximately equal balances of direct financing lease receivables and net investments in leveraged leases. Citi uses the interest rate implicit in the lease to determine the present value of its lease financing receivables. Interest income on direct financing and leveraged leases during the year ended December 31, 20192022 was not material.
The Company’s leases have an average remaining maturity of approximately three and a half years. In certain cases, Citi obtains residual value insurance from third parties and/or the lessee to manage the risk associated with the residual value of the leased assets. The receivable related to the residual value of the leased assets is $0.9 billion as of December 31, 2019, while the amount covered by residual value guarantees is $0.3 billion.
The Company’s operating leases, where Citi is a lessor, are not significant to the Consolidated Financial Statements.

Delinquency Status
Citi generally does not manage corporate loans on a delinquency basis. Corporate loans are identified as impaired and placed on a cash (non-accrual) basis when it is determined, based on actual experience and a forward-looking assessment of the collectability of the loan in full, that the payment of interest or principal is doubtful or when interest or principal is 90 days past due, except when the loan is well collateralized and in the process of collection. Any interest accrued on impaired corporate loans and leases is reversed at 90 days and charged against current earnings, and interest is thereafter included in earnings only to the extent actually received in cash. When there is doubt regarding the ultimate collectabilitycollectibility of principal, all cash receipts are thereafter applied to reduce the recorded investment in the loan. While corporate loans are generally managed based on their internally assigned risk rating (see further discussion below), the following tables present delinquency information by corporate loan type.

204


Corporate Loan Delinquencies and Non-Accrual Details at December 31, 20192022
In millions of dollars
30–89 days
past due
and accruing(1)
≥ 90 days
past due and
accruing(1)
Total past due
and accruing
Total
non-accrual(2)
Total
current(3)
Total
loans(4)
Commercial and industrial$676
$93
$769
$1,828
$164,249
$166,846
Financial institutions791
3
794
50
91,008
91,852
Mortgage and real estate534
4
538
188
62,425
63,151
Lease financing58
9
67
41
1,277
1,385
Other190
22
212
81
62,341
62,634
Loans at fair value    

4,067
Total$2,249
$131
$2,380
$2,188
$381,300
$389,935

In millions of dollars
30–89 days
past due
and accruing(1)
≥ 90 days
past due and
accruing(1)
Total past due
and accruing
Total
non-accrual(2)
Total
current(3)
Total
loans(4)
Commercial and industrial$763 $594 $1,357 $860 $145,586 $147,803 
Financial institutions233 102 335 152 64,420 64,907 
Mortgage and real estate30 12 42 33 21,874 21,949 
Lease financing— 1 1 10 343 354 
Other145 18 163 67 48,788 49,018 
Loans at fair value5,123 
Total$1,171 $727 $1,898 $1,122 $281,011 $289,154 

Corporate Loan Delinquencies and Non-Accrual Details at December 31, 2018
2021
In millions of dollars
30–89 days
past due
and accruing(1)
≥ 90 days
past due and
accruing(1)
Total past due
and accruing
Total
non-accrual(2)
Total
current(3)
Total
loans(4)
Commercial and industrial$403
$111
$514
$1,119
$173,257
$174,890
Financial institutions87
7
94
102
85,088
85,284
Mortgage and real estate128
5
133
215
57,152
57,500
Lease financing5
10
15
—
1,517
1,532
Other151
52
203
75
59,149
59,427
Loans at fair value     3,203
Total$774
$185
$959
$1,511
$376,163
$381,836

(1)Corporate loans that are 90 days past due are generally classified as non-accrual. Corporate loans are considered past due when principal or interest is contractually due but unpaid.
(2)Non-accrual loans generally include those loans that are 90 days or more past due or those loans for which Citi believes, based on actual experience and a forward-looking assessment of the collectability of the loan in full, that the payment of interest or principal is doubtful.
(3)Loans less than 30 days past due are presented as current.
(4)Total loans include loans at fair value, which are not included in the various delinquency columns.
In millions of dollars
30–89 days
past due
and accruing(1)
≥ 90 days
past due and
accruing(1)
Total past due
and accruing
Total
non-accrual(2)
Total
current(3)
Total
loans(4)
Commercial and industrial$1,072 $239 $1,311 $1,263 $144,430 $147,004 
Financial institutions320 166 486 2 71,279 71,767 
Mortgage and real estate1 1 2 136 20,153 20,291 
Lease financing— — — 14 441 455 
Other77 19 96 138 45,412 45,646 
Loans at fair value6,070 
Total$1,470 $425 $1,895 $1,553 $281,715 $291,233 

(1)Corporate loans that are 90 days past due are generally classified as non-accrual. Corporate loans are considered past due when principal or interest is contractually due but unpaid.
(2)Non-accrual loans generally include those loans that are 90 days or more past due or those loans for which Citi believes, based on actual experience and a forward-looking assessment of the collectability of the loan in full, that the payment of interest and/or principal is doubtful.
(3)Loans less than 30 days past due are presented as current.
(4)The Total loans column includes loans at fair value, which are not included in the various delinquency columns, and therefore the tables’ total rows will not cross-foot.

Citigroup has a risk management process to monitor, evaluate and manage the principal risks associated with its corporate loan portfolio. As part of its risk management process, Citi assigns numeric risk ratings to its corporate loan facilities based on quantitative and qualitative assessments of the obligor and facility. These risk ratings are reviewed at least annually or more often if material events related to the obligor or facility warrant. Factors considered in assigning the risk ratings include financial condition of the obligor, qualitative assessment of management and strategy, amount and sources of repayment, amount and type of collateral and guarantee arrangements, amount and type of any contingencies associated with the obligor and the obligor’s industry and geography.
The obligor risk ratings are defined by ranges of default probabilities. The facility risk ratings are defined by ranges of loss norms, which are the product of the probability of default and the loss given default. The investment gradeinvestment-grade rating categories are similar to the category BBB-/Baa3 and above as defined by S&P and Moody’s. Loans classified according to the bank regulatory definitions as special mention, substandard, doubtful and doubtfulloss will have risk ratings within the non-investment-grade categories.



205







Corporate Loans Credit Quality Indicators

 
Recorded investment in loans(1)
In millions of dollarsDecember 31, 2019December 31,
2018
Investment grade(2)
  
Commercial and industrial$110,797
$113,925
Financial institutions80,533
73,533
Mortgage and real estate27,571
26,799
Lease financing816
1,035
Other57,339
58,916
Total investment grade$277,056
$274,208
Non-investment grade(2)
  
Accrual  
Commercial and industrial$54,220
$53,942
Financial institutions11,269
10,866
Mortgage and real estate3,811
4,200
Lease financing528
497
Other5,206
5,753
Non-accrual  
Commercial and industrial1,828
1,119
Financial institutions50
102
Mortgage and real estate188
215
Lease financing41
—
Other81
75
Total non-investment grade$77,222
$76,769
Non-rated private bank loans managed on a delinquency basis(2)
$31,590
$27,656
Loans at fair value4,067
3,203
Corporate loans, net of unearned income$389,935
$381,836
(1)Recorded investment in a loan includes net deferred loan fees and costs, unamortized premium or discount, less any direct write-downs.
(2)Held-for-investment loans are accounted for on an amortized cost basis.
 
Recorded investment in loans(1)
Term loans by year of origination
Revolving line
of credit arrangements(2)
December 31,
2022
In millions of dollars20222021202020192018Prior
Investment grade(3)
 
Commercial and industrial(4)
$50,086 $5,716 $2,454 $2,348 $1,129 $1,776 $38,359 $101,868 
Financial institutions(4)
13,547 3,174 813 593 284 713 37,463 56,587 
Mortgage and real estate7,321 3,876 3,379 1,205 577 775 152 17,285 
Other(5)
12,257 1,171 494 148 688 3,496 26,807 45,061 
Total investment grade$83,211 $13,937 $7,140 $4,294 $2,678 $6,760 $102,781 $220,801 
Non-investment grade(3)
 
Accrual 
Commercial and industrial(4)
$21,877 $3,114 $1,371 $800 $661 $402 $16,850 $45,075 
Financial institutions(4)
5,110 626 247 65 36 11 2,073 8,168 
Mortgage and real estate1,081 989 470 556 562 501 472 4,631 
Other(5)
1,938 360 466 107 7 64 1,292 4,234 
Non-accrual
Commercial and industrial(4)
80 31 90 53 44 83 479 860 
Financial institutions41 35 — — — — 76 152 
Mortgage and real estate2 11 — — 2 18 — 33 
Other(5)
7 26 1 8 10 9 16 77 
Total non-investment grade$30,136 $5,192 $2,645 $1,589 $1,322 $1,088 $21,258 $63,230 
Loans at fair value(6)
$5,123 
Corporate loans, net of unearned income$113,347 $19,129 $9,785 $5,883 $4,000 $7,848 $124,039 $289,154 
Impaired collateral-dependent
206


 
Recorded investment in loans(1)
Term loans by year of origination
Revolving line
of credit arrangements(2)
December 31, 2021
In millions of dollars20212020201920182017Prior
Investment grade(3)
 
Commercial and industrial(4)
$42,422 $5,529 $4,642 $3,757 $2,911 $8,392 $30,588 $98,241 
Financial institutions(4)
12,862 1,678 1,183 1,038 419 1,354 43,630 62,164 
Mortgage and real estate2,423 3,660 3,332 2,015 1,212 1,288 141 14,071 
Other(5)
9,037 3,099 1,160 2,789 330 4,601 18,727 39,743 
Total investment grade$66,744 $13,966 $10,317 $9,599 $4,872 $15,635 $93,086 $214,219 
Non-investment grade(3)
Accrual
Commercial and industrial(4)
$16,783 $2,281 $2,343 $2,024 $1,412 $3,981 $18,676 $47,500 
Financial institutions(4)
4,325 347 567 101 71 511 3,679 9,601 
Mortgage and real estate1,275 869 1,228 1,018 493 586 615 6,084 
Other(5)
1,339 349 554 364 119 245 3,236 6,206 
Non-accrual
Commercial and industrial(4)
53 119 64 104 94 117 712 1,263 
Financial institutions— — — — — — 2 2 
Mortgage and real estate11 8 2 49 10 25 31 136 
Other(5)
19 5 19 19 — 90 — 152 
Total non-investment grade$23,805 $3,978 $4,777 $3,679 $2,199 $5,555 $26,951 $70,944 
Loans at fair value(6)
6,070 
Corporate loans, net of unearned income$90,549 $17,944 $15,094 $13,278 $7,071 $21,190 $120,037 $291,233 

(1)Recorded investment in a loan includes net deferred loan fees and costs, unamortized premium or discount, less any direct write-downs.
(2)There were no significant revolving line of credit arrangements that converted to term loans during the year.
(3)Held-for-investment loans are accounted for on an amortized cost basis.
(4)Includes certain short-term loans with less than one year in tenor.
(5)Other includes installment and other, lease financing and loans to government and official institutions.
(6)Loans at fair value include loans to commercial and industrial, financial institutions, mortgage and real estate and other.

Collateral-dependent loans and leases, where repayment is expected to be provided solely by the sale of the underlying collateral and there arewith no other available and reliable sources of repayment, are written down to the lower of carrying value or collateral value, less cost to sell. Cash-basis loans are returned to an accrual status when all contractual principal and interest amounts are reasonably assured of repayment and there is a sustained period of repayment performance, generally six months, in accordance with the contractual terms of the loan.


207


Non-Accrual Corporate Loans
The following tables present non-accrual loan information by corporate loan type and interest income recognized on non-accrual corporate loans:

At and for the year ended December 31, 2022
At and for the year ended December 31, 2019
In millions of dollars
Recorded
investment(1)
Unpaid
principal balance
Related specific
allowance
Average
carrying value(2)
Interest income recognized(3)
In millions of dollars
Recorded
investment(1)
Unpaid
principal balance		Related specific
allowance
Average
carrying value(2)
Interest income recognized(3)
Non-accrual corporate loans   Non-accrual corporate loans  
Commercial and industrial$1,828
$1,942
$283
$1,449
$33
Commercial and industrial$860 $1,440 $268 $1,210 $56 
Financial institutions50
120
2
63
—
Financial institutions152 205 51 115 — 
Mortgage and real estate188
362
10
192
—
Mortgage and real estate33 33 4 85 4 
Lease financing41
41
—
8
—
Lease financing10 10 — 12 — 
Other81
202
4
76
9
Other67 89 — 111 6 
Total non-accrual corporate loans$2,188
$2,667
$299
$1,788
$42
Total non-accrual corporate loans$1,122 $1,777 $323 $1,533 $66 
At and for the year ended December 31, 2021
In millions of dollars
Recorded
investment(1)
Unpaid
principal balance		Related specific
allowance
Average
carrying value(2)
Interest income recognized(3)
Non-accrual corporate loans    
Commercial and industrial$1,263 $1,858 $198 $1,839 $37 
Financial institutions2 55 — 4 — 
Mortgage and real estate136 285 10 163 — 
Lease financing14 14 — 21 — 
Other138 165 4 134 17 
Total non-accrual corporate loans$1,553 $2,377 $212 $2,161 $54 
At and for the year ended December 31, 2018 December 31, 2022December 31, 2021
In millions of dollars
Recorded
investment(1)
Unpaid
principal balance
Related specific
allowance
Average
carrying value(2)
Interest income recognized(3)
In millions of dollars
Recorded
investment(1)
Related specific
allowance
Recorded
investment(1)
Related specific
allowance
Non-accrual corporate loans   
Non-accrual corporate loans with specific allowancesNon-accrual corporate loans with specific allowances   
Commercial and industrialCommercial and industrial$583 $268 $637 $198 
Financial institutionsFinancial institutions149 51 — — 
Mortgage and real estateMortgage and real estate33 4 29 10 
OtherOther— — 37 4 
Total non-accrual corporate loans with specific allowancesTotal non-accrual corporate loans with specific allowances$765 $323 $703 $212 
Non-accrual corporate loans without specific allowancesNon-accrual corporate loans without specific allowances   
Commercial and industrial$1,119
$1,270
$245
$1,299
$49
Commercial and industrial$277 $626  
Financial institutions102
123
35
99
—
Financial institutions3 2  
Mortgage and real estate215
323
39
233
1
Mortgage and real estate— 107  
Lease financing—
28
—
21
—
Lease financing10 14  
Other75
165
6
83
6
Other67 101  
Total non-accrual corporate loans$1,511
$1,909
$325
$1,735
$56
Total non-accrual corporate loans without specific allowancesTotal non-accrual corporate loans without specific allowances$357 N/A$850 N/A

(1)Recorded investment in a loan includes net deferred loan fees and costs, unamortized premium or discount, less any direct write-downs.
 December 31, 2019December 31, 2018
In millions of dollars
Recorded
investment(1)
Related specific
allowance
Recorded
investment(1)
Related specific
allowance
Non-accrual corporate loans with specific allowance    
Commercial and industrial$714
$283
$801
$245
Financial institutions40
2
76
35
Mortgage and real estate48
10
100
39
Lease financing—
—
—
—
Other7
4
24
6
Total non-accrual corporate loans with specific allowance$809
$299
$1,001
$325
Non-accrual corporate loans without specific allowance    
Commercial and industrial$1,114
 
$318
 
Financial institutions10
 
26
 
Mortgage and real estate140
 
115
 
Lease financing41
 
—
 
Other74
 
51
 
Total non-accrual corporate loans without specific allowance$1,379
N/A
$510
N/A
(2)Average carrying value represents the average recorded investment balance and does not include related specific allowances.
(1)Recorded investment in a loan includes net deferred loan fees and costs, unamortized premium or discount, less any direct write-downs.
(2)Average carrying value represents the average recorded investment balance and does not include related specific allowance.
(3)Interest income recognized for the year ended December 31, 2017 was $35 million.
(3)Interest income recognized for the year ended December 31, 2020 was $35 million.
N/A Not applicable


208


Corporate Troubled Debt Restructurings

For the year ended December 31, 2022

In millions of dollarsCarrying value of TDRs modified
during the year
TDRs
involving changes
in the amount
and/or timing of
principal payments(2)
TDRs
involving changes
in the amount
and/or timing of
interest payments(3)
TDRs
involving changes
in the amount
and/or timing of
both principal and
interest payments
Commercial and industrial$61 $— $— $61 
Mortgage and real estate2 1 — 1 
Other30 — 30 
Total$93 $1 $— $92 

For the year ended December 31, 2019:2021(1)
In millions of dollarsCarrying value of TDRs modified during the period
TDRs
involving changes
in the amount
and/or timing of
principal payments(1)
TDRs
involving changes
in the amount
and/or timing of
interest payments(2)
TDRs
involving changes
in the amount
and/or timing of
both principal and
interest payments
Commercial and industrial$283
$19
$—
$264
Mortgage and real estate16
—
—
16
Other6
6
—
—
Total$305
$25
$—
$280


In millions of dollarsCarrying value of TDRs modified during the year
TDRs
involving changes
in the amount
and/or timing of
principal payments(2)
TDRs
involving changes
in the amount
and/or timing of
interest payments(3)
TDRs
involving changes
in the amount
and/or timing of
both principal and
interest payments
Commercial and industrial$82 $— $— $82 
Mortgage and real estate4 — — 4 
Other6 — 6 
Total$92 $— $— $92 
For
(1)The 2021 table does not include loan modifications that meet the year ended December 31, 2018:TDR relief criteria in the CARES Act or the interagency guidance.
In millions of dollarsCarrying value of TDRs modified during the period
TDRs
involving changes
in the amount
and/or timing of
principal payments(1)
TDRs
involving changes
in the amount
and/or timing of
interest payments(2)
TDRs
involving changes
in the amount
and/or timing of
both principal and
interest payments
Commercial and industrial$159
$5
$8
$146
Mortgage and real estate60
3
—
57
Total$219
$8
$8
$203
(1)TDRs involving changes in the amount or timing of principal payments may involve principal forgiveness or deferral of periodic and/or final principal payments. Because forgiveness of principal is rare for corporate loans, modifications typically have little to no impact on the loans’ projected cash flows and thus little to no impact on the allowance established for the loans. Charge-offs for amounts deemed uncollectable may be recorded at the time of the restructuring or may have already been recorded in prior periods such that no charge-off is required at the time of the modification.
(2)TDRs involving changes in the amount or timing of interest payments may involve a below-market interest rate.


(2)TDRs involving changes in the amount or timing of principal payments may involve principal forgiveness or deferral of periodic and/or final principal payments. Because forgiveness of principal is rare for corporate loans, modifications typically have little to no impact on the loans’ projected cash flows and thus little to no impact on the allowance established for the loans. Charge-offs for amounts deemed uncollectible may be recorded at the time of the restructuring or may have already been recorded in prior periods such that no charge-off is required at the time of the modification.
(3)TDRs involving changes in the amount or timing of interest payments may involve a below-market interest rate.

The following table presents total corporate loans modified in a TDR as well as those TDRs that defaulted and for which the payment default occurred within one year of a permanent modification. Default is defined as 60 days past due, except for classifiably managed commercial banking loans, where default is defined as 90 days past due.
In millions of dollarsTDR balances at December 31, 2019TDR loans in payment default during the year ended December 31, 2019
TDR balances at
December 31, 2018
TDR loans in payment default during the year ended December 31, 2018
Commercial and industrial$603
$35
$568
$111
Financial institutions—
—
25
—
Mortgage and real estate79
—
123
—
Lease financing—
—
—
—
Other44
—
2
—
Total(1)
$726
$35
$718
$111


(1)The above table reflects activity for loans outstanding that were considered TDRs as of the end of the reporting period.

In millions of dollarsTDR balances at December 31, 2022TDR loans that re-defaulted in 2022 within one year of modification
TDR balances at
December 31, 2021
TDR loans that re-defaulted in 2020 within one year of modification
Commercial and industrial$85 $— $236 $— 
Mortgage and real estate13 — 20 — 
Other12 — 28 — 
Total(1)
$110 $— $284 $— 


(1)The above table reflects activity for loans outstanding that were considered TDRs as of the end of the reporting period.
















209


Consumer Loans
Consumer loans represent loans and leases managed primarily by PBWM and Legacy Franchises (except Mexico SBMM).
Citigroup has established a risk management process to monitor, evaluate and manage the principal risks associated with its consumer loan portfolio. Credit quality indicators that are actively monitored include delinquency status, consumer credit scores under Fair Isaac Corporation (FICO) and loan to value (LTV) ratios, each as discussed in more detail below.

Delinquency Status
Delinquency status is monitored and considered a key indicator of credit quality of consumer loans. Principally, the U.S. residential first mortgage loans use the Mortgage Bankers Association (MBA) method of reporting delinquencies, which considers a loan delinquent if a monthly payment has not been received by the end of the day immediately preceding the loan’s next due date. All other loans use a method of reporting delinquencies that considers a loan delinquent if a monthly payment has not been received by the close of business on the loan’s next due date.
As a general policy, residential first mortgages, home equity loans and installment loans are classified as non-accrual when loan payments are 90 days contractually past due. Credit cards and unsecured revolving loans generally accrue interest until payments are 180 days past due. Home equity loans in regulated bank entities are classified as non-accrual if the related residential first mortgage is 90 days or more past due. Mortgage loans, other than Federal Housing Administration (FHA)-insured loans, are classified as non-accrual within 60 days of notification that the borrower has filed for bankruptcy.
The policy for re-aging modified U.S. consumer loans to current status varies by product. Generally, one of the conditions to qualify for these modifications is that a minimum number of payments (typically ranging from one to three) be made. Upon modification, the loan is re-aged to current status. However, re-aging practices for certain open-ended consumer loans, such as credit cards, are governed by Federal Financial Institutions Examination Council (FFIEC) guidelines. For open-ended consumer loans subject to FFIEC guidelines, one of the conditions for a loan to be re-aged to current status is that at least three consecutive minimum monthly payments, or the equivalent amount, must be received. In addition, under FFIEC guidelines, the number of times that such a loan can be re-aged is subject to limitations (generally once in 12 months and twice in five years).
Furthermore, FHA and Department of Veterans Affairs (VA) loans are modified under those respective agencies’ guidelines and payments are not always required in order to re-age a modified loan to current.

The tables below present details about these loans, including the following loan categories:

•Residential first mortgages and Home equity loans in North America offices primarily represent secured mortgage lending to customers of Retail banking and Global Wealth (primarily Private bank and Citigold).
•Credit cards in North America offices primarily represent unsecured credit card lending to customers of Branded cards and Retail services.
•Personal, small business and other loans in North America are primarily composed of classifiably managed loans to customers of Global Wealth (mostly within the Private bank) who are typically high credit quality borrowers that historically experienced minimal delinquencies and credit losses. Loans to these borrowers are generally well collateralized in the form of liquid securities and other forms of collateral.
•Residential mortgage loans in offices outside North America primarily represent secured mortgage lending to customers of Global Wealth (primarily Private bank and Citigold) as well as customers of Legacy Franchises.
•Credit cards in offices outside North America primarily represent unsecured credit card lending to customers of Legacy Franchises, primarily in Asia and Mexico.
•Personal, small business and other loans in offices outside North America are primarily composed of secured and unsecured loans to customers of PBWM and Legacy Franchises. A significant portion of PBWM loans is classifiably managed and represents loans to high credit quality Private bank customers who historically experienced minimal delinquencies and credit losses. Loans to these borrowers are generally well collateralized in the form of liquid securities and other forms of collateral.

210


The following tables provide Citi’s consumer loans by type:

Consumer Loans, Delinquencies and Non-Accrual Status at December 31, 2022

In millions of dollars
Total
current(1)(2)
30–89 
days past 
due(3)
≥ 90 days
past 
due(3)
Past due
government
guaranteed(6)
Total
loans		Non-accrual loans for which there is no ACLLNon-accrual loans for which there is an ACLLTotal
non-accrual		90 days 
past due and accruing
In North America offices(7)
      
Residential first mortgages(8)
$95,023 $421 $316 $279 $96,039 $86 $434 $520 $163 
Home equity loans(9)(10)
4,407 38 135 — 4,580 51 151 202 — 
Credit cards147,717 1,511 1,415 — 150,643 — — — 1,415 
Personal, small business and other(11)
37,635 88 22 7 37,752 3 23 26 11 
Total$284,782 $2,058 $1,888 $286 $289,014 $140 $608 $748 $1,589 
In offices outside North America(7)
      
Residential mortgages(8)
$27,946 $62 $106 $— $28,114 $— $305 $305 $13 
Credit cards12,659 147 149 — 12,955 — 127 127 56 
Personal, small business and other(11)
37,869 105 10 — 37,984 — 137 137 — 
Total$78,474 $314 $265 $— $79,053 $— $569 $569 $69 
Total Citigroup(12)(13)
$363,256 $2,372 $2,153 $286 $368,067 $140 $1,177 $1,317 $1,658 

Consumer Loans, Delinquencies and Non-Accrual Status at December 31, 2021

In millions of dollars
Total
current(1)(2)
30–89
 days past
 due(3)(4)(5)
≥ 90 days
past
 due(3)(4)(5)
Past due
government
guaranteed(5)(6)
Total
loans		Non-accrual loans for which there is no ACLLNon-accrual loans for which there is an ACLLTotal
non-accrual		90 days 
past due and accruing
In North America offices(7)
       
Residential first mortgages(8)
$82,087 $381 $499 $394 $83,361 $134 $559 $693 $282 
Home equity loans(9)(10)
5,546 43 156 — 5,745 64 221 285 — 
Credit cards132,050 947 871 — 133,868 — — — 871 
Personal, small business and other(14)
40,533 126 16 38 40,713 2 70 72 30 
Total$260,216 $1,497 $1,542 $432 $263,687 $200 $850 $1,050 $1,183 
In offices outside North America(7)
Residential mortgages(8)
$37,566 $165 $158 $— $37,889 $— $409 $409 $10 
Credit cards17,428 192 188 — 17,808 — 140 140 133 
Personal, small business and other(14)
56,930 145 75 — 57,150 — 227 227 — 
Total$111,924 $502 $421 $— $112,847 $— $776 $776 $143 
Total Citigroup(13)
$372,140 $1,999 $1,963 $432 $376,534 $200 $1,626 $1,826 $1,326 

(1)Loans less than 30 days past due are presented as current.
(2)Includes $237 million and $12 million at December 31, 2022 and 2021, respectively, of residential first mortgages recorded at fair value.
(3)Excludes loans guaranteed by U.S. government-sponsored agencies. Excludes $31.5 billion and $17.8 billion of classifiably managed Private bank loans in North America and outside North America, respectively, at December 31, 2022. Excludes $35.3 billion and $24.5 billion of classifiably managed Private bank loans in North America and outside North America, respectively, at December 31, 2021.
(4)Loans modified under Citi’s consumer relief programs continue to be reported in the same delinquency bucket they were in at the time of modification. Most modified loans in North America would not be reported as 30–89 or 90+ days past due for the duration of the programs (which have various durations, and certain of which may be renewed).
(5)Conformed to be consistent with the current period’s delineation between delinquency-managed and classifiably managed loans.
(6)Consists of loans that are guaranteed by U.S. government-sponsored agencies that are 30–89 days past due of $0.1 billion and $0.1 billion and 90 days or more past due of $0.2 billion and $0.3 billion at December 31, 2022 and 2021, respectively.
(7)North America includes the U.S., Canada and Puerto Rico. Mexico is included in offices outside North America.
(8)Includes approximately $0.1 billion and $0.0 billion of residential first mortgage loans in process of foreclosure in North America and outside North America, respectively, and $19.8 billion of residential mortgages outside North America related to the Global Wealth business at December 31, 2022. Includes
211


approximately $0.1 billion and $0.1 billion of residential first mortgage loans in process of foreclosure in North America and outside North America, respectively, and $19.8 billion of residential mortgages outside North America related to the Global Wealth business at December 31, 2021.
(9)Includes approximately $0.1 billion and $0.1 billion at December 31, 2022 and 2021, respectively, of home equity loans in process of foreclosure in North America.
(10)Fixed-rate home equity loans and loans extended under home equity lines of credit, which are typically in junior lien positions.
(11)Includes loans related to the Global Wealth business: $34.0 billion in North America, approximately $31.5 billion of which are classifiably managed, and as of December 31, 2022 approximately 98% were rated investment grade; and $26.6 billion outside North America, approximately $17.8 billion of which are classifiably managed, and as of December 31, 2022 approximately 94% were rated investment grade. The classifiably managed portion of these loans is shown as “current” because the delinquency status is not applicable, since these loans are primarily evaluated for credit risk based on their internal risk classification.
(12)Not included in the balances above is approximately $1 billion of accrued interest receivable at December 31, 2022, which is included in Other assets on the Consolidated Balance Sheet, except for credit card loans (which include accrued interest and fees). When a loan becomes non-accrual or, if not subject to a non-accrual policy, is charged-off per the Company’s charge-off policy, any accrued interest receivable is also reversed against the interest income. During the years ended December 31, 2022 and 2021, the Company reversed accrued interest of approximately $0.6 billion and $0.8 billion, respectively, primarily related to credit card loans.
(13)Consumer loans were net of unearned income of $712 million and $629 million at December 31, 2022 and 2021, respectively. Unearned income on consumer loans primarily represents unamortized origination fees and costs, premiums and discounts.
(14)Includes loans related to the Global Wealth business: $37.9 billion in North America, approximately $35.3 billion of which are classifiably managed, and as of December 31, 2021 approximately 95% were rated investment grade; and $34.6 billion outside North America, approximately $24.5 billion of which are classifiably managed, and as of December 31, 2021 approximately 94% were rated investment grade. The classifiably managed portion of these loans is shown as “current” because the delinquency status is not applicable, since these loans are primarily evaluated for credit risk based on their internal risk classification.


Interest Income Recognized for Non-Accrual Consumer Loans

For the years ended December 31,
In millions of dollars20222021
In North America offices(1)
Residential first mortgages$12 $13 
Home equity loans5 7 
Credit cards— — 
Personal, small business and other2 — 
Total$19 $20 
In offices outside North America(1)
Residential mortgages$4 $1 
Credit cards— — 
Personal, small business and other4 — 
Total$8 $1 
Total Citigroup$27 $21 

(1)North America includes the U.S., Canada and Puerto Rico. Mexico is included in offices outside North America.

During the years ended December 31, 2022 and 2021, the Company sold and/or reclassified to HFS $582 million and $1,473 million of consumer loans, respectively. Loans held by a business for sale are not included in the above. The Company did not have significant purchases of consumer loans classified as held-for-investment during the years ended December 31, 2022 and 2021. See Note 2 for additional information regarding Citigroup’s businesses for sale.
212


Consumer Credit Scores (FICO)
In the U.S., independent credit agencies rate an individual’s risk for assuming debt based on the individual’s credit history and assign every consumer a Fair Isaac Corporation (FICO) credit score. These scores are continually updated by the agencies based upon an individual’s credit actions (e.g., taking out a loan or missed or late payments).
The following tables provide details on the FICO scores for Citi’s U.S. consumer loan portfolio based on end-of-period receivables by year of origination. FICO scores are updated monthly for substantially all of the portfolio or, otherwise, on a quarterly basis for the remaining portfolio.
For Citi’s $80.5 billion and $114.3 billion in the consumer loan portfolio outside of the U.S. as of December 31, 2022 and 2021, respectively, various country-specific or regional credit risk metrics and acquisition and behavior scoring models are leveraged as one of the factors to evaluate the credit quality of customers (for additional information on loans outside of the U.S., see “Consumer Loans and Ratios Outside of North America” below). As a result, details of relevant credit quality indicators for those loans are not comparable to the below FICO score distribution for the U.S. portfolio.



FICO score distribution—U.S. portfolio(1)(2)
December 31, 2022
In millions of dollarsLess than
680		680
to 760		Greater
than 760
Classifiably managed(3)
FICO not available(4)
Total
loans
Residential first mortgages
2022$691 $7,530 $12,928 
20216395,93312,672
20204314,62110,936
20193212,5055,445
20183021,0721,899
Prior2,0206,55112,649
Total residential first mortgages$4,404 $28,212 $56,529 $6,894 $96,039 
Home equity line of credit (pre-reset)$552 $1,536 $1,876 
Home equity line of credit (post-reset)62 65 40 
Home equity term loans106 151 117 
2022— — — 
2021— 1 1 
20201 2 2 
20191 2 2 
20181 2 1 
Prior103 144 111 
Total home equity loans$720 $1,752 $2,033 $75 $4,580 
Credit cards$27,901 $58,213 $60,896 
Revolving loans converted to term loans(5)
766 354 54 
Total credit cards(6)
$28,667 $58,567 $60,950 $1,914 $150,098 
Personal, small business and other
2022$247 $546 $800 
202196 170 210 
202015 20 30 
201921 23 28 
201810 10 9 
Prior126 190 144 
Total personal, small business and other(7)(8)
$515 $959 $1,221 $31,478 2,639 $36,812 
Total$34,306 $89,490 $120,733 $31,478 $11,522 $287,529 

213


FICO score distribution—U.S. portfolio(1)(2)
December 31, 2021
In millions of dollarsLess than
680		680
to 760		Greater
than 760
Classifiably managed(3)
FICO not available(4)
Total
loans
Residential first mortgages
2021$626 $6,729 $12,349 
20205085,10212,153
20193733,0746,167
20183941,1802,216
20173431,4552,568
Prior2,0536,54012,586
Total residential first mortgages$4,297 $24,080 $48,039 $6,945 $83,361 
Home equity line of credit (pre-reset)$659 $1,795 $2,506 
Home equity line of credit (post-reset)75 72 37 
Home equity term loans168 210 156 
2021— 1 1 
2020— 3 2 
20191 2 2 
20181 2 1 
20171 2 2 
Prior165 201 149 
Total home equity loans$902 $2,077 $2,699 $67 $5,745 
Credit cards$22,342 $52,481 $55,076 
Revolving loans converted to term loans(5)
773 426 61 
Total credit cards(6)
$23,115 $52,907 $55,137 $2,192 $133,351 
Personal, small business and other
2021$59 $201 $319 
202022 41 64 
201942 53 68 
201834 35 37 
20177 8 9 
Prior120 179 143 
Total personal, small business and other(7)(8)
$284 $517 $640 $35,324 $3,041 $39,806 
Total$28,598 $79,581 $106,515 $35,324 $12,245 $262,263 

(1)The FICO bands in the tables are consistent with general industry peer presentations.
(2)FICO scores are updated on either a monthly or quarterly basis. For updates that are made only quarterly, certain current-period loans by year of origination are greater than those disclosed in the prior periods. Loans that did not have FICO scores as of the prior period have been updated with FICO scores as they become available.
(3)These personal, small business and other loans without a FICO score available include $31.5 billion and $35.3 billion of Private bank loans as of December 31, 2022 and 2021, respectively, which are classifiably managed within Global Wealth and are primarily evaluated for credit risk based on their internal risk ratings. As of December 31, 2022 and 2021, approximately 98% and 95% of these loans, respectively, were rated investment grade.
(4)FICO scores not available related to loans guaranteed by government-sponsored enterprises for which FICO scores are generally not utilized.
(5)Not included in the tables above are $75 million and $313 million of revolving credit card loans outside of the U.S. that were converted to term loans as of December 31, 2022 and 2021, respectively.
(6)Excludes $545 million and $517 million of balances related to Canada for December 31, 2022 and 2021, respectively.
(7)Excludes $940 million and $907 million of balances related to Canada for December 31, 2022 and 2021, respectively.
(8)Includes approximately $67 million and $74 million of personal revolving loans that were converted to term loans for December 31, 2022 and 2021, respectively.

214


Loan to Value (LTV) Ratios—U.S. Consumer Mortgages
LTV ratios (loan balance divided by appraised value) are calculated at origination and updated by applying market price data.
The following tables provide details on the LTV ratios for Citi’s U.S. consumer mortgage portfolios by year of origination. LTV ratios are updated monthly using the most
recent Core Logic Home Price Index data available for substantially all of the portfolio applied at the Metropolitan Statistical Area level, if available, or the state level if not. The remainder of the portfolio is updated in a similar manner using the Federal Housing Finance Agency indices.



LTV distribution—U.S. portfolioDecember 31, 2022
In millions of dollarsLess than
 or equal
to 80%		> 80% but less
than or equal to 100%		Greater
than
100%
LTV not available(1)
Total
Residential first mortgages
2022$15,644 $6,497 $40 
202119,104 1,227 33 
202016,935 267 1 
20198,789 140 23 
20183,598 74 9 
Prior22,367 132 74 
Total residential first mortgages$86,437 $8,337 $180 $1,085 $96,039 
Home equity loans (pre-reset)$3,677 $36 $56 
Home equity loans (post-reset)627 12 27 
Total home equity loans$4,304 $48 $83 $145 $4,580 
Total$90,741 $8,385 $263 $1,230 $100,619 

LTV distribution—U.S. portfolioDecember 31, 2021
In millions of dollarsLess than
 or equal
to 80%		> 80% but less
than or equal
to 100%		Greater
than
100%
LTV not available(1)
Total
Residential first mortgages
2021$18,107 $2,723 $34 
202018,715 446 — 
201910,047 269 29 
20184,117 136 11 
20174,804 103 4 
Prior22,161 128 14 
Total residential first mortgages$77,951 $3,805 $92 $1,513 $83,361 
Home equity loans (pre-reset)$2,637 $46 $69 
Home equity loans (post-reset)2,751 52 32 
Total home equity loans$5,388 $98 $101 $158 $5,745 
Total$83,339 $3,903 $193 $1,671 $89,106 

(1)Residential first mortgages with no LTV information available are primarily due to government-guaranteed loans that do not require LTV information for credit risk assessment and fair value loans.

215


Loan-to-Value (LTV) Ratios—Outside of U.S. Consumer Mortgages
The following tables provide details on the LTV ratios for Citi’s consumer mortgage portfolio outside of the U.S. by year of origination:

LTV distribution—outside of U.S. portfolio(1)
December 31, 2022
In millions of dollarsLess than
 or equal
to 80%		> 80% but less
than or equal to 100%		Greater
than
100%		LTV not availableTotal
Residential mortgages
2022$3,106 $975 $294 
20214,144 964 273 
20203,293 502 25 
20193,048 92 1 
20182,074 48 — 
Prior9,201 36 7 
Total$24,866 $2,617 $600 $31 $28,114 

LTV distribution—outside of U.S. portfolio(1)
December 31, 2021
In millions of dollarsLess than
 or equal
to 80%		> 80% but less
than or equal to 100%		Greater
than
100%		LTV not availableTotal
Residential mortgages
2021$6,334 $989 $— 
20205,996 292 — 
20195,293 116 1 
20183,729 32 — 
20172,739 38 — 
Prior12,190 102 14 
Total$36,281 $1,569 $15 $24 $37,889 

(1)Mortgage portfolios outside of the U.S. are primarily in Global Wealth. As of December 31, 2022 and 2021, mortgage portfolios outside of the U.S. have an average LTV of approximately 51% and 46%, respectively.

216


Consumer Loans and Ratios Outside of North America

Delinquency-managed loans and ratios
In millions of dollars at December 31, 2022
Total
loans outside of North America(1)
Classifiably managed loans(2)
Delinquency-managed loans30–89 
days past
 due ratio
≥ 90 days
past
 due ratio
4Q22 NCL ratio
Residential mortgages(3)
$28,114 $— $28,114 0.22 %0.38 %0.10 %
Credit cards12,955 — 12,955 1.13 1.15 3.18 
Personal, small business and other(4)
37,984 17,762 20,222 0.52 0.05 0.76 
Total$79,053 $17,762 $61,291 0.51 %0.43 %0.91 %
Delinquency-managed loans and ratios
In millions of dollars at December 31, 2021
Total
loans outside
of North America(1)
Classifiably managed loans(2)
Delinquency-managed loans30–89 
days past
 due ratio
≥ 90 days
past
 due ratio
4Q21 NCL ratio
Residential mortgages(3)
$37,889 $— $37,889 0.44 %0.42 %0.08 %
Credit cards17,808 — 17,808 1.08 1.06 3.06 
Personal, small business and other(4)
57,150 24,482 32,668 0.44 0.23 0.72 
Total$112,847 $24,482 $88,365 0.57 %0.48 %0.88 %

(1)    Mexico is included in offices outside of North America.
(2)    Classifiably managed loans are primarily evaluated for credit risk based on their internal risk classification. As of December 31, 2022 and 2021, approximately 94% and 94% of these loans, respectively, were rated investment grade.
(3)    Includes $19.8 billion and $19.8 billion as of December 31, 2022 and 2021, respectively, of residential mortgages related to the Global Wealth business.
(4)    Includes $26.6 billion and $34.6 billion as of December 31, 2022 and 2021, respectively, of loans related to the Global Wealth business.

217


Impaired Consumer Loans
A loan is considered impaired when Citi believes it is probable that all amounts due according to the original contractual terms of the loan will not be collected. Impaired consumer loans include non-accrual loans, as well as smaller-balance homogeneous loans whose terms have been modified due to the borrower’s financial difficulties and where Citi has granted a concession to the borrower. These modifications may
include interest rate reductions and/or principal forgiveness. Impaired consumer loans exclude smaller-balance homogeneous loans that have not been modified and are carried on a non-accrual basis.
The following tables present information about impaired consumer loans and interest income recognized on impaired consumer loans:

At and for the year ended December 31, 2022
In millions of dollars
Recorded
investment(1)(2)
Unpaid
principal balance
Related
specific allowance(3)
Average
carrying value(5)
Interest income
recognized(6)
Mortgage and real estate   
Residential first mortgages$1,305 $1,430 $58 $1,283 $115 
Home equity loans254 322 — 261 10 
Credit cards1,255 1,256 491 1,246 62 
Personal, small business and other107 108 47 120 18 
Total$2,921 $3,116 $596 $2,910 $205 
 At and for the year ended December 31, 2021
In millions of dollars
Recorded
investment
(1)(2)
Unpaid
principal
balance
Related
specific allowance(3)(4)
Average
carrying 
value(5)
Interest income
recognized(6)
Mortgage and real estate    
Residential first mortgages$1,521 $1,595 $87 $1,564 $88 
Home equity loans191 344 (1)336 9 
Credit cards1,582 1,609 594 1,795 116 
Personal, small business and other454 461 133 505 52 
Total$3,748 $4,009 $813 $4,200 $265 

(1)Recorded investment in a loan includes net deferred loan fees and costs, unamortized premium or discount and direct write-downs and includes accrued interest only on credit card loans.
(2)For December 31, 2022, $152 million of residential first mortgages and $73 million of home equity loans do not have a specific allowance. For December 31, 2021, $190 million of residential first mortgages and $94 million of home equity loans do not have a specific allowance because they are accounted for based on collateral value, and that value is in excess of the outstanding loan balance.
(3)Included in the Allowance for credit losses on loans.
(4)The negative allowance on home equity loans resulted from expected recoveries on previously written-off accounts.
(5)Average carrying value represents the average recorded investment ending balance for the last four quarters and does not include the related specific allowance.
(6)    Includes amounts recognized on both an accrual and cash basis.

218


Consumer Troubled Debt Restructurings

 For the year ended December 31, 2022
In millions of dollars, except number of loans modifiedNumber of
loans modified
Post-
modification
recorded
investment(2)(3)
Deferred
principal(4)
Contingent
principal
forgiveness(5)
Principal
forgiveness(6)
Average
interest rate
reduction
In North America offices(7)
      
Residential first mortgages1,133 $263 $— $— $— — %
Home equity loans451 40 — — — — 
Credit cards176,252 775 — — — 18 
Personal, small business and other575 7 — — — 5 
Total(8)
178,411 $1,085 $— $— $— 
In offices outside North America(7)
Residential mortgages683 $21 $— $— $— — %
Credit cards16,006 68 — — 1 25 
Personal, small business and other2,432 29 — — 1 8 
Total(8)
19,121 $118 $— $— $2  
 
For the year ended December 31, 2021(1)
In millions of dollars, except number of loans modifiedNumber of
loans modified
Post-
modification
recorded
investment(2)(9)
Deferred
principal(4)
Contingent
principal
forgiveness(5)
Principal
forgiveness(6)
Average
interest rate
reduction
In North America offices(7)
      
Residential first mortgages1,335 $230 $— $— $— 1 %
Home equity loans191 19 — — — — 
Credit cards165,098 794 — — — 18 
Personal, small business and other1,000 13 — — — 3 
Total(8)
167,624 $1,056 $— $— $— 
In offices outside North America(7)
      
Residential mortgages1,975 $86 $— $— $— — %
Credit cards74,202 339 — — 13 13 
Personal, small business and other28,208 202 — — 7 10 
Total(8)
104,385 $627 $— $— $20 

(1)The 2021 table does not include loan modifications that meet the TDR relief criteria in the Coronavirus Aid, Relief, and Economic Security Act (CARES Act) or the interagency guidance.
(2)Post-modification balances include past-due amounts that are capitalized at the modification date.
(3)Post-modification balances inNorth America include $5 million of residential first mortgages to borrowers who have gone through Chapter 7 bankruptcy in the year ended December 31, 2022. These amounts include $3.8 million of residential first mortgages that were newly classified as TDRs during 2022, based on previously received OCC guidance. The remaining amounts were already classified as TDRs before being discharged in Chapter 7 bankruptcy.
(4)Represents the portion of contractual loan principal that is non-interest bearing, but still due from the borrower. Such deferred principal is charged off at the time of permanent modification to the extent that the related loan balance exceeds the underlying collateral value.
(5)Represents the portion of contractual loan principal that is non-interest bearing and, depending upon borrower performance, eligible for forgiveness.
(6)Represents the portion of contractual loan principal that was forgiven at the time of permanent modification.
(7)North America includes the U.S., Canada and Puerto Rico. Mexico is included in offices outside North America.
(8)    The above tables reflect activity for restructured loans that were considered TDRs during the year.
(9)    Post-modification balances in North America include $15 million of residential first mortgages to borrowers who have gone through Chapter 7 bankruptcy in the year ended December 31, 2021. These amounts include $5 million of residential first mortgages that were newly classified as TDRs during 2021, based on previously received OCC guidance. The remaining amounts were already classified as TDRs before being discharged in Chapter 7 bankruptcy.

219


The following table presents consumer TDRs that defaulted for which the payment default occurred within one year of a permanent modification. Default is defined as 60 days past due:

Years ended December 31,
In millions of dollars20222021
In North America offices(1)
Residential first mortgages$35 $57 
Home equity loans4 8 
Credit cards250 252 
Personal, small business and other1 4 
Total$290 $321 
In offices outside North America(1)
Residential mortgages$10 $38 
Credit cards12 152 
Personal, small business and other3 96 
Total$25 $286 

(1)North America includes the U.S., Canada and Puerto Rico. Mexico is included in offices outside North America.


Purchased Credit-Deteriorated Assets

Years ended December 31,
20222021
In millions of dollarsCredit
cards
Mortgages(1)
Installment and otherCredit
cards
Mortgages(1)
Installment and other
Purchase price$— $23 $— $— $23 $— 
Allowance for credit losses at acquisition date— — — — — — 
Discount or premium attributable to non-credit factors— — — — — — 
Par value (amortized cost basis)$— $23 $— $— $23 $— 


(1)    Includes loans sold to agencies that were bought back at par due to repurchase agreements.

220


15. ALLOWANCE FOR CREDIT LOSSES
In millions of dollars201920182017
Allowance for loan losses at beginning of period$12,315
$12,355
$12,060
Gross credit losses(9,341)(8,665)(8,673)
Gross recoveries(1)
1,573
1,552
1,597
Net credit losses (NCLs)$(7,768)$(7,113)$(7,076)
NCLs$7,768
$7,113
$7,076
Net reserve builds (releases)364
394
544
Net specific reserve builds (releases)86
(153)(117)
Total provision for loan losses$8,218
$7,354
$7,503
Other, net (see table below)18
(281)(132)
Allowance for loan losses at end of period$12,783
$12,315
$12,355
Allowance for credit losses on unfunded lending commitments at beginning of period$1,367
$1,258
$1,418
Provision (release) for unfunded lending commitments92
113
(161)
Other, net(3)(4)1
Allowance for credit losses on unfunded lending commitments at end of period(2)
$1,456
$1,367
$1,258
Total allowance for loans, leases and unfunded lending commitments$14,239
$13,682
$13,613
In millions of dollars202220212020
Allowance for credit losses on loans (ACLL) at beginning of year$16,455 $24,956 $12,783 
Adjustments to opening balance(1):
Financial instruments—credit losses (CECL) adoption— — 4,201 
Variable post-charge-off third-party collection costs— — (443)
Adjusted ACLL at beginning of year$16,455 $24,956 $16,541 
Gross credit losses on loans$(5,156)$(6,720)$(9,263)
Gross recoveries on loans1,367 1,825 1,652 
Net credit losses on loans (NCLs)$(3,789)$(4,895)$(7,611)
Replenishment of NCLs$3,789 $4,895 $7,611 
Net reserve builds (releases) for loans937 (7,283)7,635 
Net specific reserve builds (releases) for loans19 (715)676 
Total provision for credit losses on loans (PCLL)$4,745 $(3,103)$15,922 
Initial allowance for credit losses on newly purchased credit-deteriorated assets
during the period		— — 4 
Other, net (see table below)(437)(503)100 
ACLL at end of year$16,974 $16,455 $24,956 
Allowance for credit losses on unfunded lending commitments (ACLUC)
at beginning of year(2)
$1,871 $2,655 $1,456 
Adjustment to opening balance for CECL adoption(1)
— — (194)
Provision (release) for credit losses on unfunded lending commitments291 (788)1,446 
Other, net(3)
(11)4 (53)
ACLUC at end of year(2)
$2,151 $1,871 $2,655 
Total allowance for credit losses on loans, leases and unfunded lending commitments$19,125 $18,326 $27,611 

(1)Recoveries have been reduced by certain collection costs that are incurred only if collection efforts are successful.
(2)
Represents additional credit loss reserves for unfunded lending commitments and letters of credit recorded in Other liabilities on the Consolidated Balance Sheet.

Other, net details   
In millions of dollars201920182017
Sales or transfers of various consumer loan portfolios to HFS   
Transfer of real estate loan portfolios$(42)$(91)$(106)
Transfer of other loan portfolios—
(110)(155)
Sales or transfers of various consumer loan portfolios to HFS$(42)$(201)$(261)
FX translation, primarily consumer60
(60)115
Other—
(20)14
Other, net$18
$(281)$(132)



Other, net details
In millions of dollars202220212020
Sales or transfers of various consumer loan portfolios to HFS(4)
Reclass of Thailand, India, Malaysia, Taiwan, Indonesia, Bahrain and Vietnam consumer ACLL to HFS$(350)$— $— 
Reclass of Australia consumer ACLL to HFS— (280)— 
Reclass of the Philippines consumer ACLL to HFS— (90)— 
Transfer of real estate loan portfolios— — (4)
Reclasses of consumer ACLL to HFS(4)
$(350)$(370)$(4)
FX translation and other(87)(133)104 
Other, net$(437)$(503)$100 

(1)See “Accounting Changes” in Note 1.
(2)Represents additional credit loss reserves for unfunded lending commitments and letters of credit recorded in Other liabilities on the Consolidated Balance Sheet.
(3)See below for ACL on HTM debt securities and Other assets. 2020 includes a non-provision transfer of $68 million, representing reserves on performance guarantees. The reserves on these contracts have been reclassified out of the allowance for credit losses on unfunded lending commitments and into Other liabilities on the Consolidated Balance Sheetbeginning in 2020.
(4)See Note 2.




221


Allowance for Credit Losses on Loans and End-of-Period Loans at December 31, 20192022

In millions of dollarsCorporateConsumerTotal
ACLL at beginning of year$2,415 $14,040 $16,455 
Gross credit losses on loans(278)(4,878)(5,156)
Gross recoveries on loans100 1,267 1,367 
Replenishment of NCLs178 3,611 3,789 
Net reserve builds (releases)374 563 937 
Net specific reserve builds (releases)65 (46)19 
Initial allowance for credit losses on newly purchased credit-deteriorated assets
during the year		— — — 
Other1 (438)(437)
Ending balance$2,855 $14,119 $16,974 
ACLL   
Collectively evaluated$2,532 $13,521 $16,053 
Individually evaluated323 596 919 
Purchased credit deteriorated— 2 2 
Total ACLL$2,855 $14,119 $16,974 
Loans, net of unearned income
Collectively evaluated$282,909 $364,795 $647,704 
Individually evaluated1,122 2,921 4,043 
Purchased credit deteriorated— 114 114 
Held at fair value5,123 237 5,360 
Total loans, net of unearned income$289,154 $368,067 $657,221 


2022 Changes in the ACL
The total allowance for credit losses on loans, leases and unfunded lending commitments as of December 31, 2022 was $19,125 million, an increase from $18,326 million at December 31, 2021. The increase in the allowance for credit losses on loans, leases and unfunded lending commitments was primarily driven by U.S. Cards loan growth and a deterioration in macroeconomic assumptions.

Consumer ACLL
Citi’s total consumer allowance for credit losses on loans (ACLL) as of December 31, 2022 was $14,119 million, an increase from $14,040 million at December 31, 2021. The increase in the ACLL balance was primarily driven by U.S. Cards loan growth and a deterioration in macroeconomic assumptions, partially offset by the reduction in reserves related to COVID-19 uncertainty.


In millions of dollarsCorporateConsumerTotal
Allowance for loan losses at beginning of year$2,811
$9,504
$12,315
Charge-offs(487)(8,854)(9,341)
Recoveries95
1,478
1,573
Replenishment of net charge-offs392
7,376
7,768
Net reserve builds (releases)96
268
364
Net specific reserve builds (releases)(21)107
86
Other—
18
18
Ending balance$2,886
$9,897
$12,783
Allowance for loan losses 
 
 
Collectively evaluated in accordance with ASC 450$2,587
$8,706
$11,293
Individually evaluated in accordance with ASC 310-10-35299
1,190
1,489
Purchased credit impaired in accordance with ASC 310-30—
1
1
Total allowance for loan losses$2,886
$9,897
$12,783
Loans, net of unearned income   
Collectively evaluated in accordance with ASC 450$383,828
$304,510
$688,338
Individually evaluated in accordance with ASC 310-10-352,040
4,892
6,932
Purchased credit impaired in accordance with ASC 310-30—
128
128
Held at fair value4,067
18
4,085
Total loans, net of unearned income$389,935
$309,548
$699,483

Corporate ACLL

Citi’s total corporate ACLL as of December 31, 2022 was $2,855 million, an increase from $2,415 million at December 31, 2021. The increase in the ACLL balance was primarily driven by a deterioration in macroeconomic assumptions, partially offset by the release of a COVID-19–related uncertainty reserve.

ACLUC
As of December 31, 2022, Citi’s total allowance for credit losses on unfunded lending commitments (ACLUC), included in Other liabilities, was $2,151 million, an increase from $1,871 million at December 31, 2021. The increase in the ACLUC balance was primarily driven by a deterioration in macroeconomic assumptions.
222


Allowance for Credit Losses on Loans and End-of-Period Loans at December 31, 20182021

In millions of dollarsCorporateConsumerTotal
Allowance for loan losses at beginning of year$2,943
$9,412
$12,355
Charge-offs(343)(8,322)(8,665)
Recoveries138
1,414
1,552
Replenishment of net charge-offs205
6,908
7,113
Net reserve builds (releases)42
352
394
Net specific reserve builds (releases)(151)(2)(153)
Other(23)(258)(281)
Ending balance$2,811
$9,504
$12,315
Allowance for loan losses 
 
 
Collectively evaluated in accordance with ASC 450$2,486
$8,386
$10,872
Individually evaluated in accordance with ASC 310-10-35325
1,116
1,441
Purchased credit impaired in accordance with ASC 310-30—
2
2
Total allowance for loan losses$2,811
$9,504
$12,315
Loans, net of unearned income   
Collectively evaluated in accordance with ASC 450$377,186
$297,128
$674,314
Individually evaluated in accordance with ASC 310-10-351,447
5,084
6,531
Purchased credit impaired in accordance with ASC 310-30—
128
128
Held at fair value3,203
20
3,223
Total loans, net of unearned income$381,836
$302,360
$684,196




In millions of dollarsCorporateConsumerTotal
ACLL at beginning of year$4,776 $20,180 $24,956 
Gross credit losses on loans(500)(6,220)(6,720)
Gross recoveries on loans114 1,711 1,825 
Replenishment of NCLs386 4,509 4,895 
Net reserve builds (releases)(2,075)(5,208)(7,283)
Net specific reserve builds (releases)(255)(460)(715)
Initial allowance for credit losses on newly purchased credit-deteriorated assets
during the year		— — — 
Other(31)(472)(503)
Ending balance$2,415 $14,040 $16,455 
ACLL   
Collectively evaluated$2,203 $13,227 $15,430 
Individually evaluated212 813 1,025 
Purchased credit deteriorated— — — 
Total ACLL$2,415 $14,040 $16,455 
Loans, net of unearned income
Collectively evaluated$283,610 $372,655 $656,265 
Individually evaluated1,553 3,748 5,301 
Purchased credit deteriorated— 119 119 
Held at fair value6,070 12 6,082 
Total loans, net of unearned income$291,233 $376,534 $667,767 


Allowance for Credit Losses on Loans at December 31, 20172020
In millions of dollarsCorporateConsumerTotal
Allowance for loan losses at beginning of year$3,218
$8,842
$12,060
Charge-offs(632)(8,041)(8,673)
Recoveries153
1,444
1,597
Replenishment of net charge-offs479
6,597
7,076
Net reserve builds (releases)(274)818
544
Net specific reserve builds (releases)(31)(86)(117)
Other30
(162)(132)
Ending balance$2,943
$9,412
$12,355


In millions of dollarsCorporateConsumerTotal
ACLL at beginning of year$2,727 $10,056 $12,783 
Adjustments to opening balance:
Financial instruments—credit losses (CECL)(1)
(816)5,017 4,201 
Variable post-charge-off third-party collection costs(1)
— (443)(443)
Adjusted ACLL at beginning of year1,911 14,630 16,541 
Gross credit losses on loans(976)(8,287)(9,263)
Gross recoveries on loans76 1,576 1,652 
Replenishment of NCLs900 6,711 7,611 
Net reserve builds (releases)2,551 5,084 7,635 
Net specific reserve builds (releases)249 427 676 
Initial allowance for credit losses on newly purchased credit-deteriorated assets
during the year		— 4 4 
Other65 35 100 
Ending balance$4,776 $20,180 $24,956 


(1)See “Accounting Changes” in Note 1 for additional details.
223


Allowance for Credit Losses on HTM Debt Securities

Year ended December 31, 2022
In millions of dollarsMortgage-backedState and municipalForeign governmentAsset-backedAll other debt securitiesTotal HTM
Allowance for credit losses on HTM debt securities at beginning of year$6 $75 $4 $2 $— $87 
Gross credit losses— — — — — — 
Gross recoveries— — — — — — 
Net credit losses (NCLs)$— $— $— $— $— $— 
Replenishment of NCLs$— $— $— $— $— $— 
Net reserve builds (releases)(5)37 — 1 — 33 
Net specific reserve builds (releases)— — — — — — 
Total provision for credit losses on HTM debt securities$(5)$37 $— $1 $— $33 
Other, net$— $1 $(1)$— $— $— 
Allowance for credit losses on HTM debt securities at end of year$1 $113 $3 $3 $— $120 

Year ended December 31, 2021
In millions of dollarsMortgage-backedState and municipalForeign governmentAsset-
backed		All other debt securitiesTotal HTM
Allowance for credit losses on HTM debt securities at beginning of year$3 $74 $6 $3 $— $86 
Gross credit losses— — — — — — 
Gross recoveries3 — — — — 3 
Net credit losses (NCLs)$3 $— $— $— $— $3 
Replenishment of NCLs$(3)$— $— $— $— $(3)
Net reserve builds (releases)7 1 (2)(2)— 4 
Net specific reserve builds (releases)(4)— — — — (4)
Total provision for credit losses on HTM debt securities$— $1 $(2)$(2)$— $(3)
Other, net$— $— $— $1 $— $1 
Allowance for credit losses on HTM debt securities at
end of year		$6 $75 $4 $2 $— $87 

Year ended December 31, 2020
In millions of dollarsMortgage-backedState and municipalForeign governmentAsset-
backed		All other debt securitiesTotal HTM
Allowance for credit losses on HTM debt securities at beginning of year$— $— $— $— $— $— 
Adjustment to opening balance for CECL adoption— 61 4 5 — 70 
Gross credit losses— — — — — — 
Gross recoveries— — — — — — 
Net credit losses (NCLs)$— $— $— $— $— $— 
Replenishment of NCLs$— $— $— $— $— $— 
Net reserve builds (releases)(2)10 (2)1 — 7 
Net specific reserve builds (releases)— — — — — — 
Total provision for credit losses on HTM debt securities$(2)$10 $(2)$1 $— $7 
Other, net$5 $3 $4 $(3)$— $9 
Allowance for credit losses on HTM debt securities at
end of year		$3 $74 $6 $3 $— $86 
224


Allowance for Credit Losses on Other Assets

Year ended December 31, 2022
In millions of dollarsDeposits with banksSecurities borrowed and purchased under agreements
to resell		Brokerage receivables
All other assets(1)
Total
Allowance for credit losses on other assets at beginning of year$21 $6 $— $26 $53 
Gross credit losses— — — (24)(24)
Gross recoveries— — — 3 3 
Net credit losses (NCLs)$— $— $— $(21)$(21)
Replenishment of NCLs$— $— $— $21 $21 
Net reserve builds (releases)30 14 — 11 55 
Total provision for credit losses$30 $14 $— $32 $76 
Other, net(2)
$— $16 $— $(1)$15 
Allowance for credit losses on other assets at end of year$51 $36 $— $36 $123 

(1)Primarily accounts receivable.
(2)Includes $30 million of ACL transferred from ICG loans ACL during the second quarter of 2022 for securities borrowed and purchased under agreements to resell.

Year ended December 31, 2021
In millions of dollarsDeposits with banksSecurities borrowed and purchased under agreements
to resell		Brokerage receivables
All other assets(1)
Total
Allowance for credit losses on other assets at beginning of year$20 $10 $— $25 $55 
Gross credit losses— — — (2)(2)
Gross recoveries— — — — — 
Net credit losses (NCLs)$— $— $— $(2)$(2)
Replenishment of NCLs$— $— $— $2 $2 
Net reserve builds (releases)2 (4)— — (2)
Total provision for credit losses$2 $(4)$— $2 $— 
Other, net$(1)$— $— $1 $— 
Allowance for credit losses on other assets at end of year$21 $6 $— $26 $53 

(1)Primarily accounts receivable.

Year ended December 31, 2020
In millions of dollarsCash and
due from banks		Deposits with banksSecurities borrowed and purchased under agreements
to resell		Brokerage receivables
All other assets(1)
Total
Allowance for credit losses on other assets at beginning of year$— $— $— $— $— $— 
Adjustment to opening balance for CECL adoption6 14 2 1 3 26 
Gross credit losses— — — — — — 
Gross recoveries— — — — — — 
Net credit losses (NCLs)$— $— $— $— $— $— 
Replenishment of NCLs$— $— $— $— $— $— 
Net reserve builds (releases)(6)5 8 (1)1 7 
Total provision for credit losses$(6)$5 $8 $(1)$1 $7 
Other, net$— $1 $— $— $21 $22 
Allowance for credit losses on other assets at end of year$— $20 $10 $— $25 $55 

(1)Primarily accounts receivable.

For ACL on AFS debt securities, see Note 13.
225


16.  GOODWILL AND INTANGIBLE ASSETS
Goodwill

Goodwill
The changes in Goodwill by segment were as follows:

In millions of dollarsGlobal Consumer BankingInstitutional Clients GroupCorporate/OtherTotal
Balance at December 31, 2016(1)
$11,874
$9,741
$44
$21,659
Foreign exchange translation$286
$443
$—
$729
Divestitures(2)
(32)(72)—
(104)
Impairment of goodwill(3)
—
—
(28)(28)
Balance at December 31, 2017$12,128
$10,112
$16
$22,256
Foreign exchange translation$(41)$(153)$—
$(194)
Divestitures(4)
—
—
(16)(16)
Balance at December 31, 2018$12,087
$9,959
$—
$22,046
Foreign exchange translation$15
$65
$—
$80
Balance at December 31, 2019$12,102
$10,024
$—
$22,126
In millions of dollarsInstitutional Clients GroupPersonal Banking and Wealth ManagementLegacy FranchisesTotal
Balance at December 31, 2019$9,482 $10,015 $2,629 $22,126 
Foreign exchange translation(1)7 30 36 
Balance at December 31, 2020$9,481 $10,022 $2,659 $22,162 
Foreign exchange translation(266)(296)179 (383)
Divestitures(1)
— (9)(471)(480)
Balance at December 31, 2021$9,215 $9,717 $2,367 $21,299 
Foreign exchange translation(229)24 5 (200)
Divestitures(1)
— — (873)(873)
Impairment of goodwill(2)
— — (535)(535)
Balance at December 31, 2022$8,986 $9,741 $964 $19,691 

(1)
December 31, 2016 has been revised to reflect intersegment goodwill allocations that resulted from the 2019 reorganization of the Citi commercial banking business from GCB to ICG. See Note 3 to the Consolidated Financial Statements.
(2) Primarily(1)    Represents goodwill allocated to the Asia Consumer banking exit markets upon the signing of the respective sales agreements: in 2021, related to the Australia and Philippines consumer banking businesses, which were reclassified as HFS during 2021; in 2022, related to the India, Taiwan, Thailand, Malaysia, Indonesia, Bahrain and Vietnam consumer banking businesses, which were reclassified as HFS during 2022. See Note 2.
(2)    Goodwill impairment of $535 million (approximately $489 million after-tax) was incurred in the Asia Consumer reporting unit of Legacy Franchises in the first quarter of 2022, due to the re-segmentation and change of reporting units as well as the sequence of the signing of sale agreements.

As discussed in Note 3, effective January 1, 2022, as part of a fixed income analytics businessits strategic refresh, Citi made changes to its management structure, which resulted in changes in its operating segments and a fixed income index business completed in 2017reporting units to reflect how the CEO, who is the chief operating decision maker, manages the Company, including allocating resources and agreement to sell a Mexico asset management businessmeasuring performance. Goodwill balances were reallocated across the new reporting units based on their relative fair values using the valuation performed as of Decemberthe effective date of the reorganization. Further, the goodwill balances associated with certain Asia Consumer businesses within the Legacy Franchises operating segment were reclassified to HFS as of March 31, 2017.2022 upon the signing of the respective sale agreements. See Note 2 for a discussion of Citi’s divestiture activities.
The reorganization of Citi’s reporting structure and the announced sales of businesses within a reporting unit were identified as triggering events for purposes of goodwill impairment testing. Consistent with the requirements of ASC 350, interim goodwill impairment tests were performed that resulted in an impairment of $535 million to the Consolidated Financial Statements.
(3)
Related to the transfer of the mortgage servicing business from Asia Consumer reporting unit within the Legacy Franchises operating segment, due to the implementation of Citi’s revised operating segments and reporting units, as well as the timing of mutual execution of sale agreements for Asia consumer banking businesses. This impairment was recorded in the first quarter of 2022 as an operating expense. There were no additional impairment charges incurred as a result of any of the other interim goodwill impairment tests performed during 2022.North America GCB to Corporate/Other effective January 1, 2017.
(4)Primarily related to the sale of consumer operations in Colombia in 2018.


For the interim impairment tests performed in the first quarter of 2022, the valuation of reporting units used either the market approach, income approach, or a combination of both. Under the market approach, Citi estimated fair value by comparing the business to similar businesses or guideline
Goodwill impairment testing is performedcompanies whose securities are actively traded in public markets. Under the income approach, Citi used a discounted cash flow (DCF) model in which cash flows anticipated over several periods, plus a terminal value at the level below each business segment (referredend of that time horizon, are discounted to as atheir present value using an appropriate rate that is commensurate with the risk inherent within the reporting unit). See Note 3 for further information on business segments.unit.
The Companykey assumptions used to determine the fair value of Citi’s reporting units consisted primarily of significant unobservable inputs (Level 3 fair value inputs), including discount rates, estimated cash flows, growth rates, earnings multiples and/or transaction multiples of similar businesses or guideline public companies, and bids from buyers. The DCF method employs a capital asset pricing model in estimating the discount rate based on several factors, including market interest rates, and includes adjustments for market risk and company-specific risk. Estimated cash flows are based on internally developed estimates and the growth rates are based on industry knowledge and historical performance.
Citi had historically performed its annual goodwill impairment test as of July 1 2019.each year. During the quarter ended September 30, 2022, the Company voluntarily changed its annual impairment assessment date from July 1 to October 1. Based on interim impairment tests performed within the period between the previous annual test on July 1, 2021 and the annual test to be performed on October 1, 2022, no more than 12 months have elapsed between goodwill impairment tests of any of Citi’s reporting units. The fair valueschange in measurement date represents a change in method of applying an accounting principle. This change is preferable because it better aligns the Company’s reporting units exceeded their carrying values by approximately 33%goodwill impairment testing procedures with its annual planning process and with its fiscal year-end. Citi continues to 134% and nomonitor each reporting unit is at riskfor triggering events for purposes of impairment.    goodwill impairment testing.
226

Effective
The change in the fourth quarteraccounting principle did not result in any delay, acceleration or avoidance of 2019, the an impairment charge.
Citi commercial banking business, previously included in North America GCB, Latin America GCB and Asia GCB, was reorganized and is now part of ICG. Goodwill was allocated to the transferred business based on relative fair value to the legacy reporting units. An interimperformed its annual goodwill impairment test was performed under both the legacy and current reporting unit structures,as of October 1, 2022, which resulted in no impairment. Noimpairment of any of Citi’s reporting units. While the inherent risk of uncertainty is embedded in the key assumptions used in the valuations, the economic and business environments continue to evolve as management implements its strategic refresh. If management’s future estimate of key economic and market assumptions were to differ from its current assumptions, Citi could potentially experience material goodwill impairment charges in the future.
For additional triggering events were identifiedinformation regarding Citi’s goodwill impairment testing process, see the following Notes to the Consolidated Financial Statements: Note 1 for Citi’s accounting policy for goodwill and 0 goodwill was impaired during the year.Note 3 for a description of Citi’s operating segments.














227



Intangible Assets
The components of intangible assets were as follows:
 December 31, 2019December 31, 2018
In millions of dollars
Gross
carrying
amount
Accumulated
amortization
Net
carrying
amount
Gross
carrying
amount
Accumulated
amortization
Net
carrying
amount
Purchased credit card relationships$5,676
$4,059
$1,617
$5,733
$3,936
$1,797
Credit card contract-related intangibles(1)
5,393
3,069
2,324
5,225
2,791
2,434
Core deposit intangibles434
433
1
419
415
4
Other customer relationships424
275
149
470
299
171
Present value of future profits34
31
3
32
29
3
Indefinite-lived intangible assets228
—
228
218
—
218
Other82
77
5
84
75
9
Intangible assets (excluding MSRs)$12,271
$7,944
$4,327
$12,181
$7,545
$4,636
Mortgage servicing rights (MSRs)(2)
495
—
495
584
—
584
Total intangible assets$12,766
$7,944
$4,822
$12,765
$7,545
$5,220

(1)Primarily reflects contract-related intangibles associated with the American Airlines, The Home Depot, Costco and AT&T credit card program agreements, which represented 96% of the aggregate net carrying amount as of December 31, 2019.
(2)For additional information on Citi’s MSRs, see Note 21 to the Consolidated Financial Statements.
 December 31, 2022December 31, 2021
In millions of dollarsGross
carrying
amount		Accumulated
amortization		Net
carrying
amount		Gross
carrying
amount		Accumulated
amortization		Net
carrying
amount
Purchased credit card relationships$5,513 $4,426 $1,087 $5,579 $4,348 $1,231 
Credit card contract-related intangibles(1)
3,903 1,518 2,385 3,912 1,372 2,540 
Core deposit intangibles37 37 — 39 39 — 
Other customer relationships373 283 90 429 305 124 
Present value of future profits32 31 1 31 29 2 
Indefinite-lived intangible assets192 — 192 183 — 183 
Other28 20 8 37 26 11 
Intangible assets (excluding MSRs)$10,078 $6,315 $3,763 $10,210 $6,119 $4,091 
Mortgage servicing rights (MSRs)(2)
665 — 665 404 — 404 
Total intangible assets$10,743 $6,315 $4,428 $10,614 $6,119 $4,495 

(1)     Primarily reflects contract-related intangibles associated with the American Airlines, The Home Depot, Costco and AT&T credit card program agreements, which represented 97% of the aggregate net carrying amount as of December 31, 2022.
(2)    See Note 22 for additional information on Citi’s MSRs.

Intangible assets amortization expense was $564$352 million, $557$360 million and $603$419 million for 2019, 20182022, 2021 and 2017,2020, respectively. Intangible assets amortization expense is estimated to be $424 million in 2020, $399 million in 2021, $1,025 million in 2022, $226$373 million in 2023, and $219$381 million in 2024.


2024, $388 million in 2025, $348 million in 2026 and $341 million in 2027.
The changes in intangible assets were as follows:
 Net carrying
amount at		    
Net carrying
amount at
In millions of dollarsDecember 31, 2018Acquisitions/ divestituresAmortizationImpairmentsFX translation and otherDecember 31,
2019
Purchased credit card relationships(1)
$1,797
$9
$(189)$—
$—
$1,617
Credit card contract-related intangibles(2)
2,434
73
(336)—
153
2,324
Core deposit intangibles4
—
(4)—
1
1
Other customer relationships171
—
(24)—
2
149
Present value of future profits3
—
—
—
—
3
Indefinite-lived intangible assets218
4
—
—
6
228
Other9
6
(11)—
1
5
Intangible assets (excluding MSRs)$4,636
$92
$(564)$—
$163
$4,327
Mortgage servicing rights (MSRs)(3)
584
    495
Total intangible assets$5,220
    $4,822

(1)Reflects intangibles for the value of cardholder relationships, which are discrete from partner contract-related intangibles and include credit card accounts primarily in the Costco, Macy’s and Sears portfolios.
(2)Primarily reflects contract-related intangibles associated with the American Airlines, The Home Depot, Costco and AT&T credit card program agreements, which represent 96% of the aggregate net carrying amount at December 31, 2019 and 2018.
(3)For additional information on Citi’s MSRs, including the rollforward from 2018 to 2019, see Note 21 to the Consolidated Financial Statements.

Net carrying
amount at		Acquisitions/renewals/divestituresNet carrying
amount at
In millions of dollarsDecember 31, 2021AmortizationImpairmentsFX translation and otherDecember 31,
2022
Purchased credit card relationships(1)
$1,231 $3 $(140)$— $(7)$1,087 
Credit card contract-related intangibles(2)
2,540 — (154)— (1)2,385 
Core deposit intangibles— — — — — — 
Other customer relationships124 10 (24)— (20)90 
Present value of future profits2 — (1)— — 1 
Indefinite-lived intangible assets183 — — — 9 192 
Other11 33 (33)— (3)8 
Intangible assets (excluding MSRs)$4,091 $46 $(352)$— $(22)$3,763 
Mortgage servicing rights (MSRs)(3)
404 665 
Total intangible assets$4,495 $4,428 

(1)Reflects intangibles for the value of purchased cardholder relationships, which are discrete from partner contract-related intangibles, and includes credit card accounts primarily in the Costco, Macy’s and Sears portfolios.
(2)Primarily reflects contract-related intangibles associated with the extension or renewal of existing credit card program agreements with American Airlines, The Home Depot, Costco and AT&T, which represent 97% and 97% of the aggregate net carrying amount at December 31, 2022 and 2021, respectively.
(3)See Note 22 for additional information on Citi’s MSRs, including the rollforward from 2021 to 2022.

228


17.  DEPOSITS

December 31,
In millions of dollars20222021
Non-interest-bearing deposits in U.S. offices$122,655 $158,552 
Interest-bearing deposits in U.S. offices (including $903 and $879 as of December 31, 2022 and 2021, respectively, at fair value)607,470 543,283 
Total deposits in U.S. offices$730,125 $701,835 
Non-interest-bearing deposits in offices outside the U.S.$95,182 $97,270 
Interest-bearing deposits in offices outside the U.S. (including $972 and $787 as of December 31, 2022 and 2021, respectively, at fair value)540,647 518,125 
Total deposits in offices outside the U.S.$635,829 $615,395 
Total deposits$1,365,954 $1,317,230 

At December 31, 2022 and 2021, time deposits in denominations that met or exceeded the insured limit were as follows:

December 31,
In millions of dollars20222021
U.S. offices(1)
$63,420 $9,153 
Offices outside the U.S.(2)
150,921 77,698 
Total$214,341 $86,851 

(1)    Represents time deposits in U.S. offices in denominations that met or exceeded $250,000.    
(2)    Represents all time deposits outside U.S. offices as these deposits typically exceed the insured limit.

At December 31, 2022, the maturities of time deposits were as follows:

In millions of dollarsU.S.Outside U.S.Total
2023$84,321 $149,604 $233,925 
20245,751 1,018 6,769 
2025300 264 564 
2026386 26 412 
2027122 6 128 
After 5 years439 3 442 
Total$91,319 $150,921 $242,240 
229


18.  DEBT

Short-Term Borrowings

December 31,December 31,

2019201820222021
In millions of dollarsBalanceWeighted average couponBalanceWeighted average couponIn millions of dollarsBalanceWeighted average couponBalanceWeighted average coupon
Commercial paper    Commercial paper
Bank(1)
$10,155
 $13,238
 
Bank(1)
$11,185 $9,026 
Broker-dealer and other(2)
6,321
 —
 
Broker-dealer and other(2)
14,345 6,992 
Total commercial paper$16,476
1.98%$13,238
1.95%Total commercial paper$25,530 4.29 %$16,018 0.22 %
Other borrowings(3)
28,573
2.57
19,108
2.99
Other borrowings(3)
21,566 4.23 11,955 0.91 
Total$45,049
 $32,346

Total$47,096 $27,973 

(1)Represents Citibank entities as well as other bank entities.
(2)Represents broker-dealer and other non-bank subsidiaries that are consolidated into Citigroup Inc., the parent holding company.
(3)Includes borrowings from the Federal Home Loan Banks and other market participants. At December 31, 2019 and 2018, collateralized short-term advances from the Federal Home Loan Banks were $17.6 billion and $9.5 billion, respectively.

Borrowings under(1)Represents Citibank entities as well as other bank lines of credit may be at interest rates based on LIBOR, CD rates,entities.
(2)Represents broker-dealer and other non-bank subsidiaries that are consolidated into Citigroup Inc., the prime rate or bids submitted by the banks. Citigroup pays commitment fees for its lines of credit.parent holding company.
(3)Includes borrowings from Federal Home Loan Banks and other market participants. At December 31, 2022 and 2021, collateralized short-term advances from Federal Home Loan Banks were $12.0 billion and $0.0 billion, respectively.

Some of Citigroup’s non-bank subsidiaries have credit facilities with Citigroup’s subsidiary depository institutions, including Citibank. Borrowings under these facilities are secured in accordance with Section 23A of the Federal Reserve Act.
Citigroup Global Markets Holdings Inc. (CGMHI) has borrowing agreements consisting of facilities that CGMHI has been advised are available, but where no contractual lending obligation exists. These arrangements are reviewed on an ongoing basis to ensure flexibility in meeting CGMHI’s short-term requirements.
Long-Term Debt




Balances at
December 31,
Balances at
December 31,
In millions of dollars
Weighted
average
coupon(1)
Maturities20192018In millions of dollars
Weighted
average
coupon(1)
Maturities20222021
Citigroup Inc.(2)



Citigroup Inc.(2)
Senior debt3.11%2020-2098$123,292
$117,511
Senior debt3.38 %
2023–2098
$141,893 $137,651 
Subordinated debt(3)
5.59
2022-204625,463
24,545
Subordinated debt(3)
4.77 
2023–2046
22,758 25,560 
Trust preferred
securities
8.15
2036-20671,722
1,711
Trust preferred securities10.53 
2036–2040
1,606 1,734 
Bank(4)
   
Bank(4)
Senior debt2.51
2020-203853,340
61,237
Senior debt3.98 
2023–2039
21,113 23,567 
Broker-dealer(5)
   
Broker-dealer(5)
Senior debt2.43
2020-209844,817
26,947
Senior debt3.95 
2023–2070
84,236 65,862 
Subordinated debt(3)
2.37
2022-2046126
48
Total3.28% $248,760
$231,999
Total3.72 %$271,606 $254,374 
Senior debt  $221,449
$205,695
Senior debt$247,242 $227,080 
Subordinated debt(3)
  25,589
24,593
Subordinated debt(3)
22,758 25,560 
Trust preferred
securities
  1,722
1,711
Trust preferred securities1,606 1,734 
Total  $248,760
$231,999
Total$271,606 $254,374 

(1)The weighted average coupon excludes structured notes accounted for at fair value.
(2)Represents the parent holding company.
(3)Includes notes that are subordinated within certain countries, regions or subsidiaries.
(4)Represents Citibank entities as well as other bank entities. At December 31, 2019 and 2018, collateralized long-term advances from the Federal Home Loan Banks were $5.5 billion and $10.5 billion, respectively.
(5)Represents broker-dealer and other non-bank subsidiaries that are consolidated into Citigroup Inc., the parent holding company.
(1)The weighted average coupon excludes structured notes accounted for at fair value.
(2)Represents the parent holding company.
(3)Includes notes that are subordinated within certain countries, regions or subsidiaries.
(4)Represents Citibank entities as well as other bank entities. At December 31, 2022 and 2021, collateralized long-term advances from Federal Home Loan Banks were $7.3 billion and $5.3 billion, respectively.
(5)Represents broker-dealer and other non-bank subsidiaries that are consolidated into Citigroup Inc., the parent holding company. Certain Citigroup consolidated hedging activities are also included in this line. Balances primarily relates to senior debt.

The Company issues both fixed- and variable-rate debt in a range of currencies. It uses derivative contracts, primarily interest rate swaps, to effectively convert a portion of its fixed-rate debt to variable-rate debt. The maturity structure of the derivatives generally corresponds to the maturity structure of the debt being hedged. In addition, the Company uses other derivative contracts to manage the foreign exchange impact of certain debt issuances. At December 31, 2019,2022, the Company’s overall weighted average interest rate for long-term debt, excluding structured notes accounted for at fair value, was 3.28%3.72% on a contractual basis and 3.54%4.10% including the effects of derivative contracts.



230


Aggregate annual maturities of long-term debt obligations (based on final maturity dates) including trust preferred securities are as follows:
In millions of dollars20202021202220232024ThereafterTotal
Citigroup Inc.$7,033
$15,208
$13,061
$14,202
$8,247
$92,726
$150,477
Bank20,654
14,023
8,471
2,634
4,417
3,141
53,340
Broker-dealer9,570
8,852
5,558
3,292
3,359
14,312
44,943
Total$37,257
$38,083
$27,090
$20,128
$16,023
$110,179
$248,760


In millions of dollars20232024202520262027ThereafterTotal
Citigroup Inc.$6,887 $12,321 $19,124 $27,913 $12,601 $87,411 $166,257 
Bank7,029 8,152 1,867 197 788 3,080 21,113 
Broker-dealer18,543 20,043 11,758 4,680 7,383 21,829 84,236 
Total$32,459 $40,516 $32,749 $32,790 $20,772 $112,320 $271,606 

The following table summarizes Citi’s outstanding trust preferred securities at December 31, 2019:2022:

    Junior subordinated debentures owned by trust  Junior subordinated debentures owned by trust
Trust
Issuance
date
Securities
issued
Liquidation
value(1)
Coupon
rate(2)
Common
shares
issued
to parent
AmountMaturity
Redeemable
by issuer
beginning
TrustIssuance
date		Securities
issued
Liquidation
value(1)
Coupon
rate(2)
Common
shares
issued
to parent		Notional amountMaturityRedeemable
by issuer
beginning
In millions of dollars, except securities and share amounts
In millions of dollars, except securities and share amounts








In millions of dollars, except securities and share amounts
Citigroup Capital IIIDec. 1996194,053
$194
7.625%6,003
$200
Dec. 1, 2036Not redeemableCitigroup Capital IIIDec. 1996194,053 $194 7.625 %6,003 $200 Dec. 1, 2036Not redeemable
Citigroup Capital XIIISept. 201089,840,000
2,246
3 mo LIBOR + 637 bps
1,000
2,246
Oct. 30, 2040Oct. 30, 2015Citigroup Capital XIIIOct. 201089,840,000 2,246 3 mo LIBOR + 637 bps1,000 2,246 Oct. 30, 2040Oct. 30, 2015
Citigroup Capital XVIIIJune 200799,901
132
3 mo LIBOR + 88.75 bps
50
132
June 28, 2067June 28, 2017
Total obligated  
$2,572
  $2,578
 Total obligated  $2,440  $2,446  

Note: Distributions on the trust preferred securities and interest on the subordinated debentures are payable semiannually for Citigroup Capital III and Citigroup Capital XVIII and quarterly for Citigroup Capital XIII.
(1)Represents the notional value received by outside investors from the trusts at the time of issuance. This differs from Citi’s balance sheet carrying value due primarily to unamortized discount and issuance costs.
(2)In each case, the coupon rate on the subordinated debentures is the same as that on the trust preferred securities.
(1)Represents the notional value received by outside investors from the trusts at the time of issuance. This differs from Citi’s balance sheet carrying value due primarily to unamortized discount and issuance costs.

(2)In each case, the coupon rate on the subordinated debentures is the same as that on the trust preferred securities.
18.
231


19. REGULATORY CAPITAL

Citigroup is subject to risk-based capital and leverage standards issued by the Federal Reserve Board, which constitute the U.S. Basel III rules. Citi’s U.S.-insured depository institution subsidiaries, including Citibank, are subject to similar standards issued by their respective primary federal bank regulatory agencies. These standards are used to evaluate
capital adequacy and include the required minimums
shown in the following table. The regulatory agencies are required by law to take specific, prompt corrective actions with respect to institutions that do not meet minimum capital standards.
The following table sets forthpresents for Citigroup and Citibank the regulatory capital tiers, total risk-weighted assets, quarterly adjusted average total assets, Total Leverage Exposure, risk-based capital ratios and leverage ratios:

In millions of dollars, except ratios
Stated
minimum
CitigroupCitibank
Well-
capitalized
minimum
December 31, 2019December 31, 2018
Well-
capitalized
minimum
December 31, 2019December 31, 2018
Common Equity Tier 1 Capital 
 
$137,798
$139,252
 
$130,791
$129,091
Tier 1 Capital 
 
155,805
158,122
 
132,918
131,215
Total Capital (Tier 1 Capital + Tier 2 Capital)—Standardized Approach
  193,682
195,440
 157,324
155,154
Total Capital (Tier 1 Capital + Tier 2 Capital)—Advanced Approaches
  181,337
183,144
 145,989
144,358
Total risk-weighted assets—Standardized Approach  1,166,523
1,174,448
 1,019,916
1,032,809
Total risk-weighted assets—Advanced Approaches  1,135,553
1,131,933
 932,432
926,229
Quarterly adjusted average total assets(1)
  
1,957,039
1,896,959
 1,459,851
1,398,875
Total Leverage Exposure(2)
  2,507,891
2,465,641
 1,951,701
1,914,663
Common Equity Tier 1 Capital ratio(3)
4.5%    N/A
11.81%11.86%6.5%12.82%12.50%
Tier 1 Capital ratio(3)
6.0
6.0%13.36
13.46
8.0
13.03
12.70
Total Capital ratio(3)
8.0
10.0
15.97
16.18
10.0
15.43
15.02
Tier 1 Leverage ratio4.0
N/A
7.96
8.34
5.0
9.10
9.38
Supplementary Leverage ratio3.0
N/A
6.21
6.41
6.0
6.81
6.85

In millions of dollars, except ratiosStated
minimum		CitigroupCitibank
Well-
capitalized
minimum		December 31, 2022December 31, 2021Well-
capitalized
minimum		December 31, 2022December 31, 2021
CET1 Capital  $148,930 $149,305  $149,593 $148,548 
Tier 1 Capital  169,145 169,568  151,720 150,679 
Total Capital (Tier 1 Capital + Tier 2 Capital)—Standardized Approach
197,543 203,838 172,647 175,427 
Total Capital (Tier 1 Capital + Tier 2 Capital)—Advanced Approaches
188,839 194,006 165,131 166,921 
Total risk-weighted assets—Standardized Approach1,142,985 1,219,175 982,914 1,066,015 
Total risk-weighted assets—Advanced Approaches1,221,538 1,209,374 1,003,747 1,017,774 
Quarterly adjusted average total assets(1)
 2,395,863 2,351,434 1,738,744 1,716,596 
Total Leverage Exposure(2)
2,906,773 2,957,764 2,189,541 2,236,839 
CET1 Capital ratio(3)
4.5 %N/A13.03 %12.25 %6.5 %14.90 %13.93 %
Tier 1 Capital ratio(3)
6.0 6.0 %14.80 13.91 8.0 15.12 14.13 
Total Capital ratio(3)
8.0 10.0 15.46 16.04 10.0 16.45 16.40 
Tier 1 Leverage ratio4.0 N/A7.06 7.21 5.0 8.73 8.78 
Supplementary Leverage ratio3.0 N/A5.82 5.73 6.0 6.93 6.74 

(1)Tier 1 Leverage ratio denominator.
(2)Supplementary Leverage ratio denominator.
(3)As of December 31, 2019 and 2018, Citigroup’s reportable Common Equity Tier 1 Capital and Tier 1 Capital ratios were the lower derived under the Basel III Standardized Approach, whereas the reportable Total Capital ratios were the lower derived under the Basel III Advanced Approaches framework. As of December 31, 2019 and 2018, Citibank’s reportable Common Equity Tier 1 Capital, Tier 1 Capital and Total Capital ratios were the lower derived under the Basel III Standardized Approach.
(1)Tier 1 Leverage ratio denominator.
(2)Supplementary Leverage ratio denominator.
(3)Citi’s binding CET1 Capital and Tier 1 Capital ratios were derived under the Basel III Standardized Approach as of December 31, 2022 and 2021, whereas Citi’s binding Total Capital ratio was derived under the Basel III Advanced Approaches framework for both periods presented. Citibank’s binding CET1 Capital and Tier 1 Capital ratios were derived under the Basel III Advanced Approaches framework as of December 31, 2022, and were derived under the Basel III Standardized Approach as of December 31, 2021. Citibank’s binding Total Capital ratio was derived under the Basel III Advanced Approaches framework for both periods presented.
N/A Not applicable

As indicated in the table above, Citigroup and Citibank were “well capitalized” under the current federal bank regulatory agencyagencies definitions as of December 31, 20192022 and 2018.2021.

Banking Subsidiaries—Constraints on Dividends
There are various legal limitations on the ability of Citigroup’s subsidiary depository institutions to extend credit, pay dividends or otherwise supply funds to Citigroup and its non-bank subsidiaries. The approval of the Office of the Comptroller of the Currency is required if total dividends declared in any calendar year were to exceed amounts specified by the agency’s regulations.
In determining the dividends, each subsidiary depository institution must also consider its effect on applicable risk-based capital and leverage ratio requirements, as well as policy statements of the federal bank regulatory agencies that indicate that banking organizations should generally pay dividends out of current operating earnings. Citigroup received $17.3$8.5 billion and $8.3$6.2 billion in dividends indirectly from Citibank through its holding company during 20192022 and 2018,2021, respectively.

232

19.
20.  CHANGES IN ACCUMULATED OTHER COMPREHENSIVE INCOME (LOSS) (AOCI)

Changes in each component of Citigroup’s Accumulated other comprehensive income (loss) were as follows:

In millions of dollarsNet
unrealized
gains (losses)
on debt securities
Debt valuation adjustment (DVA)(1)
Cash flow hedges(2)
Benefit plans(3)
CTA, net of hedges(4)(5)
Excluded component of fair value hedgesAccumulated
other
comprehensive income (loss)
Balance, December 31, 2019$(265)$(944)$123 $(6,809)$(28,391)$(32)$(36,318)
Other comprehensive income before reclassifications4,837 (490)2,027 (287)(250)(15)5,822 
Increase (decrease) due to amounts
reclassified from AOCI
(1,252)15 (557)232 — — (1,562)
Change, net of taxes
$3,585 $(475)$1,470 $(55)$(250)$(15)$4,260 
Balance, December 31, 2020$3,320 $(1,419)$1,593 $(6,864)$(28,641)$(47)$(32,058)
Other comprehensive income before reclassifications(3,556)121 (679)797 (2,537)(11)(5,865)
Increase (decrease) due to amounts
reclassified from AOCI
(378)111 (813)215 12 11 (842)
Change, net of taxes
$(3,934)$232 $(1,492)$1,012 $(2,525)$— $(6,707)
Balance, December 31, 2021$(614)$(1,187)$101 $(5,852)$(31,166)$(47)$(38,765)
Other comprehensive income before reclassifications(5,599)2,047 (2,718)(19)(2,855)49 (9,095)
Increase (decrease) due to amounts
reclassified from AOCI
215 (18)95 116 384 6 798 
Change, net of taxes$(5,384)$2,029 $(2,623)$97 $(2,471)$55 $(8,297)
Balance, December 31, 2022$(5,998)$842 $(2,522)$(5,755)$(33,637)$8 $(47,062)

(1)Reflects the after-tax valuation of Citi’s fair value option liabilities. See “Market Valuation Adjustments” in Note 25.
(2)Primarily driven by Citi’s pay floating/receive fixed interest rate swap programs that hedge certain floating rates on assets.
(3)Primarily reflects adjustments based on the quarterly actuarial valuations of the Company’s significant pension and postretirement plans, annual actuarial valuations of all other plans and amortization of amounts previously recognized in other comprehensive income.
(4)Primarily reflects the movements in (by order of impact) the Indian rupee, South Korean won, Euro, Chinese yuan, Russian ruble, Japanese yen and British pound sterling against the U.S. dollar and changes in related tax effects and hedges for the year ended December 31, 2022. Primarily reflects the movements in (by order of impact) the Mexican peso, Euro, South Korean won, Chilean peso and Japanese yen against the U.S. dollar and changes in related tax effects and hedges for the year ended December 31, 2021. Primarily reflects the movements in (by order of impact) the Mexican peso, Brazilian real, South Korean won and Euro against the U.S. dollar and changes in related tax effects and hedges for the year ended December 31, 2020. Amounts recorded in the CTA component of AOCI remain in AOCI until the sale or substantial liquidation of the foreign entity, at which point such amounts related to the foreign entity are reclassified into earnings.
(5)December 31, 2022 reflects a reduction from an approximate $470 million (after-tax) ($620 million pretax) CTA loss (net of hedges) recorded in June 2022, associated with the closing of Citi’s sale of its consumer banking business in Australia (see Note 2). The reduction from AOCI had a neutral impact on Citi’s CET1 Capital.
233
In millions of dollarsNet
unrealized
gains (losses)
on investment securities
Debt valuation adjustment (DVA)(1)
Cash flow hedges(2)
Benefit plans(3)
Foreign
currency
translation
adjustment (CTA), net of hedges(4)
Excluded component of fair value hedges(5)
Accumulated
other
comprehensive income (loss)
Balance, December 31, 2016$(799)$(352)$(560)$(5,164)$(25,506)$—
$(32,381)
Adjustment to opening balance, net
  of taxes(6)
$504
$—
$—
$—
$—
$—
$504
Adjusted balance, beginning of period$(295)$(352)$(560)$(5,164)$(25,506)$—
$(31,877)
Impact of Tax Reform(7)
$(223)$(139)$(113)$(1,020)$(1,809)$—
$(3,304)
Other comprehensive income before
  reclassifications
(186)(426)(111)(158)1,607
—
726
Increase (decrease) due to amounts
  reclassified from AOCI 
(454)(4)86
159
—
—
(213)
Change, net of taxes 
$(863)$(569)$(138)$(1,019)$(202)$—
$(2,791)
Balance, December 31, 2017$(1,158)$(921)$(698)$(6,183)$(25,708)$—
$(34,668)
Adjustment to opening balance, net
  of taxes(8)
$(3)$—
$—
$—
$—
$—
$(3)
Adjusted balance, beginning of period$(1,161)$(921)$(698)$(6,183)$(25,708)$—
$(34,671)
Other comprehensive income before reclassifications(866)1,081
(135)(240)(2,607)(57)(2,824)
Increase (decrease) due to amounts reclassified from AOCI(9)
(223)32
105
166
245
—
325
Change, net of taxes 
$(1,089)$1,113
$(30)$(74)$(2,362)$(57)$(2,499)
Balance at December 31, 2018$(2,250)$192
$(728)$(6,257)$(28,070)$(57)$(37,170)
Other comprehensive income before
  reclassifications
3,065
(1,151)549
(758)(647)25
1,083
Increase (decrease) due to amounts
  reclassified from AOCI
(1,080)15
302
206
326
—
(231)
Change, net of taxes$1,985
$(1,136)$851
$(552)$(321)$25
$852
Balance at December 31, 2019$(265)$(944)$123
$(6,809)$(28,391)$(32)$(36,318)

(1)
Changes in DVA are reflected as a component of AOCI, pursuant to the adoption of ASU 2016-01 relating to the presentation of DVA on fair value option liabilities.

(2)Primarily driven by Citi’s pay fixed/receive floating interest rate swap programs that hedge the floating rates on liabilities.
(3)Primarily reflects adjustments based on the quarterly actuarial valuations of the Company’s significant pension and postretirement plans, annual actuarial valuations of all other plans and amortization of amounts previously recognized in other comprehensive income.
(4)Primarily reflects the movements in (by order of impact) the Indian rupee, Brazilian real, Chilean peso, and Euro against the U.S. dollar and changes in related tax effects and hedges for the year ended December 31, 2019. Primarily reflects the movements in (by order of impact) the Brazilian real, Indian rupee, Mexican peso, and Australian dollar against the U.S. dollar and changes in related tax effects and hedges for the year ended December 31, 2018. Primarily reflects the movements in (by order of impact) the Euro, Mexican peso, Polish zloty and South Korean won against the U.S. dollar and changes in related tax effects and hedges for the year ended December 31, 2017. Amounts recorded in the CTA component of AOCI remain in AOCI until the sale or substantial liquidation of the foreign entity, at which point such amounts related to the foreign entity are reclassified into earnings.
(5)
Beginning in the first quarter of 2018, changes in the excluded component of fair value hedges are reflected as a component of AOCI, pursuant to the early adoption of ASU 2017-12, Targeted Improvements to Accounting for Hedging Activities. See Note 1 of the Consolidated Financial Statements for further information regarding this change.
(6)
In the second quarter of 2017, Citi early adopted ASU 2017-08. Upon adoption, a cumulative effect adjustment was recorded to reduce Retained earnings, effective January 1, 2017, for the incremental amortization of cumulative fair value hedge adjustments on callable state and municipal debt securities. See Note 1 to the Consolidated Financial Statements.
(7)
In the fourth quarter of 2017, Citi adopted ASU 2018-02, which transferred these amounts from AOCI to Retained earnings. See Note 1 to the Consolidated Financial Statements.
(8)
Citi adopted ASU 2016-01 and ASU 2018-03 on January 1, 2018. Upon adoption, a cumulative effect adjustment was recorded from AOCI to Retained earnings for net unrealized gains on former AFS equity securities. For additional information, see Note 1 to the Consolidated Financial Statements.
(9)Includes the impact of the release of foreign currency translation adjustment, net of hedges, upon meeting the accounting trigger for substantial liquidation of Citi’s Japan Consumer Finance business during the fourth quarter of 2018. See Note 1 to the Consolidated Financial Statements.

The pretax and after-tax changes in each component of Accumulated other comprehensive income (loss) were as follows:
In millions of dollarsPretax
Tax effect(1)
After-tax
Balance, December 31, 2016$(42,035)$9,654
$(32,381)
Adjustment to opening balance(2)
803
(299)504
Adjusted balance, beginning of period

$(41,232)$9,355
$(31,877)
Change in net unrealized gains (losses) on investment securities(1,088)225
(863)
Debt valuation adjustment (DVA)(680)111
(569)
Cash flow hedges(37)(101)(138)
Benefit plans14
(1,033)(1,019)
Foreign currency translation adjustment1,795
(1,997)(202)
Change$4
$(2,795)$(2,791)
Balance, December 31, 2017$(41,228)$6,560
$(34,668)
Adjustment to opening balance(3)
(4)1
(3)
Adjusted balance, beginning of period$(41,232)$6,561
$(34,671)
Change in net unrealized gains (losses) on investment securities(1,435)346
(1,089)
Debt valuation adjustment (DVA)1,415
(302)1,113
Cash flow hedges(38)8
(30)
Benefit plans(94)20
(74)
Foreign currency translation adjustment(2,624)262
(2,362)
Excluded component of fair value hedges

(74)17
(57)
Change$(2,850)$351
$(2,499)
Balance, December 31, 2018$(44,082)$6,912
$(37,170)
Change in net unrealized gains (losses) on AFS debt securities2,633
(648)1,985
Debt valuation adjustment (DVA)(1,473)337
(1,136)
Cash flow hedges1,120
(269)851
Benefit plans(671)119
(552)
Foreign currency translation adjustment(332)11
(321)
Excluded component of fair value hedges33
(8)25
Change$1,310
$(458)$852
Balance, December 31, 2019$(42,772)$6,454
$(36,318)

(1)
Includes the impact of ASU 2018-02, which transferred amounts from AOCI to Retained earnings. See Note 1 to the Consolidated Financial Statements.
In millions of dollarsPretax
Tax effect(1)
After-tax
Balance, December 31, 2019$(42,772)$6,454 $(36,318)
Change in net unrealized gains (losses) on debt securities4,799 (1,214)3,585 
Debt valuation adjustment (DVA)(616)141 (475)
Cash flow hedges1,925 (455)1,470 
Benefit plans(78)23 (55)
CTA(227)(23)(250)
Excluded component of fair value hedges(23)8 (15)
Change$5,780 $(1,520)$4,260 
Balance, December 31, 2020$(36,992)$4,934 $(32,058)
Change in net unrealized gains (losses) on debt securities(5,301)1,367 (3,934)
Debt valuation adjustment (DVA)296 (64)232 
Cash flow hedges(1,969)477 (1,492)
Benefit plans1,252 (240)1,012 
CTA(2,671)146 (2,525)
Excluded component of fair value hedges2 (2)— 
Change$(8,391)$1,684 $(6,707)
Balance, December 31, 2021$(45,383)$6,618 $(38,765)
Change in net unrealized gains (losses) on debt securities(7,178)1,794 (5,384)
Debt valuation adjustment (DVA)2,685 (656)2,029 
Cash flow hedges(3,477)854 (2,623)
Benefit plans31 66 97 
CTA(2,004)(467)(2,471)
Excluded component of fair value hedges73 (18)55 
Change$(9,870)$1,573 $(8,297)
Balance, December 31, 2022$(55,253)$8,191 $(47,062)

(1)    Income tax effects of these items are released from AOCI contemporaneously with the related gross pretax amount.
234


(2)
In the second quarter of 2017, Citi early adopted ASU 2017-08. Upon adoption, a cumulative effect adjustment was recorded to reduce Retained earnings, effective January 1, 2017, for the incremental amortization of cumulative fair value hedge adjustments on callable state and municipal debt securities. See Note 1 to the Consolidated Financial Statements.
(3)
Citi adopted ASU 2016-01 and ASU 2018-03 on January 1, 2018. Upon adoption, a cumulative effect adjustment was recorded from AOCI to Retained earnings for net unrealized gains on former AFS equity securities. For additional information, see Note 1 to the Consolidated Financial Statements.






The Company recognized pretax gains (losses)(gains) losses related to amounts in AOCI reclassified to the Consolidated Statement of Income as follows:
 
Increase (decrease) in AOCI due to amounts reclassified to Consolidated Statement of Income
 Year ended December 31,
In millions of dollars201920182017
Realized (gains) losses on sales of investments$(1,474)$(421)$(778)
Gross impairment losses23
125
63
Subtotal, pretax$(1,451)$(296)$(715)
Tax effect371
73
261
Net realized (gains) losses on investments, after-tax(1)
$(1,080)$(223)$(454)
Realized DVA (gains) losses on fair value option liabilities, pretax$20
$41
$(7)
Tax effect(5)(9)3
Net realized DVA, after-tax$15
$32
$(4)
Interest rate contracts$384
$301
$126
Foreign exchange contracts7
17
10
Subtotal, pretax$391
$318
$136
Tax effect(89)(213)(50)
Amortization of cash flow hedges, after-tax(2)
$302
$105
$86
Amortization of unrecognized   
Prior service cost (benefit)$(12)$(34)$(42)
Net actuarial loss286
248
271
Curtailment/settlement impact(3)
1
6
17
Subtotal, pretax$275
$220
$246
Tax effect(69)(54)(87)
Amortization of benefit plans, after-tax(3)
$206
$166
$159
Foreign currency translation adjustment$—
$34
$—
Tax effect326
211
—
Foreign currency translation adjustment$326
$245
$—
Total amounts reclassified out of AOCI, pretax
$(765)$317
$(340)
Total tax effect534
8
127
Total amounts reclassified out of AOCI, after-tax
$(231)$325
$(213)
(1)
The pretax amount is reclassified to
Realized gains (losses) on sales of investments, net and Gross impairment losses in the Consolidated Statement of Income. See Note 13 to the Consolidated Financial Statements for additional details.
(2)See Note 22 to the Consolidated Financial Statements for additional details.
(3)See Note 8 to the Consolidated Financial Statements for additional details.

Increase (decrease) in AOCI due to amounts reclassified to Consolidated Statement of Income
Year ended December 31,
In millions of dollars202220212020
Realized (gains) losses on sales of investments$(67)$(665)$(1,756)
Gross impairment losses360 181 109 
Subtotal, pretax$293 $(484)$(1,647)
Tax effect(78)106 395 
Net realized (gains) losses on investments, after-tax(1)
$215 $(378)$(1,252)
Realized DVA (gains) losses on fair value option liabilities, pretax$(25)$144 $20 
Tax effect7 (33)(5)
Net realized DVA, after-tax$(18)$111 $15 
Interest rate contracts$125 $(1,075)$(734)
Foreign exchange contracts4 4 4 
Subtotal, pretax$129 $(1,071)$(730)
Tax effect(34)258 173 
Amortization of cash flow hedges, after-tax(2)
$95 $(813)$(557)
Amortization of unrecognized:
Prior service cost (benefit)$(23)$(23)$(5)
Net actuarial loss221 302 322 
Curtailment/settlement impact(3)
(37)11 (8)
Subtotal, pretax$161 $290 $309 
Tax effect(45)(75)(77)
Amortization of benefit plans, after-tax(3)
$116 $215 $232 
Excluded component of fair value hedges, pretax$9 $15 $— 
Tax effect(3)(4)— 
Excluded component of fair value hedges, after-tax$6 $11 $— 
CTA, pretax$438 $19 $— 
Tax effect(54)(7)— 
CTA, after-tax(4)
$384 $12 $— 
Total amounts reclassified out of AOCI, pretax
$1,005 $(1,087)$(2,048)
Total tax effect(207)245 486 
Total amounts reclassified out of AOCI, after-tax
$798 $(842)$(1,562)

(1)The pretax amount is reclassified to Realized gains (losses) on sales of investments, net and Gross impairment losses in the Consolidated Statement of Income. See Note 13 for additional details.
(2)See Note 23 for additional details.
(3)See Note 8 for additional details.
(4)The pretax amount is reclassified to Discontinued operations and Other revenue in the Consolidated Statement of Income, and results primarily from the substantial liquidation of a legacy U.K. consumer operation and divestitures of certain legacy foreign operations. See Note 2 for additional details.

20.235


21.  PREFERRED STOCK


The following table summarizes the Company’s preferred stock outstanding:

     Redemption
price per depositary
share/preference share		 
Carrying value
 in millions of dollars
 Issuance dateRedeemable by issuer beginningDividend
rate		Number
of depositary
shares		December 31,
2019		December 31,
2018
Series A(1)
October 29, 2012January 30, 20235.950%$1,000
1,500,000
$1,500
$1,500
Series B(2)
December 13, 2012February 15, 20235.900
1,000
750,000
750
750
Series D(3)
April 30, 2013May 15, 20235.350
1,000
1,250,000
1,250
1,250
Series J(4)
September 19, 2013September 30, 20237.125
25
38,000,000
950
950
Series K(5)
October 31, 2013November 15, 20236.875
25
59,800,000
1,495
1,495
Series L(6)
February 12, 2014February 12, 20196.875
25
19,200,000
—
480
Series M(7)
April 30, 2014May 15, 20246.300
1,000
1,750,000
1,750
1,750
Series N(8)
October 29, 2014November 15, 20195.800
1,000
1,500,000
—
1,500
Series O(9)
March 20, 2015March 27, 20205.875
1,000
1,500,000
1,500
1,500
Series P(10)
April 24, 2015May 15, 20255.950
1,000
2,000,000
2,000
2,000
Series Q(11)
August 12, 2015August 15, 20205.950
1,000
1,250,000
1,250
1,250
Series R(12)
November 13, 2015November 15, 20206.125
1,000
1,500,000
1,500
1,500
Series S(13)
February 2, 2016February 12, 20216.300
25
41,400,000
1,035
1,035
Series T(14)
April 25, 2016August 15, 20266.250
1,000
1,500,000
1,500
1,500
Series U(15)
September 12, 2019September 12, 20245.000
1,000
1,500,000
1,500
—
    
 
 $17,980
$18,460
   Redemption
price per depositary
share/preference share		 
Carrying value
 (in millions of dollars)
 Issuance dateRedeemable by issuer beginningDividend
rate		Number
of depositary
shares		December 31,
2022		December 31,
2021
Series A(1)
October 29, 2012January 30, 20235.950 %$1,000 1,500,000 $1,500 $1,500 
Series B(2)
December 13, 2012February 15, 20235.900 1,000 750,000 750 750 
Series D(3)
April 30, 2013May 15, 20235.350 1,000 1,250,000 1,250 1,250 
Series J(4)
September 19, 2013September 30, 20237.125 25 38,000,000 950 950 
Series K(5)
October 31, 2013November 15, 20236.875 25 59,800,000 1,495 1,495 
Series M(6)
April 30, 2014May 15, 20246.300 1,000 1,750,000 1,750 1,750 
Series P(7)
April 24, 2015May 15, 20255.950 1,000 2,000,000 2,000 2,000 
Series T(8)
April 25, 2016August 15, 20266.250 1,000 1,500,000 1,500 1,500 
Series U(9)
September 12, 2019September 12, 20245.000 1,000 1,500,000 1,500 1,500 
Series V(10)
January 23, 2020January 30, 20254.700 1,000 1,500,000 1,500 1,500 
Series W(11)
December 10, 2020December 10, 20254.000 1,000 1,500,000 1,500 1,500 
Series X(12)
February 18, 2021February 18, 20263.875 1,000 2,300,000 2,300 2,300 
Series Y(13)
October 20, 2021October 20, 20264.150 1,000 1,000,000 1,000 1,000 
  $18,995 $18,995 
(1)

(1)Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on January 30 and July 30 at a fixed rate until, but excluding, January 30, 2023, thereafter payable quarterly on January 30, April 30, July 30 and October 30 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(2)
Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on February 15 and August 15 at a fixed rate until February 15, 2023, thereafter payable quarterly on February 15, May 15, August 15 and November 15 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(3)
Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on May 15 and November 15 at a fixed rate until May 15, 2023, thereafter payable quarterly on February 15, May 15, August 15 and November 15 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(4)
Issued as depositary shares, each representing a 1/1,000th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable quarterly on March 30, June 30, September 30 and December 30 at a fixed rate until September 30, 2023, thereafter payable quarterly on the same dates at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(5)
Issued as depositary shares, each representing a 1/1,000th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable quarterly on February 15, May 15, August 15 and November 15 at a fixed rate until November 15, 2023, thereafter payable quarterly on the same dates at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(6)The Series L preferred stock was redeemed in full on February 12, 2019.
(7)
Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on May 15 and November 15 at a fixed rate until May 15, 2024, thereafter payable quarterly on February 15, May 15, August 15 and November 15 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(8)The Series N preferred stock was redeemed in full on November 15, 2019.
(9)
Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on March 27 and September 27 at a fixed rate until, but excluding, March 27, 2020, and thereafter payable quarterly on March 27, June 27, September 27 and December 27 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(10)
Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on May 15 and November 15 at a fixed rate until, but excluding, May 15, 2025, and thereafter payable quarterly on February 15, May 15, August 15 and November 15 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(11)
Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on February 15 and August 15 at a fixed rate until, but excluding, August 15, 2020, and thereafter payable quarterly on February 15, May 15, August 15 and November 15 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(12)
Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on May 15 and November 15 at a fixed rate until, but excluding, November 15, 2020, and thereafter payable quarterly on February 15, May 15, August 15 and November 15 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(13)
Issued as depositary shares, each representing a 1/1,000th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable quarterly on February 12, May 12, August 12 and November 12 at a fixed rate, in each case when, as and if declared by the Citi Board of Directors.
(14)
Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on February 15 and August 15 at a fixed rate until, but excluding, August 15, 2026, thereafter payable quarterly on February 15, May 15, August 15 and November 15 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.

(15)
Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on March 12 and September 12 at a fixed rate until, but excluding, September 12, 2024, thereafter payable quarterly on March 12, June 12, September 12 and December 12 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.

During 2019, Citi distributed $1,109 million in dividends on its outstanding preferred stock. On January 15, 2020, Citi declared preferred dividends of approximately $291 million for the first quarter of 2020. During the first quarter of 2020, Citi issued 1.5 million Series V preferred shares for $1.5 billion. Semi-annual dividends on Series V, assuming such dividends are declared by the Citi Board of Directors, will be distributed beginningDirectors.
(2)Issued as depositary shares, each representing a 1/25th interest in a share of the third quartercorresponding series of 2020. Asnon-cumulative perpetual preferred stock. Dividends are payable semiannually on February 15 and August 15 at a fixed rate until, but excluding, February 15, 2023, thereafter payable quarterly on February 15, May 15, August 15 and November 15 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(3)Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on May 15 and November 15 at a fixed rate until, but excluding, May 15, 2023, thereafter payable quarterly on February 21, 2020,15, May 15, August 15 and November 15 at a floating rate, in each case when, as and if declared by the Citi estimates it will distributeBoard of Directors.
(4)Issued as depositary shares, each representing a 1/1,000th interest in a share of the corresponding series of non-cumulative perpetual preferred dividendsstock. Dividends are payable quarterly on March 30, June 30, September 30 and December 30 at a fixed rate until, but excluding, September 30, 2023, thereafter payable quarterly on the same dates at a floating rate, in each case when, as and if declared by the Citi Board of approximately $253 million, $328 millionDirectors.
(5)Issued as depositary shares, each representing a 1/1,000th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable quarterly on February 15, May 15, August 15 and $253 millionNovember 15 at a fixed rate until, but excluding, November 15, 2023, thereafter payable quarterly on the same dates at a floating rate, in each case when, as and if declared by the second, thirdCiti Board of Directors.
(6)Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on May 15 and fourth quartersNovember 15 at a fixed rate until, but excluding, May 15, 2024, thereafter payable quarterly on February 15, May 15, August 15 and November 15 at a floating rate, in each case when, as and if declared by the Citi Board of 2020, respectively.Directors.

(7)Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on May 15 and November 15 at a fixed rate until, but excluding, May 15, 2025, and thereafter payable quarterly on February 15, May 15, August 15 and November 15 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.

(8)Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on February 15 and August 15 at a fixed rate until, but excluding, August 15, 2026, thereafter payable quarterly on February 15, May 15, August 15 and November 15 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(9)Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on March 12 and September 12 at a fixed rate until, but excluding, September 12, 2024, thereafter payable quarterly on March 12, June 12, September 12 and December 12 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(10)Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable semiannually on January 30 and July 30 at a fixed rate until, but excluding, January 30, 2025, thereafter payable quarterly on January 30, April 30, July 30 and October 30 at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(11)Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable quarterly on March 10, June 10, September 10 and December 10 at a fixed rate until, but excluding, December 10, 2025, thereafter payable quarterly on the same dates at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(12)Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable quarterly on February 18, May 18, August 18 and November 18 at a fixed rate until, but excluding, February 18, 2026, thereafter payable quarterly on the same dates at a floating rate, in each case when, as and if declared by the Citi Board of Directors.
(13)Issued as depositary shares, each representing a 1/25th interest in a share of the corresponding series of non-cumulative perpetual preferred stock. Dividends are payable quarterly on February 15, May 15, August 15 and November 15 at a fixed rate until, but excluding, November 15, 2026, thereafter payable quarterly on the same dates at a floating rate, in each case when, as and if declared by the Citi Board of Directors.

236


21.22. SECURITIZATIONS AND VARIABLE INTEREST ENTITIES

Uses of Special Purpose Entities
A special purpose entity (SPE) is an entity designed to fulfill a specific limited need of the company that organized it. The principal uses of SPEs by Citi are to obtain liquidity and favorable capital treatment by securitizing certain financial assets, to assist clients in securitizing their financial assets and to create investment products for clients.clients and to obtain liquidity and optimize capital efficiency by securitizing certain of Citi’s financial assets. SPEs may be organized in various legal forms, including trusts, partnerships or corporations. In a securitization, through the SPE’s issuance of debt and equity instruments, certificates, commercial paper or other notes of indebtedness, the company transferring assets to the SPE converts all (or a portion) of those assets into cash before they would have been realized in the normal course of business. These issuances are recorded on the balance sheet of the SPE, which may or may not be consolidated onto the balance sheet of the company that organized the SPE.
Investors usually have recourse only to the assets in the SPE, but may also benefit from other credit enhancements, such as a collateral account, a line of credit or a liquidity facility, such as a liquidity put option or asset purchase agreement. Because of these enhancements, the SPE issuances typically obtain a more favorable credit rating than the transferor could obtain for its own debt issuances. This results in less expensive financing costs than unsecured debt. The SPE may also enter into derivative contracts in order to convert the yield or currency of the underlying assets to match the needs of the SPE investors or to limit or change the credit risk of the SPE. Citigroup may be the provider of certain credit enhancements as well as the counterparty to any related derivative contracts.
Most of Citigroup’s SPEs are variable interest entities (VIEs), as described below..

Variable Interest Entities
VIEs are entities that have either a total equity investment that is insufficient to permit the entity to finance its activities without additional subordinated financial support or whose equity investors lack the characteristics of a controlling financial interest (i.e., ability to make significant decisions through voting rights or similar rights and a right to receive the expected residual returns of the entity or an obligation to absorb the expected losses of the entity).described in Note 1. Investors that finance the VIE through debt or equity interests or other counterparties providing other forms of support, such as guarantees, certain fee arrangements or certain types of derivative contracts, are variable interest holders in the entity.
The variable interest holder, if any, that has a controlling financial interest in a VIE is deemed to be the primary beneficiary and must consolidate the VIE. Citigroup would be deemed to have a controlling financial interest and be the primary beneficiary if it has both of the following characteristics:

power to direct the activities of the VIE that most significantly impact the entity’s economic performance; and
an obligation to absorb losses of the entity that could potentially be significant to the VIE, or a right to receive benefits from the entity that could potentially be significant to the VIE.

The Company must evaluate each VIE to understand the purpose and design of the entity, the role the Company had in the entity’s design and its involvement in the VIE’s ongoing activities. The Company then must evaluate which activities most significantly impact the economic performance of the VIE and who has the power to direct such activities.
For those VIEs where the Company determines that it has the power to direct the activities that most significantly impact the VIE’s economic performance, the Company must then evaluate its economic interests, if any, and determine whether it could absorb losses or receive benefits that could potentially be significant to the VIE. When evaluating whether the Company has an obligation to absorb losses that could potentially be significant, it considers the maximum exposure to such loss without consideration of probability. Such obligations could be in various forms, including, but not limited to, debt and equity investments, guarantees, liquidity agreements and certain derivative contracts.
In various other transactions, the Company may (i) act as a derivative counterparty (for example,(e.g., interest rate swap, cross-currency swap or purchaser of credit protection under a credit default swap or total return swap where the Company pays the total return on certain assets to the SPE), (ii) act as underwriter or placement agent, (iii) provide administrative, trustee or other services or (iv) make a market in debt securities or other instruments issued by VIEs. The Company generally considers such involvement, by itself, not to be variable interests and thus not an indicator of power or potentially significant benefits or losses.


237


Citigroup’s involvement with consolidated and unconsolidated VIEs with which the Company holds significant variable interests or has continuing involvement through servicing a majority of the assets in a VIE is presented below:
As of December 31, 2019As of December 31, 2022
 
Maximum exposure to loss in significant unconsolidated VIEs(1)
Maximum exposure to loss in significant unconsolidated VIEs(1)
 
Funded exposures(2)
Unfunded exposures 
Funded exposures(2)
Unfunded exposures
In millions of dollars
Total
involvement
with SPE
assets
Consolidated
VIE/SPE assets
Significant
unconsolidated
VIE assets(3)
Debt
investments
Equity
investments
Funding
commitments
Guarantees
and
derivatives
TotalIn millions of dollarsTotal
involvement
with SPE
assets		Consolidated
VIE/SPE assets
Significant
unconsolidated
VIE assets(3)
Debt
investments		Equity
investments		Funding
commitments		Guarantees
and
derivatives		Total
Credit card securitizations$43,534
$43,534
$—
$—
$—
$—
$—
$—
Credit card securitizations$32,021 $32,021 $— $— $— $— $— $— 
Mortgage securitizations(4)
   
Mortgage securitizations(4)
U.S. agency-sponsored117,374
—
117,374
2,671
—
—
72
2,743
U.S. agency-sponsored117,358 — 117,358 2,052 — — 48 2,100 
Non-agency-sponsored39,608
1,187
38,421
876
—
—
1
877
Non-agency-sponsored67,704 — 67,704 3,294 — — — 3,294 
Citi-administered asset-backed commercial paper conduits15,622
15,622
—
—
—
—
—
—
Citi-administered asset-backed commercial paper conduits19,621 19,621 — — — — — — 
Collateralized loan obligations (CLOs)17,395
—
17,395
4,199
—
—
—
4,199
Collateralized loan obligations (CLOs)7,600 — 7,600 2,601 — — — 2,601 
Asset-based financing196,728
6,139
190,589
23,756
1,151
9,524
—
34,431
Asset-based financing(5)
Asset-based financing(5)
242,348 9,672 232,676 40,121 1,022 10,726 — 51,869 
Municipal securities tender option bond trusts (TOBs)6,950
1,458
5,492
4
—
3,544
—
3,548
Municipal securities tender option bond trusts (TOBs)2,155 672 1,483 2 — 1,108 — 1,110 
Municipal investments20,312
—
20,312
2,636
4,274
3,034
—
9,944
Municipal investments22,167 3 22,164 2,731 3,143 3,420 — 9,294 
Client intermediation1,455
1,391
64
4
—
—
—
4
Client intermediation482 121 361 58 — — 13 71 
Investment funds827
174
653
5
—
16
1
22
Investment funds534 91 443 2 5 68 — 75 
Other352
1
351
169
—
39
—
208
Other— — — — — — — — 
Total$460,157
$69,506
$390,651
$34,320
$5,425
$16,157
$74
$55,976
Total$511,990 $62,201 $449,789 $50,861 $4,170 $15,322 $61 $70,414 
As of December 31, 2021
Maximum exposure to loss in significant unconsolidated VIEs(1)
Funded exposures(2)
Unfunded exposures
In millions of dollarsTotal
involvement
with SPE
assets		Consolidated
VIE/SPE assets
Significant
unconsolidated
VIE assets(3)
Debt
investments		Equity
investments		Funding
commitments		Guarantees
and
derivatives		Total
Credit card securitizations$31,518 $31,518 $— $— $— $— $— $— 
Mortgage securitizations(4)
U.S. agency-sponsored113,641 — 113,641 1,582 — — 43 1,625 
Non-agency-sponsored60,851 632 60,219 2,479 — 5 — 2,484 
Citi-administered asset-backed commercial paper conduits14,018 14,018 — — — — — — 
Collateralized loan obligations (CLOs)8,302 — 8,302 2,636 — — — 2,636 
Asset-based financing(5)
246,632 11,085 235,547 32,242 1,139 12,189 — 45,570 
Municipal securities tender option bond trusts (TOBs)3,251 905 2,346 2 — 1,498 — 1,500 
Municipal investments20,597 3 20,594 2,512 3,617 3,562 — 9,691 
Client intermediation904 297 607 75 — — 224 299 
Investment funds498 179 319 — — 12 1 13 
Other— — — — — — — — 
Total$500,212 $58,637 $441,575 $41,528 $4,756 $17,266 $268 $63,818 

(1)    The definition of maximum exposure to loss is included in the text that follows this table.
(2)    Included on Citigroup’s December 31, 2022 and 2021 Consolidated Balance Sheet.
(3)    A significant unconsolidated VIE is an entity in which the Company has any variable interest or continuing involvement considered to be significant, regardless of the likelihood of loss.
(4)    Citigroup mortgage securitizations also include agency and non-agency (private label) re-securitization activities. These SPEs are not consolidated. See “Re-securitizations” below for further discussion.
(5)    Included within this line are loans to third-party-sponsored private equity funds, which represent $69 billion and $100 billion in unconsolidated VIE assets and $498 million and $497 million in maximum exposure to loss as of December 31, 2022 and 2021, respectively.
 As of December 31, 2018
    
Maximum exposure to loss in significant unconsolidated VIEs(1)
    
Funded exposures(2)
Unfunded exposures 
In millions of dollars
Total
involvement
with SPE
assets
Consolidated
VIE/SPE assets
Significant
unconsolidated
VIE assets(3)
Debt
investments
Equity
investments
Funding
commitments
Guarantees
and
derivatives
Total
Credit card securitizations$46,232
$46,232
$—
$—
$—
$—
$—
$—
Mortgage securitizations(4)
        
U.S. agency-sponsored116,563
—
116,563
3,038
—
—
60
3,098
Non-agency-sponsored30,886
1,498
29,388
431
—
—
1
432
Citi-administered asset-backed commercial paper conduits18,750
18,750
—
—
—
—
—
—
Collateralized loan obligations (CLOs)21,837
—
21,837
5,891
—
—
9
5,900
Asset-based financing99,433
628
98,805
21,640
715
9,757
—
32,112
Municipal securities tender option bond trusts (TOBs)7,998
1,776
6,222
9
—
4,262
—
4,271
Municipal investments18,044
3
18,041
2,813
3,922
2,738
—
9,473
Client intermediation858
614
244
172
—
—
2
174
Investment funds1,272
440
832
12
—
1
1
14
Other63
3
60
37
—
23
—
60
Total$361,936
$69,944
$291,992
$34,043
$4,637
$16,781
$73
$55,534
238


(1)The definition of maximum exposure to loss is included in the text that follows this table.
(2)Included on Citigroup’s December 31, 2019 and 2018 Consolidated Balance Sheet.
(3)A significant unconsolidated VIE is an entity in which the Company has any variable interest or continuing involvement considered to be significant, regardless of the likelihood of loss.
(4)Citigroup mortgage securitizations also include agency and non-agency (private label) re-securitization activities. These SPEs are not consolidated. See “Re-securitizations” below for further discussion.




The previous tables do not include:

certain venture capital investments made by some of the Company’s private equity subsidiaries, as the Company accounts for these investments in accordance with the Investment Company Audit Guide (codified in ASC 946);
•certain investment funds for which the Company provides investment management services and personal estate trusts for which the Company provides administrative, trustee and/or investment management services;
•certain third-party sponsoredthird-party-sponsored private equity funds to which the Company provides secured credit facilities. The Company has no decision-making power and does not consolidate these funds, some of which may meet the definition of a VIE. The Company’s maximum exposure to loss is generally limited to a loan or lending-related commitment (forcommitment. As of December 31, 2022 and 2021, the Company’s maximum exposure to loss related to these transactions was $33.6 billion and $55.6 billion, respectively (see Notes 14 and 26 for more information on these positions, see Notes 14 and 26 to the Consolidated Financial Statements)positions);
•certain VIEs structured by third parties in which the Company holds securities in inventory, as these investments are made on arm’s-length terms;
•
•certain positions in mortgage- and asset-backed securities held by the Company, which are classified as Trading account assets or Investments, in which the Company has no other involvement with the related securitization entity deemed to be significant (see Notes 13 and 25 for more information on these positions);
•Trading account assets or Investments, in which the Company has no other involvement with the related securitization entity deemed to be significant (for more information on these positions, see Notes 13 and 24 to the Consolidated Financial Statements);
•
certain representations and warranties exposures in legacy ICG-sponsored mortgage- and asset-backed securitizations in which the Company has no variable interest or continuing involvement as servicer. The outstanding balance of mortgage loans securitized during 2005 to 2008 in which the Company has no variable interest or continuing involvement as servicer was approximately $6 billion and $7 billion at December 31, 2019 and 2018, respectively;
certain representations and warranties exposures in Citigroup residential mortgage securitizations, in which the original mortgage loan balances are no longer outstanding; and
•VIEs such as trust preferred securities trusts used in connection with the Company’s funding activities. The Company does not have a variable interest in these trusts.


The asset balances for consolidated VIEs represent the carrying amounts of the assets consolidated by the Company. The carrying amount may represent the amortized cost or the current fair value of the assets depending on the legal formclassification of the asset (e.g., loan or security) and the Company’s standardassociated accounting policies for the asset type and line of business.model ascribed to that classification.
The asset balances for unconsolidated VIEs in which the Company has significant involvement represent the most current information available to the Company. In most cases, the asset balances represent an amortized cost basis without regard to impairments, unless fair value information is readily available to the Company.
The maximum funded exposure represents the balance sheet carrying amount of the Company’s investment in the VIE. It reflects the initial amount of cash invested in the VIE, adjusted for any accrued interest and cash principal payments received. The carrying amount may also be adjusted for increases or declines in fair value or any impairment in value recognized in earnings. The maximum exposure of unfunded positions represents the remaining undrawn committed amount, including liquidity and credit facilities provided by the Company or the notional amount of a derivative instrument considered to be a variable interest. In certain transactions, the Company has entered into derivative instruments or other arrangements that are not considered variable interests in the VIE (e.g., interest rate swaps, cross-currency swaps or where the Company is the purchaser of credit protection under a credit default swap or total return swap where the Company pays the total return on certain assets to the SPE). Receivables under such arrangements are not included in the maximum exposure amounts.

239


The following tables present certain assets and liabilities of consolidated variable interest entities (VIEs), which are included on Citi’s Consolidated Balance Sheet. The assets in the table below include those assets that can only be used to settle obligations of consolidated VIEs, presented on the following page, and are in excess of those obligations. In addition, the assets in the table below include third-party assets of consolidated VIEs only and exclude intercompany balances that eliminate in consolidation. The liabilities in the table below include third-party liabilities of consolidated VIEs only and exclude intercompany balances that eliminate in consolidation. The liabilities also exclude amounts where creditors or beneficial interest holders have recourse to the general credit of Citigroup.

December 31,
In millions of dollars20222021
Assets of consolidated VIEs to be used to settle obligations of consolidated VIEs  
Cash and due from banks$61 $260 
Trading account assets9,153 10,038 
Investments594 844 
Loans, net of unearned income 
Consumer35,026 34,677 
Corporate19,782 14,312 
Loans, net of unearned income$54,808 $48,989 
Allowance for credit losses on loans (ACLL)(2,520)(2,668)
Total loans, net$52,288 $46,321 
Other assets105 1,174 
Total assets of consolidated VIEs to be used to settle obligations of consolidated VIEs$62,201 $58,637 

December 31,
In millions of dollars20222021
Liabilities of consolidated VIEs for which creditors or beneficial interest holders
do not have recourse to the general credit of Citigroup		  
Short-term borrowings$9,807 $8,376 
Long-term debt10,324 12,579 
Other liabilities622 694 
Total liabilities of consolidated VIEs for which creditors or beneficial interest holders
do not have recourse to the general credit of Citigroup		$20,753 $21,649 


Funding Commitments for Significant Unconsolidated VIEs—Liquidity Facilities and Loan Commitments
The following table presents the notional amount of liquidity facilities and loan commitments that are classified as funding commitments in the VIE tables above:
 December 31, 2019December 31, 2018
In millions of dollars
Liquidity
facilities
Loan/equity
commitments
Liquidity
facilities
Loan/equity
commitments
Asset-based financing$—
$9,524
$—
$9,757
Municipal securities tender option bond trusts (TOBs)3,544
—
4,262
—
Municipal investments—
3,034
—
2,738
Investment funds—
16
—
1
Other—
39
—
23
Total funding commitments$3,544
$12,613
$4,262
$12,519

December 31, 2022December 31, 2021
In millions of dollarsLiquidity
facilities		Loan/equity
commitments		Liquidity
facilities		Loan/equity
commitments
Non-agency-sponsored mortgage securitizations$— $— $— $5 
Asset-based financing— 10,726 — 12,189 
Municipal securities tender option bond trusts (TOBs)1,108 — 1,498 — 
Municipal investments— 3,420 — 3,562 
Investment funds— 68 — 12 
Other— — — — 
Total funding commitments$1,108 $14,214 $1,498 $15,768 

240


Consolidated VIEs
The Company engages in on-balance sheet securitizations, which are securitizations that do not qualify for sales treatment; thus, the assets remain on Citi’s Consolidated Balance Sheet, and any proceeds received are recognized as secured liabilities. The consolidated VIEs represent more than a hundred separate entities with which the Company is involved. In general, the third-party investors in the obligations of consolidated VIEs have legal recourse only to the assets of the respective VIEs and do not have such recourse to the Company, except where Citi has provided a guarantee to the investors or is the counterparty to certain
derivative transactions involving the VIE. Thus, Citigroup’s
maximum legal exposure to loss related to consolidated VIEs is significantly less than the carrying value of the consolidated VIE assets due to outstanding third-party financing.
Intercompany assets and liabilities are excluded from Citi’s Consolidated Balance Sheet. All VIE assets are restricted from being sold or pledged as collateral. The cash flows from these assets are the only source used to pay down the associated liabilities, which are non-recourse to Citi’s general assets. See the Consolidated Balance Sheet for more information about these Consolidated VIE assets and liabilities.



Significant Interests in Unconsolidated VIEs—Balance Sheet Classification
The following table presents the carrying amounts and classification of significant variable interests in unconsolidated VIEs:
In billions of dollarsDecember 31, 2019December 31, 2018
Cash$—
$—
Trading account assets2.6
3.0
Investments9.9
10.7
Total loans, net of allowance26.7
24.5
Other0.5
0.5
Total assets$39.7
$38.7


In billions of dollarsDecember 31, 2022December 31, 2021
Cash$— $— 
Trading account assets1.6 1.4 
Investments8.6 8.8 
Total loans, net of allowance44.2 35.4 
Other0.6 0.8 
Total assets$55.0 $46.4 
241


Credit Card Securitizations
The Company securitizes credit card receivables through trusts established to purchase the receivables. Citigroup transfers receivables into the trusts on a non-recourse basis. Credit card securitizations are revolving securitizations: as customers pay their credit card balances, the cash proceeds are used to purchase new receivables and replenish the receivables in the trust.
Substantially all of the Company’s credit card securitization activity is through 2two trusts—Citibank Credit Card Master Trust (Master Trust) and Citibank Omni Master Trust (Omni Trust), with the substantial majority through the Master Trust. These trusts are consolidated entities because, as
servicer, Citigroup has the power to direct the activities that most significantly impact the economic performance of the trusts. Citigroup holds a seller’s interest and certain securities issued by the trusts, which could result in exposure to potentially significant losses or benefits from the trusts. Accordingly, the transferred credit card receivables remain on Citi’s Consolidated Balance Sheet with 0no gain or loss recognized. The debt issued by the trusts to third parties is included on Citi’s Consolidated Balance Sheet.
Citi utilizes securitizations as one of the sources of funding for its business in North America.America. The following table reflects amounts related to the Company’s securitized credit card receivables:

In billions of dollarsDecember 31, 2019December 31, 2018
Ownership interests in principal amount of trust credit card receivables
   Sold to investors via trust-issued securities$19.7
$27.3
   Retained by Citigroup as trust-issued securities6.2
7.6
   Retained by Citigroup via non-certificated interests17.8
11.3
Total$43.7
$46.2

In billions of dollarsDecember 31, 2022December 31, 2021
Ownership interests in principal amount of trust credit card receivables
Sold to investors via trust-issued securities$7.9 $9.7 
Retained by Citigroup as trust-issued securities6.4 7.2 
Retained by Citigroup via non-certificated interests19.5 16.1 
Total$33.8 $33.0 


The following table summarizes selected cash flow information related to Citigroup’s credit card securitizations:
In billions of dollars201920182017
Proceeds from new securitizations$—
$6.8
$11.1
Pay down of maturing notes(7.6)(8.3)(5.0)

In billions of dollars202220212020
Proceeds from new securitizations$0.3 $— $0.3 
Pay down of maturing notes(2.1)(6.0)(4.3)

Managed Loans
After securitization of credit card receivables, the Company continues to maintain credit card customer account relationships and provides servicing for receivables transferred to the trusts. As a result, the Company considers the securitized credit card receivables to be part of the business it manages. As Citigroup consolidates the credit card trusts, all managed securitized card receivables are on-balance sheet.

Funding, Liquidity Facilities and Subordinated Interests
As noted above, Citigroup securitizes credit card receivables through 2two securitization trusts—Master Trust and Omni Trust. The liabilities of the trusts are included on the Consolidated Balance Sheet, excluding those retained by Citigroup.


Master Trust Liabilities (at Par Value)
The Master Trust issues fixed- and floating-rate term notes. Some of the term notes may be issued to multi-seller commercial paper conduits. The weighted average maturity of
the third-party term notes issued by the Master Trust was 3.13.5 years as of December 31, 20192022 and 3.03.6 years as of December 31, 2018.2021.
In billions of dollarsDec. 31, 2019Dec. 31, 2018
Term notes issued to third parties$18.2
$25.8
Term notes retained by Citigroup affiliates4.3
5.7
Total Master Trust liabilities$22.5
$31.5

In billions of dollarsDec. 31, 2022Dec. 31, 2021
Term notes issued to third parties$6.3 $8.4 
Term notes retained by Citigroup affiliates1.6 2.2 
Total Master Trust liabilities$7.9 $10.6 

Omni Trust Liabilities (at Par Value)
The Omni Trust issues fixed- and floating-rate term notes, some of which are purchased by multi-seller commercial paper conduits. The weighted average maturity of the third-party term notes issued by the Omni Trust was 2.2 years as of December 31, 2022 and 1.6 years as of December 31, 2019 and 2.7 years as of December 31, 2018.2021.
In billions of dollarsDec. 31, 2019Dec. 31, 2018
Term notes issued to third parties$1.5
$1.5
Term notes retained by Citigroup affiliates1.9
1.9
Total Omni Trust liabilities$3.4
$3.4

In billions of dollarsDec. 31, 2022Dec. 31, 2021
Term notes issued to third parties$1.6 $1.3 
Term notes retained by Citigroup affiliates4.8 5.0 
Total Omni Trust liabilities$6.4 $6.3 


242


Mortgage Securitizations
Citigroup provides a wide range of mortgage loan products to a diverse customer base. Once originated, the Company often securitizes these loans through the use of VIEs. These VIEs are funded through the issuance of trust certificates backed solely by the transferred assets. These certificates have the same life as the transferred assets. In addition to providing a source of liquidity and less expensive funding, securitizing these assets also reduces Citi’s credit exposure to the borrowers. These mortgage loan securitizations are primarily non-recourse, thereby effectively transferring the risk of future credit losses to the purchasers of the securities issued by the trust.
Citi’s U.S. consumer mortgage business generally retains the servicing rights and in certain instances retains investment securities, interest-only strips and residual interests in future cash flows from the trusts and also provides servicing for a limited number of ICG securitizations. Citi’s ICG business may hold investment securities pursuant to credit risk retention rules or in connection with secondary market-making activities.
The Company securitizes mortgage loans generally through either a U.S. government-sponsored agency, such as Ginnie Mae, Fannie Mae or Freddie Mac (U.S. agency-sponsored mortgages), or private label (non-agency-sponsored
mortgages) securitization. Citi is not the primary beneficiary
of its U.S. agency-sponsored mortgage securitization entities because Citigroup does not have the power to direct the activities of the VIEs that most significantly impact the entities’ economic performance. Therefore, Citi does not consolidate these U.S. agency-sponsored mortgage securitization entities. Substantially all of the consumer loans sold or securitized through non-consolidated trusts by Citigroup are U.S. prime residential mortgage loans. Retained interests in non-consolidated agency-sponsored mortgage securitization trusts are classified as Trading account assets, except for MSRs, which are included in Other assets on Citigroup’s Consolidated Balance Sheet.
Citigroup does not consolidate certain non-agency-sponsored mortgage securitization entities because Citi is either not the servicer with the power to direct the significant activities of the entity or Citi is the servicer, but the servicing relationship is deemed to be a fiduciary relationship; therefore, Citi is not deemed to be the primary beneficiary of the entity.
In certain instances, the Company has (i) the power to direct the activities that most significantly impact the entities’ economic performance and (ii) the obligation to either absorb losses or the right to receive benefits that could be potentially significant to its non-agency-sponsored mortgage securitization entities and, therefore, is the primary beneficiary and, thus, consolidates the VIE.


The following tables summarize selected cash flow information and retained interests related to Citigroup mortgage securitizations:

201920182017202220212020
In billions of dollarsU.S. agency-
sponsored
mortgages		Non-agency-
sponsored
mortgages		U.S. agency-
sponsored
mortgages		Non-agency-
sponsored
mortgages		U.S. agency-
sponsored
mortgages		Non-agency-
sponsored
mortgages		In billions of dollarsU.S. agency-
sponsored
mortgages		Non-agency-
sponsored
mortgages		U.S. agency-
sponsored
mortgages		Non-agency-
sponsored
mortgages		U.S. agency-
sponsored
mortgages		Non-agency-
sponsored
mortgages
Principal securitized$5.3
$18.9
$4.0
$5.6
$7.8
$7.3
Principal securitized$6.9 $13.9 $6.1 $25.2 $9.4 $11.3 
Proceeds from new securitizations(1)
5.5
18.9
4.2
7.1
8.1
7.3
6.7 13.4 6.4 25.4 10.0 11.4 
Contractual servicing fees received0.1
—
0.1
—
0.2
—
Contractual servicing fees received0.1 — 0.1 — 0.1 —
Cash flows received on retained interests and other net cash flowsCash flows received on retained interests and other net cash flows— 0.2 — 0.1 — —
Purchases of previously transferred financial assets

0.2
—
0.2
—
0.4
—
Purchases of previously transferred financial assets0.1 — 0.2 — 0.4 —

Note: Excludes re-securitization transactions.
(1)The proceeds from new securitizations in 2019 include $0.2 billion related to personal loan securitizations.

For non-consolidated mortgage securitization entities where the transfer of loans to the VIE meets the conditions for sale accounting, Citi recognizes a gain or loss based on the difference between the carrying value of the transferred assets and the proceeds received (generally cash but may be beneficial interests or servicing rights).

Agency and non-agency securitization gains for the year ended December 31, 20192022 were $16$1.3 million and $99$154.8 million, respectively.
Agency and non-agency securitization gains for the year ended December 31, 20182021 were $17$3.9 million and $36$493.4 million, respectively, and $28$88.4 million and $70$139.4 million, respectively, for the year ended December 31, 2017.2020.

20222021
Non-agency-sponsored mortgages(1)
Non-agency-sponsored mortgages(1)
In millions of dollarsU.S. agency-
sponsored mortgages
Senior
interests(2)
Subordinated
interests		U.S. agency-
sponsored mortgages		Senior
interests		Subordinated
interests
Carrying value of retained interests(3)
$659 $1,119 $943 $374 $1,452 $955 

243


 20192018
  
Non-agency-sponsored mortgages(1)
 
Non-agency-sponsored mortgages(1)
In millions of dollarsU.S. agency-
sponsored mortgages		Senior
interests
Subordinated
interests(3)
U.S. agency-
sponsored mortgages		Senior
interests		Subordinated
interests
Carrying value of retained interests(2)
$491
$748
$102
$564
$300
$51
(1)    Disclosure of non-agency-sponsored mortgages as senior and subordinated interests is indicative of the interests’ position in the capital structure of the securitization.
(2)    Senior interests in non-agency-sponsored mortgages include $28 million related to personal loan securitizations at December 31, 2022.
(3)    Retained interests consist of Level 2 and Level 3 assets depending on the observability of significant inputs. See Note 25 for more information about fair value measurements.

(1)Disclosure of non-agency-sponsored mortgages as senior and subordinated interests is indicative of the interests’ position in the capital structure of the securitization.
(2)Retained interests consist of Level 2 or Level 3 assets depending on the observability of significant inputs. See Note 24 to the Consolidated Financial Statements for more information about fair value measurements.
(3)Senior interests in non-agency-sponsored mortgages include $150 million related to personal loan securitizations at December 31, 2019.

Key assumptions used in measuring the fair value of retained interests at the date of sale or securitization of mortgage receivables were as follows:

December 31, 2019December 31, 2022
 
Non-agency-sponsored mortgages(1)
Non-agency-sponsored mortgages(1)
U.S. agency- 
sponsored mortgages
Senior 
interests
Subordinated 
interests
U.S. agency-
sponsored mortgages
Senior
interests
Subordinated
interests
Weighted average discount rate9.3%3.6%4.6%Weighted average discount rate8.8 %3.2 %4.1 %
Weighted average constant prepayment rate12.9%10.5%7.6%Weighted average constant prepayment rate2.7 %6.0 %11.4 %
Weighted average anticipated net credit losses(2)
   NM
3.9%2.8%
Weighted average anticipated net credit losses(2)
  NM2.0 %0.4 %
Weighted average life6.6 years
3 years
11.4 years
Weighted average life9.0 years5.5 years5.6 years
December 31, 2021
Non-agency-sponsored mortgages(1)
U.S. agency-
sponsored mortgages		Senior
interests		Subordinated
interests
Weighted average discount rate8.7 %2.2 %2.8 %
Weighted average constant prepayment rate5.5 %6.3 %11.0 %
Weighted average anticipated net credit losses(2)
  NM1.8 %1.0 %
Weighted average life7.4 years3.9 years5.4 years
 December 31, 2018
  
Non-agency-sponsored mortgages(1)
 U.S. agency-
sponsored mortgages		Senior
interests		Subordinated
interests
Weighted average discount rate9.6%2.8%4.4%
Weighted average constant prepayment rate5.8%8.0%9.1%
Weighted average anticipated net credit losses(2)
   NM
4.4%3.4%
Weighted average life7.5 years
5.5 years
6.7 years

(1)    Disclosure of non-agency-sponsored mortgages as senior and subordinated interests is indicative of the interests’ position in the capital structure of the securitization.
(2)    Anticipated net credit losses represent estimated loss severity associated with defaulted mortgage loans underlying the mortgage securitizations disclosed above. Anticipated net credit losses, in this instance, do not represent total credit losses incurred to date, nor do they represent credit losses expected on retained interests in mortgage securitizations.
NM Anticipated net credit losses are not meaningful due to U.S. agency guarantees.

(1)Disclosure of non-agency-sponsored mortgages as senior and subordinated interests is indicative of the interests’ position in the capital structure of the securitization.
(2)Anticipated net credit losses represent estimated loss severity associated with defaulted mortgage loans underlying the mortgage securitizations disclosed above. Anticipated net credit losses, in this instance, do not represent total credit losses incurred to date, nor do they represent credit losses expected on retained interests in mortgage securitizations.
NMAnticipated net credit losses are not meaningful due to U.S. agency guarantees.

The interests retained by the Company range from highly rated and/or senior in the capital structure to unrated and/or residual interests. Key assumptions used in measuring the fair value of retained interests in securitizations of mortgage receivables at period end or securitization of mortgage receivables were as follows:

December 31, 2022
Non-agency-sponsored mortgages(1)
U.S. agency-
sponsored mortgages
Senior
interests
Subordinated
interests
Weighted average discount rate5.3 %13.8 %NM
Weighted average constant prepayment rate5.8 %4.0 %NM
Weighted average anticipated net credit losses(2)
NM1.0 %NM
Weighted average life7.7 years10.3 yearsNM
December 31, 2021
Non-agency-sponsored mortgages(1)
U.S. agency-
sponsored mortgages
Senior
interests
Subordinated
interests
Weighted average discount rate3.7 %16.2 %4.0 %
Weighted average constant prepayment rate14.5 %6.8 %9.0 %
Weighted average anticipated net credit losses(2)
  NM1.0 %2.0 %
Weighted average life5.1 years8.8 years18.0 years

(1)    Disclosure of non-agency-sponsored mortgages as senior and subordinated interests is indicative of the interests’ position in the capital structure of the securitization.
244


 December 31, 2019
  
Non-agency-sponsored mortgages(1)
 
U.S. agency- 
sponsored mortgages
Senior 
interests
Subordinated 
interests
Weighted average discount rate9.8%7.6%4.2%
Weighted average constant prepayment rate10.1%3.6%6.1%
Weighted average anticipated net credit losses(2)
NM
5.2%2.7%
Weighted average life6.6 years
5.9 years
29.3 years
(2)    Anticipated net credit losses represent estimated loss severity associated with defaulted mortgage loans underlying the mortgage securitizations disclosed above. Anticipated net credit losses, in this instance, do not represent total credit losses incurred to date, nor do they represent credit losses expected on retained interests in mortgage securitizations.
NM    Anticipated net credit losses are not meaningful due to U.S. agency guarantees.
 December 31, 2018
  
Non-agency-sponsored mortgages(1)
 
U.S. agency- 
sponsored mortgages
Senior 
interests
Subordinated 
interests
Weighted average discount rate7.8%9.3%—
Weighted average constant prepayment rate9.1%8.0%—
Weighted average anticipated net credit losses(2)
   NM
40.0%—
Weighted average life6.4 years
6.6 years
—

(1)Disclosure of non-agency-sponsored mortgages as senior and subordinated interests is indicative of the interests’ position in the capital structure of the securitization.
(2)Anticipated net credit losses represent estimated loss severity associated with defaulted mortgage loans underlying the mortgage securitizations disclosed above. Anticipated net credit losses, in this instance, do not represent total credit losses incurred to date, nor do they represent credit losses expected on retained interests in mortgage securitizations.
NMAnticipated net credit losses are not meaningful due to U.S. agency guarantees.





The sensitivity of the fair value to adverse changes of 10% and 20% in each of the key assumptions areis presented in the tables below. The negative effect of each change is calculated independently, holding all other assumptions constant. Because the key assumptions may not be independent, the net effect of simultaneous adverse changes in the key assumptions may be less than the sum of the individual effects shown below.
 December 31, 2019
  Non-agency-sponsored mortgages
In millions of dollars
U.S. agency- 
sponsored mortgages
Senior 
interests
Subordinated 
interests
Discount rate   
   Adverse change of 10%$(18)$—
$(1)
   Adverse change of 20%(35)(1)(1)
Constant prepayment rate   
   Adverse change of 10%(18)—
—
   Adverse change of 20%(35)—
—
Anticipated net credit losses   
   Adverse change of 10%NM
—
—
   Adverse change of 20%NM
—
—

 December 31, 2018
  Non-agency-sponsored mortgages
In millions of dollars
U.S. agency- 
sponsored mortgages
Senior 
interests
Subordinated 
interests
Discount rate   
   Adverse change of 10%$(16)$—
$—
   Adverse change of 20%(32)—
—
Constant prepayment rate   
   Adverse change of 10%(21)—
—
   Adverse change of 20%(41)—
—
Anticipated net credit losses   
   Adverse change of 10%NM
—
—
   Adverse change of 20%NM
—
—


NMDecember 31, 2022
Non-agency-sponsored mortgages
In millions of dollars
U.S. agency-
sponsored mortgages
Senior
interests
Subordinated
interests
Discount rate
Adverse change of 10%$(19)$—$—
Adverse change of 20%(37)——
Constant prepayment rate
Adverse change of 10%(15)——
Adverse change of 20%(30)——
Anticipated net credit losses are not meaningful due to U.S. agency guarantees.
Adverse change of 10%NM——
Adverse change of 20%NM——
December 31, 2021
Non-agency-sponsored mortgages
In millions of dollars
U.S. agency-
sponsored mortgages
Senior
interests
Subordinated
interests
Discount rate
Adverse change of 10%$(6)$(1)$— 
Adverse change of 20%(11)(1)— 
Constant prepayment rate
Adverse change of 10%(19)— — 
Adverse change of 20%(37)— — 
Anticipated net credit losses
Adverse change of 10%NM— — 
Adverse change of 20%NM— — 

NM    Anticipated net credit losses are not meaningful due to U.S. agency guarantees.

The following table includes information about loan delinquencies and liquidation losses for assets held in non-consolidated, non-agency-sponsored securitization entities:entities at December 31:
 Securitized assets90 days past dueLiquidation losses
In billions of dollars, except liquidation losses in millions201920182019201820192018
Securitized assets      
Residential mortgages$11.7
$5.2
$0.4
$0.4
$49.0
$54.0
Commercial and other22.3
13.1
—
—
—
—
Total$34.0
$18.3
$0.4
$0.4
$49.0
$54.0


Securitized assets90 days past dueLiquidation losses
In billions of dollars, except liquidation losses in millions202220212022202120222021
Securitized assets
Residential mortgages(1)
$30.8 $29.2 $0.5 $0.4 $2.9 $10.6 
Commercial and other28.8 26.2 — — — — 
Total$59.6 $55.4 $0.5 $0.4 $2.9 $10.6 


(1)     Securitized assets include $0.1 billion of personal loan securitizations as of December 31, 2022.

245


Mortgage Servicing Rights (MSRs)
In connection with the securitization of mortgage loans, Citi’s U.S. consumer mortgage business generally retains the servicing rights, which entitle the Company to a future stream of cash flows based on the outstanding principal balances of the loans and the contractual servicing fee. Failure to service the loans in accordance with contractual requirements may lead to a termination of the servicing rights and the loss of future servicing fees.
These transactions create intangible assets referred to as MSRs, which are recorded at fair value on Citi’s Consolidated Balance Sheet. The fair value of Citi’s capitalized MSRs was $495$665 million and $584$404 million at December 31, 20192022 and 2018,2021, respectively. The MSRs correspond to principal loan balances of $58$51 billion and $62$47 billion as of December 31, 20192022 and 2018,2021, respectively.
The following table summarizes the changes in capitalized MSRs:

In millions of dollars20192018In millions of dollars20222021
Balance, beginning of year$584
$558
Balance, beginning of year$404 $336 
Originations70
58
Originations120 92 
Changes in fair value of MSRs due to changes in inputs and assumptions(84)54
Changes in fair value of MSRs due to changes in inputs and assumptions201 43 
Other changes(1)
(75)(68)
Other changes(1)
(60)(67)
Sale of MSRs—
(18)
Sales of MSRsSales of MSRs— — 
Balance, as of December 31$495
$584
Balance, as of December 31$665 $404 

(1)Represents changes due to customer payments and passage of time.

(1)    Represents changes due to customer payments and passage of time.

The fair value of the MSRs is primarily affected by changes in prepayments of mortgages that result from shifts in mortgage interest rates. Specifically, higher interest rates tend to lead to declining prepayments, which causes the fair value of the MSRs to increase. In managing this risk, Citigroup economically hedges a significant portion of the value of its MSRs through the use of interest rate derivative contracts, forward purchase and sale commitments of mortgage-backed securities and purchased securities, all classified as Trading account assets.
The Company receives fees during the course of servicing previously securitized mortgages. The amounts of these fees were as follows:
In millions of dollars201920182017
Servicing fees$148
$172
$276
Late fees8
4
10
Ancillary fees1
8
13
Total MSR fees$157
$184
$299

In millions of dollars202220212020
Servicing fees$122 $131 $142 
Late fees4 35
Total MSR fees$126 $134 $147 

In the Consolidated Statement of Income these fees are primarily classified as Commissions and fees, and changes in MSR fair values are classified as Other revenue.

Re-securitizations
The Company engages in re-securitization transactions in which debt securities are transferred to a VIE in exchange for new beneficial interests. Citi did not transfer non-agency (private label) securities to re-securitization entities during the years ended December 31, 20192022 and 2018.2021. These securities are
backed by either residential or commercial mortgages and are often structured on behalf of clients.
As of December 31, 2019,2022 and 2021, Citi held no retained interests in private label re-securitization transactions structured by Citi. As of December 31, 2018, the fair value of Citi-retained interests in private label re-securitization transactions structured by Citi totaled approximately $16 million (all related to re-securitization transactions executed prior to 2016). Of this amount, all was related to subordinated beneficial interests. The original par value of private label re-securitization transactions in which Citi held a retained interest as of December 31, 2018 was approximately $271 million.
The Company also re-securitizes U.S. government-agency guaranteedgovernment-agency-guaranteed mortgage-backed (agency) securities. During the years ended December 31, 20192022 and 2018,2021, Citi transferred agency securities with a fair value of approximately $31.9$24.1 billion and $26.3$46.6 billion, respectively, to re-securitization entities.
As of December 31, 2019,2022, the fair value of Citi-retained interests in agency re-securitization transactions structured by Citi totaled approximately $2.2$1.4 billion (including $1.3 billion$802 million related to re-securitization transactions executed in 2019)2022) compared to $2.5$1.2 billion as of December 31, 20182021 (including $1.4 billion$641 million related to re-securitization transactions executed in 2018)2021), which is recorded in Trading account assets. The original fair valuevalues of agency re-securitization transactions in which Citi holds a retained interest as of December 31, 20192022 and 2018 was2021 were approximately $73.5$79.4 billion and $70.9$78.4 billion, respectively.
As of December 31, 20192022 and 2018,2021, the Company did not consolidate any private label or agency re-securitization entities.

Citi-Administered Asset-Backed Commercial Paper Conduits
The Company is active in the asset-backed commercial paper conduit business as administrator of several multi-seller commercial paper conduits and also as a service provider to single-seller and other commercial paper conduits sponsored by third parties.
Citi’s multi-seller commercial paper conduits are designed to provide the Company’s clients access to low-cost funding in the commercial paper markets. The conduits purchase assets from or provide financing facilities to clients and are funded by issuing commercial paper to third-party investors. The conduits generally do not purchase assets originated by Citi. The funding of the conduits is facilitated by the liquidity support and credit enhancements provided by the Company.
As administrator to Citi’s conduits, the Company is generally responsible for selecting and structuring assets purchased or financed by the conduits, making decisions regarding the funding of the conduits, including determining the tenor and other features of the commercial paper issued, monitoring the quality and performance of the conduits’ assets and facilitating the operations and cash flows of the conduits. In return, the Company earns structuring fees from customers for individual transactions and earns an administration fee from the conduit, which is equal to the income from the client program and liquidity fees of the conduit after payment of conduit expenses. This administration fee is fairly stable, since

most risks and rewards of the underlying assets are passed back to the clients. Once the asset pricing is negotiated, most ongoing income, costs and fees are relatively stable as a percentage of the conduit’s size.
The conduits administered by Citi do not generally invest in liquid securities that are formally rated by third parties. The
246


assets are privately negotiated and structured transactions that are generally designed to be held by the conduit, rather than actively traded and sold. The yield earned by the conduit on each asset is generally tied to the rate on the commercial paper issued by the conduit, thus passing interest rate risk to the client. Each asset purchased by the conduit is structured with transaction-specific credit enhancement features provided by the third-party client seller, including over-collateralization, cash and excess spread collateral accounts, direct recourse or third-party guarantees. These credit enhancements are sized with the objective of approximating a credit rating of A or above, based on Citi’s internal risk ratings. At December 31, 20192022 and 2018,2021, the commercial paper conduits administered by Citi had approximately $15.6$19.6 billion and $18.8$14 billion of purchased assets outstanding, respectively, and had incremental funding commitments with clients of approximately $16.3$13.9 billion and $14.0$18.3 billion, respectively.
Substantially all of the funding of the conduits is in the form of short-term commercial paper. At December 31, 20192022 and 2018,2021, the weighted average remaining lives of the commercial paper issued by the conduits were approximately 4964 and 5370 days, respectively.
The primary credit enhancement provided to the conduit investors is in the form of transaction-specific credit enhancements described above. Each asset purchased by the conduit is structured with transaction-specific credit enhancement features provided by the third-party client seller, including over-collateralization, cash and excess spread collateral accounts, direct recourse or third-party guarantees. These credit enhancements are sized with the objective of approximating a credit rating of A or above, based on Citi’s internal risk ratings. In addition to the transaction-specific credit enhancements, the conduits, other than the government guaranteedgovernment-guaranteed loan conduit, have obtained a letterletters of credit from the Company, which is equal to at least 8%– to 10% of the conduit’s assets with a minimum of $200 million. The letters of credit provided by the Company to the conduits total approximately $1.4$1.9 billion as of December 31, 20192022 and $1.7$1.3 billion as of December 31, 2018.2021. The net result across multi-sellermultiseller conduits administered by the Company is that, in the event that defaulted assets exceed the transaction-specific credit enhancements described above, any losses in each conduit are allocated first to the Company and then to the commercial paper investors.
Citigroup also provides the conduits with two forms of liquidity agreements that are used to provide funding to the conduits in the event of a market disruption, among other events. Each asset of the conduits is supported by a transaction-specific liquidity facility in the form of an asset purchase agreement (APA). Under the APA, the Company has generally agreed to purchase non-defaulted eligible receivables from the conduit at par. The APA is not designed to provide credit support to the conduit, as it generally does not permit the purchase of defaulted or impaired assets. Any funding under the APA will likely subject the underlying conduit clients to increased interest costs. In addition, the Company provides the conduits with program-wide liquidity in the form of short-term lending commitments. Under these commitments, the Company has agreed to lend to the conduits in the event of a short-term disruption in the commercial paper
market, subject to specified conditions. The Company receives
fees for providing both types of liquidity agreements and considers these fees to be on fair market terms.
Finally, Citi is one of several named dealers in the commercial paper issued by the conduits and earns a market-based fee for providing such services. Along with third-party dealers, the Company makes a market in the commercial paper and may from time to time fund commercial paper pending sale to a third party. On specific dates with less liquidity in the market, the Company may hold in inventory commercial paper issued by conduits administered by the Company, as well as conduits administered by third parties. Separately, in the normal course of business, Citi purchases commercial paper, including commercial paper issued by Citigroup's conduits. At December 31, 20192022 and 2018,2021, the Company owned $5.5$8.6 billion and $5.5$4.9 billion, respectively, of the commercial paper issued by its administered conduits. The Company'sCompany’s investments were not driven by market illiquidity and the Company is not obligated under any agreement to purchase the commercial paper issued by the conduits.
The asset-backed commercial paper conduits are consolidated by Citi. The Company has determined that, through its roles as administrator and liquidity provider, it has the power to direct the activities that most significantly impact the entities’ economic performance. These powers include its ability to structure and approve the assets purchased by the conduits, its ongoing surveillance and credit mitigation activities, its ability to sell or repurchase assets out of the conduits and its liability management. In addition, as a result of all the Company’s involvement described above, it was concluded that Citi has an economic interest that could potentially be significant. However, the assets and liabilities of the conduits are separate and apart from those of Citigroup. No assets of any conduit are available to satisfy the creditors of Citigroup or any of its other subsidiaries.

Collateralized Loan Obligations (CLOs)
A collateralized loan obligation (CLO) is a VIE that purchases a portfolio of assets consisting primarily of non-investment grade corporate loans. CLOs issue multiple tranches of debt and equity to investors to fund the asset purchases and pay upfront expenses associated with forming the CLO. A third-party asset manager is contracted by the CLO to purchase the underlying assets from the open market and monitor the credit risk associated with those assets. Over the term of a CLO, the asset manager directs purchases and sales of assets in a manner consistent with the CLO’s asset management agreement and indenture. In general, the CLO asset manager will have the power to direct the activities of the entity that most significantly impact the economic performance of the CLO. Investors in a CLO, through their ownership of debt and/or equity in it, can also direct certain activities of the CLO, including removing its asset manager under limited circumstances, optionally redeeming the notes, voting on amendments to the CLO’s operating documents and other activities. A CLO has a finite life, typically 12 years.
Citi serves as a structuring and placement agent with respect to the CLOs. Typically, the debt and equity of the CLOs are sold to third-party investors. On occasion, certain Citi entities may purchase some portion of a CLO’s liabilities
247


for investment purposes. In addition, Citi may purchase,

typically in the secondary market, certain securities issued by the CLOs to support its market makingmarket-making activities.
The Company generally does not have the power to direct the activities that most significantly impact the economic performance of the CLOs, as this power is generally held by a third-party asset manager of the CLO. As such, those CLOs are not consolidated.
The following tables summarize selected cash flow information and retained interests related to Citigroup CLOs:
In millions of dollars201920182017
Principal securitized$—
$—
$133
Proceeds from new securitizations—
—
133
Cash flows received on retained interests and other net cash flows72
127
107

In billions of dollars202220212020
Principal securitized$— $— $0.1 
Proceeds from new securitizations— — 0.1 
Cash flows received on retained interests and other net cash flows0.3 1.1 — 
Purchases of previously transferred financial assets— 0.2 — 
In millions of dollarsDec. 31, 2019Dec. 31, 2018Dec. 31, 2017In millions of dollarsDec. 31, 2022Dec. 31, 2021Dec. 31, 2020
Carrying value of retained interests$1,404
$3,142
$4,079
Carrying value of retained interests$681 $921 $1,611 


All of Citi’s retained interests were held-to-maturity securities as of December 31, 20192022 and 2018.2021.

Asset-Based Financing
The Company provides loans and other forms of financing to VIEs that hold assets. Those loans are subject to the same credit approvals as all other loans originated or purchased by the Company. Financings in the form of debt securities or derivatives are, in most circumstances, reported in Trading account assets and accounted for at fair value through earnings. The Company generally does not have the power to direct the activities that most significantly impact these VIEs’ economic performance; thus, it does not consolidate them.
The primary types of Citi’s asset-based financings, total assets of the unconsolidated VIEs with significant involvement and Citi’s maximum exposure to loss are shown below. For Citi to realize the maximum loss, the VIE (borrower) would have to default with no recovery from the assets held by the VIE.
 December 31, 2019
In millions of dollars
Total 
unconsolidated 
VIE assets
Maximum 
exposure to 
unconsolidated VIEs
Type  
Commercial and other real estate$31,377
$7,489
Corporate loans7,088
5,802
Other (including investment funds, airlines and shipping)152,124
21,140
Total$190,589
$34,431
 December 31, 2018
In millions of dollars
Total 
unconsolidated 
VIE assets
Maximum 
exposure to 
unconsolidated VIEs
Type  
Commercial and other real estate$23,918
$6,928
Corporate loans6,973
5,744
Other (including investment funds, airlines and shipping)

67,914
19,440
Total$98,805
$32,112

December 31, 2022
In millions of dollars
Total
unconsolidated
VIE assets
Maximum
exposure to
unconsolidated VIEs
Type
Commercial and other real estate$43,236 $8,806 
Corporate loans23,120 15,077 
Other (including investment funds, airlines and shipping)166,320 27,986 
Total$232,676 $51,869 
December 31, 2021
In millions of dollars
Total
unconsolidated
VIE assets
Maximum
exposure to
unconsolidated VIEs
Type
Commercial and other real estate$32,932 $7,461 
Corporate loans18,257 12,581 
Other (including investment funds, airlines and shipping)184,358 25,528 
Total$235,547 $45,570 

Municipal Securities Tender Option Bond (TOB) Trusts
Municipal TOB trusts may hold fixed- or floating-rate, taxable or tax-exempt securities issued by state and local governments and municipalities. TOB trusts are typically structured as single-issuer entities whose assets are purchased from either the Company or from other investors in the municipal securities market. TOB trusts finance the purchase of their municipal assets by issuing two classes of certificates: long-dated, floating rate certificates (“Floaters”) that are putable pursuant to a liquidity facility and residual interest certificates (“Residuals”). The Floaters are purchased by third-party investors, typically tax-exempt money market funds. The Residuals are purchased by the original owner of the municipal securities that are being financed.
From Citigroup’s perspective, there are 2two types of TOB trusts: customer and non-customer. Customer TOB trusts are those trusts utilized by customers of the Company to finance their securities, generally municipal securities. The Residuals issued by these trusts are purchased by the customer being financed. Non-customer TOB trusts are generally used by the Company to finance its own municipal securities investments; the Residuals issued by non-customer TOB trusts are purchased by the Company.
With respect to both customer and non-customer TOB trusts, Citi may provide remarketing agent services. If Floaters are optionally tendered and the Company, in its role as remarketing agent, is unable to find a new investor to purchase the optionally tendered Floaters within a specified period of time, Citigroup may, but is not obligated to, purchase the tendered Floaters into its own inventory. The level of the Company’s inventory of such Floaters fluctuates.
For certain customer TOB trusts, Citi may also serve as a voluntary advance provider. In this capacity, the Company may, but is not obligated to, make loan advances to customer TOB trusts to purchase optionally tendered Floaters that have not otherwise been successfully remarketed to new investors. Such loans are secured by pledged Floaters. As of December 31, 2019,2022, Citi had no outstanding voluntary advances to customer TOB trusts.
For certain non-customer trusts, the Company also provides credit enhancement. At December 31, 20192022 and 2018, NaN2021, none of the municipal bonds owned by non-customer TOB trusts were subject to a credit guarantee provided by the Company.
248


Citigroup also provides liquidity services to many customer and non-customer trusts. If a trust is unwound early due to an event other than a credit event on the underlying

municipal bonds, the underlying municipal bonds are sold out of the trust and bond sale proceeds are used to redeem the outstanding trust certificates. If this results in a shortfall between the bond sale proceeds and the redemption price of the tendered Floaters, the Company, pursuant to the liquidity agreement, would be obligated to make a payment to the trust to satisfy that shortfall. For certain customer TOB trusts, Citigroup has also executed a reimbursement agreement with the holder of the Residual, pursuant to which the Residual holder is obligated to reimburse the Company for any payment the Company makes under the liquidity arrangement. These reimbursement agreements may be subject to daily margining based on changes in the market value of the underlying municipal bonds. In cases where a third party provides liquidity to a non-customer TOB trust, a similar reimbursement arrangement may be executed, whereby the Company (or a consolidated subsidiary of the Company), as Residual holder, would absorb any losses incurred by the liquidity provider.
For certain other non-customer TOB trusts, Citi serves as tender option provider. The tender option provider arrangement allows Floater holders to put their interests directly to the Company at any time, subject to the requisite notice period requirements, at a price of par.
At December 31, 20192022 and 2018,2021, liquidity agreements provided with respect to customer TOB trusts totaled $3.5$1.1 billion and $4.3$1.5 billion, respectively, of which $1.6$0.7 billion and $2.3$0.6 billion, respectively, were offset by reimbursement agreements. For the remaining exposure related to TOB transactions, where the residual owned by the customer was at least 25% of the bond value at the inception of the transaction, no reimbursement agreement was executed.
Citi considers both customer and non-customer TOB trusts to be VIEs. Customer TOB trusts are not consolidated by the Company, as the power to direct the activities that most significantly impact the trust’s economic performance rests with the customer Residual holder, which may unilaterally cause the sale of the trust’s bonds.
Non-customer TOB trusts generally are consolidated because the Company holds the Residual interest and thus has the unilateral power to cause the sale of the trust’s bonds.
The Company also provides other liquidity agreements or letters of credit to customer-sponsored municipal investment funds, which are not variable interest entities, and municipality-related issuers that totaled $7.0$1.4 billion as of December 31, 20192022 and $6.1$2 billion as of December 31, 2018.2021. These liquidity agreements and letters of credit are offset by reimbursement agreements with various term-out provisions.

Municipal Investments
Municipal investment transactions include debt and equity interests in partnerships that finance the construction and rehabilitation of low-income housing, facilitate lending in new or underserved markets or finance the construction or operation of renewable municipal energy facilities. Citi generally invests in these partnerships as a limited partner and earns a return primarily through the receipt of tax credits and
grants earned from the investments made by the partnership. The Company may also provide construction loans or permanent loans for the development or operation of real
estate properties held by partnerships. These entities are generally considered VIEs. The power to direct the activities of these entities is typically held by the general partner. Accordingly, these entities are not consolidated by Citigroup.

Client Intermediation
Client intermediation transactions represent a range of transactions designed to provide investors with specified returns based on the returns of an underlying security, referenced asset or index. These transactions include credit-linked notes and equity-linked notes. In these transactions, the VIE typically obtains exposure to the underlying security, referenced asset or index through a derivative instrument, such as a total-return swap or a credit-default swap. In turn, the VIE issues notes to investors that pay a return based on the specified underlying security, referenced asset or index. The VIE invests the proceeds in a financial asset or a guaranteed insurance contract that serves as collateral for the derivative contract over the term of the transaction. The Company’s involvement in these transactions includes being the counterparty to the VIE’s derivative instruments and investing in a portion of the notes issued by the VIE. In certain transactions, the investor’s maximum risk of loss is limited and the Company absorbs risk of loss above a specified level. Citi does not have the power to direct the activities of the VIEs that most significantly impact their economic performance and thus it does not consolidate them.
Citi’s maximum risk of loss in these transactions is defined as the amount invested in notes issued by the VIE and the notional amount of any risk of loss absorbed by Citi through a separate instrument issued by the VIE. The derivative instrument held by the Company may generate a receivable from the VIE (for example,(e.g., where the Company purchases credit protection from the VIE in connection with the VIE’s issuance of a credit-linked note), which is collateralized by the assets owned by the VIE. These derivative instruments are not considered variable interests and any associated receivables are not included in the calculation of maximum exposure to the VIE.

Investment Funds
The Company is the investment manager for certain investment funds and retirement funds that invest in various asset classes including private equity, hedge funds, real estate, fixed income and infrastructure. Citigroup earns a management fee, which is a percentage of capital under management, and may earn performance fees. In addition, for some of these funds the Company has an ownership interest in the investment funds. Citi has also established a number of investment funds as opportunities for qualified employees to invest in private equity investments. The Company acts as investment manager for these funds and may provide employees with financing on both recourse and non-recourse bases for a portion of the employees’ investment commitments.

249


22.23.  DERIVATIVES

In the ordinary course of business, Citigroup enters into various types of derivative transactions, which include:

•
•Futures and forward contracts,which are commitments to buy or sell at a future date a financial instrument, commodity or currency at a contracted price that may be settled in cash or through delivery of an item readily convertible to cash.
•Swap contracts,which are commitments to settle in cash at a future date or dates that may range from a few days to a number of years, based on differentials between specified indices or financial instruments, as applied to a notional principal amount.
•Option contracts,which give the purchaser, for a premium, the right, but not the obligation, to buy or sell within a specified time a financial instrument, commodity or currency at a contracted price that may also be settled in cash, based on differentials between specified indices or prices.

,which are commitments to buy or sell at a future date a financial instrument, commodity or currency at a contracted price that may be settled in cash or through delivery of an item readily convertible to cash.
•
Swap contracts,which are commitments to settle in cash at a future date or dates that may range from a few days to a number of years, based on differentials between specified indices or financial instruments, as applied to a notional principal amount.
•
Option contracts,which give the purchaser, for a premium, the right, but not the obligation, to buy or sell within a specified time a financial instrument, commodity or currency at a contracted price that may also be settled in cash, based on differentials between specified indices or prices.

Swaps, forwards and some option contracts are over-the-counter (OTC) derivatives that are bilaterally negotiated with counterparties and settled with those counterparties, except for swap contracts that are novated and "cleared"“cleared” through central counterparties (CCPs). Futures contracts and other option contracts are standardized contracts that are traded on an exchange with a CCP as the counterparty from the inception of the transaction. Citigroup enters into derivative contracts relating to interest rate, foreign currency, commodity and other market/credit risks for the following reasons:

•
Trading Purposes:Citigroup trades derivatives as an active market maker. Citigroup offers its customers derivatives in connection with their risk management actions to transfer, modify or reduce their interest rate, foreign exchange and other market/credit risks or for their own trading purposes. Citigroup also manages its derivative risk positions through offsetting trade activities, controls focused on price verification and daily reporting of positions to senior managers.
•
Hedging:Citigroup uses derivatives in connection with its own risk management activities to hedge certain risks or reposition the risk profile of the Company. Hedging may be accomplished by applying hedge accounting in accordance with ASC 815, Derivatives and Hedging, or by an economic hedge. For example, Citigroup issues fixed-rate long-term debt and then enters into a receive-fixed, pay-variable-rate interest rate swap with the same tenor and notional amount to synthetically convert the interest payments to a net variable-rate basis. This strategy is the most common form of an interest rate hedge, as it minimizes net interest cost in certain yield curve environments. Derivatives are also used to manage market risks inherent in specific groups of on-balance sheet assets and liabilities, including AFS securities, commodities and borrowings, as well as other interest-sensitive assets and liabilities. In addition, foreign exchange contracts are used to hedge non-U.S.-dollar-
•Trading Purposes:Citigroup trades derivatives as an active market maker. Citigroup offers its customers derivatives in connection with their risk management actions to transfer, modify or reduce their interest rate, foreign exchange and other market/credit risks or for their own trading purposes. Citigroup also manages its derivative risk positions through offsetting trade activities, controls focused on price verification and daily reporting of positions to senior managers.
denominated•Hedging:Citigroup uses derivatives in connection with its own risk management activities to hedge certain risks or reposition the risk profile of the Company. Hedging may be accomplished by applying hedge accounting in accordance with ASC 815, Derivatives and Hedging. For example, Citigroup issues fixed-rate long-term debt and then enters into a receive-fixed, pay-variable-rate interest rate swap with the same tenor and notional amount to synthetically convert the interest payments to a net variable-rate basis. This strategy is the most common form of an interest rate hedge, as it minimizes net interest cost in certain yield curve environments. Derivatives are also used to manage market risks inherent in specific groups of on-balance sheet assets and liabilities, including AFS securities, commodities and borrowings, as well as other interest-sensitive assets and liabilities. In addition, foreign exchange contracts are used to hedge non-U.S.-dollar-denominated debt, foreign currency-denominated AFS securities and net investment exposures.

Derivatives may expose Citigroup to market, credit or liquidity risks in excess of the amounts recorded on the Consolidated Balance Sheet. Market risk on a derivative product is the exposure created by potential fluctuations in interest rates, market prices, foreign exchange rates and other factors and is a function of the type of product, the volume of transactions, the tenor and terms of the agreement and the underlying volatility. Credit risk is the exposure to loss in the event of nonperformance by the other party to satisfy a derivative liability where the value of any collateral held by Citi is not adequate to cover such losses. The recognition in earnings of unrealized gains on derivative transactions is subject to management’s assessment of the probability of counterparty default. Liquidity risk is the potential exposure that arises when the size of a derivative position may affect the ability to monetize the position in a reasonable period of time and at a reasonable cost in periods of high volatility and financial stress.
Derivative transactions are customarily documented under industry standard master netting agreements, which provide that following an event of default, the non-defaulting party may promptly terminate all transactions between the parties and determine the net amount due to be paid to, or by, the defaulting party. Events of default include (i) failure to make a payment on a derivative transaction that remains uncured following applicable notice and grace periods, (ii) breach of agreement that remains uncured after applicable notice and grace periods, (iii) breach of a representation, (iv) cross default, either to third-party debt or to other derivative transactions entered into between the parties, or, in some cases, their affiliates, (v) the occurrence of a merger or consolidation that results in the creditworthiness of a party’sparty becoming a materially weaker credit and (vi) the cessation or repudiation of any applicable guarantee or other credit support document. Obligations under master netting agreements are often secured by collateral posted under an industry standard credit support annex to the master netting agreement. An event of default may also occur under a credit support annex if a party fails to make a collateral delivery that remains uncured following applicable notice and grace periods.
The netting and collateral rights incorporated in the master netting agreements are considered to be legally enforceable if a supportive legal opinion has been obtained from counsel of recognized standing that provides (i) the requisite level of certainty regarding enforceability and (ii) that the exercise of rights by the non-defaulting party to terminate and close-out transactions on a net basis under these agreements will not be stayed or avoided under applicable law upon an event of default, including bankruptcy, insolvency or similar proceeding.
A legal opinion may not be sought for certain jurisdictions where local law is silent or unclear as to the enforceability of such rights or where adverse case law or conflicting regulation may cast doubt on the enforceability of such rights. In some jurisdictions and for some counterparty types, the insolvency law may not provide the requisite level of certainty. For

example, this may be the case for certain sovereigns, municipalities, central banks and U.S. pension plans.
250


Exposure to credit risk on derivatives is affected by market volatility, which may impair the ability of counterparties to satisfy their obligations to the Company. Credit limits are established and closely monitored for customers engaged in derivatives transactions. Citi considers the level of legal certainty regarding enforceability of its offsetting rights under master netting agreements and credit support annexes to be an important factor in its risk management process. Specifically, Citi generally transacts much lower volumes of derivatives under master netting agreements where Citi does not have the requisite level of legal certainty regarding enforceability, because such derivatives consume greater amounts of single counterparty credit limits than those executed under enforceable master netting agreements.
Cash collateral and security collateral in the form of G10 government debt securities are often posted by a party to a master netting agreement to secure the net open exposure of the other party; the receiving party is free to commingle/rehypothecate such collateral in the ordinary course of its business. Nonstandard collateral such as corporate bonds, municipal bonds, U.S. agency securities and/or MBS may also be pledged as collateral for derivative transactions. Security collateral posted to open and maintain a master netting agreement with a counterparty, in the form of cash and/or securities, may from time to time be segregated in an account at a third-party custodian pursuant to a tri-party account control agreement.
As of January 1, 2018, Citigroup early adopted ASU 2017-12, Targeted Improvements to Accounting for Hedge Activities. This standard primarily impacts Citi’s accounting for derivatives designated as cash flow hedges and fair value hedges. Refer to the respective sections below for details.
















Information pertaining to Citigroup’s derivativederivatives activities, based on notional amounts, is presented in the table below. Derivative notional amounts are reference amounts from which contractual payments are derived and do not represent a complete measure of Citi’s exposure to derivative transactions. Citi’s derivative exposure arises primarily from market fluctuations (i.e., market risk), counterparty failure (i.e., credit risk) and/or periods of high volatility or financial stress (i.e., liquidity risk), as well as any market valuation adjustments that may be required on the transactions. Moreover, notional
amounts do not reflect the netting of offsetting trades. For example, if Citi enters into a receive-fixed interest rate swap with $100 million notional, and offsets this risk with an
identical but opposite pay-fixed position with a different
counterparty, $200 million in derivative notionals is reported, although these offsetting positions may result in de minimis overall market risk.
In addition, aggregate derivative notional amounts can fluctuate from period to period in the normal course of business based on Citi’s market share, levels of client activity and other factors. All derivatives are recorded in Trading account assets/assets/Trading account liabilities on the Consolidated Balance Sheet.

251


Derivative Notionals
 Hedging instruments under
ASC 815		Trading derivative instruments
In millions of dollarsDecember 31,
2019		December 31,
2018		December 31,
2019		December 31,
2018
Interest rate contracts    
Swaps$318,089
$273,636
$17,063,272
$18,138,686
Futures and forwards—
—
3,636,658
4,632,257
Written options—
—
2,114,511
3,018,469
Purchased options—
—
1,857,770
2,532,479
Total interest rate contracts$318,089
$273,636
$24,672,211
$28,321,891
Foreign exchange contracts    
Swaps$63,104
$57,153
$6,063,853
$6,738,158
Futures, forwards and spot38,275
41,410
3,979,188
5,115,504
Written options80
1,726
908,061
1,566,717
Purchased options80
2,104
959,149
1,543,516
Total foreign exchange contracts$101,539
$102,393
$11,910,251
$14,963,895
Equity contracts    
Swaps$—
$—
$197,893
$217,580
Futures and forwards—
—
66,705
52,053
Written options—
—
560,571
454,675
Purchased options—
—
422,393
341,018
Total equity contracts$—
$—
$1,247,562
$1,065,326
Commodity and other contracts    
Swaps$—
$—
$69,445
$79,133
Futures and forwards1,195
802
137,192
146,647
Written options—
—
91,587
62,629
Purchased options—
—
86,631
61,298
Total commodity and other contracts$1,195
$802
$384,855
$349,707
Credit derivatives(1)
    
Protection sold$—
$—
$603,387
$724,939
Protection purchased—
—
703,926
795,649
Total credit derivatives$—
$—
$1,307,313
$1,520,588
Total derivative notionals$420,823
$376,831
$39,522,192
$46,221,407

 Hedging instruments under
ASC 815		Trading derivative instruments
In millions of dollarsDecember 31,
2022		December 31,
2021		December 31,
2022		December 31,
2021
Interest rate contracts    
Swaps$255,280 $267,035 $23,780,711 $21,873,538 
Futures and forwards— — 2,966,025 2,383,702 
Written options— — 1,937,025 1,584,451 
Purchased options— — 1,881,291 1,428,376 
Total interest rate contracts$255,280 $267,035 $30,565,052 $27,270,067 
Foreign exchange contracts
Swaps$48,678 $47,298 $6,746,070 $6,288,193 
Futures, forwards and spot43,666 50,926 3,350,341 4,316,242 
Written options— — 789,077 664,942 
Purchased options— — 783,591 651,958 
Total foreign exchange contracts$92,344 $98,224 $11,669,079 $11,921,335 
Equity contracts
Swaps$— $— $266,115 $269,062 
Futures and forwards— — 76,935 71,363 
Written options— — 482,266 492,433 
Purchased options— — 387,766 398,129 
Total equity contracts$— $— $1,213,082 $1,230,987 
Commodity and other contracts
Swaps$— $— $90,884 $91,962 
Futures and forwards1,571 2,096 165,314 157,195 
Written options— — 45,862 51,224 
Purchased options— — 48,197 47,868 
Total commodity and other contracts$1,571 $2,096 $350,257 $348,249 
Credit derivatives(1)
Protection sold$— $— $593,136 $572,486 
Protection purchased— — 641,639 645,996 
Total credit derivatives$— $— $1,234,775 $1,218,482 
Total derivative notionals$349,195 $367,355 $45,032,245 $41,989,120 

(1)Credit derivatives are arrangements designed to allow one party (protection buyer) to transfer the credit risk of a “reference asset” to another party (protection seller). These arrangements allow a protection seller to assume the credit risk associated with the reference asset without directly purchasing that asset. The Company enters into credit derivative positions for purposes such as risk management, yield enhancement, reduction of credit concentrations and diversification of overall risk.

(1)Credit derivatives are arrangements designed to allow one party (protection purchaser) to transfer the credit risk of a “reference asset” to another party (protection seller). These arrangements allow a protection seller to assume the credit risk associated with the reference asset without directly purchasing that asset. The Company enters into credit derivative positions for purposes such as risk management, yield enhancement, reduction of credit concentrations and diversification of overall risk.

252


The following tables present the gross and net fair values of the Company’s derivative transactions and the related offsetting amounts as of December 31, 20192022 and 2018.2021. Gross positive fair values are offset against gross negative fair values by counterparty, pursuant to enforceable master netting agreements. Under ASC 815-10-45, payables and receivables in respect of cash collateral received from or paid to a given counterparty pursuant to a credit support annex are included in the offsetting amount if a legal opinion supporting the enforceability of netting and collateral rights has been obtained. GAAP does not permit similar offsetting for security collateral.
In addition, the following tables reflect rule changes adopted by clearing organizations that require or allow entities to treat certain derivative assets, liabilities and the related variation margin as settlement of the related derivative fair values for legal and accounting purposes, as opposed to presenting gross derivative assets and liabilities that are subject to collateral, whereby the counterparties would also record a related collateral payable or receivable. As a result, the tables reflect a reduction of approximately $180 billion and $100 billion as of December 31, 2019 and 2018, respectively, of derivative assets and derivative liabilities that previously would have been reported on a gross basis, but are now legally settled and not subject to collateral. The tables also present amounts that are not permitted to be offset, such as security collateral or cash collateral posted at third-party custodians, but which would be eligible for offsetting to the extent that an event of default has occurred and a legal opinion supporting enforceability of the netting and collateral rights has been obtained.

253


Derivative Mark-to-Market (MTM) Receivables/Payables

In millions of dollars at December 31, 2022
Derivatives classified in
Trading account assets/liabilities(1)(2)
Derivatives instruments designated as ASC 815 hedgesAssetsLiabilities
Over-the-counter$468 $1 
Cleared129 101 
Interest rate contracts$597 $102 
Over-the-counter$2,288 $1,766 
Cleared3 3 
Foreign exchange contracts$2,291 $1,769 
Total derivatives instruments designated as ASC 815 hedges$2,888 $1,871 
Derivatives instruments not designated as ASC 815 hedges
Over-the-counter$126,844 $119,854 
Cleared50,515 52,566 
Exchange traded248 98 
Interest rate contracts$177,607 $172,518 
Over-the-counter$184,869 $183,578 
Cleared502 643 
Exchange traded1 5 
Foreign exchange contracts$185,372 $184,226 
Over-the-counter$19,674 $21,871 
Cleared1 4 
Exchange traded22,732 21,908 
Equity contracts$42,407 $43,783 
Over-the-counter$27,285 $24,912 
Exchange traded1,039 1,406 
Commodity and other contracts$28,324 $26,318 
Over-the-counter$6,836 $5,807 
Cleared1,553 1,970 
Credit derivatives$8,389 $7,777 
Total derivatives instruments not designated as ASC 815 hedges$442,099 $434,622 
Total derivatives$444,987 $436,493 
Less: Netting agreements(3)
$(346,545)$(346,545)
Less: Netting cash collateral received/paid(4)
(23,136)(30,032)
Net receivables/payables included on the Consolidated Balance Sheet(5)
$75,306 $59,916 
Additional amounts subject to an enforceable master netting agreement,
but not offset on the Consolidated Balance Sheet
Less: Cash collateral received/paid$(1,455)$(2,272)
Less: Non-cash collateral received/paid(5,923)(13,475)
Total net receivables/payables(5)
$67,928 $44,169 

(1)The derivatives fair values are also presented in Note 25.
(2)Over-the-counter (OTC) derivatives are derivatives executed and settled bilaterally with counterparties without the use of an organized exchange or central clearing house. Cleared derivatives include derivatives executed bilaterally with a counterparty in the OTC market, but then novated to a central clearing house, whereby the central clearing house becomes the counterparty to both of the original counterparties. Exchange-traded derivatives include derivatives executed directly on an organized exchange that provides pre-trade price transparency.
(3)Represents the netting of balances with the same counterparty under enforceable netting agreements. Approximately $276 billion, $49 billion and $22 billion of the netting against trading account asset/liability balances is attributable to each of the OTC, cleared and exchange-traded derivatives, respectively.
(4)Represents the netting of cash collateral paid and received by counterparties under enforceable credit support agreements. Substantially all netting of cash collateral received and paid is against OTC derivative assets and liabilities, respectively.
(5)The net receivables/payables include approximately $14 billion of derivative asset and $11 billion of derivative liability fair values not subject to enforceable master netting agreements, respectively.
254


In millions of dollars at December 31, 2021
Derivatives classified in
Trading account assets/liabilities(1)(2)
Derivatives instruments designated as ASC 815 hedgesAssetsLiabilities
Over-the-counter$1,167 $6 
Cleared122 89 
Interest rate contracts$1,289 $95 
Over-the-counter$1,338 $1,472 
Cleared6 — 
Foreign exchange contracts$1,344 $1,472 
Total derivatives instruments designated as ASC 815 hedges$2,633 $1,567 
Derivatives instruments not designated as ASC 815 hedges
Over-the-counter$152,524 $138,114 
Cleared11,579 11,821 
Exchange traded96 44 
Interest rate contracts$164,199 $149,979 
Over-the-counter$133,357 $133,548 
Cleared848 278 
Foreign exchange contracts$134,205 $133,826 
Over-the-counter$23,452 $28,352 
Cleared19 — 
Exchange traded21,781 21,332 
Equity contracts$45,252 $49,684 
Over-the-counter$29,279 $29,833 
Exchange traded1,065 1,546 
Commodity and other contracts$30,344 $31,379 
Over-the-counter$6,896 $6,959 
Cleared3,322 4,056 
Credit derivatives$10,218 $11,015 
Total derivatives instruments not designated as ASC 815 hedges$384,218 $375,883 
Total derivatives$386,851 $377,450 
Less: Netting agreements(3)
$(292,628)$(292,628)
Less: Netting cash collateral received/paid(4)
(24,447)(29,306)
Net receivables/payables included on the Consolidated Balance Sheet(5)
$69,776 $55,516 
Additional amounts subject to an enforceable master netting agreement,
but not offset on the Consolidated Balance Sheet
Less: Cash collateral received/paid$(907)$(538)
Less: Non-cash collateral received/paid(5,777)(13,607)
Total net receivables/payables(5)
$63,092 $41,371 

(1)The derivative fair values are also presented in Note 25.
(2)Over-the-counter (OTC) derivatives are derivatives executed and settled bilaterally with counterparties without the use of an organized exchange or central clearing house. Cleared derivatives include derivatives executed bilaterally with a counterparty in the OTC market, but then novated to a central clearing house, whereby the central clearing house becomes the counterparty to both of the original counterparties. Exchange-traded derivatives include derivatives executed directly on an organized exchange that provides pre-trade price transparency.
(3)Represents the netting of balances with the same counterparty under enforceable netting agreements. Approximately $259 billion, $14 billion and $20 billion of the netting against trading account asset/liability balances is attributable to each of the OTC, cleared and exchange-traded derivatives, respectively.
(4)Represents the netting of cash collateral paid and received by counterparties under enforceable credit support agreements. Substantially all netting of cash collateral received and paid is against OTC derivative assets and liabilities, respectively.
(5)The net receivables/payables include approximately $10 billion of derivative asset and $11 billion of derivative liability fair values not subject to enforceable master netting agreements, respectively.
In millions of dollars at December 31, 2019
Derivatives classified
in Trading account assets/liabilities(1)(2)
Derivatives instruments designated as ASC 815 hedgesAssetsLiabilities
Over-the-counter$1,682
$143
Cleared41
111
Interest rate contracts$1,723
$254
Over-the-counter$1,304
$908
Cleared—
2
Foreign exchange contracts$1,304
$910
Total derivatives instruments designated as ASC 815 hedges$3,027
$1,164
Derivatives instruments not designated as ASC 815 hedges  
Over-the-counter$189,892
$169,749
Cleared5,896
7,472
Exchange traded157
180
Interest rate contracts$195,945
$177,401
Over-the-counter$105,401
$108,807
Cleared862
1,015
Exchange traded3
—
Foreign exchange contracts$106,266
$109,822
Over-the-counter$21,311
$22,411
Exchange traded7,160
8,075
Equity contracts$28,471
$30,486
Over-the-counter$13,582
$16,773
Exchange traded630
542
Commodity and other contracts$14,212
$17,315
Over-the-counter$8,896
$8,975
Cleared1,513
1,763
Credit derivatives$10,409
$10,738
Total derivatives instruments not designated as ASC 815 hedges$355,303
$345,762
Total derivatives$358,330
$346,926
Cash collateral paid/received(3)
$17,926
$14,391
Less: Netting agreements(4)
(274,970)(274,970)
Less: Netting cash collateral received/paid(5)
(44,353)(38,919)
Net receivables/payables included on the Consolidated Balance Sheet(6)
$56,933
$47,428
Additional amounts subject to an enforceable master netting agreement, but not offset on the Consolidated Balance Sheet  
Less: Cash collateral received/paid$(861)$(128)
Less: Non-cash collateral received/paid(13,143)(7,308)
Total net receivables/payables(6)
$42,929
$39,992
(1)The derivatives fair values are presented in Note 24 to the Consolidated Financial Statements.
(2)Over-the-counter (OTC) derivatives are derivatives executed and settled bilaterally with counterparties without the use of an organized exchange or central clearing house. Cleared derivatives include derivatives executed bilaterally with a counterparty in the OTC market, but then novated to a central clearing house, whereby the central clearing house becomes the counterparty to both of the original counterparties. Exchange-traded derivatives include derivatives executed directly on an organized exchange that provides pre-trade price transparency.
(3)Reflects the net amount of the $56,845 million and $58,744 million of gross cash collateral paid and received, respectively. Of the gross cash collateral paid, $38,919 million was used to offset trading derivative liabilities and, of the gross cash collateral received, $44,353 million was used to offset trading derivative assets.
(4)Represents the netting of derivative receivable and payable balances with the same counterparty under enforceable netting agreements. Approximately $262 billion, $6 billion and $7 billion of the netting against trading account asset/liability balances is attributable to each of the OTC, cleared and exchange-traded derivatives, respectively.
(5)Represents the netting of cash collateral paid and received by counterparties under enforceable credit support agreements. Substantially all cash collateral received and paid is netted against OTC derivative assets and liabilities, respectively.
(6)The net receivables/payables include approximately $7 billion of derivative asset and $6 billion of derivative liability fair values not subject to enforceable master netting agreements, respectively.

In millions of dollars at December 31, 2018
Derivatives classified
in Trading account assets/liabilities(1)(2)
Derivatives instruments designated as ASC 815 hedgesAssetsLiabilities
Over-the-counter$1,631
$172
Cleared238
53
Interest rate contracts$1,869
$225
Over-the-counter$1,402
$736
Cleared—
4
Foreign exchange contracts$1,402
$740
Total derivatives instruments designated as ASC 815 hedges$3,271
$965
Derivatives instruments not designated as ASC 815 hedges  
Over-the-counter$161,183
$146,909
Cleared8,489
7,594
Exchange traded91
99
Interest rate contracts$169,763
$154,602
Over-the-counter$159,099
$156,904
Cleared1,900
1,671
Exchange traded53
40
Foreign exchange contracts$161,052
$158,615
Over-the-counter$18,253
$21,527
Cleared17
32
Exchange traded11,623
12,249
Equity contracts$29,893
$33,808
Over-the-counter$16,661
$19,894
Exchange traded894
795
Commodity and other contracts$17,555
$20,689
Over-the-counter$6,967
$6,155
Cleared3,798
4,196
Credit derivatives$10,765
$10,351
Total derivatives instruments not designated as ASC 815 hedges$389,028
$378,065
Total derivatives$392,299
$379,030
Cash collateral paid/received(3)
$11,518
$13,906
Less: Netting agreements(4)
(311,089)(311,089)
Less: Netting cash collateral received/paid(5)
(38,608)(29,911)
Net receivables/payables included on the Consolidated Balance Sheet(6)
$54,120
$51,936
Additional amounts subject to an enforceable master netting agreement, but not offset on the Consolidated Balance Sheet  
Less: Cash collateral received/paid$(767)$(164)
Less: Non-cash collateral received/paid(13,509)(13,354)
Total net receivables/payables(6)
$39,844
$38,418
255

(1)The derivatives fair values are presented in Note 24 to the Consolidated Financial Statements.
(2)Over-the-counter (OTC) derivatives include derivatives executed and settled bilaterally with counterparties without the use of an organized exchange or central clearing house. Cleared derivatives include derivatives executed bilaterally with a counterparty in the OTC market, but then novated to a central clearing house, whereby the central clearing house becomes the counterparty to both of the original counterparties. Exchange-traded derivatives include derivatives executed directly on an organized exchange that provides pre-trade price transparency.
(3)Reflects the net amount of the $41,429 million and $52,514 million of gross cash collateral paid and received, respectively. Of the gross cash collateral paid, $29,911 million was used to offset trading derivative liabilities and, of the gross cash collateral received, $38,608 million was used to offset trading derivative assets.
(4)Represents the netting of balances with the same counterparty under enforceable netting agreements. Approximately $296 billion, $4 billion and $11 billion of the netting against trading account asset/liability balances is attributable to each of the OTC, cleared and exchange-traded derivatives, respectively.
(5)Represents the netting of cash collateral paid and received by counterparties under enforceable credit support agreements. Substantially all netting of cash collateral received and paid is against OTC derivative assets and liabilities, respectively.


(6)The net receivables/payables include approximately $5 billion of derivative asset and $7 billion of derivative liability fair values not subject to enforceable master netting agreements, respectively.

For the years ended December 31, 2019, 20182022, 2021 and 2017, the2020, amounts recognized in Principal transactions in the Consolidated Statement of Income include certain derivatives not designated in a qualifying hedging relationship. Citigroup presents this disclosure by business classification, showing derivative gains and losses related to its trading activities together with gains and losses related to non-derivative instruments within the same trading portfolios, as this represents how these portfolios are risk managed. See Note 6 to the Consolidated Financial Statements for further information.
The amounts recognized in Other revenue in the Consolidated Statement of Income related to derivatives not designated in a qualifying hedging relationship are shown below. The table below does not include any offsetting gains (losses) on the economically hedged items to the extent that such amounts are also recorded in Other revenue.:
 
Gains (losses) included in
Other revenue

 Year ended December 31,
In millions of dollars201920182017
Interest rate contracts$57
$(25)$(73)
Foreign exchange(29)(197)2,062
Total$28
$(222)$1,989

 Gains (losses) included in
Other revenue
Year ended December 31,
In millions of dollars202220212020
Interest rate contracts$141 $(70)$63 
Foreign exchange(56)(102)(57)
Total$85 $(172)$6 

Accounting for Derivative Hedging
Citigroup accounts for its hedging activities in accordance with ASC 815, Derivatives and Hedging. As a general rule, hedge accounting is permitted where the Company is exposed to a particular risk, such as interest rate or foreign exchange risk, that causes changes in the fair value of an asset or liability or variability in the expected future cash flows of an existing asset, liability or a forecasted transaction that may affect earnings.
Derivative contracts hedging the risks associated with changes in fair value are referred to as fair value hedges, while contracts hedging the variability of expected future cash flows are cash flow hedges. Hedges that utilize derivatives or debt instruments to manage the foreign exchange risk associated with equity investments in non-U.S.-dollar-functional-currency foreign subsidiaries (net(i.e., net investment in a foreign operation) are net investment hedges.
To qualify as an accounting hedge under the hedge accounting rules (versus an economic hedge where hedge accounting is not applied), a hedging relationship must be highly effective in offsetting the risk designated as being
hedged. The hedging relationship must be formally documented at inception, detailing the particular risk management objective and strategy for the hedge. This includes the item and risk(s) being hedged, the hedging instrument being used and how effectiveness will be assessed. The effectiveness of these hedging relationships is evaluated at hedge inception and on an ongoing basis both on a retrospective and prospective basis, typically using quantitative measures of correlation, with hedge
ineffectiveness measured and recorded in current earnings. Hedge effectiveness assessment methodologies are performed in a similar manner for similar hedges, and are used consistently throughout the hedging relationships. The
assessment of effectiveness may exclude changes in the value of the hedged item that are unrelated to the risks being hedged and the changes in fair value of the derivative associated with time value. Prior to January 1, 2018, these excluded items were recognized in current earnings for the hedging derivative, while changes in the value of a hedged item that were not related to the hedged risk were not recorded. Upon adoption of ASC 2017-12, Citi excludes changes in the cross-currency basis associated with cross-currency swaps from the assessment of hedge effectiveness and records it in Other comprehensive income.

Discontinued Hedge Accounting
A hedging instrument must be highly effective in accomplishing the hedge objective of offsetting either changes in the fair value or cash flows of the hedged item for the risk being hedged. Management may voluntarily de-designate an accounting hedge at any time, but if a hedging relationship is not highly effective, it no longer qualifies for hedge accounting and must be de-designated. Subsequent changes in the fair value of the derivative are recognized in Other revenue or Principal transactions, similar to trading derivatives, with no offset recorded related to the hedged item.
For fair value hedges, any changes in the faircarrying value of the hedged item remain as part of the basis of the asset or liability and are ultimately realized as an element of the yield on the item. For cash flow hedges, changes in fair value of the end-user derivative remain in Accumulated other comprehensive income (loss) (AOCI) and are included in the earnings of future periods when the forecasted hedged cash flows impact earnings. However, if it becomes probable that some or all of the hedged forecasted transactions will not occur, any amounts that remain in AOCI related to these transactions must be immediately reflected in Other revenue.
The foregoing criteria are applied on a decentralized basis, consistent with the level at which market risk is managed, but are subject to various limits and controls. The underlying asset, liability or forecasted transaction may be an individual item or a portfolio of similar items.


Fair Value Hedges

Hedging of Benchmark Interest Rate Risk
Citigroup’s fair value hedges, which include hedges of closed pools of assets, are primarily hedges of fixed-rate long-term debt or assets, such as available-for-sale debt securities or loans.
For qualifying fair value hedges of interest rate risk, the changes in the fair value of the derivative and the change in the fair value of the hedged item attributable to the hedged risk are presented within Interest revenue or Interest expense based on whether the hedged item is an asset or a liability.
In the first quarter of 2019, Citigroup executed a last-of-layer hedge, which permits an entity to hedge the interest rate risk of a stated portion of a closed portfolio of prepayable financial assets that are expected to remain outstanding for the designated tenor of the hedge. In accordance with ASC 815, an entity may exclude prepayment risk when measuring the change in fair value of the hedged item attributable to interest rate risk under the last-of-layer approach. Similar to other fair value hedges, where the hedged item is an asset, the fair value of the hedged item attributable to interest rate risk will be presented in
256
Interest revenue along with the change in the fair value of the hedging instrument.

Hedging of Foreign Exchange Risk
Citigroup hedges the change in fair value attributable to foreign exchange rate movements in available-for-sale debt securities and long-term debt that are denominated in currencies other than the functional currency of the entity holding the securities or issuing the debt. The hedging instrument is generally a forward foreign exchange contract or a cross-currency swap contract. Citigroup considersChanges in the premium associated withfair value of the forward points (i.e., the spot-forward difference) of forward contracts (i.e., the differential between the spot and contractual forward rates) as the cost of hedging; this amount isare excluded from the assessment of hedge effectiveness and isare generally reflected directly in earnings over the life of the hedge. Citi also excludes changes in the fair value of cross-currency basis associated with cross-currency swaps from the assessment of hedge effectiveness and records itthem in Other comprehensive income.


Hedging of Commodity Price Risk
Citigroup hedges the change in fair value attributable to spot price movements in physical commodities inventory.inventories. The hedging instrument is a futures contract to sell the underlying commodity. In this hedge, the change in the carrying value of the hedged inventory is reflected in earnings, which offsets the change in the fair value of the futures contract that is also reflected in earnings. Although the entire change in the fair value of the hedging instrument is recorded in earnings, includesunder certain hedge programs, Citigroup excludes changes in the fair value of the forward rates, Citigroup excludes the differential between the spot and the contractual forward rates underpoints (i.e., spot-forward difference) of the futures contract from the assessment of hedge effectiveness, and reflects itthey are generally reflected directly in earnings over the life of the hedge. Under other hedge programs, Citi excludes changes in the fair value of forward points from the assessment of hedge effectiveness and records them in Other comprehensive income.



The following table summarizes the gains (losses) on the Company’s fair value hedges:
 
Gains (losses) on fair value hedges(1)

 Year Ended December 31,
 20192018
2017(2)
In millions of dollarsOther revenueNet interest revenue
Other
revenue
Net interest revenue
Other
revenue
Gain (loss) on the hedging derivatives included in assessment of the effectiveness of fair value hedges     
Interest rate hedges$—
$2,273
$—
$794
$(891)
Foreign exchange hedges337
—
(2,064)—
(824)
Commodity hedges(33)—
(123)—
(17)
Total gain (loss) on the hedging derivatives included in assessment of the effectiveness of fair value hedges$304
$2,273
$(2,187)$794
$(1,732)
Gain (loss) on the hedged item in designated and qualifying fair value hedges     
Interest rate hedges$—
$(2,085)$—
$(747)$853
Foreign exchange hedges(337)—
2,064
—
969
Commodity hedges33
—
124
—
18
Total gain (loss) on the hedged item in designated and qualifying fair value hedges$(304)$(2,085)$2,188
$(747)$1,840
Net gain (loss) on the hedging derivatives excluded from assessment of the effectiveness of fair value hedges     
Interest rate hedges$—
$3
$—
$(5)$(7)
Foreign exchange hedges(3)
(109)—
(4)—
96
Commodity hedges41
—
(19)—
1
Total net gain (loss) on the hedging derivatives excluded from assessment of the effectiveness of fair value hedges$(68)$3
$(23)$(5)$90

(1)
Beginning January 1, 2018, gain (loss) amounts for interest rate risk hedges are included in Interest income/Interest expense, while the remaining amounts including the amounts for interest rate hedges prior to January 1, 2018 are included in Other revenue or Principal transactions on the Consolidated Statement of Income. The accrued interest income on fair value hedges both prior to and after January 1, 2018 is recorded in Net interest revenue and is excluded from this table.
(2)Hedge ineffectiveness recognized in earnings on designated and qualifying fair value hedges for the year ended December 31, 2017 was $(31) million for interest rate hedges and $49 million for foreign exchange hedges, for a total of $18 million.
(3)
Amounts relate to the premium associated with forward contracts (differential between spot and contractual forward rates) that are excluded from the assessment of hedge effectiveness and are generally reflected directly in earnings. After January 1, 2018, amounts related to cross-currency basis, which are recognized in AOCI, are not reflected in the table above. The amount of cross-currency basis that was included in AOCI was $33 million and $(74) million for the years ended December 31, 2019 and 2018,
 
Gains (losses) on fair value hedges(1)
Year ended December 31,
202220212020
In millions of dollarsOther revenueNet interest incomeOther
revenue		Net interest incomeOther
revenue		Net interest income
Gain (loss) on the hedging derivatives included in assessment of the effectiveness of fair value hedges
Interest rate hedges$— $(8,322)$— $(5,425)$— $4,189 
Foreign exchange hedges(1,375)— (627)— 1,442 — 
Commodity hedges(1,870)— (3,983)— (164)— 
Total gain (loss) on the hedging derivatives included in assessment of the effectiveness of fair value hedges$(3,245)$(8,322)$(4,610)$(5,425)$1,278 $4,189 
Gain (loss) on the hedged item in designated and qualifying fair value hedges
Interest rate hedges$— $8,087 $— $5,043 $— $(4,537)
Foreign exchange hedges1,372 — 628 — (1,442)— 
Commodity hedges1,870 — 3,973 — 164 — 
Total gain (loss) on the hedged item in designated and qualifying fair value hedges$3,242 $8,087 $4,601 $5,043 $(1,278)$(4,537)
Net gain (loss) on the hedging derivatives excluded from assessment of the effectiveness of fair value hedges
Interest rate hedges$— $— $— $(9)$— $(23)
Foreign exchange hedges(2)
171 — 79 — (73)— 
Commodity hedges (3)
94 — 5 — 131 — 
Total net gain (loss) on the hedging derivatives excluded from assessment of the effectiveness of fair value hedges$265 $— $84 $(9)$58 $(23)

(1)Gain (loss) amounts for interest rate risk hedges are included in Interest revenue/Interest expense. The accrued interest income on fair value hedges is recorded in Net interest income and is excluded from this table.
(2)Amounts related to the forward points (i.e., the spot-forward difference) that are excluded from the assessment of hedge effectiveness and are generally reflected directly in earnings under the mark-to-market approach. Amounts related to cross-currency basis, which are recognized in AOCI, are not reflected in the table above. The amount of cross-currency basis included in AOCI was $73 million and $2 million for the years ended December 31, 2022 and 2021, respectively.
(3)Amounts related to the forward points (i.e., the spot-forward difference) that are excluded from the assessment of hedge effectiveness reflected directly in earnings under the mark-to-market approach or recorded in AOCI under the amortization approach. The year ended December 31, 2022 includes gain (loss) of approximately $86 million and $8 million under the mark-to-market approach and amortization approach, respectively.


257


Cumulative Basis Adjustment
Upon electing to apply ASC 815 fair value hedge accounting, the carrying value of the hedged item is adjusted to reflect the cumulative changes in the hedged risk. The hedgeThis cumulative basis adjustment whether from an active or de-designated hedge relationship, remains withbecomes part of the carrying amount of the hedged item until the hedged item is derecognized from the balance sheet. The table below presents the carrying amount of Citi’s hedged assets and liabilities under qualifying fair value hedges at December 31, 20192022 and 2018,2021, along with the cumulative hedge basis adjustments included in the carrying value of those hedged assets and liabilities that would reverse through earnings in future periods.
In millions of dollars
Balance sheet line item in which hedged item is recordedCarrying amount of hedged asset/ liabilityCumulative fair value hedging adjustment increasing (decreasing) the carrying amount
ActiveDe-designated
As of December 31, 2019  
Debt securities
  AFS(1)(2)
$94,659
$(114)$743
Long-term
  debt
157,387
2,334
3,445
As of December 31, 2018  
Debt securities
  AFS(2)
$81,632
$(196)$295
Long-term
  debt
$149,054
$1,211
$869

In millions of dollars
Balance sheet line item in which hedged item is recordedCarrying amount of hedged asset/ liabilityCumulative basis adjustment increasing (decreasing) the carrying amount
ActiveDe-designated
As of December 31, 2022
Debt securities AFS(1)(3)
$98,837 $(2,976)$(333)
Long-term debt144,549 (5,040)(3,399)
As of December 31, 2021
Debt securities AFS(2)(3)
$62,733 $149 $212 
Long-term debt149,305 623 3,936 

(1)These amounts include a cumulative basis adjustment of $(8) million for active hedges and $157 million for de-designated hedges as of December 31, 2019 related to certain prepayable financial assets designated as the hedged item in a fair value hedge using the last-of-layer approach. The Company designated approximately $605 million as the hedged amount (from a closed portfolio of prepayable financial assets with a carrying value of $20 billion as of December 31, 2019) in a last-of-layer hedging relationship, which commenced in the first quarter of 2019.
(2)Carrying amount represents the amortized cost.
(1)    These amounts include a cumulative basis adjustment of $(91) million for active hedges and $(309) million for de-designated hedges as of December 31, 2022, related to certain prepayable financial assets previously designated as the hedged item in a fair value hedge using the last-of-layer approach. The Company designated approximately $3 billion as the hedged amount (from a closed portfolio of prepayable financial assets with a carrying value of $11 billion as of December 31, 2022) in a last-of-layer hedging relationship.
(2)    These amounts include a cumulative basis adjustment of $24 million for active hedges and $(92) million for de-designated hedges as of December 31, 2021, related to certain prepayable financial assets previously designated as the hedged item in a fair value hedge using the last-of-layer approach. The Company designated approximately $6 billion as the hedged amount (from a closed portfolio of prepayable financial assets with a carrying value of $25 billion as of December 31, 2021) in a last-of-layer hedging relationship.
(3)    Carrying amount represents the amortized cost.


258


Cash Flow Hedges
Citigroup hedges the variability of forecasted cash flows due to changes in contractually specified interest rates associated with floating-rate assets/liabilities and other forecasted transactions. Variable cash flows from those liabilities are synthetically converted to fixed-rate cash flows by entering into receive-variable, pay-fixed interest rate swaps and receive-variable, pay-fixed forward-starting interest rate swaps. Variable cash flows associated with certain assets are synthetically converted to fixed-rate cash flows by entering into receive-fixed, pay-variable interest rate swaps. These cash flow hedging relationships use either regression analysis or dollar-offset ratio analysis to assess whether the hedging relationships are highly effective at inception and on an ongoing basis. Prior to the adoption of ASU 2017-12, Citigroup designated the risk being hedged as the risk of overall variability in the hedged cash flows for certain items.

With the adoption of ASU 2017-12, Citigroup hedges the variability from changes in a contractually specified rate and recognizes the entire change in fair value of the cash flow hedging instruments in AOCI. Prior to the adoption of ASU 2017-12, to the extent that these derivatives were not fully effective, changes in their fair values in excess of changes in the value of the hedged transactions were immediately included in Other revenue. With the adoption of ASU 2017-12, such amounts are no longer required to be immediately recognized in income, but instead the full change in the value of the hedging instrument is required to be recognized in AOCI, and then recognized in earnings in the same period that the cash flows impact earnings. The pretax change in AOCI from cash flow hedges is presented below:




In millions of dollars201920182017
Amount of gain (loss) recognized in AOCI on derivatives
   
Interest rate contracts$746 $(361)$(165)
Foreign exchange contracts(17)5 (8)
Total gain (loss) recognized in AOCI
$729 $(356)$(173)
Amount of gain (loss) reclassified from AOCI to earnings(1)
Other revenueNet Interest revenue
Other
revenue
Net interest
revenue
Other
revenue
Interest rate contracts$—
$(384)$—
$(301)$(126)
Foreign exchange contracts(7)—
(17)—
(10)
Total gain (loss) reclassified from AOCI into earnings
$(7)$(384)$(17)$(301)$(136)
Net pretax change in cash flow hedges included within AOCI
 $1,120
 $(38)$(37)
(1)
All amounts reclassified into earnings for interest rate contracts are included in Interest income/Interest expense (Net interest revenue). For all other hedges, the amounts reclassified to earnings are included primarily in Other revenue and Net interest revenue in the Consolidated Statement of Income.

For cash flow hedges, the entire change in the fair value of the hedging derivative is recognized in AOCI and then reclassified to earnings in the same period that the forecasted hedged cash flows impact earnings. The pretax change in AOCI from cash flow hedges is presented below:

In millions of dollars202220212020
Amount of gain (loss) recognized in AOCI on derivatives
Interest rate contracts$(3,640)$(847)$2,670 
Foreign exchange contracts34 (51)(15)
Total gain (loss) recognized in AOCI
$(3,606)$(898)$2,655 

Other revenueNet interest incomeOther
revenue		Net interest
income		Other
revenue		Net interest
income
Amount of gain (loss) reclassified from AOCI to earnings(1)
Interest rate contracts$— $(125)$— $1,075 $— $734 
Foreign exchange contracts(4)— (4)— (4)— 
Total gain (loss) reclassified from AOCI into earnings
$(4)$(125)$(4)$1,075 $(4)$734 
Net pretax change in cash flow hedges included within AOCI
$(3,477)$(1,969)$1,925 

(1)All amounts reclassified into earnings for interest rate contracts are included in Interest income/Interest expense (Net interest income). For all other hedges, the amounts reclassified to earnings are included primarily in Other revenue and Net interest income in the Consolidated Statement of Income.

The net gain (loss) associated with cash flow hedges expected to be reclassified from AOCI within 12 months of December 31, 20192022 is approximately $84 million.$(1.7) billion. The maximum length of time over which forecasted cash flows are hedged is 10 years.
The after-tax impact of cash flow hedges on AOCI is shown in Note 19 to the Consolidated Financial Statements.20.

259


Net Investment Hedges
Consistent with ASC 830-20, Foreign Currency Matters—Foreign Currency Transactions, ASC 815 allows the hedging of the foreign currency risk of a net investment in a foreign operation. Citigroup uses foreign currency forwards, cross-currency swaps, options and foreign currency-denominated debt instruments to manage the foreign exchange risk associated with Citigroup’s equity investments in several non-U.S.-dollar-functional-currency foreign subsidiaries. CitigroupCiti records the change in the carrying amountfair value of these hedging instruments and the translation adjustment for the investments in Foreign currency translation adjustment withinthese foreign subsidiaries in AOCI. Simultaneously, the effective portion of the hedge of this exposure is also recorded in Foreign currency translation adjustment within and any ineffective portion is immediately recorded in earnings.AOCI.
For derivatives designated as net investment hedges, Citigroup follows the forward-rate method outlined in ASC 815-35-35. According to that method, all changes in fair value, including changes related to the forward-rate component of the foreign currency forward contracts and the time value of foreign currency options, are recorded in Foreign currency translation adjustment within AOCI.
For foreign currency-denominated debt instruments that are designated as hedges of net investments, the translation gain or loss that is recorded in Foreign currency translation adjustment is based on the spot exchange rate between the functional currency of the respective subsidiary and the U.S. dollar, which is the functional currency of Citigroup. To the extent that the notional amount of the hedging instrument exactly matches the hedged net investment, and the underlying exchange rate of the derivative hedging instrument relates to the exchange rate between the functional currency of the net investment and Citigroup’s functional currency (or, in the case of a non-derivative debt instrument, such instrument is denominated in the functional currency of the net investment), 0 ineffectiveness is recorded in earnings.
The pretax gain (loss) recorded in Foreign currency translation adjustment within AOCI, related to net investment hedges, is $(556)was $370 million, $1,207$855 million and $2,528$(600) million for the years ended December 31, 2019, 20182022, 2021 and 2017,2020, respectively. The year ended December 31, 2022 includes a $36 million pretax loss related to net investment hedges, respectively, which were reclassified from AOCI into earnings (recorded in Other revenue).

Economic Hedges
Citigroup often uses economic hedges when hedge accounting would be too complex or operationally burdensome. End-user derivatives that are economic hedges are carried at fair value, with changes in value included in either Principal transactions or Other revenue.
For asset/liability management hedging, fixed-rate long-term debt is recorded at amortized cost under GAAP.
For other hedges that either do not meet the ASC 815 hedging criteria or for which management decides not to apply ASC 815 hedge accounting, the derivative is recorded at fair value on the balance sheet with the associated changes in fair value recorded in earnings, while the debt continues to be carried at amortized cost. Therefore, current earnings are affected by the interest rate shifts and other factors that cause a change in the swap’s value, but for which no offsetting change in value is recorded on the debt.
Citigroup may alternatively elect to account for the debt at fair value under the fair value option. Once the irrevocable election is made upon issuance of the debt, the full change in fair value of the debt is reported in earnings. The changes in fair value of the related interest rate swap are also reflected in earnings, which provides a natural offset to the debt’s fair value change. To the extent that the two amounts differ because the full change in the fair value of the debt includes
risks not offset by the interest rate swap, the difference is automatically captured in current earnings.
Additional economic hedges include hedges of the credit risk component of commercial loans and loan commitments. Citigroup periodically evaluates its hedging strategies in other areas and may designate either an accounting hedge or an economic hedge after considering the relative costs and benefits. Economic hedges are also employed when the hedged item itself is marked to marketmarked-to-market through current earnings, such as hedges of commitments to originate one- to four-family mortgage loans to be HFS and MSRs.

Credit Derivatives
Citi is a market maker and trades a range of credit derivatives. Through these contracts, Citi either purchases or writes protection on either a single name or a portfolio of reference credits. Citi also uses credit derivatives to help mitigate credit risk in its corporate and consumer loan portfolios and other cash positions and to facilitate client transactions.
Citi monitors its counterparty credit risk in credit derivative contracts. As of both December 31, 20192022 and 2018,2021, approximately 98% and 99%, respectively, of the gross receivables are from counterparties with which Citi maintains master netting agreements, collateral agreements.agreements or settles daily. A majority of Citi’s top 15 counterparties (by receivable balance owed to Citi) are central clearing houses, banks, financial institutions or other dealers. Contracts with these counterparties do not include ratings-based termination events. However, counterparty ratings downgrades may have an incremental effect by lowering the threshold at which Citi may call for additional collateral.
The range of credit derivatives entered into includes credit default swaps, total return swaps, credit options and credit-linked notes.
A credit default swap is a contract in which, for a fee, a protection seller agrees to reimburse a protection buyer for any losses that occur due to a predefined credit event on a reference entity. These credit events are defined by the terms of the derivative contract and the reference creditentity and are generally limited to the market standard of failure to pay on indebtedness and bankruptcy of the reference creditentity and, in a more limited range of transactions, debt restructuring. Credit derivative transactions that reference emerging market entities also typically include additional credit events to cover the acceleration of indebtedness and the risk of repudiation or a payment moratorium. In certain transactions, protection may be provided on a portfolio of reference entities or asset-backed securities. If there is no credit event, as defined by the specific derivative contract, then the protection seller makes no payments to the protection buyer and receives only the contractually specified fee. However, if a credit event occurs as defined in the specific derivative contract sold, the

protection seller will be required to make a payment to the protection buyer. Under certain contracts, the seller of protection may not be required to make a payment until a specified amount of losses has occurred with respect to the portfolio and/or may only be required to pay for losses up to a specified amount.
A total return swap typically transfers the total economic performance of a reference asset, which includes all associated
260


cash flows, as well as capital appreciation or depreciation. The protection buyer receives a floating rate of interest and any depreciation on the reference asset from the protection seller and, in return, the protection seller receives the cash flows associated with the reference asset plus any appreciation. Thus, according to the total return swap agreement, the protection seller will be obligated to make a payment any time the floating interest rate payment plus any depreciation of the reference asset exceeds the cash flows associated with the underlying asset. A total return swap may terminate upon a default of the reference asset or a credit event with respect to the reference entity, subject to the provisions of the related total return swap agreement between the protection seller and the protection buyer.
A credit option is a credit derivative that allows investors to trade or hedge changes in the credit quality of a reference entity. For example, in a credit spread option, the option writer assumes the obligation to purchase or sell credit protection on the reference entity at a specified “strike” spread level. The option purchaser buys the right to sell credit default protection on the reference entity to, or purchase it from, the option writer at the strike spread level. The payments on credit spread options depend either on a particular credit spread or the price of the underlying credit-sensitive asset or other reference entity. The options usually terminate if a credit event occurs with respect to the underlying reference entity.
A credit-linked note is a form of credit derivative structured as a debt security with an embedded credit default swap. The purchaser of the note effectively provides credit protection to the issuer by agreeing to receive a return that could be negatively affected by credit events on the underlying reference credit.entity. If the reference entity defaults, the note may be cash settled or physically settled by delivery of a debt security of the reference entity. Thus, the maximum amount of the note purchaser’s exposure is the amount paid for the credit-linked note.

261



The following tables summarize the key characteristics of Citi’s credit derivatives portfolio by counterparty and derivative form:

 Fair valuesNotionals
In millions of dollars at December 31, 2022
Receivable(1)
Payable(2)
Protection
purchased		Protection
sold
By industry of counterparty
Banks$1,835 $2,479 $100,628 $96,143 
Broker-dealers1,893 1,478 48,760 44,148 
Non-financial47 15 1,562 1,585 
Insurance and other financial institutions4,614 3,805 490,689 451,260 
Total by industry of counterparty$8,389 $7,777 $641,639 $593,136 
By instrument
Credit default swaps and options$6,867 $7,360 $623,981 $586,504 
Total return swaps and other1,522 417 17,658 6,632 
Total by instrument$8,389 $7,777 $641,639 $593,136 
By rating of reference entity
Investment grade$3,796 $2,970 $499,339 $462,873 
Non-investment grade4,593 4,807 142,300 130,263 
Total by rating of reference entity$8,389 $7,777 $641,639 $593,136 
By maturity
Within 1 year$1,753 $1,801 $147,031 $148,721 
From 1 to 5 years4,577 4,134 443,113 407,293 
After 5 years2,059 1,842 51,495 37,122 
Total by maturity$8,389 $7,777 $641,639 $593,136 

(1)The fair value amount receivable is composed of $5,094 million under protection purchased and $3,295 million under protection sold.
(2)The fair value amount payable is composed of $3,573 million under protection purchased and $4,204 million under protection sold.

 Fair valuesNotionals
In millions of dollars at December 31, 2021
Receivable(1)
Payable(2)
Protection
purchased		Protection
sold
By industry of counterparty
Banks$2,375 $3,031 $108,415 $103,756 
Broker-dealers1,962 1,139 44,364 40,068 
Non-financial113 306 2,785 2,728 
Insurance and other financial institutions5,768 6,539 490,432 425,934 
Total by industry of counterparty$10,218 $11,015 $645,996 $572,486 
By instrument
Credit default swaps and options$9,923 $10,234 $628,136 $565,131 
Total return swaps and other295 781 17,860 7,355 
Total by instrument$10,218 $11,015 $645,996 $572,486 
By rating of reference entity
Investment grade$4,149 $4,258 $511,652 $448,944 
Non-investment grade6,069 6,757 134,344 123,542 
Total by rating of reference entity$10,218 $11,015 $645,996 $572,486 
By maturity
Within 1 year$878 $1,462 $133,866 $115,603 
From 1 to 5 years6,674 6,638 454,617 413,174 
After 5 years2,666 2,915 57,513 43,709 
Total by maturity$10,218 $11,015 $645,996 $572,486 

(1)The fair value amount receivable is composed of $3,705 million under protection purchased and $6,513 million under protection sold.
(2)The fair value amount payable is composed of $7,354 million under protection purchased and $3,661 million under protection sold.
 Fair valuesNotionals
In millions of dollars at December 31, 2019
Receivable(1)
Payable(2)
Protection
purchased		Protection
sold
By industry of counterparty    
Banks$4,017
$4,102
$172,461
$169,546
Broker-dealers1,724
1,528
54,843
53,846
Non-financial92
76
2,601
1,968
Insurance and other financial institutions4,576
5,032
474,021
378,027
Total by industry of counterparty$10,409
$10,738
$703,926
$603,387
By instrument    
Credit default swaps and options$9,759
$9,791
$685,643
$593,850
Total return swaps and other650
947
18,283
9,537
Total by instrument$10,409
$10,738
$703,926
$603,387
By rating of reference entity    
Investment grade$4,579
$4,578
$560,806
$470,778
Non-investment grade5,830
6,160
143,120
132,609
Total by rating of reference entity$10,409
$10,738
$703,926
$603,387
By maturity    
Within 1 year$1,806
$2,181
$231,135
$176,188
From 1 to 5 years7,275
7,265
414,237
379,915
After 5 years1,328
1,292
58,554
47,284
Total by maturity$10,409
$10,738
$703,926
$603,387
262


(1)The fair value amount receivable is composed of $3,415 million under protection purchased and $6,994 million under protection sold.
(2)The fair value amount payable is composed of $7,793 million under protection purchased and $2,945 million under protection sold.

 Fair valuesNotionals
In millions of dollars at December 31, 2018
Receivable(1)
Payable(2)
Protection
purchased		Protection
sold
By industry of counterparty    
Banks$4,785
$4,432
$214,842
$218,273
Broker-dealers1,706
1,612
62,904
63,014
Non-financial64
87
2,687
1,192
Insurance and other financial institutions4,210
4,220
515,216
442,460
Total by industry of counterparty$10,765
$10,351
$795,649
$724,939
By instrument    
Credit default swaps and options$10,030
$9,755
$771,865
$712,623
Total return swaps and other735
596
23,784
12,316
Total by instrument$10,765
$10,351
$795,649
$724,939
By rating of reference entity    
Investment grade$4,725
$4,544
$637,790
$568,849
Non-investment grade6,040
5,807
157,859
156,090
Total by rating of reference entity$10,765
$10,351
$795,649
$724,939
By maturity    
Within 1 year$2,037
$2,063
$251,994
$225,597
From 1 to 5 years6,720
6,414
493,096
456,409
After 5 years2,008
1,874
50,559
42,933
Total by maturity$10,765
$10,351
$795,649
$724,939

(1)The fair value amount receivable is composed of $5,126 million under protection purchased and $5,639 million under protection sold.
(2)The fair value amount payable is composed of $5,882 million under protection purchased and $4,469 million under protection sold.

Fair values included in the above tables are prior to application of any netting agreements and cash collateral. For notional amounts, Citi generally has a mismatch between the total notional amounts of protection purchased and sold, and it may hold the reference assets directly rather than entering into offsetting credit derivative contracts as and when desired. The open risk exposures from credit derivative contracts are largely matched after certain cash positions in reference assets are considered and after notional amounts are adjusted, either to a duration-based equivalent basis or to reflect the level of subordination in tranched structures. The ratings of the credit derivatives portfolio presented in the tables and used to evaluate payment/performance risk are based on the assigned internal or external ratings of the reference asset or entity. Where external ratings are used, investment-grade ratings are considered to be “Baa/BBB” and above, while anything below is considered non-investment grade. Citi’s internal ratings are in line with the related external rating system.
Citigroup evaluates the payment/performance risk of the credit derivatives for which it stands as a protection seller based on the credit rating assigned to the underlying reference credit. Credit derivatives written on an underlying non-investment gradenon-investment-grade reference creditentity represent greater payment risk to the Company. The non-investment gradenon-investment-grade category in the table above also includes credit derivatives where the underlying reference entity has been downgraded subsequent to the inception of the derivative.
The maximum potential amount of future payments under credit derivative contracts presented in the table above is based on the notional value of the derivatives. The Company believes that the notional amount for credit protection sold is not representative of the actual loss exposure based on historical experience. This amount has not been reduced by the value of the reference assets and the related cash flows. In accordance with most credit derivative contracts, should a credit event occur, the Company usually is liable for the difference between the protection sold and the value of the reference assets. Furthermore, the notional amount for credit protection sold has not been reduced for any cash collateral paid to a given counterparty, as such payments would be calculated after netting all derivative exposures, including any credit derivatives with that counterparty in accordance with a related master netting agreement. Due to such netting processes, determining the amount of collateral that corresponds to credit derivative exposures alone is not possible. The Company actively monitors open credit-risk exposures and manages this exposure by using a variety of strategies, including purchased credit derivatives, cash collateral or direct holdings of the referenced assets. This risk mitigation activity is not captured in the table above.

Credit Risk-Related Contingent Features in Derivatives
Certain derivative instruments contain provisions that require the Company to either post additional collateral or immediately settle any outstanding liability balances upon the occurrence of a specified event related to the credit risk of the Company. These events, which are defined by the existing derivative contracts, are primarily downgrades in the credit ratings of the Company and its affiliates.
The fair value (excluding CVA) of all derivative instruments with credit risk-related contingent features that were in a net liability position at both December 31, 20192022 and 20182021 was $30$18 billion and $33$19 billion, respectively. The Company posted $28$15 billion and $33$16 billion as collateral for this exposure in the normal course of business as of December 31, 20192022 and 2018,2021, respectively.
A downgrade could trigger additional collateral or cash settlement requirements for the Company and certain affiliates. In the event that Citigroup and Citibank were downgraded a single notch by all 3three major rating agencies as of December 31, 2019,2022, the Company could be required to post an additional $0.6$0.9 billion as either collateral or settlement of the derivative transactions. In addition, the Company could be required to segregate with third-party custodians collateral previously received from existing derivative counterparties in the amount of $0.2 billion$15.0 million upon the single notch downgrade, resulting in aggregate cash obligations and collateral requirements of approximately $0.8$0.9 billion.

Derivatives Accompanied by Financial Asset Transfers
The Company executes total return swaps that provide it with synthetic exposure to substantially all of the economic return of the securities or other financial assets referenced in the contract. In certain cases, the derivative transaction is accompanied by the Company’s transfer of the referenced financial asset to the derivative counterparty, most typically in response to the derivative counterparty’s desire to hedge, in whole or in part, its synthetic exposure under the derivative contract by holding the referenced asset in funded form. In certain jurisdictions these transactions qualify as sales, resulting in derecognition of the securities transferred (see Note 1 to the Consolidated Financial Statements for further discussion of the related sale conditions for transfers of financial assets). For a significant portion of the transactions, the Company has also executed another total return swap where the Company passes on substantially all of the economic return of the referenced securities to a different third party seeking the exposure. In those cases, the Company is not exposed, on a net basis, to changes in the economic return of the referenced securities.
These transactions generally involve the transfer of the Company’s liquid government bonds, convertible bonds or publicly traded corporate equity securities from the trading portfolio and are executed with third-party financial institutions. The accompanying derivatives are typically total return swaps. The derivatives are cash settled and subject to ongoing margin requirements.
When the conditions for sale accounting are met, the Company reports the transfer of the referenced financial asset as a sale and separately reports the accompanying derivative

transaction. These transactions generally do not result in a gain or loss on the sale of the security, because the transferred
263


security was held at fair value in the Company’s trading portfolio. For transfers of financial assets accounted for as a sale by the Company, and for which the Company has retained substantially all of the economic exposure to the transferred asset through a total return swap executed with the same counterparty in contemplation of the initial sale (and still outstanding), both the asset amounts derecognized and the gross cash proceeds received as of the date of derecognition were $5.8$1.4 billion and $4.6$2.9 billion as of December 31, 20192022 and 2018,2021, respectively.
At December 31, 2019,2022, the fair value of these previously derecognized assets was $5.9$1.4 billion. The fair value of the total return swaps as of December 31, 20192022 was $117$27 million recorded as gross derivative assets and $43$32 million recorded as gross derivative liabilities. At December 31, 2018,2021 the fair value of these previously derecognized assets was $4.5$2.9 billion, and the fair value of the total return swaps was $55$13 million recorded as gross derivative assets and $40$58 million recorded as gross derivative liabilities.
The balances for the total return swaps are on a gross basis, before the application of counterparty and cash collateral netting, and are included primarily as equity derivatives in the tabular disclosures in this Note.

264


23.24. CONCENTRATIONS OF CREDIT RISK

Concentrations of credit risk exist when changes in economic, industry or geographic factors similarly affect groups of counterparties whose aggregate credit exposure is material in relation to Citigroup’s total credit exposure. Although Citigroup’s portfolio of financial instruments is broadly diversified along industry, product and geographic lines, material transactions are completed with other financial institutions, particularly in the securities trading, derivatives and foreign exchange businesses.
In connection with the Company’s efforts to maintain a diversified portfolio, the Company limits its exposure to any one geographic region, country or individual creditor and monitors this exposure on a continuous basis. At December 31, 2019,2022, Citigroup’s most significant concentration of credit risk was with the U.S. government and its agencies. The Company’s exposure, which primarily results from trading assets and investments issued by the U.S. government and its agencies, amounted to $250.9$431.6 billion and $250.0$414.5 billion at December 31, 20192022 and 2018,2021, respectively. The German, Japanese and GermanUnited Kingdom governments and their agencies, which are rated investment grade by both Moody’s and S&P, were the next largest exposures. The Company’s exposure to JapanGermany amounted to $33.3$48.3 billion and $28.8$48.9 billion at December 31, 20192022 and 2018, respectively, and was composed of investment securities, loans and trading assets.2021, respectively. The Company’s exposure to GermanyJapan amounted to $29.8$40.0 billion and $45.6$30.1 billion at December 31, 20192022 and 2018, respectively,2021, respectively. The Company’s exposure to the United Kingdom amounted to $31.7 billion and was$31.1 billion at December 31, 2022 and 2021, respectively. The foreign government exposures are composed of investment securities, loans and trading assets.
The Company’s exposure to states and municipalities amounted to $23.8$20.1 billion and $27.9$22.0 billion at December 31, 20192022 and 2018,2021, respectively, and was composed of trading assets, investment securities, derivatives and lending activities.

265


24.25.  FAIR VALUE MEASUREMENT
ASC 820-10, Fair Value Measurement, defines fair value, establishes a consistent framework for measuring fair value and requires disclosures about fair value measurements. Fair value is defined as the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date, and therefore represents an exit price. Among other things, the standard requires the Company to maximize the use of observable inputs and minimize the use of unobservable inputs when measuring fair value.
Under ASC 820-10, the probability of counterparty default of a counterparty is factored into the valuation of derivative and other positions, as well asand the impact of Citigroup’s own credit risk onis also factored into the valuation of derivatives and other liabilities that are measured at fair value.

Fair Value Hierarchy
ASC 820-10 specifies a hierarchy of inputs based on whether the inputs are observable or unobservable. Observable inputs are developed using market data and reflect market participant assumptions, while unobservable inputs reflect the Company’s market assumptions. These two types of inputs have created the following fair value hierarchy:

•
•Level 1: Quoted prices for identical instruments in active markets.
•Level 2: Quoted prices for similar instruments in active markets, quoted prices for identical or similar instruments in markets that are not active and model-derived valuations in which all significant inputs and significant value drivers are observable in the market.
•Level 3: Valuations derived from valuation techniques in which one or more significant inputs or significant value drivers are unobservable.

identical instruments in active markets.
•
Level 2: Quoted prices for similar instruments in active markets, quoted prices for identical or similar instruments in markets that are not active and model-derived valuations in which all significant inputs and significant value drivers are observable in active markets.
•
Level 3: Valuations derived from valuation techniques in which one or more significant inputs or significant value drivers are unobservable.

As required under the fair value hierarchy, the Company considers relevant and observable market inputs in its valuations where possible.
The fair value hierarchy classification approach typically utilizes rules-based and data-driven selection criteria to determine whether an instrument is classified as Level 1, Level 2 or Level 3:

•The determination of whether an instrument is quoted in an active market and therefore considered a Level 1 instrument is based upon the frequency of observed transactions the size of the bid-ask spread and the amountquality of adjustment necessary when comparing similarindependent market data available on the measurement date.
•A Level 2 classification is assigned where there is observability of prices/market inputs to models, or where any unobservable inputs are not significant to the valuation. The determination of whether an input is considered observable is based on the availability of independent market data and its corroboration, for example through observed transactions are all factors in determining the relevance of observed prices in those markets.market.
•Otherwise, an instrument is classified as Level 3.

Determination of Fair Value
For assets and liabilities carried at fair value, the Company measures fair value using the procedures set out below, irrespective of whether the assets and liabilities are measured at fair value as a result of an election, a non-recurring lower-of-cost-or-market (LOCOM) adjustment, or whetherbecause they are required to be measured at fair value.
When available, the Company uses quoted market prices from active markets to determine fair value and classifies such items as Level 1. In some specific cases where a market price is available, the Company will make use of acceptableapply practical expedients (such as matrix pricing) to calculate fair value, in which case the items aremay be classified as Level 2.
The Company may also apply a price-based methodology whichthat utilizes, where available, quoted prices or other market information obtained from recent trading activity in positions with the same or similar characteristics to the position being valued. The frequency and size of transactions are among the factors that are driven by the liquidity of markets and determine the relevance of observed prices in those markets. If relevant and observable prices are available, those valuations may be classified as Level 2. When that is not the case, andHowever, when there are one or more significant unobservable “price” inputs, then those valuations will be classified as Level 3. Furthermore, when less liquidity exists for a security or loan, a quoted price is considered stale, a significant adjustment to the price of a similar security ismay be necessary to reflect differences in the terms of the actual security or loan being valued, or alternatively, when prices from independent sources aremay be insufficient to corroborate thea valuation, the “price” inputs are considered unobservable and the fair value measurements are classified as Level 3.
If quoted market prices are not available, fair value is based upon internally developed valuation techniques that use, where possible, current market-based parameters, such as interest rates, currency rates and option volatilities. Items valued using such internally generated valuation techniques are classified according to the lowest level input or value driver that is significant to the valuation. Thus, an item may be classified as Level 3 even though there may be some significant inputs that are readily observable.
Fair value estimates from internal valuation techniques are verified, where possible, to prices obtained from independent vendors or brokers. Vendors’ and brokers’ valuations may be based on a variety of inputs ranging from observed prices to proprietary valuation models, and the Company assesses the quality and relevance of this information in determining the estimate of fair value. The following section describes the valuation methodologies used by the Company to measure various financial instruments at fair value, including an indication of the level in the fair value hierarchy in which each instrument is generally classified.value. Where appropriate, the description includes details of the valuation models, the key inputs to those models and any significant assumptions.

Market Valuation Adjustments
Generally, the unit of account for a financial instrument is the individual financial instrument. The Company applies market valuation adjustments that are consistent with the unit of account, which does not include adjustment due to the size of the Company’s position, except as follows. ASC 820-10 permits an exception, through an accounting policy election, to measure the fair value of a portfolio of financial assets and financial liabilities on the basis of the net open risk position when certain criteria are met. Citi has elected to measure
266


certain portfolios of financial instruments that meet those criteria, such as derivatives, on the basis of the net open risk position. The Company applies market valuation adjustments, including adjustments to account for the size of the net open risk position, consistent with market participant assumptions.

Valuation adjustments are applied to items classified as Level 2 or Level 3 in the fair value hierarchy to ensure that the fair value reflects the price at which the net open risk position could be exited. These valuation adjustments are based on the bid/offer spread for an instrument in the market. When Citi has elected to measure certain portfolios of financial investments, such as derivatives, on the basis of the net open risk position, the valuation adjustment may take into account the size of the position.
Credit valuation adjustments (CVA) and funding valuation adjustments (FVA) are applied to the relevant population of over-the-counter (OTC) derivative instruments where adjustments to reflect counterparty credit risk, own credit risk and term funding risk are required to estimate fair value. This principally includes derivatives with a base valuation (e.g., discounted using overnight indexed swap (OIS)) requiring adjustment for these effects, such as uncollateralized interest rate swaps. The CVA represents a portfolio-level adjustment to reflect the risk premium associated with the counterparty’s (assets) or Citi’s (liabilities) non-performance risk.
The FVA reflectrepresents a market funding risk premium inherent in the uncollateralized portion of a derivative portfolio and in certain collateralized derivative portfolios that do not include standard credit support annexes (CSAs), such as where the CSA does not permit the reuse of collateral received. Citi’s FVA methodology leverages the existing CVA methodology to estimate a funding exposure profile. The calculation of this exposure profile considers collateral agreements in which the terms do not permit the Company to reuse the collateral received, including where counterparties post collateral to third-party custodians.
Citi’s CVA and FVA methodology consistsmethodologies consist of two steps:

•First, the exposure profile for each counterparty is determined using the terms of all individual derivative positions and a Monte Carlo simulation or other quantitative analysis to generate a series of expected cash flows at future points in time. The calculation of this exposure profile considers the effect of credit risk mitigants and sources of funding, including pledged cash or other collateral and any legal right of offset that exists with a counterparty through arrangements such as netting agreements. Individual derivative contracts that are subject to an enforceable master netting agreement with a counterparty are aggregated as a netting set for this purpose, since it is those aggregate net cash flows that are subject to nonperformance risk. This process identifies specific, point-in-time future cash flows that are subject to nonperformance risk and unsecuredterm funding risk, rather than using the current recognized net asset or liability as a basis to measure the CVA and FVA.
•Second, for CVA, market-based views of default probabilities derived from observed credit spreads in the credit default swap (CDS) market are applied to the
expected future cash flows determined in step one. Citi’s own-creditown credit CVA is determined using Citi-specific CDS spreads for the relevant tenor. Generally, counterparty
CVA is determined using CDS spread indices for each credit rating and tenor. For certain identified netting sets where individual analysis is practicable (e.g., exposures to counterparties with liquid CDSs), counterparty-specific CDS spreads are used. For FVA, a term structure of future liquidity spreads is applied to the expected future funding requirement.exposures (e.g., the market liquidity spread used to represent the term funding premium associated with certain OTC derivatives).

The CVA and FVA are designed to incorporate a market view of the credit and funding risk, respectively, inherent in the derivative portfolio. However, most unsecured derivative instruments are negotiated bilateral contracts and are not commonly transferred to third parties. Derivative instruments are normally settled contractually or, if terminated early, are terminated at a value negotiated bilaterally between the counterparties. Thus, the CVA and FVA may not be realized upon a settlement or termination in the normal course of business. In addition, all or a portion of these adjustments may be reversed or otherwise adjusted in future periods in the event of changes in the credit or funding risk associated with the derivative instruments.
The table below summarizes the CVA and FVA applied to the fair value of derivative instruments at December 31, 20192022 and 2018:2021:

 Credit and funding valuation adjustments
contra-liability (contra-asset)
In millions of dollarsDecember 31,
2022		December 31,
2021
Counterparty CVA$(816)$(705)
Asset FVA(622)(433)
Citigroup (own credit) CVA607 379 
Liability FVA263 110 
Total CVA and FVA—derivative instruments$(568)$(649)

267


 
Credit and funding valuation adjustments
contra-liability (contra-asset)
In millions of dollarsDecember 31,
2019		December 31,
2018
Counterparty CVA$(705)$(1,085)
Asset FVA(530)(544)
Citigroup (own-credit) CVA341
482
Liability FVA72
135
Total CVA—derivative instruments(1)
$(822)$(1,012)

(1)FVA is included with CVA for presentation purposes.

The table below summarizes pretax gains (losses) related to changes in CVA on derivative instruments, net of hedges, FVA on derivatives and debt valuation adjustments (DVA) on Citi’s own fair value option (FVO) liabilities for the years indicated:

Credit/funding/debt valuation
adjustments gain (loss)
 Credit/funding/debt valuation
adjustments gain (loss)
In millions of dollars201920182017In millions of dollars202220212020
Counterparty CVA$149
$(109)$276
Counterparty CVA$(227)$79 $(101)
Asset FVA13
46
90
Asset FVA(102)96 (95)
Own-credit CVA(131)178
(153)
Own credit CVAOwn credit CVA157 (33)133 
Liability FVA(63)56
(15)Liability FVA155 (22)(6)
Total CVA—derivative instruments$(32)$171
$198
Total CVA and FVA—derivative instrumentsTotal CVA and FVA—derivative instruments$(17)$120 $(69)
DVA related to own FVO liabilities(1)
$(1,473)$1,415
$(680)
DVA related to own FVO liabilities(1)
$2,685 $296 $(616)
Total CVA and DVA(2)
$(1,505)$1,586
$(482)
Total CVA, DVA and FVATotal CVA, DVA and FVA$2,668 $416 $(685)

(1)See Notes 1, 17 and 19 to the Consolidated Financial Statements.

(1)    See Note 20.
(2)FVA is included with CVA for presentation purposes.

Securities Purchased Under Agreements to Resell and Securities Sold Under Agreements to Repurchase
No quoted prices exist for these instruments, sosince fair value is determined using a discounted cash flow technique. Cash flows are estimated based on the terms of the contract, taking into account any embedded derivativederivatives or other features. These cash flows are discounted using interest rates appropriate to the maturity of the instrument as well as the nature of the underlying collateral. Generally, when such instruments are recorded at fair value, they are classified within Level 2 of the fair value hierarchy, as the inputs used in the valuation are readily observable. However, certain long-dated positions are classified within Level 3 of the fair value hierarchy.

Trading Account Assets and Liabilities—Trading Securities and Trading Loans
When available, the Company uses quoted market prices in active markets to determine the fair value of trading securities; such items are classified as Level 1 of the fair value hierarchy. Examples include government securities and exchange-traded equity securities.
For bonds and secondary market loans traded over the counter, the Company generally determines fair value utilizing various valuation techniques, including discounted cash flows, price-based and internal models. Fair value estimates from these internal valuation techniques are verified, where possible, to prices obtained from independent sources, including third-party vendors. Vendors compile prices from various sources and may apply matrix pricing for similar bonds or loans where no price is observable. A price-based methodology utilizes, where available, quoted prices or other market information obtained from recent trading activity of assets with similar characteristics to the bond or loan being valued. The yields used in discounted cash flow models are derived from the same price information. Trading securities and loans priced using such methods are generally classified as Level 2. However, when less liquidity exists for a security or loan, a quoted price is stale, a significant adjustmentthe primary inputs to the price of a similar security or loan is necessary to reflect differences in the terms of the actual security or loan being valued,valuation are unobservable, or prices from independent sources are insufficient to corroborate valuation, a loan or security is
generally classified as Level 3. The price input used in a price-based methodology may be zero for a security, such as a subprime CDO, that is not receiving any principal or interest and is currently written downFair value estimates from these internal valuation techniques are verified, where possible, to zero.prices obtained from independent sources, including third-party vendors.
When the Company’s principal exit market for a portfolio of loans is thethrough securitization, market, the Company uses the securitization price to determineas a key input into the fair value of the loan portfolio. The securitization price is determined from the assumed proceeds of a hypothetical securitization inwithin the current market adjusted for transformation costs (i.e., direct costs other than transaction costs) and securitization uncertaintiesenvironment. Where such as market conditions and liquidity. As a result of the severe reduction in the level of activity in certain securitization markets since the second half of 2007,
observable securitization prices for certain directly comparable portfolios of loans have not been readily available. Therefore, such portfolios of loans are generally classified as Level 3 of the fair value hierarchy. However, for other loan securitization markets, such as commercial real estate loans, price verification of the hypothetical securitizations has beenis possible, since these markets have remained active. Accordingly, this loan portfolio isportfolios are typically classified as Level 2 ofin the fair value hierarchy.
For most of the lending and structured direct subprime mortgage backed security (MBS) exposures, fair value is determined utilizing observable transactions where available, or other valuation techniques such as discounted cash flow analysis utilizing valuation assumptions derived from similar, more observable securities as market data for similar assets in markets that are not active and other internal valuation techniques.proxies. The valuation of certain asset-backed security (ABS) CDO positions utilizes prices based onis inferred through the net asset value of the underlying assets of the ABS CDO.

Trading Account Assets and Liabilities—Derivatives
Exchange-traded derivatives, measured at fair value using quoted (i.e., exchange) prices in active markets, where available, are classified as Level 1 of the fair value hierarchy.
Derivatives without a quoted price in an active market and derivatives executed over the counter are valued using internal valuation techniques. These derivative instruments are classified as either Level 2 or Level 3 depending on the observability of the significant inputs to the model.
The valuation techniques depend on the type of derivative and the nature of the underlying instrument. The principal techniques used to value these instruments are discounted cash flows and internal models, such as derivative pricing models (e.g., Black-Scholes and Monte Carlo simulations).
The key inputs depend upon the type of derivative and the nature of the underlying instrument and include interest rate yield curves, foreign exchange rates, volatilities and correlation. The Company typically uses OIS curves as fair value measurement inputs for the valuation of certain derivatives.


Investments
The investments category includes available-for-sale debt and marketable equity securities whose fair values are generally determined by utilizing similar procedures described for trading securities above or, in some cases, using vendor pricing as the primary source.
Also included in investments are nonpublic investments in private equity and real estate entities. Determining the fair value of nonpublic securities involves a significant degree of management judgment, as no quoted prices exist and such securities are not generally thinly traded. In addition, there may be transfer restrictions on private equity securities. The Company’s process for determining the fair value of such securities utilizes commonly accepted valuation techniques, including comparables analysis.guideline public company analysis and comparable transactions. In determining the fair value of nonpublic securities, the Company also considers events such as a proposed sale of the investee company, initial public offerings, equity issuances or other observable transactions. Private
268


equity securities are generally classified as Level 3 of the fair value hierarchy.
In addition, the Company holds investments in certain alternative investment funds that calculate NAV per share, including hedge funds, private equity funds and real estate funds. Investments in funds are generally classified as non-marketable equity securities carried at fair value. The fair values of these investments are estimated using the NAV per share of the Company’s ownership interest in the funds where it is not probable that the investment will be realized at a price other than the NAV. Consistent with the provisions of ASU 2015-07, these investments have not beenare categorized within the fair value hierarchy and are not included in the tables below. See Note 13 to the Consolidated Financial Statements for additional information.

Short-Term Borrowings and Long-Term Debt
Where fair value accounting has been elected, the fair value of non-structured liabilities is determined by utilizing internal models using the appropriate discount rate for the applicable maturity. Such instruments are generally classified as Level 2 of the fair value hierarchy when all significant inputs are readily observable.
The Company determines the fair value of hybrid financial instruments, including structured liabilities, using the appropriate derivative valuation methodology (described above in “Trading Account Assets and Liabilities—Derivatives”) given the nature of the embedded risk profile. Such instruments are classified as Level 2 or Level 3 depending on the observability of significant inputs to the model.

269


Items Measured at Fair Value on a Recurring Basis
The following tables present for each of the fair value hierarchy levels the Company’s assets and liabilities that are measured at fair value on a recurring basis at December 31, 20192022 and 2018.2021. The Company may hedge positions that have
been classified in the Level 3 category with other financial
instruments (hedging instruments) that may be classified as Level 3, but also with financial instruments classified as Level 1 or Level 2 of the fair value hierarchy.2. The effects of these hedges are presented gross in the following tables:

Fair Value Levels

In millions of dollars at December 31, 2019Level 1Level 2Level 3Gross
inventory
Netting(1)
Net
balance
In millions of dollars at December 31, 2022In millions of dollars at December 31, 2022Level 1Level 2Level 3Gross
inventory
Netting(1)
Net
balance
Assets     Assets    
Securities borrowed and purchased under agreements to resell$—
$254,253
$303
$254,556
$(101,363)$153,193
Securities borrowed and purchased under agreements to resell$— $350,145 $149 $350,294 $(110,767)$239,527 
Trading non-derivative assets     Trading non-derivative assets
Trading mortgage-backed securities     Trading mortgage-backed securities
U.S. government-sponsored agency guaranteed—
27,661
10
27,671
—
27,671
U.S. government-sponsored agency guaranteed— 34,878 600 35,478 — 35,478 
Residential—
573
123
696
—
696
Residential1 1,821 166 1,988 — 1,988 
Commercial—
1,632
61
1,693
—
1,693
Commercial— 798 145 943 — 943 
Total trading mortgage-backed securities$—
$29,866
$194
$30,060
$—
$30,060
Total trading mortgage-backed securities$1 $37,497 $911 $38,409 $— $38,409 
U.S. Treasury and federal agency securities$26,159
$3,736
$—
$29,895
$—
$29,895
U.S. Treasury and federal agency securities$63,067 $4,513 $1 $67,581 $— $67,581 
State and municipal—
2,573
64
2,637
—
2,637
State and municipal— 2,256 7 2,263 — 2,263 
Foreign government50,948
20,326
52
71,326
—
71,326
Foreign government38,383 25,850 119 64,352 — 64,352 
Corporate1,332
17,246
313
18,891
—
18,891
Corporate1,593 11,955 394 13,942 — 13,942 
Equity securities41,663
9,878
100
51,641
—
51,641
Equity securities43,990 10,179 192 54,361 — 54,361 
Asset-backed securities—
1,539
1,177
2,716
—
2,716
Asset-backed securities— 1,597 668 2,265 — 2,265 
Other trading assets(2)
74
11,412
555
12,041
—
12,041
Other trading assets(2)
24 14,963 648 15,635 — 15,635 
Total trading non-derivative assets$120,176
$96,576
$2,455
$219,207
$—
$219,207
Total trading non-derivative assets$147,058 $108,810 $2,940 $258,808 $— $258,808 
Trading derivatives


  Trading derivatives
Interest rate contracts$7
$196,493
$1,168
$197,668
  Interest rate contracts$297 $174,156 $3,751 $178,204 
Foreign exchange contracts1
107,022
547
107,570
  Foreign exchange contracts— 186,897 766 187,663 
Equity contracts83
28,148
240
28,471
  Equity contracts20 40,683 1,704 42,407 
Commodity contracts—
13,498
714
14,212
  Commodity contracts— 26,823 1,501 28,324 
Credit derivatives—
9,960
449
10,409
  Credit derivatives— 7,484 905 8,389 
Total trading derivatives$91
$355,121
$3,118
$358,330
  
Cash collateral paid(3)
  $17,926
  
Total trading derivatives—before netting and collateralTotal trading derivatives—before netting and collateral$317 $436,043 $8,627 $444,987 
Netting agreements   $(274,970) Netting agreements$(346,545)
Netting of cash collateral received   (44,353) Netting of cash collateral received(23,136)
Total trading derivatives$91
$355,121
$3,118
$376,256
$(319,323)$56,933
Total trading derivatives—after netting and collateralTotal trading derivatives—after netting and collateral$317 $436,043 $8,627 $444,987 $(369,681)$75,306 
Investments     Investments
Mortgage-backed securities     Mortgage-backed securities
U.S. government-sponsored agency guaranteed$—
$35,198
$32
$35,230
$—
$35,230
U.S. government-sponsored agency guaranteed$— $11,232 $30 $11,262 $— $11,262 
Residential—
793
—
793
—
793
Residential— 444 41 485 — 485 
Commercial—
74
—
74
—
74
Commercial— 2 — 2 — 2 
Total investment mortgage-backed securities$—
$36,065
$32
$36,097
$—
$36,097
Total investment mortgage-backed securities$— $11,678 $71 $11,749 $— $11,749 
U.S. Treasury and federal agency securities$106,103
$5,315
$—
$111,418
$—
$111,418
U.S. Treasury and federal agency securities$91,851 $439 $— $92,290 $— $92,290 
State and municipal—
4,355
623
4,978
—
4,978
State and municipal— 1,637 586 2,223 — 2,223 
Foreign government69,957
41,196
96
111,249
—
111,249
Foreign government58,419 74,250 608 133,277 — 133,277 
Corporate5,150
6,076
45
11,271
—
11,271
Corporate2,230 2,343 343 4,916 — 4,916 
Marketable equity securities87
371
—
458
—
458
Marketable equity securities254 165 10 429 — 429 
Asset-backed securities—
500
22
522
—
522
Asset-backed securities— 1,029 1 1,030 — 1,030 
Other debt securities—
4,730
—
4,730
—
4,730
Other debt securities— 4,194 — 4,194 — 4,194 
Non-marketable equity securities(4)
—
93
441
534
—
534
Non-marketable equity securities(3)
Non-marketable equity securities(3)
— 9 430 439 — 439 
Total investments$181,297
$98,701
$1,259
$281,257
$—
$281,257
Total investments$152,754 $95,744 $2,049 $250,547 $— $250,547 
Table continues on the next page.

270


In millions of dollars at December 31, 2022Level 1Level 2Level 3Gross
inventory
Netting(1)
Net
balance
Loans$— $3,999 $1,361 $5,360 $— $5,360 
Mortgage servicing rights— — 665 665 — 665 
Non-trading derivatives and other financial assets measured on a recurring basis$4,310 $6,291 $57 $10,658 $— $10,658 
Total assets$304,439 $1,001,032 $15,848 $1,321,319 $(480,448)$840,871 
Total as a percentage of gross assets(4)
23.0 %75.8 %1.2 %
Liabilities
Interest-bearing deposits$— $1,860 $15 $1,875 $— $1,875 
Securities loaned and sold under agreements to repurchase— 155,822 1,031 156,853 (85,967)70,886 
Trading account liabilities
Securities sold, not yet purchased97,559 13,111 50 110,720 — 110,720 
Other trading liabilities— 8 3 11 — 11 
Total trading liabilities$97,559 $13,119 $53 $110,731 $— $110,731 
Trading derivatives
Interest rate contracts$175 $169,049 $3,396 $172,620 
Foreign exchange contracts— 185,279 716 185,995 
Equity contracts70 40,905 2,808 43,783 
Commodity contracts2 25,093 1,223 26,318 
Credit derivatives— 6,715 1,062 7,777 
Total trading derivatives—before netting and collateral$247 $427,041 $9,205 $436,493 
Netting agreements$(346,545)
Netting of cash collateral paid(30,032)
Total trading derivatives—after netting and collateral$247 $427,041 $9,205 $436,493 $(376,577)$59,916 
Short-term borrowings$— $6,184 $38 $6,222 $— $6,222 
Long-term debt— 69,878 36,117 105,995 — 105,995 
Total non-trading derivatives and other financial liabilities measured on a recurring basis$4,197 $240 $2 $4,439 $— $4,439 
Total liabilities$102,003 $674,144 $46,461 $822,608 $(462,544)$360,064 
Total as a percentage of gross liabilities(4)
12.4 %82.0 %5.6 %

(1)Represents netting of (i) the amounts due under securities purchased under agreements to resell and the amounts owed under securities sold under agreements to repurchase and (ii) derivative exposures covered by a qualifying master netting agreement and cash collateral offsetting.
(2)Includes positions related to investments in unallocated precious metals, as discussed in Note 26. Also includes physical commodities accounted for at the lower of cost or fair value and unfunded credit products.
(3)Amounts exclude $27 million of investments measured at net asset value (NAV) in accordance with ASU 2015-07, Fair Value Measurement (Topic 820): Disclosures for Investments in Certain Entities That Calculate Net Asset Value per Share (or Its Equivalent).
(4)Because the amount of the cash collateral paid/received has not been allocated to the Level 1, 2 and 3 subtotals, these percentages are calculated based on total assets and liabilities measured at fair value on a recurring basis, excluding the cash collateral paid/received on derivatives.

271
In millions of dollars at December 31, 2019Level 1Level 2Level 3Gross
inventory
Netting(1)
Net
balance
Loans$—
$3,683
$402
$4,085
$—
$4,085
Mortgage servicing rights—
—
495
495
—
495
Non-trading derivatives and other financial assets measured on a recurring basis$5,628
$7,201
$1
$12,830
$—
$12,830
Total assets$307,192
$815,535
$8,033
$1,148,686
$(420,686)$728,000
Total as a percentage of gross assets(5)
27.2%72.1%0.7%





Liabilities      
Interest-bearing deposits$—
$2,104
$215
$2,319
$—
$2,319
Securities loaned and sold under agreements to repurchase—
111,567
757
112,324
(71,673)40,651
Trading account liabilities      
Securities sold, not yet purchased60,429
11,965
48
72,442
—
72,442
Other trading liabilities—
24
—
24
—
24
Total trading liabilities$60,429
$11,989
$48
$72,466
$—
$72,466
Trading derivatives      
Interest rate contracts$8
$176,480
$1,167
$177,655
  
Foreign exchange contracts—
110,180
552
110,732
  
Equity contracts144
28,506
1,836
30,486
  
Commodity contracts—
16,542
773
17,315
  
Credit derivatives—
10,233
505
10,738
  
Total trading derivatives$152
$341,941
$4,833
$346,926
  
Cash collateral received(6)
   $14,391
  
Netting agreements    $(274,970) 
Netting of cash collateral paid    (38,919) 
Total trading derivatives$152
$341,941
$4,833
$361,317
$(313,889)$47,428
Short-term borrowings$—
$4,933
$13
$4,946
$—
$4,946
Long-term debt—
38,614
17,169
55,783
—
55,783
Total non-trading derivatives and other financial liabilities measured on a recurring basis$6,280
$63
$—
$6,343
$—
$6,343
Total liabilities$66,861
$511,211
$23,035
$615,498
$(385,562)$229,936
Total as a percentage of gross liabilities(5)
11.1%85.0%3.8%   


(1)Represents netting of (i) the amounts due under securities purchased under agreements to resell and the amounts owed under securities sold under agreements to repurchase and (ii) derivative exposures covered by a qualifying master netting agreement and cash collateral offsetting.
(2)Includes positions related to investments in unallocated precious metals, as discussed in Note 25 to the Consolidated Financial Statements. Also includes physical commodities accounted for at the lower of cost or fair value and unfunded credit products.
(3)Reflects the net amount of $56,845 million of gross cash collateral paid, of which $38,919 million was used to offset trading derivative liabilities.
(4)
Amounts exclude $0.2 billion of investments measured at net asset value (NAV) in accordance with ASU No. 2015-07, Fair Value Measurement (Topic 820): Disclosures for Investments in Certain Entities That Calculate Net Asset Value per Share (or Its Equivalent).
(5)Because the amount of the cash collateral paid/received has not been allocated to the Level 1, 2 and 3 subtotals, these percentages are calculated based on total assets and liabilities measured at fair value on a recurring basis, excluding the cash collateral paid/received on derivatives.
(6)Reflects the net amount of $58,744 million of gross cash collateral received, of which $44,353 million was used to offset trading derivative assets.

Fair Value Levels

In millions of dollars at December 31, 2018Level 1Level 2Level 3Gross
inventory
Netting(1)
Net
balance
In millions of dollars at December 31, 2021In millions of dollars at December 31, 2021Level 1Level 2Level 3Gross
inventory
Netting(1)
Net
balance
Assets     Assets    
Securities borrowed and purchased under agreements to resell$—
$214,570
$115
$214,685
$(66,984)$147,701
Securities borrowed and purchased under agreements to resell$— $342,030 $231 $342,261 $(125,795)$216,466 
Trading non-derivative assets     Trading non-derivative assets
Trading mortgage-backed securities     Trading mortgage-backed securities
U.S. government-sponsored agency guaranteed—
24,090
156
24,246
—
24,246
U.S. government-sponsored agency guaranteed— 34,534 496 35,030 — 35,030 
Residential—
709
268
977
—
977
Residential1 643 104 748 — 748 
Commercial—
1,323
77
1,400
—
1,400
Commercial— 778 81 859 — 859 
Total trading mortgage-backed securities$—
$26,122
$501
$26,623
$—
$26,623
Total trading mortgage-backed securities$1 $35,955 $681 $36,637 $— $36,637 
U.S. Treasury and federal agency securities$26,439
$4,802
$1
$31,242
$—
$31,242
U.S. Treasury and federal agency securities$44,900 $3,230 $4 $48,134 $— $48,134 
State and municipal—
3,782
200
3,982
—
3,982
State and municipal— 1,995 37 2,032 — 2,032 
Foreign government43,309
21,179
31
64,519
—
64,519
Foreign government39,176 31,485 23 70,684 — 70,684 
Corporate1,026
14,510
360
15,896
—
15,896
Corporate1,544 16,156 412 18,112 — 18,112 
Equity securities36,342
7,308
153
43,803
—
43,803
Equity securities53,833 10,047 174 64,054 — 64,054 
Asset-backed securities—
1,429
1,484
2,913
—
2,913
Asset-backed securities— 981 613 1,594 — 1,594 
Other trading assets(2)
3
12,198
818
13,019
—
13,019
Other trading assets(2)
— 20,346 576 20,922 — 20,922 
Total trading non-derivative assets$107,119
$91,330
$3,548
$201,997
$—
$201,997
Total trading non-derivative assets$139,454 $120,195 $2,520 $262,169 $— $262,169 
Trading derivatives     Trading derivatives
Interest rate contracts$101
$169,860
$1,671
$171,632
  Interest rate contracts$90 $161,500 $3,898 $165,488 
Foreign exchange contracts—
162,108
346
162,454
  Foreign exchange contracts— 134,912 637 135,549 
Equity contracts647
28,903
343
29,893
  Equity contracts41 43,904 1,307 45,252 
Commodity contracts—
16,788
767
17,555
  Commodity contracts— 28,547 1,797 30,344 
Credit derivatives—
9,839
926
10,765
  Credit derivatives— 9,299 919 10,218 
Total trading derivatives$748
$387,498
$4,053
$392,299
  
Cash collateral paid(3)
  $11,518
  
Total trading derivatives—before netting and collateralTotal trading derivatives—before netting and collateral$131 $378,162 $8,558 $386,851 
Netting agreements   $(311,089) Netting agreements$(292,628)
Netting of cash collateral received   (38,608) 
Total trading derivatives$748
$387,498
$4,053
$403,817
$(349,697)$54,120
Netting of cash collateral received(3)
Netting of cash collateral received(3)
(24,447)
Total trading derivatives—after netting and collateralTotal trading derivatives—after netting and collateral$131 $378,162 $8,558 $386,851 $(317,075)$69,776 
Investments     Investments
Mortgage-backed securities     Mortgage-backed securities
U.S. government-sponsored agency guaranteed$—
$42,988
$32
$43,020
$—
$43,020
U.S. government-sponsored agency guaranteed$— $33,165 $51 $33,216 $— $33,216 
Residential—
1,313
—
1,313
—
1,313
Residential— 286 94 380 — 380 
Commercial—
172
—
172
—
172
Commercial— 25 — 25 — 25 
Total investment mortgage-backed securities$—
$44,473
$32
$44,505
$—
$44,505
Total investment mortgage-backed securities$— $33,476 $145 $33,621 $— $33,621 
U.S. Treasury and federal agency securities$107,577
$9,645
$—
$117,222
$—
$117,222
U.S. Treasury and federal agency securities$122,271 $168 $1 $122,440 $— $122,440 
State and municipal—
8,498
708
9,206
—
9,206
State and municipal— 1,849 772 2,621 — 2,621 
Foreign government58,252
42,371
68
100,691
—
100,691
Foreign government56,842 61,112 786 118,740 — 118,740 
Corporate4,410
7,033
156
11,599
—
11,599
Corporate2,861 2,871 188 5,920 — 5,920 
Marketable equity securities206
14
—
220
—
220
Marketable equity securities350 177 16 543 — 543 
Asset-backed securities—
656
187
843
—
843
Asset-backed securities— 300 3 303 — 303 
Other debt securities—
3,972
—
3,972
—
3,972
Other debt securities— 4,877 — 4,877 — 4,877 
Non-marketable equity securities(4)
—
96
586
682
—
682
Non-marketable equity securities(4)
— 28 316 344 — 344 
Total investments$170,445
$116,758
$1,737
$288,940
$—
$288,940
Total investments$182,324 $104,858 $2,227 $289,409 $— $289,409 

Table continues on the next page.

272


In millions of dollars at December 31, 2021Level 1Level 2Level 3Gross
inventory
Netting(1)
Net
balance
Loans$— $5,371 $711$6,082 $— $6,082 
Mortgage servicing rights— — 404 404 — 404 
Non-trading derivatives and other financial assets measured on a recurring basis$4,075 $8,194 $73 $12,342 $— $12,342 
Total assets$325,984 $958,810 $14,724 $1,299,518 $(442,870)$856,648 
Total as a percentage of gross assets(5)
29.0 %69.9 %1.1 %
Liabilities
Interest-bearing deposits$— $1,483 $183 $1,666 $— $1,666 
Securities loaned and sold under agreements to repurchase— 174,318 643 174,961 (118,267)56,694 
Trading account liabilities
Securities sold, not yet purchased82,675 23,268 65 106,008 — 106,008 
Other trading liabilities— 5 — 5 — 5 
Total trading account liabilities$82,675 $23,273 $65 $106,013 $— $106,013 
Trading derivatives
Interest rate contracts$56 $147,846 $2,172 $150,074 
Foreign exchange contracts— 134,572 726 135,298 
Equity contracts60 46,177 3,447 49,684 
Commodity contracts— 30,004 1,375 31,379 
Credit derivatives— 10,065 950 11,015 
Total trading derivatives—before netting and collateral$116 $368,664 $8,670 $377,450 
Netting agreements$(292,628)
Netting of cash collateral paid(3)
(29,306)
Total trading derivatives—after netting and collateral$116 $368,664 $8,670 $377,450 $(321,934)$55,516 
Short-term borrowings$— $7,253 $105 $7,358 $— $7,358 
Long-term debt— 57,100 25,509 82,609 — 82,609 
Non-trading derivatives and other financial liabilities measured on a recurring basis$3,574 $— $1 $3,575 $— $3,575 
Total liabilities$86,365 $632,091 $35,176 $753,632 $(440,201)$313,431 
Total as a percentage of gross liabilities(5)
11.5 %83.9 %4.7 %

(1)Represents netting of (i) the amounts due under securities purchased under agreements to resell and the amounts owed under securities sold under agreements to repurchase and (ii) derivative exposures covered by a qualifying master netting agreement and cash collateral offsetting.
(2)Includes positions related to investments in unallocated precious metals, as discussed in Note 26. Also includes physical commodities accounted for at the lower of cost or fair value and unfunded credit products.
(3)Represents the netting of cash collateral paid and received by counterparties under enforceable credit support agreements. Substantially all netting of cash collateral received and paid is against OTC derivative assets and liabilities, respectively.
(4)Amounts exclude $145 million of investments measured at NAV in accordance with ASU 2015-07, Fair Value Measurement (Topic 820): Disclosures for Investments in Certain Entities That Calculate Net Asset Value per Share (or Its Equivalent).
(5)Because the amount of the cash collateral paid/received has not been allocated to the Level 1, 2 and 3 subtotals, these percentages are calculated based on total assets and liabilities measured at fair value on a recurring basis, excluding the cash collateral paid/received on derivatives.





















273
In millions of dollars at December 31, 2018Level 1Level 2Level 3Gross
inventory
Netting(1)
Net
balance
Loans$—
$2,946
$277
$3,223
$—
$3,223
Mortgage servicing rights—
—
584
584
—
584
Non-trading derivatives and other financial assets measured on a recurring basis$15,839
$4,949
$—
$20,788
$—
$20,788
Total assets$294,151
$818,051
$10,314
$1,134,034
$(416,681)$717,353
Total as a percentage of gross assets(5)
26.2%72.9%0.9%   
Liabilities      
Interest-bearing deposits$—
$980
$495
$1,475
$—
$1,475
Securities loaned and sold under agreements to repurchase—
110,511
983
111,494
(66,984)44,510
Trading account liabilities      
Securities sold, not yet purchased78,872
11,364
586
90,822
—
90,822
Other trading liabilities—
1,547
—
1,547
—
1,547
Total trading liabilities$78,872
$12,911
$586
$92,369
$—
$92,369
Trading account derivatives      
Interest rate contracts$71
$152,931
$1,825
$154,827
  
Foreign exchange contracts—
159,003
352
159,355
  
Equity contracts351
32,330
1,127
33,808
  
Commodity contracts—
19,904
785
20,689
  
Credit derivatives—
9,486
865
10,351
  
Total trading derivatives$422
$373,654
$4,954
$379,030
  
Cash collateral received(6)
   $13,906
  
Netting agreements    $(311,089) 
Netting of cash collateral paid    (29,911) 
Total trading derivatives$422
$373,654
$4,954
$392,936
$(341,000)$51,936
Short-term borrowings$—
$4,446
$37
$4,483
$—
$4,483
Long-term debt—
25,659
12,570
38,229
—
38,229
Non-trading derivatives and other financial liabilities measured on a recurring basis$15,839
$67
$—
$15,906
$—
$15,906
Total liabilities$95,133
$528,228
$19,625
$656,892
$(407,984)$248,908
Total as a percentage of gross liabilities(5)
14.8%82.1%3.1%   


(1)Represents netting of (i) the amounts due under securities purchased under agreements to resell and the amounts owed under securities sold under agreements to repurchase and (ii) derivative exposures covered by a qualifying master netting agreement and cash collateral offsetting.
(2)Includes positions related to investments in unallocated precious metals, as discussed in Note 25 to the Consolidated Financial Statements. Also includes physical commodities accounted for at the lower of cost or fair value and unfunded credit products.
(3)Reflects the net amount of $41,429 million of gross cash collateral paid, of which $29,911 million was used to offset trading derivative liabilities.
(4)
Amounts exclude $0.2 billion of investments measured at net asset value (NAV) in accordance with ASU 2015-07, Fair Value Measurement (Topic 820): Disclosures for Investments in Certain Entities That Calculate Net Asset Value per Share (or Its Equivalent).
(5)Because the amount of the cash collateral paid/received has not been allocated to the Level 1, 2 and 3 subtotals, these percentages are calculated based on total assets and liabilities measured at fair value on a recurring basis, excluding the cash collateral paid/received on derivatives.
(6)Reflects the net amount of $52,514 million of gross cash collateral received, of which $38,608 million was used to offset trading derivative assets.

Changes in Level 3 Fair Value Category
The following tables present the changes in the Level 3 fair value category for the years ended December 31, 20192022 and 2018.2021. The gains and losses presented below include changes in the fair value related to both observable and unobservable inputs.
The Company often hedges positions with offsetting positions that are classified in a different level. For example,
the gains and losses for assets and liabilities in the Level 3
category presented in the tables below do not reflect the effect of offsetting losses and gains on hedging instruments that may be classified in the Level 1 and Level 2 categories. In addition, the Company hedges items classified in the Level 3 category with instruments also classified in Level 3 of the fair value hierarchy. The hedged items and related hedges are presented gross in the following tables:

Level 3 Fair Value Rollforward

 Net realized/unrealized
gains/losses included in		Transfers 
Unrealized
gains/
losses
still held(3)
  
Net realized/unrealized
gains (losses) included in(1)
Transfers 
Unrealized
gains (losses)
still held(3)
In millions of dollarsDec. 31, 2018Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2019In millions of dollarsDec. 31, 2021Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2022
Assets   Assets
Securities borrowed and purchased under agreements to resell$115
$(5)$—
$191
$(4)$195
$—
$—
$(189)$303
$3
Securities borrowed and purchased under agreements to resell$231 $12 $— $3 $— $252 $— $— $(349)$149 $18 
Trading non-derivative assets   Trading non-derivative assets
Trading mortgage-backed securities   Trading mortgage-backed securities
U.S. government-sponsored agency guaranteed156
—
—
54
(72)160
(1)(287)—
10
1
U.S. government-sponsored agency guaranteed496 (81)— 244 (475)969 — (553)— 600 (59)
Residential268
15
—
86
(80)227
—
(393)—
123
10
Residential104 (5)— 112 (87)187 — (145)— 166 (1)
Commercial77
14
—
150
(105)136
—
(211)—
61
(4)Commercial81 (13)— 167 (78)37 — (49)— 145 (3)
Total trading mortgage-backed securities$501
$29
$—
$290
$(257)$523
$(1)$(891)$—
$194
$7
Total trading mortgage-backed securities$681 $(99)$— $523 $(640)$1,193 $— $(747)$— $911 $(63)
U.S. Treasury and federal agency securities$1
$(9)$—
$—
$—
$20
$—
$(11)$(1)$—
$—
U.S. Treasury and federal agency securities$4 $(4)$— $2 $(1)$1 $— $— $(1)$1 $(1)
State and municipal200
(2)—
1
(19)2
—
(118)—
64
(2)State and municipal37 9 — 77 (35)16 — (97)— 7 — 
Foreign government31
28
—
12
(7)88
—
(100)—
52
1
Foreign government23 (41)— 308 (326)248 — (93)— 119 (22)
Corporate360
284
—
213
(86)323
(29)(742)(10)313
(11)Corporate412 101 — 499 (451)1,068 — (1,235)— 394 (136)
Marketable equity securities153
(21)—
13
(19)117
—
(143)—
100
(51)Marketable equity securities174 45 — 161 (105)155 — (238)— 192 (42)
Asset-backed securities1,484
(65)—
51
(127)738
—
(904)—
1,177
29
Asset-backed securities613 (41)— 243 (239)835 — (743)— 668 (36)
Other trading assets818
(52)—
97
(283)598
36
(630)(29)555
(257)Other trading assets576 249 — 407 (594)774 27 (779)(12)648 (122)
Total trading non-derivative assets$3,548
$192
$—
$677
$(798)$2,409
$6
$(3,539)$(40)$2,455
$(284)Total trading non-derivative assets$2,520 $219 $— $2,220 $(2,391)$4,290 $27 $(3,932)$(13)$2,940 $(422)
Trading derivatives, net(4)
   
Trading derivatives, net(4)
Interest rate contracts$(154)$116
$—
$(129)$172
$154
$45
$(1)$(202)$1
$2,194
Interest rate contracts$1,726 $176 $— $33 $(792)$(163)$7 $79 $(711)$355 $(588)
Foreign exchange contracts(6)(73)—
152
(97)113
—
(114)20
(5)(134)Foreign exchange contracts(89)734 — (422)(22)124 20 (459)164 50 (81)
Equity contracts(784)(425)—
(213)274
(111)(147)(8)(182)(1,596)(422)Equity contracts(2,140)1,604 — (572)673 176 — (370)(475)(1,104)1,057 
Commodity contracts(18)(121)—
(15)(15)252
—
(133)(9)(59)(33)Commodity contracts422 822 — 194 (716)100 — (211)(333)278 413 
Credit derivatives61
(412)—
(114)204
—
—
14
191
(56)(289)Credit derivatives(31)(266)— (7)131 (36)— — 52 (157)(198)
Total trading derivatives, net(4)
$(901)$(915)$—
$(319)$538
$408
$(102)$(242)$(182)$(1,715)$1,316
Total trading derivatives, net(4)
$(112)$3,070 $— $(774)$(726)$201 $27 $(961)$(1,303)$(578)$603 

Table continues on the next page.

274


  
Net realized/unrealized
gains (losses) included in(1)
Transfers     
Unrealized
gains (losses)
still held(3)
In millions of dollarsDec. 31, 2021Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2022
Investments
Mortgage-backed securities
U.S. government-sponsored agency guaranteed$51 $— $(7)$1 $(10)$7 $— $(12)$— $30 $(24)
Residential94 — (5)— (42)3 — (9)— 41 (5)
Commercial— — — — — — — — — — — 
Total investment mortgage-backed securities$145 $— $(12)$1 $(52)$10 $— $(21)$— $71 $(29)
U.S. Treasury and federal agency securities$1 $— $(1)$— $— $— $— $— $— $— $— 
State and municipal772 — (65)82 (164)2 — (41)— 586 (49)
Foreign government786 — (72)256 (276)706 — (792)— 608 (23)
Corporate188 — (4)197 (4)24 — (58)— 343 (2)
Marketable equity securities16 — (7)— — 1 — — — 10 — 
Asset-backed securities3 — 22 41 (1)— — (64)— 1 (5)
Other debt securities— — — — — 82 — (82)— — — 
Non-marketable equity securities316 — (11)11 (12)155 — (29)— 430 4 
Total investments$2,227 $— $(150)$588 $(509)$980 $— $(1,087)$— $2,049 $(104)
Loans$711 $— $15 $426 $(208)$— $569 $— $(152)$1,361 $145 
Mortgage servicing rights404 — 201 — — — 120 — (60)665 199 
Other financial assets measured on a recurring basis73 — (12)29 (26)46 39 (26)(66)57 — 
Liabilities
Interest-bearing deposits$183 $— $6 $8 $(122)$— $20 $— $(68)$15 $— 
Securities loaned and sold under agreements to repurchase643 86 — 3 (3)453 196 — (175)1,031 7 
Trading account liabilities
Securities sold, not yet purchased65 2 — 55 (36)135 — — (167)50 (65)
Other trading liabilities— (3)— — — — — — — 3 — 
Short-term borrowings105 109 — 46 (69)— 96 — (31)38 (14)
Long-term debt25,509 9,796 — 9,873 (7,612)— 18,847 — (704)36,117 7,805 
Other financial liabilities measured on a recurring basis1 — (6)5 (5)— 2 — (7)2 — 

(1)Net realized/unrealized gains (losses) are presented as increase (decrease) to Level 3 assets, and as (increase) decrease to Level 3 liabilities. Changes in fair value of available-for-sale debt securities are recorded in AOCI, unless related to credit impairment, while gains and losses from sales are recorded in Realized gains (losses) from sales of investments in the Consolidated Statement of Income.
(2)Unrealized gains (losses) on MSRs are recorded in Other revenue in the Consolidated Statement of Income.
(3)Represents the amount of total gains or losses for the period, included in earnings (and AOCI for changes in fair value of available-for-sale debt securities and DVA on fair value option liabilities), attributable to the change in fair value relating to assets and liabilities classified as Level 3 that are still held at December 31, 2022.
(4)Total Level 3 trading derivative assets and liabilities have been netted in these tables for presentation purposes only.

275


  Net realized/unrealized
gains/losses included in		Transfers     
Unrealized
gains/
losses
still held(3)
In millions of dollarsDec. 31, 2018Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2019
Investments           
Mortgage-backed securities           
U.S. government-sponsored agency guaranteed$32
$—
$—
$—
$—
$—
$—
$—
$—
$32
$(1)
Residential—
—
—
—
—
—
—
—
—
—
—
Commercial—
—
—
—
—
—
—
—
—
—
—
Total investment mortgage-backed securities$32
$—
$—
$—
$—
$—
$—
$—
$—
$32
$(1)
U.S. Treasury and federal agency securities$—
$—
$—
$—
$—
$—
$—
$—
$—
$—
$—
State and municipal708
—
86
14
(318)430
—
(297)—
623
82
Foreign government68
—
2
—
—
145
—
(119)—
96
2
Corporate156
—
(14)3
(94)—
—
(6)—
45
—
Marketable equity securities—
—
—
—
—
—
—
—
—
—
—
Asset-backed securities187
—
(11)122
(612)550
—
(214)—
22
13
Other debt securities—
—
—
—
—
—
—
—
—
—
—
Non-marketable equity securities586
—
(11)39
(1)11
—
(151)(32)441
16
Total investments$1,737
$—
$52
$178
$(1,025)$1,136
$—
$(787)$(32)$1,259
$112
Loans$277
$—
$192
$148
$(189)$16
$—
$(40)$(2)$402
$186
Mortgage servicing rights584
—
(84)—
—
—
70
—
(75)495
(68)
Other financial assets measured on a recurring basis—
—
96
6
(2)2
32
(21)(112)1
18
Liabilities           
Interest-bearing deposits$495
$—
$(16)$10
$(783)$—
$843
$—
$(366)$215
$(25)
Securities loaned and sold under agreements to repurchase983
121
—
1
4
—
—
(168)58
757
(26)
Trading account liabilities           
Securities sold, not yet purchased586
122
—
68
(443)19
—
(12)(48)48
3
Other trading liabilities—
—
—
—
—
—
—
—
—
—
—
Short-term borrowings37
32
—
13
(42)—
168
—
(131)13
(1)
Long-term debt12,570
(2,140)—
3,892
(5,188)23
8,262
(5)(4,525)17,169
(3,300)
Other financial liabilities measured on a recurring basis—
—
4
5
—
—
4
—
(5)—
—
(1)
Changes in fair value of available-for-sale investments are recorded in AOCI, unless related to other-than-temporary impairment, while gains and losses from sales are recorded in Realized gains (losses) from sales of investments in the Consolidated Statement of Income.
(2)
Unrealized gains (losses) on MSRs are recorded in Other revenue in the Consolidated Statement of Income.
(3)
Represents the amount of total gains or losses for the period, included in earnings (and AOCI for changes in fair value of available-for-sale investments), attributable to the change in fair value relating to assets and liabilities classified as Level 3 that are still held at December 31, 2019.
(4)Total Level 3 trading derivative assets and liabilities have been netted in these tables for presentation purposes only.

  
Net realized/unrealized
gains (losses) included in(1)
Transfers     
Unrealized
gains
(losses)
still held(3)
In millions of dollarsDec. 31, 2020Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2021
Assets           
Securities borrowed and purchased under agreements to resell$320 $(36)$— $45 $(49)$362 $— $— $(411)$231 $— 
Trading non-derivative assets           
Trading mortgage-backed securities           
U.S. government-sponsored agency guaranteed27 8 — 355 (131)447 — (210)— 496 11 
Residential340 25 — 89 (96)282 — (536)— 104 13 
Commercial136 23 — 96 (58)62 — (178)— 81 — 
Total trading mortgage-backed securities$503 $56 $— $540 $(285)$791 $— $(924)$— $681 $24 
U.S. Treasury and federal agency securities$— $— $— $4 $— $— $— $— $— $4 $— 
State and municipal94 (4)— 20 (29)17 — (61)— 37 (6)
Foreign government51 29 — 143 (129)83 — (154)— 23 (2)
Corporate375 74 — 461 (384)867 — (981)— 412 (38)
Marketable equity securities73 67 — 156 (52)118 — (188)— 174 23 
Asset-backed securities1,606 371 — 173 (297)1,313 — (2,553)— 613 (43)
Other trading assets945 97 — 158 (457)980 4 (1,147)(4)576 (37)
Total trading non-derivative assets$3,647 $690 $— $1,655 $(1,633)$4,169 $4 $(6,008)$(4)$2,520 $(79)
Trading derivatives, net(4)
Interest rate contracts$1,614 $(376)$— $102 $562 $27 $(84)$— $(119)$1,726 $4 
Foreign exchange contracts52 (8)— (57)104 220 — (326)(74)(89)7 
Equity contracts(3,213)964 — (1,101)1,923 364 — (364)(713)(2,140)(729)
Commodity contracts292 474 — 174 (454)162 — (238)12 422 261 
Credit derivatives48 (136)— (96)40 — — — 113 (31)(130)
Total trading derivatives, net(4)
$(1,207)$918 $— $(978)$2,175 $773 $(84)$(928)$(781)$(112)$(587)
Investments
Mortgage-backed securities
U.S. government-sponsored agency guaranteed$30 $— $2 $42 $(10)$3 $— $(16)$— $51 $2 
Residential— — — 54 (12)52 — — — 94 (1)
Commercial— — — — — — — — — — — 
Total investment mortgage-backed securities$30 $— $2 $96 $(22)$55 $— $(16)$— $145 $1 
U.S. Treasury and federal agency securities$— $— $— $1 $— $— $— $— $— $1 $— 
State and municipal834 — (21)58 (108)49 — (40)— 772 (12)
Foreign government268 — (49)512 (565)871 — (251)— 786 (2)
Corporate60 — (14)183 (44)37 — (34)— 188 2 
Marketable equity securities— — — 16 — — — — — 16 — 
Asset-backed securities1 — (21)36 — — — (13)— 3 (2)
Other debt securities— — — — — — — — — — — 
Non-marketable equity securities349 — (27)2 — — — (8)— 316 (6)
Total investments$1,542 $— $(130)$904 $(739)$1,012 $— $(362)$— $2,227 $(19)



  Net realized/unrealized
gains (losses) included in		Transfers     
Unrealized
gains
(losses)
still held(3)
In millions of dollarsDec. 31, 2017Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2018
Assets           
Securities borrowed and purchased under agreements to resell$16
$17
$—
$50
$—
$95
$—
$16
$(79)$115
$9
Trading non-derivative assets           
Trading mortgage-backed securities           
U.S. government-sponsored agency guaranteed163
5
—
92
(107)281
—
(278)—
156
186
Residential164
112
—
124
(133)154
—
(153)—
268
4
Commercial57
(7)—
24
(49)110
—
(58)—
77
—
Total trading mortgage-backed securities$384
$110
$—
$240
$(289)$545
$—
$(489)$—
$501
$190
U.S. Treasury and federal agency securities$—
$—
$—
$6
$(4)$1
$—
$—
$(2)$1
$—
State and municipal274
22
—
—
(96)45
—
(45)—
200
9
Foreign government16
(2)—
5
(13)75
—
(50)—
31
(28)
Corporate275
(72)—
138
(122)596
(40)(415)—
360
(32)
Marketable equity securities120
2
—
25
(62)290
—
(222)—
153
(56)
Asset-backed securities1,590
28
—
77
(90)1,238
—
(1,359)—
1,484
(21)
Other trading assets615
276
—
197
(82)598
8
(777)(17)818
91
Total trading non-derivative assets$3,274
$364
$—
$688
$(758)$3,388
$(32)$(3,357)$(19)$3,548
$153
Trading derivatives, net(4)
           
Interest rate contracts$(422)$414
$—
$(6)$(193)$8
$17
$(32)$60
$(154)$336
Foreign exchange contracts130
(99)—
(29)77
11
—
(89)(7)(6)(72)
Equity contracts(2,027)479
—
(131)1,114
25
(44)(17)(183)(784)52
Commodity contracts(1,861)(505)—
(32)2,180
62
—
(19)157
(18)(171)
Credit derivatives(799)261
—
(7)391
2
—
1
212
61
87
Total trading derivatives, net(4)
$(4,979)$550
$—
$(205)$3,569
$108
$(27)$(156)$239
$(901)$232
Investments           
Mortgage-backed securities           
U.S. government-sponsored agency guaranteed$24
$—
$10
$—
$—
$—
$—
$(2)$—
$32
$14
Residential—
—
—
—
—
—
—
—
—
—
—
Commercial3
—
2
1
(1)—
—
(5)—
—
—
Total investment mortgage-backed securities$27
$—
$12
$1
$(1)$—
$—
$(7)$—
$32
$14
U.S. Treasury and federal agency securities$—
$—
$—
$—
$—
$—
$—
$—
$—
$—
$—
State and municipal737
—
(20)—
(18)211
—
(202)—
708
(29)
Foreign government92
—
(3)3
(4)141
—
(161)—
68
4
Corporate71
—
(1)61
(66)101
—
(10)—
156
—
Marketable equity securities2
—
1
—
—
—
—
(2)(1)—
—
Asset-backed securities827
—
(21)10
(524)63
—
(168)—
187
—
Other debt securities—
—
—
—
—
—
—
—
—
—
—
Non-marketable equity securities681
—
(95)193
—
91
—
(234)(50)586
55
Total investments$2,437
$—
$(127)$268
$(613)$607
$—
$(784)$(51)$1,737
$44
Table continues on the next page.

276


 Net realized/unrealized
gains (losses) included in		Transfers 
Unrealized
gains
(losses)
still held(3)
  
Net realized/unrealized
gains (losses) included in(1)
Transfers 
Unrealized
gains
(losses)
still held(3)
In millions of dollarsDec. 31, 2017Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2018In millions of dollarsDec. 31, 2020Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2021
Loans$550
$—
$(319)$—
$13
$140
$—
$(103)$(4)$277
$236
Loans$1,985 $— $90 $311 $(2,071)$— $529 $— $(133)$711 $(77)
Mortgage servicing rights558
—
54
—
—
—
58
(18)(68)584
59
Mortgage servicing rights336 — 43 — — — 92 — (67)404 52 
Other financial assets measured on a recurring basis16
—
51
—
(11)4
12
(12)(60)—
63
Other financial assets measured on a recurring basis— — 6 65 (27)58 — (26)(3)73 — 
Liabilities   Liabilities
Interest-bearing deposits$286
$—
$14
$13
$(1)$—
$215
$—
$(4)$495
$(355)Interest-bearing deposits$206 $— $(18)$— $(44)$— $38 $— $(35)$183 $(19)
Securities loaned and sold under agreements to repurchase726
(8)—
1
—
—
243
(31)36
983
24
Securities loaned and sold under agreements to repurchase631 (9)— 183 (483)488 — — (185)643 32 
Trading account liabilities   Trading account liabilities
Securities sold, not yet purchased22
(454)—
187
(172)7
226
(39)(99)586
(238)Securities sold, not yet purchased214 48 — 87 (34)59 — — (213)65 (4)
Other trading liabilities5
5
—
—
—
—
—
—
—
—
—
Other trading liabilities26 26 — — — — — — — — — 
Short-term borrowings18
53
—
72
(46)—
86
—
(40)37
25
Short-term borrowings219 43 — 137 (57)— 49 — (200)105 (2)
Long-term debt13,082
(182)—
2,850
(3,514)36
(18)(45)(3)12,570
(2,871)Long-term debt25,210 2,774 — 8,611 (9,771)— 10,262 — (6,029)25,509 1,756 
Other financial liabilities measured on a recurring basis8
—
(2)1
(10)—
2
—
(3)—
(8)Other financial liabilities measured on a recurring basis1 — (3)— (4)— 14 — (13)1 — 

(1)Net realized/unrealized gains (losses) are presented as increase (decrease) to Level 3 assets, and as (increase) decrease to Level 3 liabilities. Changes in fair value of available-for-sale debt securities are recorded in AOCI, unless related to credit impairment, while gains and losses from sales are recorded in Realized gains (losses) from sales of investments in the Consolidated Statement of Income.
(2)Unrealized gains (losses) on MSRs are recorded in Other revenue in the Consolidated Statement of Income.
(3)Represents the amount of total gains or losses for the period, included in earnings (and AOCI for changes in fair value of available-for-sale debt securities and DVA on fair value option liabilities), attributable to the change in fair value relating to assets and liabilities classified as Level 3 that are still held at December 31, 2021.
(4)Total Level 3 derivative assets and liabilities have been netted in these tables for presentation purposes only.

Changes in fair value of available-for-sale debt securities are recorded in AOCI, unless related to other-than-temporary impairment, while gains and losses from sales are recorded in Realized gains (losses) from sales of investments in the Consolidated Statement of Income.
(2)
Unrealized gains (losses) on MSRs are recorded in Other revenue in the Consolidated Statement of Income.
(3)
Represents the amount of total gains or losses for the period, included in earnings (and AOCI for changes in fair value of available-for-sale debt securities), attributable to the change in fair value relating to assets and liabilities classified as Level 3 that are still held at December 31, 2018.
(4)Total Level 3 derivative assets and liabilities have been netted in these tables for presentation purposes only.

Level 3 Fair Value RollforwardTransfers
The following were the significant Level 3 transfers for the period December 31, 20182021 to December 31, 2019:2022:

•
Transfers
•During the 12 months ended December 31, 2022, transfers of Long-term debt were $9.9 billion from Level 2 to Level 3. Of the $9.9 billion transfer in, approximately $7.0 billion related to interest rate option volatility inputs becoming unobservable and/or significant relative to their overall valuation, and $2.9 billion related to equity and credit derivative inputs (in addition toothervolatility inputs, e.g., interest rate volatility inputs) becoming unobservable and/or significant to their overall valuation. In other instances, market changes have resulted in some inputs becoming more observable, and some unobservable inputs becoming less significant to the overall valuation of the instruments (e.g., when an option becomes deep-in or deep-out of the money). This has resulted in $7.6 billion of certain structured long-term debt products being transferred from Level 3 to Level 2 during the 12 months ended December 31, 2022.

Long-Term Debt of $3.9 billion from Level 2 to Level 3, and of $5.2 billion from Level 3 to Level 2, mainly related to structured debt, reflecting changes in the significance of unobservable inputs as well as certain underlying market inputs becoming less or more observable.

The following were the significant Level 3 transfers for the period December 31, 20172020 to December 31, 2018:2021:

•
Transfers of Equity Contract Derivatives of $1.1 billion from Level 3 to Level 2, related to equity derivatives where the unobservable components were deemed insignificant.
•
Transfers of Commodity Contract Derivatives of $2.2 billion from Level 3 to Level 2, related to commodity derivatives where the unobservable component of the derivatives were deemed insignificant.
•
Transfers of Long-term debt of $2.9 billion from Level 2 to Level 3, and of $3.5 billion from Level 3 to Level 2, mainly related to structured debt, reflecting changes in the significance of unobservable inputs as well as certain underlying market inputs becoming less or more observable.


•During the 12 months ended December 31, 2021, transfers of Loans of $2.1 billion from Level 3 to Level 2 were primarily driven by equity forward and volatility inputs that have been assessed as not significant to the overall valuation of certain hybrid loan instruments, including equity options and long dated equity call spreads.

•During the 12 months ended December 31, 2021, transfers of Equity contracts of $1.1 billion from Level 2 to Level 3 were due to equity forward and volatility inputs becoming an unobservable and/or significant input relative to the overall valuation of equity options and equity swaps. In other instances, market changes have resulted in observable equity forward and volatility inputs becoming an insignificant input to the overall valuation of the instrument (e.g., when an option becomes deep-in or deep-out of the money). This has resulted in $1.9 billion of certain equity contracts being transferred from Level 3 to Level 2.
•During the 12 months ended December 31, 2021, transfers of Long-term debt were $8.6 billion from Level 2 to Level 3. Of the $8.6 billion transfer in, approximately $7.2 billion related to interest rate option volatility inputs becoming unobservable and/or significant relative to their overall valuation, and $1.0 billion related to equity volatility inputs (in addition toothervolatility inputs, e.g., interest rate volatility inputs) becoming unobservable and/or significant to their overall valuation. In other instances, market changes have resulted in some inputs becoming more observable, and some unobservable inputs becoming less significant to the overall valuation of the instruments (e.g., when an option becomes deep-in or deep-out of the money). This has resulted in $9.8 billion of certain structured long-term debt products being transferred from Level 3 to Level 2 during the 12 months ended December 31, 2021.


277


Valuation Techniques and Inputs for Level 3 Fair
Value Measurements
The Company’s Level 3 inventory consists of both cash
instruments and derivatives of varying complexity. The
valuation methodologies used to measure the fair value of
these positions include discounted cash flow analysis, internal
models and comparative analysis. A position is classified
within Level 3 of the fair value hierarchy when at least one
input is unobservable and is considered significant to its
valuation. The specific reason an input is deemed
unobservable varies; for example, at least one significant
input to the pricing model is not observable in the market, at
least one significant input has been adjusted to make it more
representative of the position being valued or the price quote
available does not reflect sufficient trading activities.
The following tables present the valuation techniques covering the majority of Level 3 inventory and the most significant unobservable inputs used in Level 3 fair value measurements. Methodologies are applied consistently. Changes in listed inputs period versus period represent
variables that become more, or less, significant, hence their addition or removal from the table below. Differences between this table and amounts presented in the Level 3 Fair Value Rollforward table above represent individually immaterial items that have been measured using a variety of valuation techniques other than those listed.



As of December 31, 2022
Fair value(1)
 (in millions)
MethodologyInput
Low(2)(3)
High(2)(3)
Weighted
average(4)
Assets      
Securities borrowed and purchased under agreements to resell$146 Model-basedCredit spread15 bps15 bps15 bps
Interest rate2.61 %2.61 %2.61 %
Mortgage-backed securities$228 Price-basedPrice$1.04 $99.71 $51.51 
732 Yield analysisYield4.41 %20.30 %9.74 %
State and municipal, foreign government, corporate and other debt securities$2,360 Price-basedPrice$0.01 $994.68 $245.85 
Marketable equity securities(5)
$147 Price-basedPrice$— $9,087.76 $114.29 
31 Model-basedWAL2.24 years2.24 years2.24 years
Recovery
(in millions)
$7,148 $7,148 $7,148 
Asset-backed securities$304 Price-basedPrice$10.50 $145.00 $74.97 
308 Yield analysisYield5.76 %18.58 %9.34 %
Non-marketable equities$287 Comparables analysisIlliquidity discount8.60 %17.00 %10.16 %
101 Price-basedPE ratio14.00x15.70x15.16x
Cost of capital8.10 %17.50 %10.44 %
Revenue multiple3.60x13.90x12.40x
Derivatives—gross(6)
Interest rate contracts (gross)$7,108 Model-basedIR normal volatility0.33 %1.82 %0.96 %
Foreign exchange contracts (gross)$1,437 Model-basedIR normal volatility0.33 %1.47 %0.67 %
IR Basis(4.23)%9.68 %(0.03)%
Equity volatility0.05 %300.72 %33.91 %
Credit spread116 bps626 bps594 bps
Equity contracts (gross)(7)
$4,430 Model-basedEquity volatility0.05 %300.72 %41.47 %
Equity forward68.34 %271.61 %103.50 %
Equity-FX correlation(95.00)%50.00 %(16.33)%
Equity-Equity correlation(3.98)%98.68 %85.63 %
WAL2.24 years2.24 years2.24 years
Recovery
(in millions)
$7,148$7,148$7,148
Equity-IR correlation(18.83)%60.00 %32.37 %
Commodity and other contracts (gross)$2,724 Model-basedForward price14.27 %385.50 %106.08 %
Commodity volatility10.43 %151.50 %33.55 %
Commodity correlation(32.00)%91.94 %36.70 %
Credit derivatives (gross)$1,520 Model-basedCredit spread2.50 bps955.10 bps101.27 bps
439 Price-basedRecovery rate25.00 %75.00 %42.27 %
Credit correlation25.00 %80.00 %42.38 %
Price$31.71 $99.00 $78.75 
278


As of December 31, 2022
Fair value(1)
 (in millions)
MethodologyInput
Low(2)(3)
High(2)(3)
Weighted
average(4)
Credit spread volatility35.58 %64.79 %40.47 %
Non-trading derivatives and other financial assets and liabilities measured on a recurring basis (gross)$57 Price-basedPrice$80.16 $105.32 $92.65 
Loans and leases$1,059 Model-basedEquity volatility0.05 %300.72 %42.62 %
304 Price-basedForward price14.27 %324.85 %105.07 %
Price$0.01$100.53$84.77
Equity forward68.34 %271.61 %103.49 %
Mortgage servicing rights$580 Cash flowYield(0.40)%13.20 %5.36 %
84 Model-basedWAL3.92 years9.33 years7.71 years
Liabilities
Interest-bearing deposits$15 Model-basedForward price100.00 %101.30 %100.07 %
Securities loaned and sold under agreements to repurchase$970 Model-basedInterest rate4.01 %4.97 %4.07 %
Trading account liabilities
Securities sold, not yet purchased and other trading liabilities$47 Price-basedPrice$— $9,087.76 $41.22 
6Model-basedFX volatility2.00 %40.00 %12.85 %
Short-term borrowings and long-term debt$36,155 Model-basedIR normal volatility0.33 %1.82 %0.89 %


As of December 31, 2021
Fair value(1)
 (in millions)
MethodologyInput
Low(2)(3)
High(2)(3)
Weighted
average(4)
Assets
Securities borrowed and purchased under agreements to resell$231 Model-basedCredit spread15 bps15 bps15 bps
Interest rate0.26 %0.72 %0.50 %
Mortgage-backed securities$279 Price-basedPrice$4 $118 $79 
526 Yield analysisYield1.43 %23.79 %7.25 %
State and municipal, foreign government, corporate and other debt securities$2,264 Price-basedPrice$— $995 $193 
415 Model-basedEquity volatility0.08 %290.64 %53.94 %
Marketable equity securities(5)
$128 Price-basedPrice$— $73,000 $6,477 
43 Model-basedWAL1.73 years1.73 years1.73 years
Recovery
(in millions)
$7,148 $7,148 $7,148 
Asset-backed securities$386 Price-basedPrice$5 $754 $87 
208 Yield analysisYield2.43 %19.35 %8.18 %
Non-marketable equities$121 Price-basedIlliquidity discount10.00 %36.00 %26.43 %
112 Comparables analysisPE ratio11.00x29.00x15.42x
83 Model-basedPrice$3 $2,601 $2,029 
Adjustment factor0.33x0.44x0.34x
Revenue multiple19.80x30.00x20.48x
Cost of capital17.50 %20.00 %17.57 %
Derivatives—gross(6)
Interest rate contracts (gross)$6,054 Model-basedIR normal volatility0.24 %0.94 %0.70 %
Foreign exchange contracts (gross)$1,364 Model-basedIR normal volatility0.24 %0.74 %0.58 %
FX volatility2.13 %107.42 %11.21 %
279


As of December 31, 2021
Fair value(1)
 (in millions)
MethodologyInput
Low(2)(3)
High(2)(3)
Weighted
average(4)
Credit spread140 bps696 bps639 bps
Equity contracts (gross)(7)
$4,690 Model-basedEquity volatility0.08 %290.64 %47.67 %
Equity forward57.99 %165.83 %89.45 %
Equity-FX correlation(95.00)%80.00 %(16.00)%
Equity-Equity correlation(6.49)%99.00 %85.61 %
Commodity and other contracts (gross)$3,172 Model-basedForward price8.00 %599.44 %123.22 %
Commodity volatility10.87 %188.30 %26.85 %
Commodity correlation(50.52)%89.83 %(7.11)%
Credit derivatives (gross)$1,480 Model-basedCredit spread1.00 bps874.72 bps68.83 bps
427 Price-basedRecovery rate20.00 %75.00 %44.72 %
Upfront points2.74 %99.96 %59.37 %
Price$40 $103 $80 
Credit correlation30.00 %80.00 %54.57 %
Non-trading derivatives and
other financial assets and
liabilities measured on a
recurring basis (gross)		$69 Price-basedPrice$94 $2,598 $591 
Loans and leases$691 Model-basedEquity volatility22.48 %85.44 %50.56 %
Forward price26.95 %333.08 %106.97 %
Commodity volatility10.87 %188.30 %26.85 %
Commodity correlation(50.52)%89.83 %(7.11)%
Mortgage servicing rights$331 Cash flowYield(1.20)%12.10 %4.51 %
73 Model-basedWAL2.75 years5.86 years5.14 years
Liabilities
Interest-bearing deposits$183 Model-basedIR normal volatility0.34 %0.88 %0.68 %
Equity volatility0.08 %290.64 %54.05 %
Equity forward57.99 %165.83 %89.39 %
Securities loaned and sold under agreements to repurchase$643 Model-basedInterest rate0.12 %1.95 %1.47 %
Trading account liabilities
Securities sold, not yet purchased and other trading liabilities$63 Price-basedPrice$— $12,875 $1,707 
Short-term borrowings and long-term debt$25,514 Model-basedIR normal volatility0.07 %0.88 %0.60 %
Equity volatility0.08 %290.64 %53.21 %
Equity-IR correlation(3.53)%60.00 %32.12 %
Equity-FX correlation(95.00)%80.00 %(15.98)%
FX volatility0.06 %41.76 %9.38 %

(1)The tables above include the fair values for the items listed and may not foot to the total population for each category.
(2)Some inputs are shown as zero due to rounding.
(3)When the low and high inputs are the same, there is either a constant input applied to all positions, or the methodology involving the input applies to only one large position.
(4)Weighted averages are calculated based on the fair values of the instruments.
(5)For equity securities, the price inputs are expressed on an absolute basis, not as a percentage of the notional amount.
(6)Both trading and non-trading account derivatives—assets and liabilities—are presented on a gross absolute value basis.
(7)Includes hybrid products.


280


As of December 31, 2019
Fair value(1)
 (in millions)
MethodologyInput
Low(2)(3)
High(2)(3)
Weighted
average(4)
Assets      
Securities borrowed and purchased under agreements to resell$303
Model-basedCredit spread15 bps
15 bps
15 bps
   Interest rate1.59 %3.67%2.72%
Mortgage-backed securities$196
Price-basedPrice$36
$505
$97
 22
Model-based 





State and municipal, foreign government, corporate and other debt securities$880
Model-basedPrice$—
$1,238
$90
 677
Price-basedCredit spread35 bps
295 bps
209 bps
Marketable equity securities(5)
$70
Price-basedPrice$—
$38,500
$2,979
 30
Model-basedWAL1.48 years
1.48 years
1.48 years
   
Recovery
(in millions)
$5,450
$5,450
$5,450
Asset-backed securities$812
Price-basedPrice$4
$103
$60
 $368
Yield analysisYield0.61 %23.38%8.88%
Non-marketable equities$316
Comparables analysisEBITDA multiples7.00x
17.95x
10.34x
\97
Price-based
Appraised value
(in thousands)
$397
$33,246
$8,446
   Price$3
$2,019
$1,020
   PE ratio14.70x
28.70x
20.54x
   Price to book ratio1.50x
3.00x
1.88x
   Discount to price— %10.00%2.32%
Derivatives—gross(6)
      
Interest rate contracts (gross)$2,196
Model-basedInflation volatility0.21 %2.74%0.79%
   Mean reversion1.00 %20.00%10.50%
   IR normal volatility0.09 %0.66%0.53%
Foreign exchange contracts (gross)$1,099
Model-basedFX volatility1.27 %12.16%9.17%
 

 IR normal volatility0.27 %0.66%0.58%
   FX rate37.39 %586.84%80.64%
   Interest rate2.72 %56.14%13.11%
   IR-IR correlation(51.00)%40.00%32.00%
   IR-FX correlation40.00 %60.00%50.00%
Equity contracts (gross)(7)
$2,076
Model-basedEquity volatility3.16 %52.80%28.43%
   Forward price62.60 %112.69%98.46%
   WAL1.48 years
1.48 years
1.48 years
   
Recovery
(in millions)
$5,450
$5,450
$5,450

As of December 31, 2019
Fair value(1)
 (in millions)
MethodologyInput
Low(2)(3)
High(2)(3)
Weighted
average(4)
Commodity and other contracts (gross)$1,487
Model-basedForward price37.62 %362.57%119.32%
   
Commodity
volatility
5.25 %93.63%23.55%
   
Commodity
correlation
(39.65)%87.81%41.80%
Credit derivatives (gross)$613
Model-basedCredit spread8 bps
283 bps
80 bps
 341
Price-basedUpfront points2.59 %99.94%59.41%
   Price$12
$100
$87
   Credit
correlation		25.00 %87.00%48.57%
   Recovery rate20.00 %65.00%48.00%
Loans and leases$378
Model-basedCredit spread9 bps
52 bps
48 bps
 
 Equity volatility32.00 %32.00%32.00%
Mortgage servicing rights$418
Cash flowYield1.78 %12.00%9.49%
 77
Model-basedWAL4.07 years
8.13 years
6.61 years
Liabilities      
Interest-bearing deposits$215
Model-basedMean reversion1.00 %20.00%10.50%
   Forward price97.59 %111.06%102.96%
Securities loaned and sold under agreements to repurchase$757
Model-basedInterest rate1.59 %2.38%1.95%
Trading account liabilities      
Securities sold, not yet purchased$46
Price-basedPrice$—
$866
$96
Short-term borrowings and long-term debt$17,182
Model-basedMean reversion1.00 %20.00%10.50%
   IR normal volatility0.09 %0.66%0.46%
   Forward price37.62 %362.57%97.52%
   
Equity-IR
Correlation
15.00 %44.00%32.66%
As of December 31, 2018
Fair value(1)
 (in millions)
MethodologyInput
Low(2)(3)
High(2)(3)
Weighted
average(4)
Assets      
Securities borrowed and purchased under agreements to resell$115
Model-basedInterest rate2.52 %7.43%5.08 %
Mortgage-backed securities$313
Price-basedPrice$11
$110
$90
 198
Yield analysisYield2.27 %8.70%3.74 %
State and municipal, foreign government, corporate and other debt securities$1,212
Price-basedPrice$—
$104
$91
 938
Model-basedCredit spread35 bps
446 bps
238 bps
Marketable equity securities(5)$108
Price-basedPrice$—
$20,255
$1,248
 45
Model-basedWAL1.47 years
1.47 years
1.47 years
Asset-backed securities$1,608
Price-basedPrice$3
$101
$66
Non-marketable equities$293
Comparables analysisDiscount to price— %100.00%0.66 %
 255
Price-basedEBITDA multiples5.00x
34.00x
9.73x
 

 Net operating income multiple24.70x
24.70x
24.70x
   Price$2
$1,074
$420
   Revenue multiple2.25x
16.50x
7.06x
Derivatives—gross(6)      

As of December 31, 2018
Fair value(1)
 (in millions)
MethodologyInput
Low(2)(3)
High(2)(3)
Weighted
average(4)
Interest rate contracts (gross)$3,467
Model-basedMean reversion1.00 %20.00%10.50 %
   Inflation volatility0.22 %2.65%0.77 %
   IR normal volatility0.16 %0.86%0.56 %
Foreign exchange contracts (gross)$626
Model-basedForeign exchange (FX) volatility3.15 %17.35%11.37 %
 73
Cash flowIR-IR correlation(51.00)%40.00%32.69 %
   IR-FX correlation40.00 %60.00%50.00 %
   Credit spread39 bps
676 bps
423 bps
   IR basis(0.65)%0.11%(0.17)%
   Yield6.98 %7.48%7.23 %
Equity contracts (gross)(7)$1,467
Model-basedEquity volatility3.00 %78.39%37.53 %
 

 Forward price64.66 %144.45%98.55 %
   Equity-Equity correlation(81.39)%100.00%35.49 %
 

 Equity-FX correlation(86.27)%70.00%(1.20)%
   WAL1.47 years
1.47 years
1.47 years
Commodity and other contracts (gross)$1,552
Model-basedForward price15.30 %585.07%145.08 %
 

 Commodity volatility8.92 %59.86%20.34 %
 
 Commodity correlation(51.90)%92.11%40.71 %
Credit derivatives (gross)$1,089
Model-basedCredit correlation5.00 %85.00%41.06 %
 701
Price-basedUpfront points7.41 %99.04%58.95 %
 

 Credit spread2 bps
1,127 bps
87 bps
   Recovery rate5.00 %65.00%46.40 %
   Price$17
$98
$81
Loans and leases$248
Model-basedCredit spread138 bps
255 bps
147 bps
 29
Price-basedYield0.30 %0.47%0.32 %
 
 Price$56
$110
$92
Mortgage servicing rights$501
Cash flowYield4.60 %12.00%7.79 %
 84
Model-basedWAL3.55 years
7.45 years
6.39 years
Liabilities   





Interest-bearing deposits$495
Model-basedMean reversion1.00 %20.00%10.50 %
 

 Forward price64.66 %144.45%98.55 %
 

 Equity volatility3.00 %78.39%43.49 %
Securities loaned and sold under agreements to repurchase$983
Model-basedInterest rate2.52 %3.21%2.87 %
Trading account liabilities

  





Securities sold, not yet purchased$509
Model-basedForward price15.30 %585.07%105.69 %
 77
Price-basedEquity volatility3.00 %78.39%43.49 %
   Equity-Equity correlation(81.39)%100.00%34.04 %
   Equity-FX correlation(86.27)%70.00%(1.20)%
   Commodity volatility8.92 %59.86%20.34 %
   Commodity correlation(51.90)%92.11%40.71 %
   Equity-IR correlation(40.00)%70.37%30.80 %
Short-term borrowings and long-term debt$12,289
Model-basedMean reversion1.00 %20.00%10.50 %
   Forward price64.66 %144.45%98.58 %
   Equity volatility3.00 %78.39%43.24 %
(1)The fair value amounts presented in these tables represent the primary valuation technique or techniques for each class of assets or liabilities.

(2)Some inputs are shown as zero due to rounding.
(3)When the low and high inputs are the same, there is either a constant input applied to all positions, or the methodology involving the input applies to only one large position.
(4)Weighted averages are calculated based on the fair values of the instruments.
(5)For equity securities, the price inputs are expressed on an absolute basis, not as a percentage of the notional amount.
(6)Both trading and nontrading account derivatives—assets and liabilities—are presented on a gross absolute value basis.
(7)Includes hybrid products.

Uncertainty of Fair Value Measurements Relating to Unobservable Inputs
Valuation uncertainty arises when there is insufficient or dispersedispersed market data to allow a precise determination of the exit value of a fair-valued position or portfolio in today’s market. This is especially prevalent in Level 3 fair value instruments, where uncertainty exists in valuation inputs that may be both unobservable and significant to the instrument’s (or portfolio’s) overall fair value measurement. The uncertainties associated with key unobservable inputs on the Level 3 fair value measurements may not be independent of one another. In addition, the amount and direction of the uncertainty on a fair value measurement for a given change in an unobservable input depends on the nature of the instrument as well as whether the Company holds the instrument as an asset or a liability. For certain instruments, the pricing, hedging and risk management are sensitive to the correlation between various inputs rather than on the analysis and aggregation of the individual inputs.
The following section describes some of the most significant unobservable inputs used by the Company in Level 3 fair value measurements.

Correlation
Correlation is a measure of the extent to which two or more variables change in relation to each other. A variety of correlation-related assumptions are required for a wide range of instruments, including equity and credit baskets, foreign exchange options, CDOs backed by loans or bonds, mortgages, subprime mortgagesCredit Index Tranches and many other instruments. For almost all of these instruments, correlations are not directly observable in the market and must be calculated using alternative sources, including historical information. Estimating correlation can be especially difficult where it may vary over time, and calculating correlation information from market data requires significant assumptions regarding the informational efficiency of the market (e.g., swaption markets). Uncertainty therefore exists when an estimate of the appropriate level of correlation as an input into some fair value measurements is required.
Changes in correlation levels can have a substantial impact, favorable or unfavorable, on the value of an instrument, depending on its nature. A change in the default correlation of the fair value of the underlying bonds comprising a CDO structure would affect the fair value of the senior tranche. For example, an increase in the default correlation of the underlying bonds would reduce the fair value of the senior tranche, because highly correlated instruments produce greater losses in the event of default and a portion of these losses would become attributable to the senior tranche. That same change in default correlation would
have a different impact on junior tranches of the same structure.

Volatility
Volatility represents the speed and severity of market price changes and is a key factor in pricing options. Volatility generally depends on the tenor of the underlying instrument
and the strike price or level defined in the contract. Volatilities for certain combinations of tenor and strike are not observable and need to be estimated using alternative methods, such as using comparable instruments, historical analysis or other sources of
market information. This leads to uncertainty around the final fair value measurement of instruments with unobservable volatilities.
The general relationship between changes in the value of an instrument (or a portfolioportfolio) to changes in volatility also depends on changes in interest rates and the level of the underlying index. Generally, long option positions (assets) benefit from increases in volatility, whereas short option positions (liabilities) will suffer losses. Some instruments are more sensitive to changes in volatility than others. For example, an at-the-money option would experience a greater percentage change in its fair value than a deep-in-the-money option. In addition, the fair value of an option with more than one underlying security (e.g., an option on a basket of bonds)equities) depends on the volatility of the individual underlying securities as well as their correlations.

Yield
In some circumstances, the yield of an instrument is not observable in the market and must be estimated from historical data or from yields of similar securities. This estimated yield may need to be adjusted to capture the characteristics of the security being valued. In other situations, the estimated yield may not represent sufficient market liquidity and must be adjusted as well. Whenever the amount of the adjustment is significant to the value of the security, the fair value measurement is classified as Level 3.
Adjusted yield is generally used to discount the projected future principal and interest cash flows on instruments, such as asset-backed securities. Adjusted yield is impacted by changes in the interest rate environment and relevant credit spreads.

Prepayment
Voluntary unscheduled payments (prepayments) change the future cash flows for the investor and thereby change the fair value of the security. The effect of prepayments is more pronounced for residential mortgage-backed securities. An increase in prepayments—in speed or magnitude—generally creates losses for the holder of these securities. Prepayment is generally negatively correlated with delinquency and interest rate. A combination of low prepaymentprepayments and high delinquencies amplifies each input’s negative impact on a mortgage securities’security’s valuation. As prepayment speeds change, the weighted

average life of the security changes, which impacts the valuation either positively or negatively, depending upon the nature of the security and the direction of the change in the weighted average life.

Recovery
Recovery is the proportion of the total outstanding balance of a bond or loan that is expected to be collected in a liquidation scenario. For many credit securities (such as asset-backed(e.g., commercial mortgage-backed securities), therethe expected recovery amount of a defaulted property is no directly observable market input for recovery, but indicationstypically unknown until a liquidation of recovery levels are available from pricing services.the property is imminent. The assumed recovery of a security may differ from its actual recovery that will be observable in the future. The recovery rate impacts the valuation of credit securities. Generally, an increase in the recovery rate assumption increases the fair value of the security. An increase in loss severity, the inverse of the recovery rate, reduces the amount of principal available for distribution and, as a result, decreases the fair value of the security.



281


Credit Spread
Credit spread is a component of the security representing its credit quality. Credit spread reflects the market perception of changes in prepayment, delinquency and recovery rates, therefore capturing the impact of other variables on the fair value. Changes in credit spread affect the fair value of
securities differently depending on the characteristics and maturity profile of the security. For example, credit spread is a more significant driver of the fair value measurement of a high yieldhigh-yield bond as compared to an investment gradeinvestment-grade bond. Generally, the credit spread for an investment gradeinvestment-grade bond is also more observable and less volatile than its high yieldhigh-yield counterpart.


Items Measured at Fair Value on a Nonrecurring Basis
Certain assets and liabilities are measured at fair value on a nonrecurring basis and, therefore, are not included in the tables above. These include assets measured at cost that have been written down to fair value during the periods as a result of an impairment. These also include non-marketable equity securities that have been measured using the measurement alternative and are either (i) written down to fair value during the periods as a result of an impairment or (ii) adjusted upward or downward to fair value as a result of a transaction observed during the periods for thean identical or similar investment ofin the same issuer. In addition, these assets include loans held-for-sale and other real estate owned that are measured at the lower of cost or market value.
The following tables present the carrying amounts of all assets that were still held for which a nonrecurring fair value measurement was recorded:
In millions of dollarsFair valueLevel 2Level 3In millions of dollarsFair valueLevel 2Level 3
December 31, 2019 
December 31, 2022December 31, 2022   
Loans HFS(1)
$4,579
$3,249
$1,330
Loans HFS(1)
$2,336 $457 $1,879 
Other real estate owned20
6
14
Other real estate owned1 — 1 
Loans(2)
344
93
251
Loans(2)
69 — 69 
Non-marketable equity securities measured using the measurement alternative249
249
—
Non-marketable equity securities measured using the measurement alternative597 — 597 
Total assets at fair value on a nonrecurring basis$5,192
$3,597
$1,595
Total assets at fair value on a nonrecurring basis$3,003 $457 $2,546 

In millions of dollarsFair valueLevel 2Level 3
December 31, 2021   
Loans HFS(1)
$2,298 $986 $1,312 
Other real estate owned11 — 11 
Loans(2)
144 — 144 
Non-marketable equity securities measured using the measurement alternative655 104 551 
Total assets at fair value on a nonrecurring basis$3,108 $1,090 $2,018 
In millions of dollarsFair valueLevel 2Level 3
December 31, 2018   
Loans HFS(1)
$5,055
$3,261
$1,794
Other real estate owned78
62
16
Loans(2)
390
139
251
Non-marketable equity securities measured using the measurement alternative261
192
69
Total assets at fair value on a nonrecurring basis$5,784
$3,654
$2,130

(1)
(1)Net of fair value amounts on the unfunded portion of loans HFS recognized as Other liabilities on the Consolidated Balance Sheet.
(2)Represents impaired loans held for investment whose carrying amount is based on the fair value of the underlying collateral less costs to sell, primarily real estate.
Net of fair value amounts on the unfunded portion of loans HFS recognized as Other liabilities on the Consolidated Balance Sheet.
(2)Represents impaired loans held for investment whose carrying amount is based on the fair value of the underlying collateral less costs to sell, primarily real estate.

The fair value of loans HFS is determined where possible using quoted secondary-market prices. If no such quoted price exists, the fair value of a loan is determined using quoted prices for a similar asset or assets, adjusted for the specific attributes of that loan. Fair value for the other real estate owned is based on appraisals. For loans whose carrying amount is based on the fair value of the underlying collateral, the fair values depend on the type of collateral. Fair value of the collateral is typically estimated based on quoted market prices if available, appraisals or other internal valuation techniques.
Where the fair value of the related collateral is based on an unadjusted appraised value, the loan is generally classified as Level 2. Where significant adjustments are made to the appraised value, the loan is classified as Level 3. In addition, for corporate loans, appraisals of the collateral are often based on sales of similar assets; however, because the prices of similar assets require significant adjustments to reflect the unique features of the underlying collateral, these fair value measurements are generally classified as Level 3.
The fair value of non-marketable equity securities under the measurement alternative is based on observed transaction prices for the identical or similar investment of the same issuer, or an internal valuation technique in the case of an impairment. Where there are insufficient market observations to conclude the inputs are observable, where significant adjustments are made to the observed transaction priceprices or when an internal valuation technique is used, the security is classified as Level 3. Fair value may differ from the observed transaction price due to a number of factors, including marketability adjustments and differences in rights and obligations when the observed transaction is not for the identical investment held by Citi.


282


Valuation Techniques and Inputs for Level 3 Nonrecurring Fair Value Measurements
The following tables present the valuation techniques covering the majority of Level 3 nonrecurring fair value measurements and the most significant unobservable inputs used in those measurements:
As of December 31, 2019
Fair value(1)
 (in millions)
MethodologyInput
Low(2)
High
Weighted
average(3)
Loans HFS$1,320
Price-basedPrice$86
$100
$99
Other real estate owned$11
Price-based
Appraised value(4)
$2,297,358
$8,394,102
$5,615,884
 $5
Recovery analysis    
Loans(6)
$100
Recovery analysisRecovery rate0.57%100.00%64.78%
 54
Cash flowPrice$2
$54
$27
 47
Price-basedCost of capital0.10%100.00%54.84%
 29
Price-based
Appraised value(4)
$17,521,218
$43,646,426
$30,583,822

As of December 31, 2022
Fair value(1)
 (in millions)
MethodologyInput
Low(2)
High
Weighted
average(3)
Loans held-for-sale$1,830 Price-basedPrice$0.88 $100.23 $65.91 
Other real estate owned$1 Price-based
Appraised value(4)
$30,000 $441,750 $310,552 
Loans(5)
$45 Recovery analysis
Appraised value(4)
$12,000 $14,022,820 $3,714,342 
24 Appraised value
Non-marketable equity securities measured using the measurement alternative$234 Revenue multiple4.95x73.10x19.68x
363 Price$0.46 $2,416.43 $557.86 
As of December 31, 2018
Fair value(1)
 (in millions)
MethodologyInput
Low(2)
High
Weighted
average(3)
Loans HFS$1,729
Price-basedPrice$81
$100
$98
Other real estate owned$15
Price-based
Appraised value(4)
$8,394,102
$8,394,102
$8,394,102
 2
Recovery analysisDiscount to price13.00%13.00%13.00%
   Price$56
$83
$58
Loans(6)
$251
Recovery analysisRecovery rate30.60%100.00%50.51%
 

 Price$3
$85
$28
Non-marketable equity securities measured using the measurement alternative$66
Price-basedPrice$46
$1,514
$570

As of December 31, 2021
Fair value(1)
 (in millions)
MethodologyInput
Low(2)
High
Weighted
average(3)
Loans held-for-sale$1,312 Price-basedPrice$89 $100 $99 
Other real estate owned$4 Price-based
Appraised value(4)
$14,000 $2,392,464 $1,660,120 
5 Recovery analysis
Loans(5)
$120 Recovery analysis
Appraised value(4)
$10,000 $3,900,000 $247,018 
24 Price-basedPrice$3 $75 $35 
Recovery rate84.00 %100.00 %84.00 %
Non-marketable equity securities measured using the measurement alternative$551 Price-basedPrice$6 $1,339 $52 

(1)The fair value amounts presented in this table represent the primary valuation technique or techniques for each class of assets or liabilities.
(2)Some inputs are shown as zero due to rounding.
(3)Weighted averages are calculated based on the fair values of the instruments.
(4)Appraised values are disclosed in whole dollars.
(5)Includes estimated costs to sell.
(6)Represents impaired loans held for investment whose carrying amounts are based on the fair value of the underlying collateral, primarily real estate secured loans.
(1)The table above includes the fair values for the items listed and may not foot to the total population for each category.
(2)Some inputs are shown as zero due to rounding.
(3)Weighted averages are calculated based on the fair values of the instruments.
(4)Appraised values are disclosed in whole dollars.
(5)Represents impaired loans held for investment whose carrying amount is based on the fair value of the underlying collateral less costs to sell, primarily real estate.

Nonrecurring Fair Value Changes
The following tables present total nonrecurring fair value measurements for the period, included in earnings, attributable to the change in fair value relating to assets that were still held:
 Year ended December 31,
In millions of dollars2019
Loans HFS$—
Other real estate owned(1)
Loans(1)
(56)
Non-marketable equity securities measured using the measurement alternative99
Total nonrecurring fair value gains (losses)$42






Year ended December 31,
In millions of dollars20222021
Loans HFS$(58)$(31)
Other real estate owned— — 
Loans(1)
13 9 
Non-marketable equity securities measured using the measurement alternative315 468 
Total nonrecurring fair value gains (losses)$270 $446 

(1)Represents loans held for investment whose carrying amount is based on the fair value of the underlying collateral less costs to sell, primarily real estate.



 Year ended December 31,
In millions of dollars2018
Loans HFS$(13)
Other real estate owned(2)
Loans(1)
(22)
Non-marketable equity securities measured using the measurement alternative194
Total nonrecurring fair value gains (losses)$157
283
(1)Represents loans held for investment whose carrying amount is based on the fair value of the underlying collateral, primarily real estate.


Estimated Fair Value of Financial Instruments Not Carried at Fair Value
The following tables present the carrying value and fair value of Citigroup’s financial instruments that are not carried at fair value. The tables below therefore exclude items measured at fair value on a recurring basis presented in the tables above.
The disclosure also excludes leases, affiliate investments, pension and benefit obligations, certain insurance contracts and tax-related items. Also, as required, the disclosure excludes the effect of taxes, any premium or discount that could result from offering for sale at one time the entire holdings of a particular instrument, excess fair value
associated with deposits with no fixed maturity and other expenses that would be incurred in a market transaction. In addition, the tables exclude the values of non-financial assets and liabilities, as well as a wide range of franchise, relationship and intangible values, which are integral to a full assessment of Citigroup’s financial position and the value of its net assets.
Fair values vary from period to period based on changes in a wide range of factors, including interest rates, credit quality and market perceptions of value, and as existing assets and liabilities run off and new transactions are entered into.


 December 31, 2022Estimated fair value
 Carrying
value		Estimated
fair value
In billions of dollarsLevel 1Level 2Level 3
Assets     
Investments, net of allowance$274.3 $249.2 $123.2 $123.1 $2.9 
Securities borrowed and purchased under agreements to resell125.9 125.9 — 125.9 — 
Loans(1)(2)
634.5 634.9 — — 634.9 
Other financial assets(2)(3)
427.1 427.1 320.0 22.0 85.1 
Liabilities     
Deposits$1,364.1 $1,345.4 $— $1,159.4 $186.0 
Securities loaned and sold under agreements to repurchase131.6 131.6 — 131.6 — 
Long-term debt(4)
165.6 160.5 — 151.1 9.4 
Other financial liabilities(5)
142.4 142.4 — 26.5 115.9 
December 31, 2019Estimated fair value December 31, 2021Estimated fair value
Carrying
value
Estimated
fair value
  Carrying
value		Estimated
fair value
In billions of dollarsLevel 1Level 2Level 3In billions of dollarsLevel 1Level 2Level 3
Assets Assets   
Investments$86.4
$87.8
$1.9
$83.8
$2.1
Investments, net of allowanceInvestments, net of allowance$221.9 $221.0 $111.8 $106.4 $2.8 
Securities borrowed and purchased under agreements to resell98.1
98.1
—
98.1
—
Securities borrowed and purchased under agreements to resell110.8 110.8 — 106.4 4.4 
Loans(1)(2)
681.2
677.7
—
4.7
673.0
Loans(1)(2)
644.8 659.6 — — 659.6 
Other financial assets(2)(3)
262.4
262.4
177.6
16.3
68.5
Other financial assets(2)(3)
351.9 351.9 242.1 19.9 89.9 
Liabilities Liabilities   
Deposits$1,068.3
$1,066.7
$—
$875.5
$191.2
Deposits$1,315.6 $1,316.2 $— $1,153.9 $162.3 
Securities loaned and sold under agreements to repurchase125.7
125.7
—
125.7
—
Securities loaned and sold under agreements to repurchase134.6 134.6 — 134.5 0.1 
Long-term debt(4)
193.0
203.8
—
187.3
16.5
Long-term debt(4)
171.8 184.6 — 171.9 12.7 
Other financial liabilities(5)
110.2
110.2
—
37.5
72.7
Other financial liabilities(5)
111.1 111.1 — 17.0 94.1 

(1)The carrying value of loans is net of the allowance for credit losses on loans of $17.0 billion for December 31, 2022 and $16.5 billion for December 31, 2021. In addition, the carrying values exclude $0.4 billion and $0.5 billion of lease finance receivables at December 31, 2022 and 2021 respectively.
(2)Includes items measured at fair value on a nonrecurring basis.
(3)Includes cash and due from banks, deposits with banks, brokerage receivables, reinsurance recoverables and other financial instruments included in Other assets on the Consolidated Balance Sheet, for all of which the carrying value is a reasonable estimate of fair value.
(4)The carrying value includes long-term debt balances under qualifying fair value hedges.
(5)Includes brokerage payables, separate and variable accounts, short-term borrowings (carried at cost) and other financial instruments included in Other liabilities on the Consolidated Balance Sheet, for all of which the carrying value is a reasonable estimate of fair value.
 December 31, 2018Estimated fair value
 
Carrying
value
Estimated
fair value
   
In billions of dollarsLevel 1Level 2Level 3
Assets     
Investments$68.9
$68.5
$1.0
$65.4
$2.1
Securities borrowed and purchased under agreements to resell123.0
123.0
—
121.6
1.4
Loans(1)(2)
667.1
666.9
—
5.6
661.3
Other financial assets(2)(3)
249.7
250.1
172.3
15.8
62.0
Liabilities     
Deposits$1,011.7
$1,009.5
$—
$847.1
$162.4
Securities loaned and sold under agreements to repurchase133.3
133.3
—
133.3
—
Long-term debt(4)
193.8
193.7
—
178.4
15.3
Other financial liabilities(5)
103.8
103.8
—
17.2
86.6
(1)
The carrying value of loans is net of the Allowance for loan losses of $12.8 billion for December 31, 2019 and $12.3 billion for December 31, 2018. In addition, the carrying values exclude $1.4 billion and $1.6 billion of lease finance receivables at December 31, 2019 and 2018, respectively.
(2)Includes items measured at fair value on a nonrecurring basis.

(3)
Includes cash and due from banks, deposits with banks, brokerage receivables, reinsurance recoverables and other financial instruments included in Other assets on the Consolidated Balance Sheet, for all of which the carrying value is a reasonable estimate of fair value.
(4)The carrying value includes long-term debt balances under qualifying fair value hedges.
(5)
Includes brokerage payables, separate and variable accounts, short-term borrowings (carried at cost) and other financial instruments included in Other liabilities on the Consolidated Balance Sheet, for all of which the carrying value is a reasonable estimate of fair value.

The estimated fair values of the Company’s corporate unfunded lending commitments at December 31, 20192022 and 20182021 were off-balance sheet liabilities of $5.1$13.7 billion and $7.8$8.1 billion, respectively, substantially all of which are classified as Level 3. The Company does not estimate the fair values of consumer unfunded lending commitments, which are generally cancelablecancellable by providing notice to the borrower.

284


25.26.  FAIR VALUE ELECTIONS
The Company may elect to report most financial instruments and certain other items at fair value on an instrument-by-instrument basis with changes in fair value reported in earnings, other than DVA (see below). The election is made upon the initial recognition of an eligible financial asset, financial liability or firm commitment or when certain specified reconsideration events occur. The fair value election
may not otherwise be revoked once an election is made. The
changes in fair value are recorded in current earnings, other thanearnings. Movements in DVA which isare reported inas a component of AOCI. Additional discussion regarding the applicable areas in which fair value elections were made is presented in Note 24 to the Consolidated Financial Statements.25.
The Company has elected fair value accounting for its mortgage servicing rights (MSRs). See Note 21 to the Consolidated Financial Statements22 for further discussions regarding the accounting and reporting ofadditional details on Citi’s MSRs.

The following table presents the changes in fair value of those items for which the fair value option has been elected:
 
Changes in fair value for the years ended
December 31,
 
In millions of dollars20192018
Assets  
Securities borrowed and purchased under agreements to resell$6
$(6)
Trading account assets77
(337)
Investments—
—
Loans  
Certain corporate loans 
(222)(116)
Certain consumer loans—
—
Total loans$(222)$(116)
Other assets
 
MSRs$(84)$54
Certain mortgage loans HFS(1)
91
38
Total other assets$7
$92
Total assets$(132)$(367)
Liabilities  
Interest-bearing deposits$(205)$20
Securities loaned and sold under agreements to repurchase

386
(118)
Trading account liabilities27
(13)
Short-term borrowings(78)150
Long-term debt(2)
(5,174)3,048
Total liabilities$(5,044)$3,087

(1)Includes gains (losses) associated with interest rate lock commitments for those loans that have been originated and elected under the fair value option.
(2)
Includes DVA that is included in AOCI. See Notes 19 and 24 to the Consolidated Financial Statements.
Changes in fair value—gains (losses) for the years ended December 31,
In millions of dollars20222021
Assets
Securities borrowed and purchased under agreements to resell$(109)$(87)
Trading account assets(296)59 
Investments— — 
Loans
Certain corporate loans
(1,763)(171)
Certain consumer loans(1)— 
Total loans$(1,764)$(171)
Other assets
MSRs$201 $43 
Certain mortgage loans HFS(1)
(455)70 
Total other assets$(254)$113 
Total assets$(2,423)$(86)
Liabilities
Interest-bearing deposits$42 $(118)
Securities loaned and sold under agreements to repurchase110 66 
Trading account liabilities(239)17 
Short-term borrowings(2)
1,424 675 
Long-term debt(2)
15,589 386 
Total liabilities$16,926 $1,026 

(1)    Includes gains (losses) associated with interest rate lock commitments for those loans that have been originated and elected under the fair value option.
(2)     Includes DVA that is included in AOCI. See Notes 20 and 25.

285




Own Debt Valuation Adjustments (DVA)
Own debt valuation adjustments are recognized on Citi’s liabilities for which the fair value option has been elected using Citi’s credit spreads observed in the bond market. Changes in fair value of fair value option liabilities related to changes in Citigroup’s own credit spreads (DVA) are reflected as a component of AOCI. See Note 1 to the Consolidated Financial Statements20 for additional information.
Among other variables, the fair value of liabilities for which the fair value option has been elected (other than non-recourse debt and similar liabilities) is impacted by the narrowing or widening of the Company’s credit spreads.
The estimated changes in the fair value of these non-derivative liabilities due to such changes in the Company’s own credit spread (or instrument-specific credit risk) were a lossgain of $1,473$2,685 million and a gain of $1,415$296 million for the years ended December 31, 20192022 and 2018,2021, respectively. Changes in fair value resulting from changes in instrument-specific credit risk were estimated by incorporating the Company’s current credit spreads observable in the bond market into the relevant valuation technique used to value each liability as described above.

The Fair Value Option for Financial Assets and Financial Liabilities

Selected Portfolios of Securities Purchased Under Agreements to Resell, Securities Borrowed, Securities Sold Under Agreements to Repurchase, Securities Loaned and Certain Non-CollateralizedUncollateralized Short-Term Borrowings
The Company elected the fair value option for certain portfolios of fixed income securities purchased under agreements to resell and fixed income securities sold under
agreements to repurchase, securities borrowed, securities loaned and certain uncollateralized short-term borrowings held primarily by broker-dealer entities in the United States, the United Kingdom and Japan. In each case, the election was made because the related interest rate risk is managed on a portfolio basis, primarily with offsetting derivative instruments that are accounted for at fair value through earnings.
Changes in fair value for transactions in these portfolios are recorded in Principal transactions. The related interest revenue and interest expense are measured based on the contractual rates specified in the transactions and are reported as Interest revenue and Interest expense in the Consolidated Statement of Income.

Certain Loans and Other Credit Products
Citigroup has also elected the fair value option for certain other originated and purchased loans, including certain unfunded loan products, such as guarantees and letters of credit, executed by Citigroup’s lending and trading businesses. None of these credit products are highly leveraged financing commitments. Significant groups of transactions include loans and unfunded loan products that are expected to be either sold or securitized in the near term, or transactions where the economic risks are hedged with derivative instruments, such as purchased credit default swaps or total return swaps where the Company pays the total return on the underlying loans to a third party. Citigroup has elected the fair value option to mitigate accounting mismatches in cases where hedge accounting is complex and to achieve operational simplifications. Fair value was not elected for most lending transactions across the Company.


The following table provides information about certain credit products carried at fair value:
 December 31, 2019December 31, 2018
In millions of dollarsTrading assetsLoansTrading assetsLoans
Carrying amount reported on the Consolidated Balance Sheet$8,320
$4,086
$10,108
$3,224
Aggregate unpaid principal balance in excess of (less than) fair value410
315
435
741
Balance of non-accrual loans or loans more than 90 days past due—
1
—
1
Aggregate unpaid principal balance in excess of (less than) fair value for non-accrual loans or loans more than 90 days past due—
—
—
—

 December 31, 2022December 31, 2021
In millions of dollarsTrading assetsLoansTrading assetsLoans
Carrying amount reported on the Consolidated Balance Sheet$6,011 $5,360 $9,530 $6,082 
Aggregate unpaid principal balance in excess of (less than) fair value167 51 (100)226 
Balance of non-accrual loans or loans more than 90 days past due— 2 — 1 
Aggregate unpaid principal balance in excess of (less than) fair value for non-accrual loans or loans more than 90 days past due— 1 — — 

In addition to the amounts reported above, $1,062$729 million and $1,137$719 million of unfunded commitments related to certain credit products selected for fair value accounting were outstanding as of December 31, 20192022 and 2018,2021, respectively.

286


Changes in the fair value of funded and unfunded credit products are classified in Principal transactions in Citi’s Consolidated Statement of Income. Related interest revenue is measured based on the contractual interest rates and reported as Interest revenue on Trading account assets or loan interest depending on the balance sheet classifications of the credit products. The changes in fair value for the years ended December 31, 20192022 and 20182021 due to instrument-specific credit risk totaled to a gainlosses of $95$155 million and a loss of $27$21 million, respectively. Changes in fair value due to instrument-specific credit risk are estimated based on changes in borrower-specific credit spreads and recovery assumptions.

Certain Investments in Unallocated Precious Metals
Citigroup invests in unallocated precious metals accounts (gold,(e.g., gold, silver, platinum and palladium) as part of its commodity and foreign currency trading activities or to economically hedge certain exposures from issuing structured liabilities. Under ASC 815, the investment is bifurcated into a debt host contract and a commodity forward derivative instrument. Citigroup elects the fair value option for the debt host contract, and reports the debt host contract within Trading account assets on the Company’s Consolidated Balance Sheet. The total carrying amount of debt host contracts across unallocated precious metals accounts was approximately $0.2$0.3 billion and $0.4$0.3 billion at December 31, 20192022 and 2018,2021, respectively. The amounts are expected to fluctuate based on trading activity in future periods.
As part of its commodity and foreign currency trading activities, Citi trades unallocated precious metals investments and executes forward purchase and forward sale derivative contracts with trading counterparties. When Citi sells an unallocated precious metals investment, Citi’s receivable from its depository bank is repaid and Citi derecognizes its investment in the unallocated precious metal. The forward purchase or sale contract with the trading counterparty indexed to unallocated precious metals is accounted for as a derivative, at fair value through earnings. As of December 31, 2019,2022, there were approximately $7.4$18.6 billion and $6.8$10.8 billion inof notional amounts of such forward purchase and forward sale derivative contracts outstanding, respectively.

Certain Investments in Private Equity and Real Estate Ventures
Citigroup invests in private equity and real estate ventures for the purpose of earning investment returns and for capital appreciation. The Company has elected the fair value option for certain of these ventures, because such investments are considered similar to many private equity or hedge fund activities in Citi’s investment companies, which are reported at fair value. The fair value option brings consistency in the accounting and evaluation of these investments. All investments (debt and equity) in such private equity and real estate entities are accounted for at fair value. These investments are classified as Investments on Citigroup’s Consolidated Balance Sheet.
Changes in the fair values of these investments are classified in Other revenue in the Company’s Consolidated Statement of Income.

Certain Mortgage Loans Held-for-Sale (HFS)
Citigroup has elected the fair value option for certain purchased and originated prime fixed-rate and conforming adjustable-rate first mortgage loans HFS. These loans are intended for sale or securitization and are hedged with derivative instruments. The Company has elected the fair value option to mitigate accounting mismatches in cases where hedge accounting is complex and to achieve operational simplifications.

The following table provides information about certain mortgage loans HFS carried at fair value:

In millions of dollarsDecember 31,
2019		December 31, 2018In millions of dollarsDecember 31,
2022		December 31, 2021
Carrying amount reported on the Consolidated Balance Sheet$1,254
$556
Carrying amount reported on the Consolidated Balance Sheet$793 $3,035 
Aggregate fair value in excess of (less than) unpaid principal balance(31)21
Aggregate fair value in excess of (less than) unpaid principal balance(10)70 
Balance of non-accrual loans or loans more than 90 days past due1
—
Balance of non-accrual loans or loans more than 90 days past due1 — 
Aggregate unpaid principal balance in excess of fair value for non-accrual loans or loans more than 90 days past due—
—
Aggregate unpaid principal balance in excess of fair value for non-accrual loans or loans more than 90 days past due— — 

The changes in the fair values of these mortgage loans are reported in Other revenue in the Company’s Consolidated Statement of Income. There was no net change in fair value during the years ended December 31, 20192022 and 20182021 due to instrument-specific credit risk. Changes in fair value due to instrument-specific credit risk are estimated based on changes
in the borrower default, prepayment and recovery forecasts in addition to instrument-specific credit spread. Related interest income continues to be measured based on the contractual interest rates and reported as Interest revenue in the Consolidated Statement of Income.

287


Certain StructuredDebt Liabilities
The Company has elected the fair value option for certain structureddebt liabilities, whose performance is linked to structured interest rates, inflation, currency, equity, referenced credit or commodity risks. The Company elected the fair value option because these exposures are considered to be trading-related positions and, therefore, are managed on a fair value basis. These positions will continue to beare classified as debt, deposits or derivatives (Trading account liabilitiesLong-term debt) on the Company’s Consolidated Balance Sheet according to their legal form.Sheet.

The following table provides information about the carrying value of structured notes carried at fair value, disaggregated by type of embedded derivative instrument:risk:

In billions of dollarsDecember 31, 2019December 31, 2018In billions of dollarsDecember 31, 2022December 31, 2021
Interest rate linked$22.9
$17.3
Interest rate linked$53.4 $38.9 
Foreign exchange linked0.9
0.5
Foreign exchange linked0.1 — 
Equity linked21.7
14.8
Equity linked42.5 36.1 
Commodity linked1.8
1.2
Commodity linked5.0 3.9 
Credit linked2.4
1.9
Credit linked5.0 3.7 
Total$49.7
$35.7
Total$106.0 $82.6 

The portion of the changes in fair value attributable to changes in Citigroup’s own credit spreads (DVA) is reflected as a component of AOCI while all other changes in fair value are reported in Principal transactions. Changes in the fair value of these structured liabilities include accrued interest, which is also included in the change in fair value reported in Principal transactions.

Certain Non-Structured Liabilities
The Company has elected the fair value option for certain non-structured liabilities with fixed and floating interest rates. The Company has elected the fair value option where the interest rate risk of such liabilities may be economically hedged with
derivative contracts or the proceeds are used to purchase
financial assets that will also be accounted for at fair value through earnings. The elections have been made to mitigate accounting mismatches and to achieve operational simplifications. These positions are reported in Short-term borrowings and Long-term debt on the Company’s Consolidated Balance Sheet. The portion of the changes in fair value attributable to changes in Citigroup’s own credit spreads (DVA)(i.e., DVA) is reflected as a component of AOCI while all other changes in fair value are reported in Principal transactions.
Interest expense on non-structured liabilities is measured based on the contractual interest rates and reported as Interest expense in the Consolidated Statement of Income.


The following table provides information about long-term debt carried at fair value:
In millions of dollarsDecember 31, 2019December 31, 2018
Carrying amount reported on the Consolidated Balance Sheet$55,783
$38,229
Aggregate unpaid principal balance in excess of (less than) fair value(2,967)3,814

In millions of dollarsDecember 31, 2022December 31, 2021
Carrying amount reported on the Consolidated Balance Sheet$105,995 $82,609 
Aggregate unpaid principal balance in excess of (less than) fair value(2,944)(2,459)

The following table provides information about short-term borrowings carried at fair value:
In millions of dollarsDecember 31, 2019December 31, 2018
Carrying amount reported on the Consolidated Balance Sheet$4,946
$4,483
Aggregate unpaid principal balance in excess of (less than) fair value1,411
861


In millions of dollarsDecember 31, 2022December 31, 2021
Carrying amount reported on the Consolidated Balance Sheet$6,222 $7,358 
Aggregate unpaid principal balance in excess of (less than) fair value(9)(644)
26.288


27.  PLEDGED ASSETS, RESTRICTED CASH, COLLATERAL, GUARANTEES AND COMMITMENTS

Pledged Assets
In connection with Citi’s financing and trading activities, Citi has pledged assets to collateralize its obligations under repurchase agreements, secured financing agreements, secured liabilities of consolidated VIEs and other borrowings. The approximate carrying values of the significant components of pledged assets recognized on Citi’s Consolidated Balance Sheet included the following:
In millions of dollarsDecember 31, 2019December 31,
2018
Investment securities$152,352
$148,756
Loans236,033
227,840
Trading account assets132,332
120,292
Total$520,717
$496,888

In millions of dollarsDecember 31, 2022December 31,
2021
Investment securities$246,252 $252,192 
Loans261,450 232,319 
Trading account assets135,978 140,980 
Total$643,680 $625,491 

Restricted Cash
Citigroup defines restricted cash (as cash subject to withdrawal restrictions) to include cash deposited with central banks that must be maintained to meet minimum regulatory requirements, and cash set aside for the benefit of customers or for other purposes such as compensating balance arrangements or debt retirement. Restricted cash includesmay include minimum reserve requirements with the Federal
Reserve Bank andat certain other central banks and cash segregated to satisfy rules regarding the protection of customer assets as required by Citigroup broker-dealers’ primary regulators, including the United States Securities and Exchange Commission (SEC),SEC, the CommoditiesCommodity Futures Trading Commission and the United Kingdom’s Prudential Regulation Authority.
Restricted cash is included on the Consolidated Balance Sheet within the following balance sheet lines:
In millions of dollarsDecember 31,
2019
December 31,
2018
Cash and due from banks$3,758
$4,000
Deposits with banks26,493
27,208
Total$30,251
$31,208

In millions of dollarsDecember 31,
2022		December 31,
2021
Cash and due from banks$4,820 $2,786 
Deposits with banks, net of allowance12,156 10,636 
Total$16,976 $13,422 

In addition included into the restricted cash amounts shown above, approximately $1.8 billion held at the Russia National Settlements Depository is subject to restrictions imposed by the Russian government. This restricted amount is reported within Cash and due from banksOther assets and Deposits with banks at December 31, 2019 and 2018 were $8.5 billion and $8.3 billion, respectively, of cash segregated under federal and other brokerage regulations or deposited with clearing organizations.on the Consolidated Balance Sheet.

Collateral
At December 31, 20192022 and 2018,2021, the approximate fair value of securities collateral received by Citi that may be resold or repledged, excluding the impact of allowable netting, was $569.8$725.5 billion and $526.0$650.8 billion, respectively. This collateral was received in connection with resale agreements, securities borrowings and loans, securities for securities lending transactions, derivative transactions and margined broker loans.
At December 31, 20192022 and 2018,2021, a substantial portion of the collateral received by Citi had been sold or repledged in connection with repurchase agreements, securities sold, not yet purchased, securities borrowings and loans,lendings, pledges to clearing organizations, segregation requirements under securities laws and regulations, derivative transactions and bank loans.
In addition, at December 31, 20192022 and 2018,2021, Citi had pledged $389.8$502.0 billion and $373.7$481.0 billion, respectively, of collateral that may not be sold or repledged by the secured parties.

Leases
The Company’s operating leases, where Citi is a lessee, include real estate, such as office space and branches, and various types of equipment. These leases have a weighted-average remaining lease term of approximately six years as of December 31, 2019. The operating lease ROU asset and lease liability were $3.1 billion and $3.3 billion, respectively, as of December 31, 2019. The Company recognizes fixed lease costs on a straight-line basis throughout the lease term in the Consolidated Statement of Income. In addition, variable lease costs are recognized in the period in which the obligation for those payments is incurred. The total operating lease expense (principally for offices, branches and equipment), net of $56 million of sublease income, was $1,084 million for the year ended December 31, 2019. The decrease in the lease liability (and related operating lease financial information) from January 1, 2019 is primarily related to the purchase of a previously leased property in London during the second quarter of 2019. See Note 1 for additional lease liability details and balances at January 1, 2019. The purchased property is included in Other assets on the Consolidated Balance Sheet at December 31, 2019.
While Citi has certain finance leases as a lessee, such leases are not material to the Company's Consolidated Financial Statements.
Citi’s lease arrangements that have not yet commenced as of December 31, 2019 and the Company’s short-term lease, variable lease and finance lease costs, for the year ended December 31, 2019, are not material to the Consolidated Financial Statements.

Citi’s cash outflows related to operating leases were $942 million for the year ended December 31, 2019, while the future lease payments are as follows:289
In millions of dollars 
2020$801
2021695
2022572
2023425
2024314
Thereafter935
Total future lease payments$3,742
Less imputed interest (based on weighted-average discount rate of 3.6%)$(402)
Lease liability$3,340


The minimum annual rent commitments under non-cancelable leases, net of sublease income, as ofDecember 31, 2018 prior to the adoption of ASU 2016-02, were as follows:
In millions of dollars 
2019$925
2020748
2021657
2022525
2023394
Thereafter1,890
Total lease commitments$5,139


Operating lease expenses were $1.0 billion and $1.1 billion for the years ended December 31, 2018 and 2017, respectively.

Guarantees
Citi provides a variety of guarantees and indemnifications to its customers to enhance their credit standing and enable them to complete a wide varietyrange of business transactions. For
certain contracts meeting the definition of a guarantee, the guarantor must recognize, at inception, a liability for the fair value of the obligation undertaken in issuing the guarantee.
In addition, the guarantor must disclose the maximum potential amount of future payments that the guarantor could be required to make under the guarantee, if there were a total
default by the guaranteed parties. The determination of the maximum potential future payments is based on the notional amount of the guarantees without consideration of possible recoveries under recourse provisions or from collateral held or pledged. As such, Citi believes such amounts bear no relationship to the anticipated losses, if any, on these guarantees.



The following tables present information about Citi’s guarantees:

 Maximum potential amount of future payments 
In billions of dollars at December 31, 2022Expire within
1 year		Expire after
1 year		Total amount
outstanding
Carrying value
(in millions of dollars)
Financial standby letters of credit$31.3 $58.3 $89.6 $905 
Performance guarantees6.1 5.6 11.7 65 
Derivative instruments considered to be guarantees18.5 30.0 48.5 353 
Loans sold with recourse— 1.7 1.7 13 
Securities lending indemnifications(1)
95.9 — 95.9 — 
Credit card merchant processing(2)
129.6 — 129.6 1 
Credit card arrangements with partners— 0.6 0.6 7 
Other0.1 8.4 8.5 32 
Total$281.5 $104.6 $386.1 $1,376 

 Maximum potential amount of future payments 
In billions of dollars at December 31, 2021Expire within
1 year		Expire after
1 year		Total amount
outstanding
Carrying value
(in millions of dollars)
Financial standby letters of credit$34.3 $58.4 $92.7 $791 
Performance guarantees6.6 6.4 13.0 47 
Derivative instruments considered to be guarantees14.6 48.9 63.5 514 
Loans sold with recourse— 1.7 1.7 15 
Securities lending indemnifications(1)
121.9 — 121.9 — 
Credit card merchant processing(2)
119.4 — 119.4 1 
Credit card arrangements with partners— 0.8 0.8 7 
Other2.0 12.0 14.0 34 
Total$298.8 $128.2 $427.0 $1,409 

(1)The carrying values of securities lending indemnifications were not material for either period presented, as the probability of potential liabilities arising from these guarantees is minimal.
(2)At December 31, 2022 and 2021, this maximum potential exposure was estimated to be approximately $130 billion and $119 billion, respectively. However, Citi believes that the maximum exposure is not representative of the actual potential loss exposure based on its historical experience. This contingent liability is unlikely to arise, as most products and services are delivered when purchased and amounts are refunded when items are returned to merchants.

 Maximum potential amount of future payments 
In billions of dollars at December 31, 2019
Expire within
1 year
Expire after
1 year
Total amount
outstanding
Carrying value
(in millions of dollars)
Financial standby letters of credit$31.9
$62.4
$94.3
$140
Performance guarantees6.9
5.5
12.4
21
Derivative instruments considered to be guarantees37.5
60.1
97.6
289
Loans sold with recourse—
1.2
1.2
7
Securities lending indemnifications(1)
87.8
—
87.8
—
Credit card merchant processing(1)(2)
91.6
—
91.6
—
Credit card arrangements with partners0.2
0.4
0.6
23
Custody indemnifications and other—
33.7
33.7
41
Total$255.9
$163.3
$419.2
$521
290


 Maximum potential amount of future payments 
In billions of dollars at December 31, 2018Expire within
1 year		Expire after
1 year		Total amount
outstanding
Carrying value
(in millions of dollars)

Financial standby letters of credit$32.1
$67.5
$99.6
$131
Performance guarantees7.7
4.2
11.9
29
Derivative instruments considered to be guarantees23.5
87.4
110.9
567
Loans sold with recourse—
1.2
1.2
9
Securities lending indemnifications(1)
98.3
—
98.3
—
Credit card merchant processing(1)(2)
94.7
—
94.7
—
Credit card arrangements with partners

0.3
0.8
1.1
162
Custody indemnifications and other—
35.4
35.4
41
Total$256.6
$196.5
$453.1
$939
(1)The carrying values of securities lending indemnifications and credit card merchant processing were not material for either period presented, as the probability of potential liabilities arising from these guarantees is minimal.
(2)
At December 31, 2019 and 2018, this maximum potential exposure was estimated to be $92 billion and $95 billion, respectively. However, Citi believes that the maximum exposure is not representative of the actual potential loss exposure based on its historical experience. This contingent liability is unlikely to arise, as most products and services are delivered when purchased and amounts are refunded when items are returned to merchants.

Financial Standby Letters of Credit
Citi issues standby letters of credit, which substitute its own credit for that of the borrower. If a letter of credit is drawn down, the borrower is obligated to repay Citi. Standby letters of credit protect a third party from defaults on contractual obligations. Financial standby letters of credit include (i) guarantees of payment of insurance premiums and reinsurance risks that support industrial revenue bond underwriting, (ii) settlement of payment obligations to clearing houses, including futures and over-the-counter derivatives clearing (see further discussion below), (iii) support options and purchases of securities in lieu of escrow deposit accounts and (iv) letters of credit that backstop loans, credit facilities, promissory notes and trade acceptances.

Performance Guarantees
Performance guarantees and letters of credit are issued to guarantee a customer’s tender bid on a construction or systems-installation project or to guarantee completion of such projects in accordance with contract terms. They are also issued to support a customer’s obligation to supply specified products, commodities or maintenance or warranty services to a third party.

Derivative Instruments Considered to Be Guarantees
Derivatives are financial instruments whose cash flows are based on a notional amount and an underlying instrument, reference credit or index, where there is little or no initial investment and whose terms require or permit net settlement. ForSee Note 23 for a discussion of Citi’s derivatives activities, see Note 22 to the Consolidated Financial Statements.activities.
Derivative instruments considered to be guarantees include only those instruments that require Citi to make payments to the counterparty based on changes in an underlying instrument that is related to an asset, a liability or an equity security held by the guaranteed party. More specifically, derivative instruments considered to be

guarantees include certain over-the-counter written put options where the counterparty is not a bank, hedge fund or broker-dealer (such counterparties are considered to be dealers in these markets and may, therefore, not hold the underlying instruments). Credit derivatives sold by Citi are excluded from the tables above as they are disclosed separately in Note 22 to the Consolidated Financial Statements.23. In instances where Citi’s maximum potential future payment is unlimited, the notional amount of the contract is disclosed.

Loans Sold with Recourse
Loans sold with recourse represent Citi’s obligations to reimburse the buyers for loan losses under certain circumstances. Recourse refers to the clause in a sales agreement under which a seller/lender will fully reimburse the buyer/investor for any losses resulting from the purchased loans. This may be accomplished by the sellersellers taking back any loans that become delinquent.
In addition to the amounts shown in the tables above, Citi has recorded a repurchase reserve for its potential repurchases or make-whole liability regarding residential mortgage representation and warranty claims related to its whole loan sales to U.S. government-sponsored agencies and, to a lesser extent, private investors. The repurchase reserve was approximately $37$10 million and $49$19 million at December 31, 2019
2022 and 2018,2021, respectively, and these amounts are included in Other liabilities on the Consolidated Balance Sheet.

Securities Lending Indemnifications
Owners of securities frequently lend those securities for a fee to other parties who may sell them short or deliver them to another party to satisfy some other obligation. Banks may administer such securities lending programs for their clients. Securities lending indemnifications are issued by the bank to guarantee that a securities lending customer will be made whole in the event that the security borrower does not return the security subject to the lending agreement and collateral held is insufficient to cover the market value of the security.

Credit Card Merchant Processing
Credit card merchant processing guarantees represent the Company’s indirect obligations in connection with (i) providing transaction processing services to various merchants with respect to its private label cards and (ii) potential liability for bank card transaction processing services. The nature of the liability in either case arises as a result of a billing dispute between a merchant and a cardholder that is ultimately resolved in the cardholder’s favor. The merchant is liable to refund the amount to the cardholder. In general, if the credit card processing company is unable to collect this amount from the merchant, the credit card processing company bears the loss for the amount of the credit or refund paid to the cardholder.
With regard to (i) above, Citi has the primary contingent liability with respect to its portfolio of private label merchants. The risk of loss is mitigated as the cash flows between Citi and the merchant are settled on a net basis, and
Citi has the right to offset any payments with cash flows otherwise due to the merchant. To further mitigate this risk, Citi may delay settlement, require a merchant to make an escrow deposit, include event triggers to provide Citi with more financial and operational control in the event of the financial deterioration of the merchant or require various credit enhancements (including letters of credit and bank guarantees). In the unlikely event that a private label merchant is unable to deliver products, services or a refund to its private label cardholders, Citi is contingently liable to credit or refund cardholders.
With regard to (ii) above, Citi has a potential liability for bank card transactions where Citi provides the transaction processing services as well as those where a third party provides the services and Citi acts as a secondary guarantor, should that processor fail to perform.
Citi’s maximum potential contingent liability related to both bank card and private label merchant processing services is estimated to be the total volume of credit card transactions that meet the requirements to be valid charge-back transactions at any given time. At December 31, 20192022 and 2018,2021, this maximum potential exposure was estimated to be $91.6$129.6 billion and $94.7$119.4 billion, respectively.
However, Citi believes that the maximum exposure is not representative of the actual potential loss exposure based on its historical experience. This contingent liability is unlikely to arise, as most products and services are delivered when purchased and amounts are refunded when items are returned to merchants. Citi assesses the probability and amount of its
291


contingent liability related to merchant processing based on the financial strength of the primary guarantor, the extent and nature of unresolved charge-backs and its historical loss experience. At December 31, 20192022 and 2018,2021, the losses incurred and the carrying amounts of Citi’s contingent obligations related to merchant processing activities were immaterial.

Credit Card Arrangements with Partners
Citi, in certainone of its credit card partner arrangements, provides guarantees to the partner regarding the volume of certain customer originations during the term of the agreement. To the extent that such origination targets are not met, the guarantees serve to compensate the partner for certain payments that otherwise would have been generated in connection with such originations.

Custody Indemnifications
Custody indemnifications are issued to guarantee that custody clients will be made whole in the event that a third-party subcustodian or depository institution fails to safeguard clients’ assets.


Other Guarantees and Indemnifications

Credit Card Protection Programs
Citi, through its credit card businesses, provides various
cardholder protection programs on several of its card
products, including programs that provide insurance
coverage for rental cars, coverage for certain losses
associated with purchased products, price protection for
certain purchases and protection for lost luggage. These
guarantees are not included in the table, since the total
outstanding amount of the guarantees and Citi’s maximum
exposure to loss cannot be quantified. The protection is
limited to certain types of purchases and losses, and it is not
possible to quantify the purchases that would qualify for
these benefits at any given time. Citi assesses the probability
and amount of its potential liability related to these programs
based on the extent and nature of its historical loss experience. At December 31, 20192022 and 2018,2021, the actual and estimated losses incurred and the carrying value of Citi’s obligations related to these programs were immaterial.

Other Representation and Warranty Indemnifications
In the normal course of business, Citi provides standard representations and warranties to counterparties in contracts in connection with numerous transactions and also provides indemnifications, including indemnifications that protect the counterparties to the contracts in the event that additional taxes are owed, due either to a change in the tax law or an adverse interpretation of the tax law. Counterparties to these transactions provide Citi with comparable indemnifications. While such representations, warranties and indemnifications are essential components of many contractual relationships, they do not represent the underlying business purpose for the transactions. The indemnification clauses are often standard contractual terms related to Citi’s own performance under the terms of a contract and are entered into in the normal course of business based on an assessment that the risk of loss is remote. Often these clauses are intended to ensure that terms of a contract are met at inception. NaNNo compensation is received for these standard representations and warranties, and it is not possible to determine their fair value because they rarely, if ever, result in a payment. In many cases, there are 0no stated or notional amounts included in the indemnification clauses, and the contingencies potentially triggering the obligation to
indemnify have not occurred and are not expected to occur. As a result, these indemnifications are not included in the tables above.

Value-Transfer Networks (Including Exchanges and Clearing Houses) (VTNs)
Citi is a member of, or shareholder in, hundreds of value-transfer networks (VTNs) (payment, clearing and settlement systems as well as exchanges) around the world. As a condition of membership, many of these VTNs require that members stand ready to pay a pro rata share of the losses incurred by the organization due to another member’s default on its obligations. Citi’s potential obligations may be limited to its membership interests in the VTNs, contributions to the VTN’s funds, or, in certain narrow cases, to the full pro rata
share. The maximum exposure is difficult to estimate as this would require an assessment of claims that have not yet occurred; however, Citi believes the risk of loss is remote given historical experience with the VTNs. Accordingly, Citi’s participation in VTNs is not reported in the guarantees tables above, and there are no amounts reflected on the Consolidated Balance Sheet as of December 31, 20192022 or 20182021 for potential obligations that could arise from Citi’s involvement with VTN associations.

Long-Term Care Insurance Indemnification
In 2000, Travelers Life & Annuity (Travelers), then a subsidiary of Citi, entered into a reinsurance agreement to transfer the risks and rewards of its long-term care (LTC) business to GE Life (now Genworth Financial Inc., or Genworth), then a subsidiary of the General Electric Company (GE). As part of this transaction, the reinsurance obligations were provided by two regulated insurance subsidiaries of GE Life, which funded 2two collateral trusts with securities. Presently, as discussed below, the trusts are referred to as the Genworth Trusts.
As part of GE’s spin-off of Genworth in 2004, GE retained the risks and rewards associated with the 2000 Travelers reinsurance agreement by providing a reinsurance contract to Genworth through GE’s Union Fidelity Life Insurance Company (UFLIC) subsidiary that covers the Travelers LTC policies. In addition, GE provided a capital maintenance agreement in favor of UFLIC that is designed to assure that UFLIC will have the funds to pay its reinsurance obligations. As a result of these reinsurance agreements and the spin-off of Genworth, Genworth has reinsurance protection from UFLIC (supported by GE) and has reinsurance obligations in connection with the Travelers LTC policies. As noted below, the Genworth reinsurance obligations now benefit Brighthouse Financial, Inc. (Brighthouse). While neither Brighthouse nor Citi are direct beneficiaries of the capital maintenance agreement between GE and UFLIC, Brighthouse and Citi benefit indirectly from the existence of the capital maintenance agreement, which helps assure that UFLIC will continue to have funds necessary to pay its reinsurance obligations to Genworth.
In connection with Citi’s 2005 sale of Travelers to MetLife Inc. (MetLife), Citi provided an indemnification to MetLife for losses (including policyholder claims) relating to the LTC business for the entire term of the Travelers LTC
292


policies, which, as noted above, are reinsured by subsidiaries of Genworth. In 2017, MetLife spun off its retail insurance business to Brighthouse. As a result, the Travelers LTC policies now reside with Brighthouse. The original reinsurance agreement between Travelers (now Brighthouse) and Genworth remains in place and Brighthouse is the sole beneficiary of the Genworth Trusts. The fair value of the Genworth Trusts was approximately $8.6 billion as of December 31, 2019, compared to approximately $7.5 billion at December 31, 2018. The Genworth Trusts are designed to provide collateral to Brighthouse in an amount equal to the statutory liabilities of Brighthouse in respect of the Travelers LTC policies. The assets in the Genworth Trusts are evaluated and adjusted periodically by Genworth to ensure

that the fair value of the assets continues to provide collateral in an amount equal to these estimated statutory liabilities, as the liabilities change over time.
If both (i) Genworth fails to perform under the original Travelers/GE Life reinsurance agreement for any reason, including its insolvency or the failure of UFLIC to perform under its reinsurance contract or GE to perform under the capital maintenance agreement, and (ii) the assets of the two Genworth Trusts are insufficient or unavailable, then Citi, through its LTC reinsurance indemnification, must reimburse Brighthouse for any losses incurred in connection with the LTC policies. Since both events would have to occur before Citi would become responsible for any payment to Brighthouse pursuant to its indemnification obligation, and the likelihood of such events occurring is currently not probable, there is 0no liability reflected on the Consolidated Balance Sheet as of December 31, 20192022 and 20182021 related to this indemnification. However, if both events become reasonably possible (meaning more than remote but less than probable), Citi will be required to estimate and disclose a reasonably possible loss or range of loss to the extent that such an estimate could be made. In addition, if both events become probable, Citi will be required to accrue for such liability in accordance with applicable accounting principles.
Citi continues to closely monitor its potential exposure under the Brighthouse indemnification obligation, given GE’s 2018 LTC and other charges and the September 2019 AM Best credit ratings downgrade for the two Genworth insurance subsidiaries.
Separately, Genworth announced that it had agreed to be purchased by China Oceanwide Holdings Co., Ltd, subject to a series of conditions and regulatory approvals. Citi is monitoring these developments.

Futures and Over-the-Counter Derivatives Clearing
Citi provides clearing services on central clearing parties (CCPs)(CCP) for clients that need to clear exchange-traded and over-the-counter (OTC) derivatives contracts with CCPs. Based on all relevant facts and circumstances, Citi has concluded that it acts as an agent for accounting purposes in its role as clearing member for these client transactions. As such, Citi does not reflect the underlying exchange-traded or OTC derivatives contracts in its Consolidated Financial Statements. See Note 2223 for a discussion of Citi’s derivatives activities that are reflected in its Consolidated Financial Statements.
As a clearing member, Citi collects and remits cash and securities collateral (margin) between its clients and the respective CCP. In certain circumstances, Citi collects a higher amount of cash (or securities) from its clients than it needs to remit to the CCPs. This excess cash is then held at depository institutions such as banks or carry brokers.
There are 2two types of margin: initial and variation. Where Citi obtains benefits from or controls cash initial margin (e.g., retains an interest spread), cash initial margin collected from clients and remitted to the CCP or depository institutions is reflected within Brokerage payables (payables to customers) and Brokerage receivables (receivables from
brokers, dealers and clearing organizations) or Cash and due from banks, respectively.
However, for exchange-traded and OTC-cleared derivatives contracts where Citi does not obtain benefits from or control the client cash balances, the client cash initial margin collected from clients and remitted to the CCP or depository institutions is not reflected on Citi’s Consolidated Balance Sheet. These conditions are met when Citi has contractually agreed with the client that (i) Citi will pass through to the client all interest paid by the CCP or depository institutions on the cash initial margin, (ii) Citi will not utilize its right as a clearing member to transform cash margin into other assets, (iii) Citi does not guarantee and is not liable to the client for the performance of the CCP or the depository institution and (iv) the client cash balances are legally isolated from Citi’s bankruptcy estate. The total amount of cash initial margin collected and remitted in this manner was approximately $13.3$18.0 billion and $13.8$18.7 billion as of December 31, 20192022 and 2018,2021, respectively.
Variation margin due from clients to the respective CCP, or from the CCP to clients, reflects changes in the value of the client’s derivative contracts for each trading day. As a clearing member, Citi is exposed to the risk of non-performance by clients (e.g., failure of a client to post variation margin to the CCP for negative changes in the value of the client’s derivative contracts). In the event of non-performance by a client, Citi would move to close out the client’s positions. The CCP would typically utilize initial margin posted by the client and held by the CCP, with any remaining shortfalls required to be paid by Citi as clearing member. Citi generally holds incremental cash or securities margin posted by the client, which would typically be expected to be sufficient to mitigate Citi’s credit risk in the event that the client fails to perform.
As required by ASC 860-30-25-5, securities collateral posted by clients is not recognized on Citi’s Consolidated Balance Sheet.


293


Carrying Value—Guarantees and Indemnifications
At December 31, 20192022 and 2018,2021, the total carrying amounts of the liabilities related to the guarantees and indemnifications included in the tables above amounted to approximately $0.5$1.4 billion and $0.9$1.4 billion, respectively. The carrying value of financial and performance guarantees is included in Other liabilities. For loans sold with recourse, the carrying value of the liability is included in Other liabilities.

Collateral
Cash collateral available to Citi to reimburse losses realized under these guarantees and indemnifications amounted to $46.7$51.8 billion and $38.0$56.5 billion at December 31, 20192022 and 2018,2021, respectively. Securities and other marketable assets held as collateral amounted to $45.8$63.7 billion and $54.7$84.2 billion at December 31, 20192022 and 2018,2021, respectively. The majority of collateral is held to reimburse losses realized under securities lending indemnifications. In addition, letters of credit in favor of Citi held as collateral amounted to $4.4$3.7 billion and $4.1 billion at December 31, 20192022 and 2018,2021, respectively. Other property may also be available to Citi to cover losses under certain guarantees and indemnifications; however, the value of such property has not been determined.
Performance Risk
Citi evaluates the performance risk of its guarantees based on the assigned referenced counterparty internal or external ratings. Where external ratings are used, investment-grade ratings are considered to be Baa/BBB and above, while anything below is considered non-investment grade. Citi’s internal ratings are in line with the related external rating system. On certain underlying referenced assets or entities, ratings are not available. Such referenced assets are included in the “not rated” category. The maximum potential amount of the future payments related to the outstanding guarantees is determined to be the notional amount of these contracts, which is the par amount of the assets guaranteed.
Presented in the tables below are the maximum potential
amounts of future payments that are classified based uponon internal and external credit ratings. The determination of the maximum potential future payments is based on the notional amount of the guarantees without consideration of possible recoveries under recourse provisions or from collateral held or pledged. As such, Citi believes such amounts bear no relationship to the anticipated losses, if any, on these guarantees.

 Maximum potential amount of future payments
In billions of dollars at December 31, 2019
Investment
grade
Non-investment
grade
Not
rated
Total
Financial standby letters of credit$66.4
$12.5
$15.4
$94.3
Performance guarantees9.7
2.3
0.4
12.4
Derivative instruments deemed to be guarantees—
—
97.6
97.6
Loans sold with recourse—
—
1.2
1.2
Securities lending indemnifications—
—
87.8
87.8
Credit card merchant processing—
—
91.6
91.6
Credit card arrangements with partners—
—
0.6
0.6
Custody indemnifications and other21.3
12.4
—
33.7
Total$97.4
$27.2
$294.6
$419.2

 Maximum potential amount of future payments
In billions of dollars at December 31, 2018
Investment
grade
Non-investment
grade
Not
rated
Total
Financial standby letters of credit$71.3
$11.9
$16.4
$99.6
Performance guarantees9.2
2.1
0.6
11.9
Derivative instruments deemed to be guarantees—
—
110.9
110.9
Loans sold with recourse—
—
1.2
1.2
Securities lending indemnifications—
—
98.3
98.3
Credit card merchant processing—
—
94.7
94.7
Credit card arrangements with partners

—
—
1.1
1.1
Custody indemnifications and other22.2
13.2
—
35.4
Total$102.7
$27.2
$323.2
$453.1

 Maximum potential amount of future payments
In billions of dollars at December 31, 2022Investment
grade		Non-investment
grade		Not
rated		Total
Financial standby letters of credit$77.9 $10.4 $1.3 $89.6 
Performance guarantees9.3 2.4 — 11.7 
Derivative instruments deemed to be guarantees— — 48.5 48.5 
Loans sold with recourse— — 1.7 1.7 
Securities lending indemnifications— — 95.9 95.9 
Credit card merchant processing— — 129.6 129.6 
Credit card arrangements with partners— — 0.6 0.6 
Other— 8.5 — 8.5 
Total$87.2 $21.3 $277.6 $386.1 

 Maximum potential amount of future payments
In billions of dollars at December 31, 2021Investment
grade		Non-investment
grade		Not
rated		Total
Financial standby letters of credit$81.4 $11.3 $— $92.7 
Performance guarantees10.5 2.5 — 13.0 
Derivative instruments deemed to be guarantees— — 63.5 63.5 
Loans sold with recourse— — 1.7 1.7 
Securities lending indemnifications— — 121.9 121.9 
Credit card merchant processing— — 119.4 119.4 
Credit card arrangements with partners— — 0.8 0.8 
Other— 12.0 2.0 14.0 
Total$91.9 $25.8 $309.3 $427.0 

294



Credit Commitments and Lines of Credit
The table below summarizes Citigroup’s credit commitments:

In millions of dollarsU.S.
Outside of 
U.S.
December 31,
2019		December 31, 2018In millions of dollarsU.S.
Outside of 
U.S.(1)
December 31,
2022		December 31, 2021
Commercial and similar letters of credit$746
$3,787
$4,533
$5,461
Commercial and similar letters of credit$650 $4,666 $5,316 $5,910 
One- to four-family residential mortgages2,088
1,633
3,721
2,671
One- to four-family residential mortgages906 1,488 2,394 4,351 
Revolving open-end loans secured by one- to four-family residential properties9,511
1,288
10,799
11,374
Revolving open-end loans secured by one- to four-family residential properties5,719 661 6,380 7,913 
Commercial real estate, construction and land development10,623
2,358
12,981
11,293
Commercial real estate, construction and land development13,275 1,895 15,170 17,843 
Credit card lines609,866
98,157
708,023
696,007
Credit card lines603,975 79,257 683,232 700,559 
Commercial and other consumer loan commitments212,569
111,790
324,359
300,115
Commercial and other consumer loan commitments191,318 106,081 297,399 320,556 
Other commitments and contingencies1,852
96
1,948
3,321
Other commitments and contingencies5,469 204 5,673 5,649 
Total$847,255
$219,109
$1,066,364
$1,030,242
Total$821,312 $194,252 $1,015,564 $1,062,781 

(1)Consumer commitments related to the business HFS countries under sales agreements are reflected in their original categories until the respective sales are completed.

The majority of unused commitments are contingent upon customers maintaining specific credit standards.
Commercial commitments generally have floating interest rates and fixed expiration dates and may require payment of fees. Such fees (net of certain direct costs) are deferred and, upon exercise of the commitment, amortized over the life of the loan or, if exercise is deemed remote, amortized over the commitment period.

Commercial and Similar Letters of Credit
A commercial letter of credit is an instrument by which Citigroup substitutes its credit for that of a customer to enable the customer to finance the purchase of goods or to incur other commitments. Citigroup issues a letter on behalf
of its client to a supplier and agrees to pay the supplier upon
presentation of documentary evidence that the supplier has performed in accordance with the terms of the letter of credit. When a letter of credit is drawn, the customer is then required to reimburse Citigroup.

One- to Four-Family Residential Mortgages
A one- to four-family residential mortgage commitment is a written confirmation from Citigroup to a seller of a property that the bank will advance the specified sums enabling the buyer to complete the purchase.

Revolving Open-End Loans Secured by One- to Four-Family Residential Properties
Revolving open-end loans secured by one- to four-family residential properties are essentially home equity lines of credit. A home equity line of credit is a loan secured by a primary residence or second home to the extent of the excess of fair market value over the debt outstanding for the first mortgage.

Commercial Real Estate, Construction and Land Development
Commercial real estate, construction and land development include unused portions of commitments to extend credit for the purpose of financing commercial and multifamily residential properties as well as land development projects.

Both secured-by-real-estate and unsecured commitments are included in this line, as well as undistributed loan proceeds, where there is an obligation to advance for construction progress payments. However, this line only includes those extensions of credit that, once funded, will be classified as Total loans, net on the Consolidated Balance Sheet.

Credit Card Lines
Citigroup provides credit to customers by issuing credit cards. The credit card lines are cancelable by providing notice to the cardholder or without such notice as permitted by local law.

Commercial and Other Consumer Loan Commitments
Commercial and other consumer loan commitments include overdraft and liquidity facilities as well as commercial commitments to make or purchase loans, purchase third-party receivables, provide note issuance or revolving underwriting facilities and invest in the form of equity.

Other Commitments and Contingencies
Other commitments and contingencies include all other transactions related to commitments and contingencies not reported on the lines above.

Unsettled Reverse Repurchase and Securities Borrowing Agreements and Unsettled Repurchase and Securities Lending Agreements
In addition, in the normal course of business, Citigroup enters into reverse repurchase and securities borrowing agreements, as well as repurchase and securities lending agreements, which settle at a future date. At December 31, 20192022 and 2018,2021, Citigroup had approximately $34.0$111.6 billion and $36.1$126.6 billion inof unsettled reverse repurchase and securities borrowing agreements, respectively, and $38.7approximately $37.3 billion and $30.7$41.1 billion inof unsettled repurchase and securities lending agreements, respectively. ForSee Note 11 for a further discussion of securities purchased under agreements to resell and securities borrowed, and securities sold under agreements to repurchase and securities loaned, including the Company’s policy for offsetting repurchase and reverse repurchase agreements,agreements.
295


28.  LEASES

The Company’s operating leases, where Citi is a lessee, include real estate such as office space and branches and various types of equipment. These leases may contain renewal and extension options and early termination features; however, these options do not impact the lease term unless the Company is reasonably certain that it will exercise options. These leases have a weighted-average remaining lease term of approximately six years as of December 31, 2022 and 2021.
For additional information regarding Citi’s leases, see Note 111.
The following table presents information on the right-of-use (ROU) asset and lease liabilities included in Premises and equipmentand Other liabilities, respectively:

In millions of dollarsDecember 31,
2022		December 31,
2021
ROU asset$2,892 $2,914 
Lease liability3,076 3,116 

The Company recognizes fixed lease costs on a straight-line basis throughout the lease term in the Consolidated Statement of Income. In addition, variable lease costs are recognized in the period in which the obligation for those payments is incurred.
The following table presents the total operating lease expense (principally for offices, branches and equipment) included in the Consolidated Statement of Income:

In millions of dollarsDec. 31, 2022Dec. 31, 2021Dec. 31, 2020
Operating lease expense(1)
$1,048 $1,061 $1,054 

(1)     Balances presented net of $3 million, $12 million and $27 million of sublease income for the years ended December 31, 2022, 2021 and 2020, respectively.

The table below provides the Cash Flow Statement Supplemental Information:

In millions of dollars
December 31,
2022		December 31,
2021
Cash paid for amounts included in the measurement of lease liabilities$725 $806 
ROU assets obtained in exchange for new operating lease liabilities(1)(2)
775 845 

(1)     Represents non-cash activity and, accordingly, is not reflected in the Consolidated Statement of Cash Flows.
(2)    Excludes the decrease in the ROU assets related to the Consolidated Financial Statements.purchase of a previously leased property.

Citi’s future lease payments are as follows:

In millions of dollars
2023$704 
2024635 
2025541 
2026437 
2027319 
Thereafter769 
Total future lease payments$3,405 
Less imputed interest (based on weighted-average discount rate of 3.1%)$(329)
Lease liability$3,076 

296


27.29.  CONTINGENCIES

Accounting and Disclosure Framework
ASC 450 governs the disclosure and recognition of loss contingencies, including potential losses from litigation, regulatory, tax and other matters. ASC 450 defines a “loss contingency” as “an existing condition, situation, or set of circumstances involving uncertainty as to possible loss to an entity that will ultimately be resolved when one or more future events occur or fail to occur.” It imposes different requirements for the recognition and disclosure of loss contingencies based on the likelihood of occurrence of the contingent future event or events. It distinguishes among degrees of likelihood using the following three terms: “probable,” meaning that “the future event or events are likely to occur”; “remote,” meaning that “the chance of the future event or events occurring is slight”; and “reasonably possible,” meaning that “the chance of the future event or events occurring is more than remote but less than likely.” These three terms are used below as defined in ASC 450.
Accruals. ASC 450 requires accrual for a loss contingency when it is “probable that one or more future events will occur confirming the fact of loss” and “the amount of the loss can be reasonably estimated.” In accordance with ASC 450, Citigroup establishes accruals for contingencies, including theany litigation, regulatory andor tax matters disclosed herein, when Citigroup believes it is probable that a loss has been incurred and the amount of the loss can be reasonably estimated. When the reasonable estimate of the loss is within a range of amounts, the minimum amount of the range is accrued, unless some higher amount within the range is a better estimate than any other amount within the range. Once established, accruals are adjusted from time to time, as appropriate, in light of additional information. The amount of loss ultimately incurred in relation to those matters may be substantially higher or lower than the amounts accrued for those matters.
Disclosure. ASC 450 requires disclosure of a loss contingency if “there is at least a reasonable possibility that a loss or an additional loss may have been incurred” and there is no accrual for the loss because the conditions described above are not met or an exposure to loss exists in excess of the amount accrued. In accordance with ASC 450, if Citigroup has not accrued for a matter because Citigroup believes that a loss is reasonably possible but not probable, or that a loss is probable but not reasonably estimable, and the reasonably possible loss is material, it discloses the loss contingency. In addition, Citigroup discloses matters for which it has accrued if it believes a reasonably possible exposure to material loss exists in excess of the amount accrued. In accordance with ASC 450, Citigroup’s disclosure includes an estimate of the reasonably possible loss or range of loss for those matters as to which an estimate can be made. ASC 450 does not require disclosure of an estimate of the reasonably possible loss or range of loss where an estimate cannot be made. Neither accrual nor disclosure is required for losses that are deemed remote.

Litigation, Regulatory and Other Contingencies
Overview. In addition to the matters described below, in the ordinary course of business, Citigroup, its affiliates and
subsidiaries, and current and former officers, directors and employees (for purposes of this section, sometimes collectively referred to as Citigroup and Related Parties) routinely are named as defendants in, or as parties to, various legal actions and proceedings. Certain of these actions and proceedings assert claims or seek relief in connection with alleged violations of consumer protection, fair lending, securities, banking, antifraud, antitrust, anti-money laundering, employment and other statutory and common laws. Certain of these actual or threatened legal actions and proceedings include claims for substantial or indeterminate compensatory or punitive damages, or for injunctive relief, and in some instances seek recovery on a class-wide basis.
In the ordinary course of business, Citigroup and Related Parties also are subject to governmental and regulatory examinations, information-gathering requests, investigations and proceedings (both formal and informal), certain of which may result in adverse judgments, settlements, fines, penalties, restitution, disgorgement, injunctions or other relief. In addition, certain affiliates and subsidiaries of Citigroup are banks, registered broker-dealers, futures commission merchants, investment advisors or other regulated entities and, in those capacities, are subject to regulation by various U.S., state and foreign securities, banking, commodity futures, consumer protection and other regulators. In connection with formal and informal inquiries by these regulators, Citigroup and such affiliates and subsidiaries receive numerous requests, subpoenas and orders seeking documents, testimony and other information in connection with various aspects of their regulated activities. From time to time Citigroup and Related Parties also receive grand jury subpoenas and other requests for information or assistance, formal or informal, from federal or state law enforcement agencies including, among others, various United States Attorneys’ Offices, the Asset Forfeiture and Money Laundering and Asset Recovery Section and other divisions of the Department of Justice, the Financial Crimes Enforcement Network of the United States Department of the Treasury, and the Federal Bureau of Investigation relating to Citigroup and its customers.
Because of the global scope of Citigroup’s operations and its presence in countries around the world, Citigroup and Related Parties are subject to litigation and governmental and regulatory examinations, information-gathering requests, investigations and proceedings (both formal and informal) in multiple jurisdictions with legal, regulatory and tax regimes that may differ substantially, and present substantially different risks, from those Citigroup and Related Parties are subject to in the United States. In some instances, Citigroup and Related Parties may be involved in proceedings involving the same subject matter in multiple jurisdictions, which may result in overlapping, cumulative or inconsistent outcomes.
Citigroup seeks to resolve all litigation, regulatory, tax and other matters in the manner management believes is in the best interests of Citigroup and its shareholders, and contests liability, allegations of wrongdoing and, where

applicable, the amount of damages or scope of any penalties or other relief sought as appropriate in each pending matter.
Inherent Uncertainty of the Matters Disclosed. Certain of the matters disclosed below involve claims for substantial or indeterminate damages. The claims asserted in these matters
297


typically are broad, often spanning a multi-yearmultiyear period and sometimes a wide range of business activities, and the plaintiffs’ or claimants’ alleged damages frequently are not quantified or factually supported in the complaint or statement of claim. Other matters relate to regulatory investigations or proceedings, as to which there may be no objective basis for quantifying the range of potential fine, penalty or other remedy. As a result, Citigroup is often unable to estimate the loss in such matters, even if it believes that a loss is probable or reasonably possible, until developments in the case, proceeding or investigation have yielded additional information sufficient to support a quantitative assessment of the range of reasonably possible loss. Such developments may include, among other things, discovery from adverse parties or third parties, rulings by the court on key issues, analysis by retained experts and engagement in settlement negotiations.
Depending on a range of factors, such as the complexity of the facts, the novelty of the legal theories, the pace of discovery, the court’s scheduling order, the timing of court decisions and the adverse party’s, regulator’s or other authority’s willingness to negotiate in good faith toward a resolution, it may be months or years after the filing of a case or commencement of a proceeding or an investigation before an estimate of the range of reasonably possible loss can be made.
Matters as to Which an Estimate Can Be Made. For some of the matters disclosed below, Citigroup is currently able to estimate a reasonably possible loss or range of loss in excess of amounts accrued (if any). For some of the matters included within this estimation, an accrual has been made because a loss is believed to be both probable and reasonably estimable, but ana reasonably possible exposure to loss exists in excess of the amount accrued. In these cases, the estimate reflects the reasonably possible range of loss in excess of the accrued amount. For other matters included within this estimation, no accrual has been made because a loss, although estimable, is believed to be reasonably possible, but not probable; in these cases, the estimate reflects the reasonably possible loss or range of loss. As of December 31, 2019,2022, Citigroup estimates that the reasonably possible unaccrued loss for these matters ranges up to approximately $1.3$1.2 billion in the aggregate.
These estimates are based on currently available information. As available information changes, the matters for which Citigroup is able to estimate will change, and the estimates themselves will change. In addition, while many estimates presented in financial statements and other financial disclosures involve significant judgment and may be subject to significant uncertainty, estimates of the range of reasonably possible loss arising from litigation, regulatory and regulatorytax proceedings are subject to particular uncertainties. For example, at the time of making an estimate, (i) Citigroup may have only preliminary, incomplete or inaccurate information about the facts underlying the claim, (ii) its assumptions about the future rulings of the court, other tribunal or authority on significant issues, or the behavior and incentives of adverse
parties, regulators or other authorities, may prove to be wrong and (iii) the outcomes it is attempting to predict are often not amenable to the use of statistical or other quantitative analytical tools. In addition, from time to time an outcome may occur that Citigroup had not accounted for in its estimate
because it had deemed such an outcome to be remote. For all of these reasons, the amount of loss in excess of accruals ultimately incurredamounts accrued in relation to matters for the matters as to which an estimate has been made could be substantially higher or lower than the range of loss included in the estimate.
Matters as to Which an Estimate Cannot Be Made. For other matters disclosed below, Citigroup is not currently able to estimate the reasonably possible loss or range of loss. Many of these matters remain in very preliminary stages (even in some cases where a substantial period of time has passed since the commencement of the matter), with few or no substantive legal decisions by the court, tribunal or other authority defining the scope of the claims, the class (if any) or the potentially available damages or other exposure, and fact discovery is still in progress or has not yet begun. In many of these matters, Citigroup has not yet answered the complaint or statement of claim or asserted its defenses, nor has it engaged in any negotiations with the adverse party (whether a regulator, taxing authority or a private party). For all these reasons, Citigroup cannot at this time estimate the reasonably possible loss or range of loss, if any, for these matters.
Opinion of Management as to Eventual Outcome. Subject to the foregoing, it is the opinion of Citigroup’s management, based on current knowledge and after taking into account its current legal or other accruals, that the eventual outcome of all matters described in this Note would not be likely to have a material adverse effect on the consolidated financial condition of Citigroup.
Nonetheless, given the substantial or indeterminate amounts sought in certain of these matters, and the inherent unpredictability of such matters, an adverse outcome in certain of these matters could, from time to time, have a material adverse effect on Citigroup’s consolidated results of operations or cash flows in particular quarterly or annual periods.


ANZ Underwriting Matter
In June 2018, the Australian Commonwealth Director of Public Prosecutions (CDPP) filed charges against Citigroup Global Markets Australia Pty Limited (CGMA) for alleged criminal cartel offenses following a referral by the Australian Competition and Consumer Commission. CDPP alleges that the cartel conduct took place following an institutional share placement by Australia and New Zealand Banking Group Limited (ANZ) in August 2015, where CGMA acted as joint underwriter and lead manager with other banks. CDPP also charged other banks and individuals, including current and former Citi employees. Separately, the Australian Securities and Investments Commission is conducting an investigation, and CGMA is cooperating with the investigation. Charges relating to CGMA are captioned R v. CITIGROUP GLOBAL MARKETS AUSTRALIA PTY LIMITED. The matter is before the Downing Centre Local Court in Sydney, Australia. Additional information concerning this action is

publicly available in court filings under the docket number 2018/00175168.

Foreign Exchange Matters
Regulatory Actions:Government and regulatory agencies in the U.S. and in other jurisdictions are conducting investigations or making inquiries regarding Citigroup’s foreign exchange business. Citigroup is cooperating with these and related investigations and inquiries.
Antitrust and Other Litigation: In 2018, a number of institutional investors who opted out of the previously disclosed August 2018 final settlement filed an action against Citigroup, Citibank, CGMICitigroup Global Markets Inc. (CGMI) and other defendants, captioned ALLIANZ GLOBAL INVESTORS, ET AL. v. BANK OF AMERICA CORP., ET AL., in the United States District Court for the Southern District of New York. Plaintiffs allege that defendants manipulated, and colluded to manipulate, the foreign exchange markets. Plaintiffs assert claims under the Sherman Act and unjust enrichment claims, and seek consequential and punitive damages and other forms of relief. In July 2019, defendants moved to dismiss plaintiffs’ second2020, plaintiffs filed a third amended complaint. Additional information concerning this action is publicly available in court filings under the docket number 18 Civ. 1036418-CV-10364 (S.D.N.Y.) (Schofield, J.).
In December 2018, a group of institutional investors issued a claim against Citigroup, Citibank Citigroup and other defendants, captioned ALLIANZ GLOBAL INVESTORS GMBH AND OTHERS v. BARCLAYS BANK PLC AND OTHERS, in the High Court
298


of Justice in London. Claimants allege that defendants manipulated, and colluded to manipulate, the foreign exchange market in violation of EU and U.K. competition laws. In July 2019, defendants respondedDecember 2021, the High Court ordered that the case be transferred to plaintiffs’ claims, and in September 2019, claimants filed their reply.the U.K.’s Competition Appeal Tribunal. Additional information concerning this action is publicly available in court filings under the docketcase number CL-2018-000840.CL-2018-000840 in the High Court and under the case number 1430/5/7/22 (T) in the Competition Appeal Tribunal.
In 2015, a putative class of consumers and businesses in the United StatesU.S. who directly purchased supracompetitive foreign currency at benchmark exchange rates filed an action against Citigroup and other defendants, captioned NYPL v. JPMORGAN CHASE & CO., ET AL., in the United States District Court for the Northern District of California.California (later transferred to the United States District Court for the Southern District of New York). Subsequently, plaintiffs filed a thirdan amended class action complaint namingagainst Citigroup, Citibank and Citicorp as defendants. Plaintiffs allege that they suffered losses as a result of defendants’ alleged manipulation of, and collusion with respect to, the foreign exchange market. Plaintiffs assert claims under federal and California antitrust and consumer protection laws, and seek compensatory damages, treble damages and declaratory and injunctive relief. On March 8, 2022, the court denied plaintiffs’ motion for class certification. On August 22, 2022, the United States Court of Appeals for the Second Circuit denied plaintiffs’ application seeking appellate review of the decision denying class certification. Additional information concerning this action is publicly available in court filings under the docket numbers 15 Civ. 229015-CV-2290 (N.D. Cal.) (Chhabria, J.) and 15 Civ. 9300, 15-CV-9300 (S.D.N.Y.) (Schofield, J.) and 22-698 (2d Cir.).
In 2017, putative classes of indirect purchasers of certain foreign exchange instruments filed an action2019, two applications, captioned MICHAEL O’ HIGGINS FX CLASS REPRESENTATIVE LIMITED v. BARCLAYS BANK PLC AND OTHERS and PHILLIP EVANS v. BARCLAYS BANK PLC AND OTHERS, were made to the U.K.’s Competition Appeal Tribunal requesting permission to commence collective proceedings against Citigroup, Citibank Citicorp, CGMI and other defendants, captioned CONTANT, ET AL. v. BANK OF AMERICA CORP., ET AL., in the United States District Court for the
Southern District of New York. Plaintiffs allege that defendants engaged in a conspiracy to fix currency prices. Plaintiffs assert claims under the Sherman Act and various state antitrust laws, anddefendants. The applications seek compensatory damages for losses alleged to have arisen from the actions at issue in the European Commission’s foreign exchange spot trading infringement decision (European Commission Decision of May 16, 2019 in Case AT.40135-FOREX (Three Way Banana Split) C(2019) 3631 final). On March 31, 2022, the U.K.’s Competition Appeal Tribunal issued its judgment on certification, and treble damages. In July 2019,on October 4, 2022, the courtU.K.’s Competition Appeal Tribunal granted preliminary approval of a settlement between plaintiffs and Citigroup, Citibank, Citicorp and CGMI.both claimants permission to appeal the certification judgment. Additional information concerning this actionthese actions is publicly available in court filings under the docket number 17 Civ. 3139 (S.D.N.Y.) (Schofield, J.).case numbers 1329/7/7/19 and 1336/7/7/19.
On May 27,In 2019, a putative class action was filed against Citibank and other defendants, captioned J WISBEY & ASSOCIATES PTY LTD v. UBS AG & ORS, in the Federal Court of Australia. Plaintiffs allege that defendants manipulated the foreign exchange markets. Plaintiffs assert claims under antitrust laws, and seek compensatory damages and declaratory and injunctive relief. Additional information concerning this action is publicly available in court filings under the docket number VID567/2019.
On July 29, 2019, an application, captioned MICHAEL O’HIGGINS FX CLASS REPRESENTATIVE LIMITED v. BARCLAYS BANK PLC AND OTHERS, was made to the U.K.’s Competition Appeal Tribunal requesting permission to commence collective proceedings against Citibank, Citigroup and other defendants. The application seeks compensatory damages for losses alleged to have arisen from the actions at issue in the European Commission’s foreign exchange spot trading infringement decision (European Commission Decision of May 16, 2019 in Case AT.40135-FOREX (Three Way Banana Split) C(2019) 3631 final). Additional information concerning this action is publicly available in court filings under the docket number 1329/7/7/19.
On December 20, 2019, an application, captioned PHILLIP EVANS v. BARCLAYS BANK PLC AND OTHERS, was made to the U.K.’s Competition Appeal Tribunal requesting permission to commence collective proceedings against Citibank, Citigroup and other defendants. The application seeks compensatory damages similar to those in the Michael O’Higgins FX Class Representative Limited application. Additional information concerning this action is publicly available in court filings under the docket number 1336/7/7/19.
In September 2019, two motions for certification of class actions filed against Citigroup, Citibank Citigroup and Citicorp and other defendants were consolidated, under the caption GERTLER, ET AL. v. DEUTSCHE BANK AG, in the Tel Aviv Central District Court in Israel. Plaintiffs allege that defendants manipulated the foreign exchange markets. The amendedIn April 2021, Citibank’s motion to dismiss plaintiffs’ petition for certification was denied. On April 6, 2022, the Supreme Court of Israel denied Citibank’s motion for certification has not yet been served on Citigroup or Citicorp.leave to appeal the Central District Court’s denial of its motion to dismiss. Additional information concerning this action is publicly available in court filings under the docket number CA 29013-09-18.

Interbank Offered Rates-RelatedHong Kong Private Bank Litigation and Other Matters
Antitrust and Other Litigation: In 2016,2007, a putative class actionclaim was filed in the High Court of Hong Kong claiming damages of over $51 million against Citibank, Citigroup and other defendants, nowCitibank. The case, captioned FUND LIQUIDATION HOLDINGS LLC, AS ASSIGNOR AND SUCCESSOR-IN-INTEREST TO

FRONTPOINT ASIAN EVENT DRIVEN FUND L.P., ET AL.PT ASURANSI TUGU PRATAMA INDONESIA TBK v. CITIBANK N.A., ET AL.,was dismissed in 2018 by the United States District Court for the Southern District of New York. Plaintiffs allege that defendants manipulated the Singapore Interbank Offered Rate and Singapore Swap Offer Rate. Plaintiffs assert claims under the Sherman Act, the Clayton Act, the RICO Act and state law. In May 2018, plaintiffs entered into a settlement with Citibank and Citigroup, under which Citibank and Citigroup agreed to pay approximately $10 million. In July 2019, the court found that it lacked subject-matter jurisdiction over the non-settling defendants and dismissed the case. The court also found that it lacked jurisdiction to approve the settlement and denied plaintiffs’ motion for preliminary approval of the settlement. In August 2019, plaintiffs filed a notice of appeal with the United StatesHong Kong Court of Appeals forFirst Instance on grounds that the Second Circuit. Additional information concerning this action is publicly available in court filings under the docket numbers 16 Civ. 5263 (S.D.N.Y.) (Hellerstein, J.) and 19-2719 (2d Cir.).
In 2016, Banque Delubac filed an action against Citigroup, Citigroup Global Markets Limited (CGML) and Citigroup Europe Plc, captioned SCS BANQUE DELUBAC & CIE v. CITIGROUP INC., ET AL., in the Commercial Court of Aubenas in France. Plaintiff alleges that defendants suppressed LIBOR submissions between 2005 and 2012 and that Banque Delubac’s EURIBOR-linked lending activityclaim was negatively impacted as a result. Plaintiff asserts a claim under tort law, and seeks compensatory damages and consequential damages.In November 2018, the Commercial Court of Aubenas referred the case to the Commercial Court of Marseille. In March 2019,time-barred. On April 12, 2022, the Court of Appeal upheld the dismissal of Nîmes held that neither the Commercial Court of Aubenas nor any other court of France has territorial jurisdiction over Banque Delubac’s claims. In May 2019,claim. The plaintiff filed an appeal before the Cour de cassation of France challengingappealed, and on February 6, 2023, the Court of Final Appeal of Nîmes’s decision. Additional information concerning this action is publicly available in court filings under docket numbers RG no. 2018F02750rendered a judgment in the Commercial Court of Marseille and 19-16.931 in the Cour de cassation.
In May 2019, three putative class actions filed against Citigroup, Citibank, CGMI and other defendants were consolidated, under the caption IN RE ICE LIBOR ANTITRUST LITIGATION, in the United States District Court of the Southern District of New York. In July 2019, Plaintiffs filed a consolidated amended complaint. Plaintiffs allege that defendants suppressed ICE LIBOR. Plaintiffs assert claims under the Sherman Act, the Clayton Act and unjust enrichment, and seek compensatory damages, disgorgement and treble damages. In August 2019, defendants moved to dismiss the action.plaintiff’s favor. Additional information concerning this action is publicly available in court filings under the docket number 19 Civ. 439 (S.D.N.Y.FACV 11/2022.

Interbank Offered Rates-Related Litigation and Other Matters
In August 2020, individual borrowers and consumers of loans and credit cards filed an action against Citigroup, Citibank, CGMI and other defendants, captioned MCCARTHY, ET AL. v. INTERCONTINENTAL EXCHANGE, INC., ET AL., in the United States District Court for the Northern District of California. Plaintiffs allege that defendants conspired to fix ICE LIBOR, assert claims under the Sherman Act and the Clayton Act, and seek declaratory relief, injunctive relief, and treble damages. On October 4, 2022, plaintiffs filed an amended complaint, and on November 4, 2022, defendants moved to dismiss the amended complaint. Additional information concerning this action is publicly available in court filings under the docket number 20-CV-5832 (N.D. Cal.) (Daniels,(Donato, J.).

Interchange Fee Litigation
Beginning in 2005, several putative class actions were filed against Citigroup, Citibank, and Citicorp, together with Visa, MasterCard, and other banks and their affiliates, in various federal district courts and consolidated with other related individual cases in a multi-district litigation proceeding in the
United States District Court for the Eastern District of New York. This proceeding is captioned IN RE PAYMENT CARD INTERCHANGE FEE AND MERCHANT DISCOUNT ANTITRUST LITIGATION.
The plaintiffs, merchants that accept Visa and MasterCard branded payment cards, as well as various membership associations that claim to represent certain groups of merchants, allege, among other things, that defendants have engaged in conspiracies to set the price of interchange and merchant discount fees on credit and debit card transactions
299


and to restrain trade unreasonably through various Visa and MasterCard rules governing merchant conduct, all in violation of Section 1 of the Sherman Act and certain California statutes. Plaintiffs further alleged violations of Section 2 of the Sherman Act. Supplemental complaints also were filed against defendants in the putative class actions alleging that Visa’s and MasterCard’s respective initial public offerings were anticompetitive and violated Section 7 of the Clayton Act, and that MasterCard’s initial public offering constituted a fraudulent conveyance.
In 2014, the district court entered a final judgment approving the terms of a class settlement providing for, among other things, cash payment to the class of $6.05 billion; a rebate to merchants participating in the damages class settlement of 10 bps on interchange collected for a period of eight months by the Visa and MasterCard networks; and changes to certain network rules.settlement. Various objectors appealed from the final class settlement approval order to the United States Court of Appeals for the Second Circuit.
In 2016, the Court of Appeals reversed the district court’s approval of the class settlement and remanded for further proceedings. The district court thereafter appointed separate interim counsel for a putative class seeking damages and a putative class seeking injunctive relief. Amended or new complaints on behalf of the putative classes and various individual merchants were subsequently filed, including a further amended complaint on behalf of a putative damages class and a new complaint on behalf of a putative injunctive class, both of which named Citigroup and Related Parties. In addition, numerous merchants have filed amended or new complaints against Visa, MasterCard, and in some instances one or more issuing banks. Three of these suits—7-ELEVEN, INC., ET AL. v. VISA INC., ET AL.; ROUNDY’S SUPERMARKETS, INC. v. VISA INC. ET AL.; and LUBY’S FUDDRUCKERS RESTAURANTS, LLC, v. VISA INC., ET AL—brought on behalf of numerous individual merchants, namebanks, including Citigroup and affiliates as defendants.affiliates.
On December 13,In 2019, the district court granted the damages class plaintiffs’ motion for final approval of a new settlement with the defendants. The settlement involves the damages class only and does not settle the claims of the injunctive relief class or any actions brought on a non-class basis by individual merchants. The settlement provides for a cash payment to the damages class of $6.24 billion, though that amount has beenlater reduced by $700 million based on the transaction volume of class members that opted-outopted out from the settlement. Several merchants and merchant groups have appealed the final approval order. On September 27, 2021, the court granted the injunctive relief class plaintiffs’ motion to certify a non-opt-out class. On October 7 and 9, 2022, the court issued rulings on several pretrial motions. Additional information concerning these consolidated actions is publicly available in

court filings under the docket number MDL 05-1720 (E.D.N.Y.) (Brodie, J.).

Interest Rate and Credit Default Swap Matters
Regulatory Actions: The Commodity Futures Trading Commission (CFTC) is conducting an investigation into alleged anticompetitive conduct in the trading and clearing of interest rate swaps (IRS) by investment banks. Citigroup is cooperating with the investigation.
Antitrust and Other Litigation: Beginning in 2015, Citigroup, Citibank, CGMI, CGML and numerous other parties were named as defendants in a number of industry-wide putative class actions related to IRS trading. These actions have been consolidated in the United States District Court for the Southern District of New York under the caption IN RE INTEREST RATE SWAPS ANTITRUST LITIGATION. The complaintsactions allege that defendants colluded to prevent the development of exchange-like trading for IRS and assert federal and state antitrust claims and claims for unjust
enrichment. Also consolidated under the same caption are individual actions filed by swap execution facilities, asserting federal and state antitrust claims, as well as claims for unjust enrichment and tortious interference with business relations. Plaintiffs in all of these actions seek treble damages, fees, costs and injunctive relief. Lead plaintiffs in the class action moved for class certification in February 2019 and subsequently filed a fourthan amended complaint. Additional information concerning these actions is publicly available in court filings under the docket numbers 18-CV-5361 (S.D.N.Y.) (Oetken, J.) and 16-MD-2704 (S.D.N.Y.) (Oetken, J.).
In 2017, Citigroup, Citibank, CGMI, CGML and numerous other parties were named as defendants in an action filed in the United States District Court for the Southern District of New York under the caption TERA GROUP, INC., ET AL. v. CITIGROUP, INC., ET AL. The complaint alleges that defendants colluded to prevent the development of exchange-like trading for credit default swaps and asserts federal and state antitrust claims and state law tort claims. In January 2020, plaintiffs filed an amended complaint.complaint, which defendants later moved to dismiss. Additional information concerning this action is publicly available in court filings under the docket number 17-CV-4302 (S.D.N.Y.) (Sullivan, J.).

Madoff-Related Litigation
In 2008, a Securities Investor Protection Act (SIPA) trustee was appointed for the SIPA liquidation of Bernard L. Madoff Investment Securities LLC (BLMIS), in the United States Bankruptcy Court for the Southern District of New York. Beginning in 2010, the SIPA trustee commenced actions against multiple Citi entities, including Citibank, Citicorp North America, Inc., CGML and Citibank (Switzerland) AG, captioned PICARD v. CITIBANK, N.A., ET AL. and PICARD v. Citibank (Switzerland) Ltd., seeking recovery of monies that originated at BLMIS and were allegedly received by the Citi entities as subsequent transferees.
On February 11, 2022, the SIPA trustee filed an amended complaint against Citibank, Citicorp North America, Inc. and CGML, and subsequently voluntarily dismissed the case against Citibank (Switzerland) AG. On April 22, 2022, these remaining Citi entities moved to dismiss the amended complaint, which the bankruptcy court denied. On November 2, 2022, the remaining Citi entities moved to file an interlocutory appeal of the bankruptcy court’s decision. On November 10, 2022, the remaining Citi entities answered the amended complaint. Additional information concerning these actions is publicly available in court filings under the docket numbers 10-5345, 12-1700 (Bankr. S.D.N.Y.) (Morris, J.); and 22-9597 (S.D.N.Y.) (Gardephe, J.).
Beginning in 2010, the British Virgin Islands liquidators of Fairfield Sentry Limited, whose assets were invested with BLMIS, commenced multiple actions against CGML, Citibank (Switzerland) AG, Citibank, NA London, Citivic Nominees Ltd., Cititrust Bahamas Ltd., and Citibank Korea Inc., captioned FAIRFIELD SENTRY LTD., ET AL. v. CITIGROUP GLOBAL MARKETS LTD., ET AL.; FAIRFIELD SENTRY LTD., ET AL. v. CITIBANK (SWITZERLAND) AG, ET AL.; FAIRFIELD SENTRY LTD., ET AL. v. ZURICH CAPITAL MARKETS
300


COMPANY, ET AL.; FAIRFIELD SENTRY LTD., ET AL. v. CITIBANK NA LONDON, ET AL.; FAIRFIELD SENTRY LTD., ET AL. v. CITIVIC NOMINEES LTD., ET AL.; FAIRFIELD SENTRY LTD., ET AL. v. DON CHIMANGO SA, ET AL.; and FAIRFIELD SENTRY LTD., ET AL. v. CITIBANK KOREA INC. ET AL., in the United States Bankruptcy Court for the Southern District of New York. The actions seek recovery of monies that were allegedly received directly or indirectly from Fairfield Sentry.
In October 2021, Citi (Switzerland) AG and Citivic Nominees Ltd. filed a motion to dismiss for lack of personal jurisdiction, which remains pending. On August 24, 2022, the United States District Court for the Southern District of New York affirmed various decisions of the bankruptcy court, which dismissed claims against CGML, Citibank (Switzerland) AG, Citibank, NA London, Citivic Nominees Ltd., Cititrust Bahamas Ltd., and Citibank Korea Inc., and permitted a single claim against Citibank, NA London, CGML, Citivic Nominees Ltd., and Citibank (Switzerland) AG to proceed. In late September 2022, the liquidators appealed the district court’s decision dismissing the liquidators’ claims. On September 30, 2022, CGML, Citibank (Switzerland) AG, Citibank, NA London, and Citivic Nominees Ltd. moved for leave to appeal the district court’s decision permitting the single claim to proceed against them. Additional information is publicly available in court filings under the docket numbers 10-13164, 10-3496, 10-3622, 10-3634, 10-4100, 10-3640, 11-2770, 12-1142, 12-1298 (Bankr. S.D.N.Y.) (Morris, J.); 19-3911, 19-4267, 19-4396, 19-4484, 19-5106, 19-5135, 19-5109, 21-2997, 21-3243, 21-3526, 21-3529, 21-3530, 21-3998, 21-4307, 21-4498, 21-4496 (S.D.N.Y.) (Broderick, J.); and 22-2101 (consolidated lead appeal), 22-2557, 22-2122, 22-2562, 22-2216, 22-2545, 22-2308, 22-2591, 22-2502, 22-2553, 22-2398, 22-2582 (2d Cir.).

Parmalat Litigation
In 2004, an Italian commissioner appointed to oversee the administration of various Parmalat companies filed a complaint against Citigroup, Citibank, and Related Partiesrelated parties, alleging that the defendants facilitated a number of frauds by Parmalat insiders. In 2008, a jury rendered a verdict in Citigroup’s favor and awarded Citi $431 million. Citigroup has taken steps to enforce the judgment in Italian court. In April 2019, the Italian Supreme Court affirmed the decision in the full amount of $431 million. Citigroup has taken steps to enforce the judgment in Italian and Belgian courts. Additional information concerning this actionthese actions is publicly available in court filings under the docket numbers 27618/2014, 4133/2019, and 10540/2019.22098/2019 (Italy), and 20/3617/A and 20/4007/A (Brussels).
In 2015, Parmalat filed a claim in an Italian civil court in Milan claiming damages of €1.8 billion against Citigroup, Citibank, and Related Parties. The Milanrelated parties, which the court dismissed Parmalat’s claim on grounds that it was duplicative of Parmalat’s previously
unsuccessful claims. In May 2019, the Milan Court of Appeal rejected Parmalat’s appeal against the decision of the Milan court. In June 2019,court’s dismissal, which Parmalat filed a further appealappealed with the Italian Supreme Court. Additional information concerning this action is publicly available in court filings under the docket numbernumbers 1009/2018 and 20598/2019.
On
In January 29, 2020, Parmalat, its three directors, and its sole shareholder, Sofil S.a.s., as co-plaintiffs, filed a claim before the Italian civil court in Milan seeking a declaratory judgment that they do not owe compensatory damages of €990 million to Citibank.

Payment Protection Insurance In November 2020, Citibank joined the proceedings, seeking dismissal of the declaratory judgment application and filing a counterclaim. Additional information concerning this action is publicly available in court filings under the docket number 8611/2020.
Regulators
Shareholder Derivative and courtsSecurities Litigation
Beginning in October 2020, four derivative actions were filed in the U.K. have scrutinizedUnited States District Court for the sellingSouthern District of payment protection insurance (PPI) by financial institutionsNew York, purportedly on behalf of Citigroup (as nominal defendant) against certain of Citigroup’s current and former directors. The actions were later consolidated under the case name IN RE CITIGROUP INC. SHAREHOLDER DERIVATIVE LITIGATION. The consolidated complaint asserts claims for several years. Citibank continuesbreach of fiduciary duty, unjust enrichment, and contribution and indemnification in connection with defendants’ alleged failures to review customerimplement adequate internal controls. In addition, the consolidated complaint asserts derivative claims relatingfor violations of Sections 10(b) and 14(a) of the Securities Exchange Act of 1934 in connection with statements in Citigroup’s 2019 and 2020 annual meeting proxy statements. In February 2021, the court stayed the action pending resolution of defendants’ motion to dismiss in IN RE CITIGROUP SECURITIES LITIGATION. Additional information concerning this action is publicly available in court filings under the docket number 1:20-CV-09438 (S.D.N.Y.) (Preska, J.).
Beginning in December 2020, two derivative actions were filed in the Supreme Court of the State of New York, purportedly on behalf of Citigroup (as nominal defendant) against certain of Citigroup’s current and former directors, and certain current and former officers. The actions were later consolidated under the case name IN RE CITIGROUP INC. DERIVATIVE LITIGATION, and the court stayed the action pending resolution of defendants’ motion to dismiss in IN RE CITIGROUP SECURITIES LITIGATION. Additional information concerning this action is publicly available in court filings under the docket number 656759/2020 (N.Y. Sup. Ct.) (Schecter, J.).
On June 23, 2022, a third derivative action was filed in the Supreme Court of the State of New York, also purportedly on behalf of Citigroup (as nominal defendant) against certain of Citigroup’s current and former directors, and certain current and former officers. A stipulation to stay and consolidate this action with the Supreme Court of the State of New York action captioned IN RE CITIGROUP INC. DERIVATIVE LITIGATION is pending. Additional information concerning this action is publicly available in court filings under the docket number 656930/2022 (N.Y. Sup. Ct.) (Schecter, J.).
On August 2, 2022, a shareholder derivative action captioned LIPSHUTZ ET AL. v. COSTELLO ET AL. was filed in the United States District Court for the Eastern District of New York, purportedly on behalf of Citigroup (as nominal defendant) against Citigroup’s current directors. The action raises substantially the same claims and allegations as IN RE CITIGROUP INC. SHAREHOLDER DERIVATIVE
301


LITIGATION. The LIPSHUTZ action additionally asserts that plaintiffs made a litigation demand on the Citigroup Board of Directors and that the demand was wrongfully refused. Defendants moved to transfer the new action to the saleUnited States District Court for the Southern District of PPINew York. Additional information concerning this action is publicly available in court filings under the docket number 22 Civ. 4547 (E.D.N.Y.) (Kovner, J.).
Beginning in October 2020, three putative class action complaints were filed in the U.K., to grant redress in accordance withUnited States District Court for the requirementsSouthern District of New York against Citigroup and certain of its current and former officers, asserting violations of Sections 10(b) and 20(a) of the Financial Conduct AuthoritySecurities Exchange Act of 1934 in connection with defendants’ alleged misstatements concerning Citigroup’s internal controls. The actions were later consolidated under the case name IN RE CITIGROUP SECURITIES LITIGATION. The consolidated complaint later added certain of Citigroup’s current and former directors as defendants. Defendants have moved to defend claims fileddismiss the consolidated amended complaint. Additional information concerning this action is publicly available in U.K. courts. court filings under the docket number 1:20-CV-9132 (S.D.N.Y.) (Preska, J.).

Sovereign Securities Matters
Regulatory Actions: Government and regulatory agencies in the U.S. and in other jurisdictions are conducting investigations or making inquiries regarding Citigroup’s sales and trading activities in connection with sovereign and other government-related securities. Citigroup is cooperating with these investigations and inquiries.
Antitrust and Other Litigation: In 2015, putative class actions filed against CGMI and other defendants were consolidated under the caption IN RE TREASURY SECURITIES AUCTION ANTITRUST LITIGATION in the United States District Court for the Southern District of New York. In December 2017, a consolidated amended complaint was filed, allegingPlaintiffs allege that defendants colluded to fix TreasuryU.S. treasury auction bids by sharing competitively sensitive information ahead of the auctions, and that defendants colluded to boycott and prevent the emergence of an anonymous, all-to-all electronic trading platform in the U.S. Treasuries secondary market. The complaint assertsPlaintiffs assert claims under antitrust laws, and seeksseek damages, including treble damages where authorized by statute, and injunctive relief. In February 2018,March 2021, the court granted defendants’ motion to dismiss, without prejudice. In May 2021, plaintiffs filed an amended consolidated complaint. In June 2021, certain defendants, including CGMI, moved to dismiss the amended complaint. On March 31, 2022, the court dismissed the amended complaint with prejudice, and the plaintiffs have appealed that decision to the United States Court of Appeals for the Second Circuit. Additional information concerning this action is publicly available in court filings under the docket number 15-MD-2673 (S.D.N.Y.) (Gardephe, J.).
In 2016 and 2017, class actions by direct purchasers of supranational, sub-sovereign and agency (SSA) bonds filed against Citigroup, Citibank, CGMI, CGML and other defendants were consolidated, under the caption IN RE SSA BONDS ANTITRUST LITIGATION, in the United States District Court for the Southern District of New York. In November 2018, a second amended consolidated complaint was filed, alleging that defendants, as market makers and traders of SSA bonds, colluded to fix the price at which they bought and sold SSA bonds in the secondary market. The complaint asserts claims under the antitrust laws and unjust enrichment, and seeks damages, including treble damages where authorized by statute, and disgorgement. In September 2019, the court granted defendants’ motion to dismiss certain

defendants, including CGML. Additional information concerning this action is publicly available in court filings under the docket number 16 Civ. 3711 (S.D.N.Y.) (Ramos, J.).
On February 7, 2019, a putativeproposed class action captioned STACHON v. BANK OF AMERICA N.A., ET AL., was filed against Citigroup, Citibank, CGMI, CGMLon behalf of direct and other defendants, captioned STACHON v. BANK OF AMERICA N.A., ET AL., in the United States District Court for the Southern District of New York. Plaintiffs assert claims under New York antitrust laws based on the same conduct alleged in IN RE SSA BONDS ANTITRUST LITIGATION and seek treble damages and injunctive relief. The action is currently stayed pending a decision on the remaining motion to dismiss in IN RE SSA BONDS ANTITRUST LITIGATION. Additional information concerning this action is publicly available in court filings under the docket number 19 Civ. 01205 (S.D.N.Y.) (Swain, J.).
In 2017, a class action related to the SSA bond market was filed in the Ontario Court of Justice in Canada, against Citigroup, Citibank, CGMI, CGML, Citibank Canada, Citigroup Global Markets Canada, Inc. and other defendants, asserting plaintiff claims under breach of contract, breach of the competition act, breach of foreign law, unjust enrichment and civil conspiracy. Plaintiffs seek compensatory and punitive damages and declaratory relief. Additional information concerning this action is publicly available in court filings under the docket number CV-17-586082-00CP (Ont. S.C.J.).
In 2017,indirect purchasers of SSA 296 bonds filed a similar action against Citigroup, Citibank, CGMI, CGML, Citibank Canada, Citigroup Global Markets Canada, Inc. and other defendants, captioned JOSEPH MANCINELLI, ET AL. v. BANK OF AMERICA CORPORATION, ET AL., in the Federal Court in
Canada. In October 2019, plaintiffsPlaintiffs have filed an amended claim. Plaintiffs allegeclaim that alleges defendants manipulated, and colluded to manipulate, the SSA bonds market. Plaintiffs assertmarket, asserts claims underfor breach of the competition law,Competition Act, breach of foreign law, civil conspiracy, unjust enrichment, waiver of tort and breach of contract.contract, and seeks compensatory and punitive damages, among other relief. Additional information concerning this action is publicly available in court filings under the docket number T-1871-17 (Fed. Ct.).
On September 10, 2019, plaintiffs filed a third consolidated amended complaint against CGMI and other defendants, under the caption IN RE GSE BONDS ANTITRUST LITIGATION, in the United States District Court for the Southern District of New York. Plaintiffs allege that defendants conspired to manipulate the market for bonds issued by U.S. government-sponsored agencies. Plaintiffs assert a claim under the Sherman Act, and seek treble damages and injunctive relief. In December 2019, plaintiffs moved for preliminary approval of a settlement with CGMI and 11 other defendants. Additional information concerning this action is publicly available in court filings under the docket number 19 Civ. 1704 (S.D.N.Y.) (Rakoff, J.).
On September 23, 2019, the State of Louisiana filed an action against CGMI and other defendants, captioned STATE OF LOUISIANA v. BANK OF AMERICA, N.A., ET AL., in the United States District Court for the Middle District of Louisiana. Plaintiff alleges that defendants conspired to
manipulate the market for bonds issued by U.S. government-sponsored agencies. Plaintiff asserts a claim against defendants for a violation of the Sherman Act, and seeks treble damages and injunctive relief. Additional information concerning this action is publicly available in court filings under the docket number 19 Civ. 638 (M.D. La.) (Dick, C.J.).
On October 21, 2019, the City of Baton Rouge and related plaintiffs filed a substantially similar action against CGMI and other defendants, captioned CITY OF BATON ROUGE, ET AL. v. BANK OF AMERICA, N.A., ET AL., in the United States District Court for the Middle District of Louisiana. Plaintiffs allege that defendants conspired to manipulate the market for U.S. government-sponsored agencies bonds. Plaintiffs assert a claim under the Sherman Act, and seek treble damages and injunctive relief. Additional information concerning this action is publicly available in court filings under the docket number 19 Civ. 725 (M.D. La.) (Dick, C.J.).
In 2018, a putative class action was filed against Citigroup, CGMI, Citigroup Financial Products Inc., Citigroup Global Markets Holdings Inc., Citibanamex, Grupo Banamex and other banks, captioned IN RE MEXICAN GOVERNMENT BONDS ANTITRUST LITIGATION, in the United States District Court for the Southern District of New York. Plaintiffs allegeThe complaint alleges that defendants colluded in the Mexican sovereign bond market. In September 2019, the court granted defendants’ motion to dismiss. Subsequently,In December 2019, plaintiffs filed an amended complaint against Citibanamex and other market makers in the Mexican sovereign bond market. Plaintiffs no longer assert any claims against Citigroup andor any other U.S. Citi affiliates. The amended complaint alleges a conspiracy to fix prices in the Mexican sovereign bond market, from January 1, 2006 to April 19, 2017, and asserts antitrust and unjust enrichment claims, and seekseeks treble damages, restitution and injunctive relief. In February 2020, certain defendants, including Citibanamex, moved to dismiss the amended complaint. In June 2021, the court granted defendants’ motion to dismiss, and the plaintiffs have appealed that decision to the United States Court of Appeals for the Second Circuit. Additional information concerning this consolidatedaction is publicly available in court filings under the docket numbers 18-CV-2830 (S.D.N.Y.) (Oetken, J.) and 22-2039 (2d Cir.).
In February 2021, purchasers of Euro-denominated sovereign debt issued by European central governments added CGMI, CGML and others as defendants to a putative class action, captioned IN RE EUROPEAN GOVERNMENT BONDS ANTITRUST LITIGATION, in the United States District Court for the Southern District of New York. Plaintiffs allege that defendants engaged in a conspiracy to inflate prices of European government bonds in primary market auctions and to fix the prices of European government bonds in secondary markets. Plaintiffs assert a claim under the Sherman Act and seek treble damages and attorneys’ fees. On March 14, 2022, the court granted defendants’ motion to dismiss the fourth amended complaint as to certain defendants, but denied defendants’ motion to dismiss as to other defendants, including CGMI and CGML. On June 16, 2022, the court denied certain defendants’ respective motions for reconsideration of the court’s denial of defendants’ motion to dismiss. In November 2022, plaintiffs moved for leave to amend the complaint. Additional information concerning this action is publicly available in court filings under the docket number 18 Civ. 283019-CV-2601 (S.D.N.Y.) (Oetken,(Marrero, J.).

Transaction Tax Matters
Citigroup and Citibank are engaged in litigation or examinations with non-U.S. tax authorities in India and Germany concerning the payment of transaction taxes and other non-income tax matters.

Tribune Company Bankruptcy
Certain Citigroup affiliates (along with numerous other parties) have been named as defendants in adversary proceedings related to the Chapter 11 cases of Tribune Company (Tribune) filed in the United States Bankruptcy Court for the District of Delaware, asserting claims arising out of the approximately $11 billion leveraged buyout of Tribune in 2007. The actions were consolidated as IN RE TRIBUNE COMPANY FRAUDULENT CONVEYANCE LITIGATION and transferred to the United States District Court for the Southern District of New York.
In the adversary proceeding captioned KIRSCHNER v. FITZSIMONS, ET AL., the litigation trustee, as successor plaintiff to the unsecured creditors committee, seeks to avoid and recover as actual fraudulent transfers the transfers of Tribune stock that occurred as a part of the leveraged buyout.

Several Citigroup affiliates, along with numerous other parties, were named as shareholder defendants and were alleged to have tendered Tribune stock to Tribune as a part of the buyout. In 2017, the United States District Court for the Southern District of New York dismissed the actual fraudulent transfer claim against the shareholder defendants, including the Citigroup affiliates. In July 2019, the litigation trustee filed an appeal to the United States Court of Appeals for the Second Circuit.302

Several Citigroup affiliates, along with numerous other parties, are named as defendants in certain actions brought by Tribune noteholders, which seek to recover the transfers of Tribune stock that occurred as a part of the leveraged buyout, as state-law constructive fraudulent conveyances. The noteholders’ claims were previously dismissed and the dismissal was affirmed on appeal. In May 2018, the United States Court of Appeals for the Second Circuit withdrew its 2016 transfer of jurisdiction to the district court to reconsider its decision in light of a recent United States Supreme Court decision. In December 2019, the Court of Appeals issued an amended decision again affirming the dismissal. In January 2020, the noteholders filed a petition for rehearing.
Citigroup Global Markets Inc. (CGMI) was named as a defendant in a separate action in connection with its role as advisor to Tribune. In January 2019, the court dismissed the action, which the litigation trustee has appealed to the United States Court of Appeals for the Second Circuit.
Additional information concerning these actions is publicly available in court filings under the docket numbers 08-13141 (Bankr. D. Del.) (Carey, J.), 11 MD 02296 (S.D.N.Y.) (Cote, J.), 12 MC 2296 (S.D.N.Y.) (Cote, J.), 13-3992 (2d Cir.), 19-0449 (2d Cir.), 19-3049 (2d Cir.) and 16-317 (U.S.).

Variable Rate Demand Obligation Litigation
On May 31,In 2019, the plaintiffs in the consolidated actions CITY OF PHILADELPHIA v. BANK OF AMERICA CORP.,CORP, ET AL. and MAYOR AND CITY COUNCIL OF BALTIMORE v. BANK OF AMERICA CORP., ET AL. filed a consolidated complaint naming as defendants Citigroup, Citibank, CGMI, CGML and numerous other industry participants. The consolidated complaint asserts violations of the Sherman Act, as well as claims for breach of contract, breach of fiduciary duty, and unjust enrichment, and seeks damages and injunctive relief based on allegations that defendants served as remarketing agents for municipal bonds called variable rate demand obligations (VRDOs) and colluded to set artificially high VRDO interest rates. In July 2019, defendants filed aOn November 6, 2020, the court granted in part and denied in part defendants’ motion to dismiss the consolidated complaint.
In June 2021, the Board of Directors of the San Diego Association of Governments, acting as the San Diego County Regional Transportation Commission, filed a parallel putative class action against the same defendants named in the already pending nationwide consolidated class action. The two actions were consolidated and in August 2021, the plaintiffs in the nationwide putative class action filed a consolidated amended complaint, captioned THE CITY OF PHILADELPHIA, MAYOR AND CITY COUNCIL OF BALTIMORE, THE BOARD OF DIRECTORS OF THE SAN DIEGO ASSOCIATION OF GOVERNMENTS, ACTING AS THE SAN DIEGO COUNTY REGIONAL TRANSPORTATION COMMISSION v. BANK OF AMERICA CORP., ET AL. In September 2021, defendants moved to dismiss the consolidated amended complaint in part. On June 28, 2022, the court granted in part and denied in part defendants’ partial motion to dismiss the consolidated amended complaint. On October 27, 2022, plaintiffs filed a motion to certify a class of persons and entities who, from February 2008 to November 2015, paid interest rates on VRDOs with respect to the antitrust claim. The plaintiffs also moved to certify a subclass of individuals who entered into remarketing agreements with the defendants during that same period. Additional information concerning these actionsthis action is publicly available in court filings under the docket numbersnumber 19-CV-1608 (S.D.N.Y.) (Furman, J.) and 19-CV-2667 (S.D.N.Y.) (Furman, J.).

Settlement Payments
Payments required in settlement agreements described above have been made or are covered by existing litigation or other accruals.


303


28.30.  CONDENSED CONSOLIDATING FINANCIAL STATEMENTS

Citigroup amended itsCitigroup’s Registration Statement on Form S-3 on file with the SEC (File No. 33-192302) to addincludes its wholly owned subsidiary, Citigroup Global Markets Holdings Inc. (CGMHI), as a co-registrant. Any securities issued by CGMHI under the Form S-3 will be fully and unconditionally guaranteed by Citigroup.
The following are the Condensed Consolidating Statements of Income and Comprehensive Income for the years ended December 31, 2019, 20182022, 2021 and 2017,2020, Condensed Consolidating Balance Sheet as of December 31, 20192022 and 20182021 and Condensed Consolidating Statement of Cash Flows for the years ended December 31, 2019, 20182022, 2021 and 20172020 for Citigroup Inc., the parent holding company (Citigroup parent company), CGMHI, other Citigroup subsidiaries and eliminations, and total consolidating adjustments. “Other Citigroup subsidiaries and eliminations” includes all other subsidiaries of Citigroup, intercompany eliminations and income (loss) from discontinued operations. “Consolidating adjustments” includes Citigroup parent company elimination of distributed and undistributed income of subsidiaries and investment in subsidiaries.
These Condensed Consolidating Financial Statements have been prepared and presented in accordance with SEC Regulation S-X Rule 3-10, “Financial Statements of Guarantors and Issuers of Guaranteed Securities Registered or Being Registered.”
These Condensed Consolidating Financial Statements schedules are presented for purposes of additional analysis, but should be considered in relation to the Consolidated Financial Statements of Citigroup taken as a whole.



































304

Condensed Consolidating Statements of Income and Comprehensive Income
 Year ended December 31, 2019
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Revenues     
Dividends from subsidiaries$23,347
$—
$—
$(23,347)$—
Interest revenue—
10,661
65,849
—
76,510
Interest revenue—intercompany5,091
1,942
(7,033)—
—
Interest expense4,949
7,010
17,204
—
29,163
Interest expense—intercompany1,038
4,243
(5,281)—
—
Net interest revenue$(896)$1,350
$46,893
$—
$47,347
Commissions and fees$—
$5,265
$6,481
$—
$11,746
Commissions and fees—intercompany(21)354
(333)—
—
Principal transactions(2,537)277
11,152
—
8,892
Principal transactions—intercompany1,252
2,464
(3,716)—
—
Other income767
832
4,702
—
6,301
Other income—intercompany(55)102
(47)—
—
Total non-interest revenues$(594)$9,294
$18,239
$—
$26,939
Total revenues, net of interest expense$21,857
$10,644
$65,132
$(23,347)$74,286
Provisions for credit losses and for benefits and claims$—
$—
$8,383
$—
$8,383
Operating expenses  
  
Compensation and benefits$32
$4,680
$16,721
$—
$21,433
Compensation and benefits—intercompany134
—
(134)—
—
Other operating(16)2,326
18,259
—
20,569
Other operating—intercompany20
2,410
(2,430)—
—
Total operating expenses$170
$9,416
$32,416
$—
$42,002
Equity in undistributed income of subsidiaries$(3,620)$—
$—
$3,620
$—
Income (loss) from continuing operations before income taxes$18,067
$1,228
$24,333
$(19,727)$23,901
Provision (benefit) for income taxes(1,334)176
5,588
—
4,430
Income (loss) from continuing operations$19,401
$1,052
$18,745
$(19,727)$19,471
Income (loss) from discontinued operations, net of taxes—
—
(4)—
(4)
Net income before attribution of noncontrolling interests$19,401
$1,052
$18,741
$(19,727)$19,467
Noncontrolling interests—
—
66
—
66
Net income (loss)$19,401
$1,052
$18,675
$(19,727)$19,401
Comprehensive income  

  
Add: Other comprehensive income (loss)$852
$(651)$1,600
$(949)$852
Total Citigroup comprehensive income (loss)$20,253
$401
$20,275
$(20,676)$20,253
Add: Other comprehensive income attributable to noncontrolling interests$—
$—
$—
$—
$—
Add: Net income attributable to noncontrolling interests—
—
66
—
66
Total comprehensive income (loss)$20,253
$401
$20,341
$(20,676)$20,319



Condensed Consolidating Statements of Income and Comprehensive Income
 Year ended December 31, 2018
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Revenues     
Dividends from subsidiaries$22,854
$—
$—
$(22,854)$—
Interest revenue67
8,732
62,029
—
70,828
Interest revenue—intercompany4,933
1,659
(6,592)—
—
Interest expense4,783
5,430
14,053
—
24,266
Interest expense—intercompany1,198
3,539
(4,737)—
—
Net interest revenue$(981)$1,422
$46,121
$—
$46,562
Commissions and fees$—
$5,146
$6,711
$—
$11,857
Commissions and fees—intercompany(2)237
(235)—
—
Principal transactions(1,310)1,599
8,616
—
8,905
Principal transactions—intercompany(929)1,328
(399)—
—
Other income1,373
710
3,447
—
5,530
Other income—intercompany(107)143
(36)—
—
Total non-interest revenues$(975)$9,163
$18,104
$—
$26,292
Total revenues, net of interest expense$20,898
$10,585
$64,225
$(22,854)$72,854
Provisions for credit losses and for benefits and claims$—
$(22)$7,590
$—
$7,568
Operating expenses     
Compensation and benefits$4
$4,484
$16,666
$—
$21,154
Compensation and benefits—intercompany115
—
(115)—
—
Other operating(192)2,224
18,655
—
20,687
Other operating—intercompany49
2,312
(2,361)—
—
Total operating expenses$(24)$9,020
$32,845
$—
$41,841
Equity in undistributed income of subsidiaries$(2,163)$—
$—
$2,163
$—
Income (loss) from continuing operations before income taxes$18,759
$1,587
$23,790
$(20,691)$23,445
Provision (benefit) for income taxes714
1,123
3,520
—
5,357
Income (loss) from continuing operations$18,045
$464
$20,270
$(20,691)$18,088
Income (loss) from discontinued operations, net of taxes—
—
(8)—
(8)
Net income (loss) before attribution of noncontrolling interests$18,045
$464
$20,262
$(20,691)$18,080
Noncontrolling interests—
—
35
—
35
Net income (loss)$18,045
$464
$20,227
$(20,691)$18,045
Comprehensive income  $—
  
Add: Other comprehensive income (loss)$(2,499)$257
$3,500
$(3,757)$(2,499)
Total Citigroup comprehensive income (loss)$15,546
$721
$23,727
$(24,448)$15,546
Add: Other comprehensive income attributable to noncontrolling interests
$—
$—
$(43)$—
$(43)
Add: Net income attributable to noncontrolling interests—
—
35
—
35
Total comprehensive income (loss)$15,546
$721
$23,719
$(24,448)$15,538


Year ended December 31, 2022
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Revenues
Dividends from subsidiaries$8,992 $— $(8,992)$— 
Interest revenue— 10,021 64,387 — 74,408 
Interest revenue—intercompany4,628 2,324 (6,952)— — 
Interest expense5,250 5,938 14,552 — 25,740 
Interest expense—intercompany715 4,358 (5,073)— — 
Net interest income$(1,337)$2,049 $47,956 $— $48,668 
Commissions and fees$— $4,617 $4,558 $— $9,175 
Commissions and fees—intercompany(1)127 (126)— — 
Principal transactions5,147 13,895 (4,883)— 14,159 
Principal transactions—intercompany(5,686)(10,532)16,218 — — 
Other revenue210 493 2,633 — 3,336 
Other revenue—intercompany(220)(58)278 — — 
Total non-interest revenues$(550)$8,542 $18,678 $— $26,670 
Total revenues, net of interest expense$7,105 $10,591 $66,634 $(8,992)$75,338 
Provisions for credit losses and for benefits and claims$— $10 $5,229 $— $5,239 
Operating expenses
Compensation and benefits$9 $5,450 $21,196 $— $26,655 
Compensation and benefits—intercompany12 — (12)— — 
Other operating85 2,962 21,590 — 24,637 
Other operating—intercompany15 2,705 (2,720)— — 
Total operating expenses$121 $11,117 $40,054 $— $51,292 
Equity in undistributed income of subsidiaries$6,173 $— $— $(6,173)$— 
Income from continuing operations before income taxes$13,157 $(536)$21,351 $(15,165)$18,807 
Provision (benefit) for income taxes(1,688)(290)5,620 — 3,642 
Income from continuing operations$14,845 $(246)$15,731 $(15,165)$15,165 
Income (loss) from discontinued operations, net of taxes— — (231)— (231)
Net income before attribution of noncontrolling interests$14,845 $(246)$15,500 $(15,165)$14,934 
Noncontrolling interests— — 89 — 89 
Net income$14,845 $(246)$15,411 $(15,165)$14,845 
Comprehensive income
Add: Other comprehensive income (loss)$(8,297)$946 $(5,120)$4,174 $(8,297)
Total Citigroup comprehensive income$6,548 $700 $10,291 $(10,991)$6,548 
Add: Other comprehensive income attributable to noncontrolling interests$— $— $(58)$— $(58)
Add: Net income attributable to noncontrolling interests— — 89 — 89 
Total comprehensive income$6,548 $700 $10,322 $(10,991)$6,579 

305


Condensed Consolidating Statements of Income and Comprehensive Income
 Year ended December 31, 2017
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Revenues     
Dividends from subsidiaries$22,499
$—
$—
$(22,499)$—
Interest revenue1
5,279
56,299
—
61,579
Interest revenue—intercompany3,972
1,178
(5,150)—
—
Interest expense4,766
2,340
9,412
—
16,518
Interest expense—intercompany829
2,297
(3,126)—
—
Net interest revenue$(1,622)$1,820
$44,863
$—
$45,061
Commissions and fees$—
$5,366
$7,341
$—
$12,707
Commissions and fees—intercompany(2)182
(180)—
—
Principal transactions1,654
1,183
6,103
—
8,940
Principal transactions—intercompany934
1,200
(2,134)—
—
Other income(2,581)867
7,450
—
5,736
Other income—intercompany5
170
(175)—
—
Total non-interest revenues$10
$8,968
$18,405
$—
$27,383
Total revenues, net of interest expense$20,887
$10,788
$63,268
$(22,499)$72,444
Provisions for credit losses and for benefits and claims$—
$—
$7,451
$—
$7,451
Operating expenses     
Compensation and benefits$(107)$4,403
$16,885
$—
$21,181
Compensation and benefits—intercompany120
—
(120)—
—
Other operating(318)2,184
19,185
—
21,051
Other operating—intercompany(35)2,231
(2,196)—
—
Total operating expenses$(340)$8,818
$33,754
$—
$42,232
Equity in undistributed income of subsidiaries$(19,088)$—
$—
$19,088
$—
Income (loss) from continuing operations before income taxes$2,139
$1,970
$22,063
$(3,411)$22,761
Provision (benefit) for income taxes8,937
873
19,578
—
29,388
Income (loss) from continuing operations$(6,798)$1,097
$2,485
$(3,411)$(6,627)
Income (loss) from discontinued operations, net of taxes—
—
(111)—
(111)
Net income before attribution of noncontrolling interests$(6,798)$1,097
$2,374
$(3,411)$(6,738)
Noncontrolling interests—
(1)61
—
60
Net income (loss)$(6,798)$1,098
$2,313
$(3,411)$(6,798)
Comprehensive income  $—
  
Add: Other comprehensive income (loss)$(2,791)$(117)$(4,160)$4,277
$(2,791)
Total Citigroup comprehensive income (loss)$(9,589)$981
$(1,847)$866
$(9,589)
Add: Other comprehensive income attributable to noncontrolling interests
$—
$—
$114
$—
$114
Add: Net income attributable to noncontrolling interests—
(1)61
—
60
Total comprehensive income (loss)$(9,589)$980
$(1,672)$866
$(9,415)


Year ended December 31, 2021
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Revenues
Dividends from subsidiaries$6,482 $— $— $(6,482)$— 
Interest revenue— 3,566 46,909 — 50,475 
Interest revenue—intercompany3,757 531 (4,288)— — 
Interest expense4,791 778 2,412 — 7,981 
Interest expense—intercompany294 1,320 (1,614)— — 
Net interest income$(1,328)$1,999 $41,823 $— $42,494 
Commissions and fees$— $7,770 $5,902 $— $13,672 
Commissions and fees—intercompany(36)407 (371)— — 
Principal transactions976 10,140 (962)— 10,154 
Principal transactions—intercompany(1,375)(6,721)8,096 — — 
Other revenue(64)576 5,052 — 5,564 
Other revenue—intercompany(133)(60)193 — — 
Total non-interest revenues$(632)$12,112 $17,910 $— $29,390 
Total revenues, net of interest expense$4,522 $14,111 $59,733 $(6,482)$71,884 
Provisions for credit losses and for benefits and claims$— $6 $(3,784)$— $(3,778)
Operating expenses
Compensation and benefits$10 $5,251 $19,873 $— $25,134 
Compensation and benefits—intercompany69 — (69)— — 
Other operating83 2,868 20,108 — 23,059 
Other operating—intercompany11 2,826 (2,837)— — 
Total operating expenses$173 $10,945 $37,075 $— $48,193 
Equity in undistributed income of subsidiaries$16,596 $— $— $(16,596)$— 
Income from continuing operations before income taxes$20,945 $3,160 $26,442 $(23,078)$27,469 
Provision (benefit) for income taxes(1,007)625 5,833 — 5,451 
Income from continuing operations$21,952 $2,535 $20,609 $(23,078)$22,018 
Income (loss) from discontinued operations, net of taxes— — 7 — 7 
Net income (loss) before attribution of noncontrolling interests$21,952 $2,535 $20,616 $(23,078)$22,025 
Noncontrolling interests— — 73 — 73 
Net income$21,952 $2,535 $20,543 $(23,078)$21,952 
Comprehensive income
Add: Other comprehensive income (loss)$(6,707)$(76)$(450)$526 $(6,707)
Total Citigroup comprehensive income$15,245 $2,459 $20,093 $(22,552)$15,245 
Add: Other comprehensive income attributable to noncontrolling interests$— $— $(99)$— $(99)
Add: Net income attributable to noncontrolling interests— — 73 — 73 
Total comprehensive income$15,245 $2,459 $20,067 $(22,552)$15,219 


306


Condensed Consolidating Statements of Income and Comprehensive Income

Year ended December 31, 2020
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Revenues
Dividends from subsidiaries$2,355 $— $— $(2,355)$— 
Interest revenue— 5,364 52,725 — 58,089 
Interest revenue—intercompany4,162 920 (5,082)— — 
Interest expense4,992 1,989 6,357 — 13,338 
Interest expense—intercompany502 2,170 (2,672)— — 
Net interest income$(1,332)$2,125 $43,958 $— $44,751 
Commissions and fees$— $6,216 $5,169 $— $11,385 
Commissions and fees—intercompany(36)290 (254)— — 
Principal transactions(1,254)(4,252)19,391 — 13,885 
Principal transactions—intercompany693 9,064 (9,757)— — 
Other revenue(127)706 4,901 — 5,480 
Other revenue—intercompany111 23 (134)— — 
Total non-interest revenues$(613)$12,047 $19,316 $— $30,750 
Total revenues, net of interest expense$410 $14,172 $63,274 $(2,355)$75,501 
Provisions for credit losses and for benefits and claims$— $(1)$17,496 $— $17,495 
Operating expenses
Compensation and benefits$(5)$4,941 $17,278 $— $22,214 
Compensation and benefits—intercompany191 — (191)— — 
Other operating37 2,393 19,730 — 22,160 
Other operating—intercompany15 2,317 (2,332)— — 
Total operating expenses$238 $9,651 $34,485 $— $44,374 
Equity in undistributed income of subsidiaries$9,894 $— $— $(9,894)$— 
Income from continuing operations before income taxes$10,066 $4,522 $11,293 $(12,249)$13,632 
Provision (benefit) for income taxes(981)1,249 2,257 — 2,525 
Income from continuing operations$11,047 $3,273 $9,036 $(12,249)$11,107 
Income (loss) from discontinued operations, net of taxes— — (20)— (20)
Net income before attribution of noncontrolling interests$11,047 $3,273 $9,016 $(12,249)$11,087 
Noncontrolling interests— — 40 — 40 
Net income$11,047 $3,273 $8,976 $(12,249)$11,047 
Comprehensive income
Add: Other comprehensive income (loss)$4,260 $(223)$4,244 $(4,021)$4,260 
Total Citigroup comprehensive income$15,307 $3,050 $13,220 $(16,270)$15,307 
Add: Other comprehensive income attributable to noncontrolling interests$— $— $26 $— $26 
Add: Net income attributable to noncontrolling interests— — 40 — 40 
Total comprehensive income$15,307 $3,050 $13,286 $(16,270)$15,373 


307


Condensed Consolidating Balance Sheet

December 31, 2022
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Assets
Cash and due from banks$— $955 $29,622 $— $30,577 
Cash and due from banks—intercompany15 7,448 (7,463)— — 
Deposits with banks, net of allowance— 7,902 303,546 — 311,448 
Deposits with banks—intercompany3,000 10,816 (13,816)— — 
Securities borrowed and purchased under resale agreements— 286,724 78,677 — 365,401 
Securities borrowed and purchased under resale agreements—intercompany— 19,549 (19,549)— — 
Trading account assets130 202,678 131,306 — 334,114 
Trading account assets—intercompany176 7,279 (7,455)— — 
Investments, net of allowance1 265 526,316 — 526,582 
Loans, net of unearned income— 1,749 655,472 — 657,221 
Loans, net of unearned income—intercompany— 337 (337)— — 
Allowance for credit losses on loans (ACLL)— — (16,974)— (16,974)
Total loans, net$— $2,086 $638,161 $— $640,247 
Advances to subsidiaries$146,843 $— $(146,843)$— $— 
Investments in subsidiary bank holding company172,721 — — (172,721)— 
Investments in non-bank subsidiaries48,295 — — (48,295)— 
Other assets, net of allowance(1)
10,441 66,753 131,113 — 208,307 
Other assets—intercompany3,346 94,716 (98,062)— — 
Total assets$384,968 $707,171 $1,545,553 $(221,016)$2,416,676 
Liabilities and equity
Deposits$— $— $1,365,954 $— $1,365,954 
Deposits—intercompany— — — — — 
Securities loaned and sold under repurchase agreements— 181,765 20,679 — 202,444 
Securities loaned and sold under repurchase agreements—intercompany— 64,151 (64,151)— — 
Trading account liabilities23 108,940 61,684 — 170,647 
Trading account liabilities—intercompany581 6,989 (7,570)— — 
Short-term borrowings— 20,382 26,714 — 47,096 
Short-term borrowings—intercompany— 23,468 (23,468)— — 
Long-term debt166,257 88,844 16,505 — 271,606 
Long-term debt—intercompany— 83,224 (83,224)— — 
Advances from subsidiary bank holding company6,629 — (6,629)— — 
Advances from non-bank subsidiaries7,933 — (7,933)— — 
Other liabilities2,321 75,040 79,730 — 157,091 
Other liabilities—intercompany35 15,530 (15,565)— — 
Stockholders’ equity201,189 38,838 182,827 (221,016)201,838 
Total liabilities and equity$384,968 $707,171 $1,545,553 $(221,016)$2,416,676 

(1)Citigroup parent company and Other Citigroup subsidiaries at December 31, 2022 included $40.2 billion of placements to Citibank and its branches, of which $29.2 billion had a remaining term of less than 30 days.

308
 December 31, 2019
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Assets     
Cash and due from banks$—
$586
$23,381
$—
$23,967
Cash and due from banks—intercompany21
5,095
(5,116)—
—
Deposits with banks—
4,050
165,902
—
169,952
Deposits with banks—intercompany3,000
6,710
(9,710)—
—
Securities borrowed and purchased under resale agreements—
195,537
55,785
—
251,322
Securities borrowed and purchased under resale agreements—intercompany—
21,446
(21,446)—
—
Trading account assets286
152,115
123,739
—
276,140
Trading account assets—intercompany426
5,858
(6,284)—
—
Investments1
541
368,021
—
368,563
Loans, net of unearned income—
2,497
696,986
—
699,483
Loans, net of unearned income—intercompany—
—
—
—
—
Allowance for loan losses—
—
(12,783)—
(12,783)
Total loans, net$—
$2,497
$684,203
$—
$686,700
Advances to subsidiaries$144,587
$—
$(144,587)$—
$—
Investments in subsidiaries202,116
—
—
(202,116)—
Other assets(1)
12,377
54,784
107,353
—
174,514
Other assets—intercompany2,799
45,588
(48,387)—
—
Total assets$365,613
$494,807
$1,292,854
$(202,116)$1,951,158
Liabilities and equity     
Deposits$—
$—
$1,070,590
$—
$1,070,590
Deposits—intercompany—
—
—
—
—
Securities loaned and sold under repurchase agreements—
145,473
20,866
—
166,339
Securities loaned and sold under repurchase agreements—intercompany—
36,581
(36,581)—
—
Trading account liabilities1
80,100
39,793
—
119,894
Trading account liabilities—intercompany379
5,109
(5,488)—
—
Short-term borrowings66
11,096
33,887
—
45,049
Short-term borrowings—intercompany—
17,129
(17,129)—
—
Long-term debt150,477
39,578
58,705
—
248,760
Long-term debt—intercompany—
66,791
(66,791)—
—
Advances from subsidiaries20,503
—
(20,503)—
—
Other liabilities937
51,777
53,866
—
106,580
Other liabilities—intercompany8
8,414
(8,422)—
—
Stockholders’ equity193,242
32,759
170,061
(202,116)193,946
Total liabilities and equity$365,613
$494,807
$1,292,854
$(202,116)$1,951,158


(1)
Other assets for Citigroup parent company at December 31, 2019 included $35.1 billion of placements to Citibank and its branches, of which $24.9 billion had a remaining term of less than 30 days.




Condensed Consolidating Balance Sheet
 December 31, 2018
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Assets     
Cash and due from banks$1
$689
$22,955
$—
$23,645
Cash and due from banks—intercompany19
3,545
(3,564)—
—
Deposits with banks—
4,915
159,545
—
164,460
Deposits with banks—intercompany3,000
6,528
(9,528)—
—
Securities borrowed and purchased under resale agreements—
212,720
57,964
—
270,684
Securities borrowed and purchased under resale agreements—intercompany—
20,074
(20,074)—
—
Trading account assets302
146,233
109,582
—
256,117
Trading account assets—intercompany627
1,728
(2,355)—
—
Investments7
224
358,376
—
358,607
Loans, net of unearned income—
1,292
682,904
—
684,196
Loans, net of unearned income—intercompany—
—
—
—
—
Allowance for loan losses—
—
(12,315)—
(12,315)
Total loans, net$—
$1,292
$670,589
$—
$671,881
Advances to subsidiaries$143,119
$—
$(143,119)$—
$—
Investments in subsidiaries205,337
—
—
(205,337)—
Other assets(1)
9,861
59,734
102,394
—
171,989
Other assets—intercompany3,037
44,255
(47,292)—
—
Total assets$365,310
$501,937
$1,255,473
$(205,337)$1,917,383
Liabilities and equity     
Deposits$—
$—
$1,013,170
$—
$1,013,170
Deposits—intercompany—
—
—
—
—
Securities loaned and sold under repurchase agreements—
155,830
21,938
—
177,768
Securities loaned and sold under repurchase agreements—intercompany—
21,109
(21,109)—
—
Trading account liabilities1
95,571
48,733
—
144,305
Trading account liabilities—intercompany410
1,398
(1,808)—
—
Short-term borrowings207
3,656
28,483
—
32,346
Short-term borrowings—intercompany—
11,343
(11,343)—
—
Long-term debt143,767
25,986
62,246
—
231,999
Long-term debt—intercompany—
73,884
(73,884)—
—
Advances from subsidiaries21,471
—
(21,471)—
—
Other liabilities3,011
66,732
50,978
—
120,721
Other liabilities—intercompany223
13,763
(13,986)—
—
Stockholders’ equity196,220
32,665
173,526
(205,337)197,074
Total liabilities and equity$365,310
$501,937
$1,255,473
$(205,337)$1,917,383

(1)
Other assets for Citigroup parent company at December 31, 2018 included $34.7 billion of placements to Citibank and its branches, of which $22.4 billion had a remaining term of less than 30 days.



Condensed Consolidating Statement of Cash Flows
 Year ended December 31, 2019
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Net cash provided by (used in) operating activities of continuing operations$25,011
$(35,396)$(2,452)$—
$(12,837)
Cash flows from investing activities of continuing operations     
Purchases of investments$—
$—
$(274,491)$—
$(274,491)
Proceeds from sales of investments5
—
137,168
—
137,173
Proceeds from maturities of investments—
—
119,051
—
119,051
Change in loans—
—
(22,466)—
(22,466)
Proceeds from sales and securitizations of loans—
—
2,878
—
2,878
Change in securities borrowed and purchased under agreements to resell—
15,811
3,551
—
19,362
Changes in investments and advances—intercompany(1,847)(870)2,717
—
—
Other investing activities—
(64)(4,817)—
(4,881)
Net cash provided by (used in) investing activities of continuing operations$(1,842)$14,877
$(36,409)$—
$(23,374)
Cash flows from financing activities of continuing operations     
Dividends paid$(5,447)$—
$—
$—
$(5,447)
Issuance of preferred stock1,496
—
—
—
1,496
Redemption of preferred stock(1,980)—
—
—
(1,980)
Treasury stock acquired(17,571)—
—
—
(17,571)
Proceeds (repayments) from issuance of long-term debt, net1,666
10,389
(3,950)—
8,105
Proceeds (repayments) from issuance of long-term debt—intercompany, net—
(7,177)7,177
—
—
Change in deposits—
—
57,420
—
57,420
Change in securities loaned and sold under agreements to repurchase—
5,115
(16,544)—
(11,429)
Change in short-term borrowings—
7,440
5,263
—
12,703
Net change in short-term borrowings and other advances—intercompany(968)5,843
(4,875)—
—
Capital contributions from (to) parent—
(74)74
—
—
Other financing activities(364)(253)253
—
(364)
Net cash provided by (used in) financing activities of continuing operations$(23,168)$21,283
$44,818
$—
$42,933
Effect of exchange rate changes on cash and due from banks$—
$—
$(908)$—
$(908)
Change in cash and due from banks and deposits with banks$1
$764
$5,049
$—
$5,814
Cash and due from banks and deposits with banks at
beginning of period
3,020
15,677
169,408
—
188,105
Cash and due from banks and deposits with banks at end of period$3,021
$16,441
$174,457
$—
$193,919
Cash and due from banks$21
$5,681
$18,265
$—
$23,967
Deposits with banks3,000
10,760
156,192
—
169,952
Cash and due from banks and deposits with banks at end of period$3,021
$16,441
$174,457
$—
$193,919
Supplemental disclosure of cash flow information for continuing operations     
Cash paid during the year for income taxes$(393)$418
$4,863
$—
$4,888
Cash paid during the year for interest3,820
12,664
12,198
—
28,682
Non-cash investing activities     
Transfers to loans HFS from loans$—
$—
$5,500
$—
$5,500


December 31, 2021
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Assets
Cash and due from banks$— $834 $26,681 $— $27,515 
Cash and due from banks—intercompany17 6,890 (6,907)— — 
Deposits with banks, net of allowance— 7,936 226,582 — 234,518 
Deposits with banks—intercompany3,500 11,005 (14,505)— — 
Securities borrowed and purchased under resale agreements— 269,608 57,680 — 327,288 
Securities borrowed and purchased under resale agreements—intercompany— 23,362 (23,362)— — 
Trading account assets248 189,841 141,856 — 331,945 
Trading account assets—intercompany1,215 1,438 (2,653)— — 
Investments, net of allowance1 224 512,597 — 512,822 
Loans, net of unearned income— 2,293 665,474 — 667,767 
Loans, net of unearned income—intercompany— — — — — 
Allowance for credit losses on loans (ACLL)— — (16,455)— (16,455)
Total loans, net$— $2,293 $649,019 $— $651,312 
Advances to subsidiaries$142,144 $— $(142,144)$— $— 
Investments in subsidiary bank holding company175,849 — — (175,849)— 
Investments in non-bank subsidiaries47,454 — — (47,454)— 
Other assets, net of allowance(1)
10,589 69,312 126,112 — 206,013 
Other assets—intercompany2,737 60,567 (63,304)— — 
Total assets$383,754 $643,310 $1,487,652 $(223,303)$2,291,413 
Liabilities and equity
Deposits$— $— $1,317,230 $— $1,317,230 
Deposits—intercompany— — — — — 
Securities loaned and sold under repurchase agreements— 171,818 19,467 — 191,285 
Securities loaned and sold under repurchase agreements—intercompany— 62,197 (62,197)— — 
Trading account liabilities17 122,383 39,129 — 161,529 
Trading account liabilities—intercompany777 500 (1,277)— — 
Short-term borrowings— 13,425 14,548 — 27,973 
Short-term borrowings—intercompany— 17,230 (17,230)— — 
Long-term debt164,945 61,416 28,013 — 254,374 
Long-term debt—intercompany— 76,335 (76,335)— — 
Advances from subsidiary bank holding company5,426 — (5,426)— — 
Advances from non-bank subsidiaries8,043 — (8,043)— — 
Other liabilities2,574 68,206 65,570 — 136,350 
Other liabilities—intercompany— 11,774 (11,774)— — 
Stockholders’ equity201,972 38,026 185,977 (223,303)202,672 
Total liabilities and equity$383,754 $643,310 $1,487,652 $(223,303)$2,291,413 
Condensed Consolidating Statement of Cash Flows
 Year ended December 31, 2018
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Net cash provided by (used in) operating activities of continuing operations$21,314
$13,287
$2,351
$—
$36,952
Cash flows from investing activities of continuing operations  

  
Purchases of investments$(7,955)$(18)$(144,514)$—
$(152,487)
Proceeds from sales of investments7,634
3
53,854
—
61,491
Proceeds from maturities of investments—
—
83,604
—
83,604
Change in loans—
—
(29,002)—
(29,002)
Proceeds from sales and securitizations of loans—
—
4,549
—
4,549
Proceeds from significant disposals—
—
314
—
314
Change in securities borrowed and purchased under agreements to resell—
(34,018)(4,188)—
(38,206)
Changes in investments and advances—intercompany(5,566)(832)6,398
—
—
Other investing activities556
(59)(3,878)—
(3,381)
Net cash provided by (used in) investing activities of continuing operations$(5,331)$(34,924)$(32,863)$—
$(73,118)
Cash flows from financing activities of continuing operations     
Dividends paid$(5,020)$—
$—
$—
$(5,020)
Redemption of preferred stock(793)—
—
—
(793)
Treasury stock acquired(14,433)—
—
—
(14,433)
Proceeds from issuance of long-term debt, net(5,099)10,278
(2,656)—
2,523
Proceeds (repayments) from issuance of long-term debt—intercompany, net—
10,708
(10,708)—
—
Change in deposits—
—
53,348
—
53,348
Change in securities loaned and sold under agreements to repurchase—
23,454
(1,963)—
21,491
Change in short-term borrowings32
88
(12,226)—
(12,106)
Net change in short-term borrowings and other advances—intercompany1,819
(19,111)17,292
—
—
Capital contributions from parent—
(798)798
—
—
Other financing activities(482)—
—
—
(482)
Net cash provided by (used in) financing activities of continuing operations$(23,976)$24,619
$43,885
$—
$44,528
Effect of exchange rate changes on cash and due from banks$—
$—
$(773)$—
$(773)
Change in cash and due from banks and deposits with banks$(7,993)$2,982
$12,600
$—
$7,589
Cash and due from banks and deposits with banks at
beginning of period
11,013
12,695
156,808
—
180,516
Cash and due from banks and deposits with banks at end of period$3,020
$15,677
$169,408
$—
$188,105
Cash and due from banks$20
$4,234
$19,391
$—
$23,645
Deposits with banks3,000
11,443
150,017
—
164,460
Cash and due from banks and deposits with banks at end of period$3,020
$15,677
$169,408
$—
$188,105
Supplemental disclosure of cash flow information for continuing operations     
Cash paid (received) during the year for income taxes$(783)$458
$4,638
$—
$4,313
Cash paid during the year for interest3,854
8,671
10,438
—
22,963
Non-cash investing activities     
Transfers to loans HFS from loans$—
$—
$4,200
$—
$4,200


(1)Citigroup parent company and Other Citigroup subsidiaries at December 31, 2021 included $30.5 billion of placements to Citibank and its branches, of which $19.5 billion had a remaining term of less than 30 days.
Condensed Consolidating Statements of Cash Flows
 Year ended December 31, 2017
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Net cash provided by (used in) operating activities of continuing operations$25,270
$(33,365)$(679)$—
$(8,774)
Cash flows from investing activities of continuing operations     
Purchases of investments$—
$(14)$(185,726)$—
$(185,740)
Proceeds from sales of investments132
18
107,218
—
107,368
Proceeds from maturities of investments—
—
84,369
—
84,369
Change in loans—
—
(58,062)—
(58,062)
Proceeds from sales and securitizations of loans—
—
8,365
—
8,365
Proceeds from significant disposals—
—
3,411
—
3,411
Change in securities borrowed and purchased under agreements to resell—
9,731
(5,396)—
4,335
Changes in investments and advances—intercompany(899)9,755
(8,856)—
—
Other investing activities—
(24)(2,773)—
(2,797)
Net cash provided by (used in) investing activities of continuing operations$(767)$19,466
$(57,450)$—
$(38,751)
Cash flows from financing activities of continuing operations     
Dividends paid$(3,797)$—
$—
$—
$(3,797)
Issuance of preferred stock—
—
—
—
—
Treasury stock acquired(14,541)—
—
—
(14,541)
Proceeds (repayments) from issuance of long-term debt, net6,544
4,909
15,521
—
26,974
Proceeds (repayments) from issuance of long-term debt—intercompany, net—
(2,031)2,031
—
—
Change in deposits—
—
30,416
—
30,416
Change in securities loaned and sold under agreements to repurchase—
5,748
8,708
—
14,456
Change in short-term borrowings49
2,212
11,490
—
13,751
Net change in short-term borrowings and other advances—intercompany(22,152)(8,615)30,767
—
—
Capital contributions from parent—
(748)748
—
—
Other financing activities(405)—
—
—
(405)
Net cash provided by financing activities of continuing operations$(34,302)$1,475
$99,681
$—
$66,854
Effect of exchange rate changes on cash and due from banks$—
$—
$693
$—
$693
Change in cash and due from banks and deposits with banks$(9,799)$(12,424)$42,245
$—
$20,022
Cash and due from banks and deposits with banks at
beginning of period
20,812
25,119
114,563
—
160,494
Cash and due from banks and deposits with banks at end of period$11,013
$12,695
$156,808
$—
$180,516
Cash and due from banks$13
$4,128
$19,634
$—
$23,775
Deposits with banks11,000
8,567
137,174
—
156,741
Cash and due from banks and deposits with banks at end of period$11,013
$12,695
$156,808
$—
$180,516
Supplemental disclosure of cash flow information for continuing operations     
Cash paid during the year for income taxes$(3,730)$678
$5,135
$—
$2,083
Cash paid during the year for interest4,151
4,513
7,011
—
15,675
Non-cash investing activities     
Transfers to loans held-for-sale from loans$—
$—
$5,900
$—
$5,900



29. SELECTED QUARTERLY FINANCIAL DATA (UNAUDITED)

309


 20192018
In millions of dollars, except per share amountsFourthThirdSecondFirstFourthThirdSecondFirst
Revenues, net of interest expense$18,378
$18,574
$18,758
$18,576
$17,124
$18,389
$18,469
$18,872
Operating expenses10,454
10,464
10,500
10,584
9,893
10,311
10,712
10,925
Provisions for credit losses and for benefits and claims2,222
2,088
2,093
1,980
1,925
1,974
1,812
1,857
Income from continuing operations before income taxes$5,702
$6,022
$6,165
$6,012
$5,306
$6,104
$5,945
$6,090
Income taxes(1)
703
1,079
1,373
1,275
1,001
1,471
1,444
1,441
Income from continuing operations$4,999
$4,943
$4,792
$4,737
$4,305
$4,633
$4,501
$4,649
Income (loss) from discontinued operations, net of taxes(4)(15)17
(2)(8)(8)15
(7)
Net income before attribution of noncontrolling interests$4,995
$4,928
$4,809
$4,735
$4,297
$4,625
$4,516
$4,642
Noncontrolling interests16
15
10
25
(16)3
26
22
Citigroup’s net income$4,979
$4,913
$4,799
$4,710
$4,313
$4,622
$4,490
$4,620
Earnings per share(2)
 
 
 
 
 
 
 
 
Basic 
 
 
 
 
 
 
 
Income from continuing operations$2.16
$2.09
$1.94
$1.88
$1.65
$1.74
$1.62
$1.68
Net income2.16
2.09
1.95
1.88
1.65
1.73
1.63
1.68
Diluted        
Income from continuing operations2.15
2.08
1.94
1.87
1.65
1.74
1.62
1.68
Net income2.15
2.07
1.95
1.87
1.64
1.73
1.63
1.68
Condensed Consolidating Statement of Cash Flows
Year ended December 31, 2022
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Net cash provided by (used in) operating activities of continuing operations$156 $(18,505)$43,418 $— $25,069 
Cash flows from investing activities of continuing operations
Available-for-sale debt securities:
Purchases of investments$— $— $(218,747)$— $(218,747)
Proceeds from sales of investments— — 79,687 — 79,687 
Proceeds from maturities of investments— — 140,934 — 140,934 
Held-to-maturity debt securities:
Purchases of investments— — (42,903)— (42,903)
Proceeds from maturities of investments— — 12,188 — 12,188 
Change in loans— — (16,591)— (16,591)
Proceeds from sales and securitizations of loans— — 4,709 — 4,709 
Proceeds from divestitures— — 5,741 — 5,741 
Change in securities borrowed and purchased under agreements to resell— (13,303)(24,810)— (38,113)
Changes in investments and advances—intercompany(7,815)(33,929)41,744 — — 
Other investing activities— (65)(6,295)— (6,360)
Net cash used in investing activities of continuing operations$(7,815)$(47,297)$(24,343)$— $(79,455)
Cash flows from financing activities of continuing operations
Dividends paid$(5,003)$(281)$281 $— $(5,003)
Issuance of preferred stock— — — — — 
Redemption of preferred stock— — — — — 
Treasury stock acquired(3,250)— — — (3,250)
Proceeds (repayments) from issuance of long-term debt, net14,661 34,162 (1,160)— 47,663 
Proceeds (repayments) from issuance of long-term debt—intercompany, net— 11,089 (11,089)— — 
Change in deposits— — 68,415 — 68,415 
Change in securities loaned and sold under agreements to repurchase— 11,901 (742)— 11,159 
Change in short-term borrowings— 6,957 12,166 — 19,123 
Net change in short-term borrowings and other advances—intercompany1,093 2,038 (3,131)— — 
Capital contributions from (to) parent— 380 (380)— — 
Other financing activities(344)12 (12)— (344)
Net cash provided by financing activities of continuing operations$7,157 $66,258 $64,348 $— $137,763 
Effect of exchange rate changes on cash and due from banks$— $— $(3,385)$— $(3,385)
Change in cash and due from banks and deposits with banks$(502)$456 $80,038 $— $79,992 
Cash and due from banks and deposits with banks at
beginning of year		3,517 26,665 231,851 — 262,033 
Cash and due from banks and deposits with banks at end of year$3,015 $27,121 $311,889 $— $342,025 
Cash and due from banks (including segregated cash and other deposits)$15 $8,403 $22,159 $— $30,577 
Deposits with banks, net of allowance3,000 18,718 289,730 — 311,448 
Cash and due from banks and deposits with banks at end of year$3,015 $27,121 $311,889 $— $342,025 
Supplemental disclosure of cash flow information for continuing operations
Cash paid (received) during the year for income taxes$(1,269)$363 $4,639 $— $3,733 
Cash paid during the year for interest1,309 9,936 11,370 — 22,615 
Non-cash investing activities
Transfer of investment securities from AFS to HTM$— $— $21,688 $— $21,688 
Decrease in net loans associated with divestitures reclassified to HFS— — 16,956 — 16,956 
Decrease in goodwill associated with divestitures reclassified to HFS— — 876 — 876 
Transfers to loans HFS (Other assets) from loans
— — 5,582 — 5,582 
Non-cash financing activities
Decrease in deposits associated with significant disposals reclassified to HFS$— $— $19,691 $— $19,691 
310

This Note to the Consolidated Financial Statements is unaudited due to the Company’s individual quarterly results not being subject to an audit.
(1)The fourth quarter of 2019 includes discrete tax items of roughly $540 million including an approximate $430 million benefit of a reduction in Citi’s valuation allowance related to its DTAs. The third quarter of 2019 includes discrete tax items of roughly $230 million, including an approximate $180 million benefit of a reduction in Citi’s valuation allowance related to its DTAs.
(2)Due to averaging of shares, quarterly earnings per share may not sum to the totals reported for the full year.


Condensed Consolidating Statement of Cash Flows
Year ended December 31, 2021
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Net cash provided by (used in) operating activities of continuing operations$3,947 $43,227 $(84)$— $47,090 
Cash flows from investing activities of continuing operations
Available-for-sale debt securities:
  Purchases of investments$— $— $(205,980)$— $(205,980)
  Proceeds from sales of investments— — 125,895 — 125,895 
  Proceeds from maturities of investments— — 120,936 — 120,936 
Held-to-maturity debt securities:
Purchases of investments— — (136,450)— (136,450)
Proceeds from maturities of investments— — 21,164 — 21,164 
Change in loans— — (1,173)— (1,173)
Proceeds from sales and securitizations of loans— — 2,918 — 2,918 
Change in securities borrowed and purchased under agreements to resell— (29,944)(2,632)— (32,576)
Changes in investments and advances—intercompany8,260 (9,040)780 — — 
Other investing activities— (2)(5,478)— (5,480)
Net cash provided by (used in) investing activities of continuing operations$8,260 $(38,986)$(80,020)$— $(110,746)
Cash flows from financing activities of continuing operations
Dividends paid$(5,198)$(196)$196 $— $(5,198)
Issuance of preferred stock3,300 — — — 3,300 
Redemption of preferred stock(3,785)— — — (3,785)
Treasury stock acquired(7,601)— — — (7,601)
Proceeds from issuance of long-term debt, net(86)15,071 (19,277)— (4,292)
Proceeds (repayments) from issuance of long-term debt—intercompany, net— 14,410 (14,410)— — 
Change in deposits— — 44,966 — 44,966 
Change in securities loaned and sold under agreements to repurchase— (27,241)19,001 — (8,240)
Change in short-term borrowings— 1,102 (2,643)— (1,541)
Net change in short-term borrowings and other advances—intercompany501 (917)416 — — 
Capital contributions from (to) parent— 71 (71)— — 
Other financing activities(337)12 (12)— (337)
Net cash provided by (used in) financing activities of continuing operations$(13,206)$2,312 $28,166 $— $17,272 
Effect of exchange rate changes on cash and due from banks$— $— $(1,198)$— $(1,198)
Change in cash and due from banks and deposits with banks$(999)$6,553 $(53,136)$— $(47,582)
Cash and due from banks and deposits with banks at
beginning of year		4,516 20,112 284,987 — 309,615 
Cash and due from banks and deposits with banks at end of year$3,517 $26,665 $231,851 $— $262,033 
Cash and due from banks (including segregated cash and other deposits)$17 $7,724 $19,774 $— $27,515 
Deposits with banks, net of allowance3,500 18,941 212,077 — 234,518 
Cash and due from banks and deposits with banks at end of year$3,517 $26,665 $231,851 $— $262,033 
Supplemental disclosure of cash flow information for continuing operations 
Cash paid (received) during the year for income taxes$(2,406)$919 $5,515 $— $4,028 
Cash paid during the year for interest3,101 2,210 1,832 — 7,143 
Non-cash investing activities
Decrease in net loans associated with divestitures reclassified to HFS$— $— $9,945 $— $9,945 
Transfers to loans HFS (Other assets) from loans
— — 7,414 — 7,414 
Non-cash financing activities
Decrease in long-term debt associated with divestitures reclassified to HFS$— $— $479 $— $479 
Decrease in deposits associated with divestitures reclassified to HFS
reclassified to HFS		— — 8,407 — 8,407 
End of Consolidated Financial Statements and Notes to Consolidated Financial Statements
311


Condensed Consolidating Statements of Cash Flows
Year ended December 31, 2020
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Net cash provided by (used in) operating activities of continuing operations$5,002 $(26,195)$(2,295)$— $(23,488)
Cash flows from investing activities of continuing operations
Available-for-sale debt securities:
  Purchases of investments$— $— $(306,801)$— $(306,801)
  Proceeds from sales of investments— — 144,035 — 144,035 
  Proceeds from maturities of investments— — 110,941 — 110,941 
Held-to-maturity debt securities:
Purchases of investments— — (25,586)— (25,586)
Proceeds from maturities of investments— — 15,215 — 15,215 
Change in loans— — 14,249 — 14,249 
Proceeds from sales and securitizations of loans— — 1,495 — 1,495 
Change in securities borrowed and purchased under agreements to resell— (46,044)2,654 — (43,390)
Changes in investments and advances—intercompany(5,584)(6,917)12,501 — — 
Other investing activities— (54)(2,549)— (2,603)
Net cash provided by (used in) investing activities of continuing operations$(5,584)$(53,015)$(33,846)$— $(92,445)
Cash flows from financing activities of continuing operations
Dividends paid$(5,352)$(172)$172 $— $(5,352)
Issuance of preferred stock2,995 — — — 2,995 
Redemption of preferred stock(1,500)— — — (1,500)
Treasury stock acquired(2,925)— — — (2,925)
Proceeds (repayments) from issuance of long-term debt, net16,798 6,349 (10,091)— 13,056 
Proceeds (repayments) from issuance of long-term debt—intercompany, net— 3,960 (3,960)— — 
Change in deposits— — 210,081 — 210,081 
Change in securities loaned and sold under agreements to repurchase— 79,322 (46,136)— 33,186 
Change in short-term borrowings— 1,228 (16,763)— (15,535)
Net change in short-term borrowings and other advances—intercompany(7,528)(7,806)15,334 — — 
Other financing activities(411)— — — (411)
Net cash provided by financing activities of continuing operations$2,077 $82,881 $148,637 $— $233,595 
Effect of exchange rate changes on cash and due from banks$— $— $(1,966)$— $(1,966)
Change in cash and due from banks and deposits with banks$1,495 $3,671 $110,530 $— $115,696 
Cash and due from banks and deposits with banks at
beginning of year		3,021 16,441 174,457 — 193,919 
Cash and due from banks and deposits with banks at end of year$4,516 $20,112 $284,987 $— $309,615 
Cash and due from banks (including segregated cash and other deposits)$16 $6,709 $19,624 $— $26,349 
Deposits with banks, net of allowance4,500 13,403 265,363 — 283,266 
Cash and due from banks and deposits with banks at end of year$4,516 $20,112 $284,987 $— $309,615 
Supplemental disclosure of cash flow information for continuing operations 
Cash paid (received) during the year for income taxes$(1,883)$1,138 $5,542 $— $4,797 
Cash paid during the year for interest2,681 4,516 4,897 — 12,094 
Non-cash investing activities
Transfers to loans HFS (Other assets) from loans
$— $— $2,614 $— $2,614 



312


FINANCIAL DATA SUPPLEMENT

RATIOS

202220212020
Return on average assets0.62 %0.94 %0.50 %
Return on average common stockholders’ equity(1)
7.7 11.5 5.7 
Return on average total stockholders’ equity(2)
7.5 10.9 5.7 
Total average equity to average assets(3)
8.3 8.6 8.7 
Dividend payout ratio(4)
29 20 43 

(1)    Based on Citigroup’s net income less preferred stock dividends as a percentage of average common stockholders’ equity.
(2)    Based on Citigroup’s net income as a percentage of average total Citigroup stockholders’ equity.
(3)    Based on average Citigroup stockholders’ equity as a percentage of average assets.
(4)    Dividends declared per common share as a percentage of diluted EPS.

 201920182017
Citigroup’s net income to average assets(1)
0.98%0.94%0.84%
Return on average common stockholders’ equity(1)(2)
10.3
9.4
7.0
Return on average total stockholders’ equity(1)(3)
9.9
9.1
7.0
Total average equity to average assets(4)
9.9
10.3
12.1
Dividend payout ratio(1)(5)
23.9
23.1
18.0
(1)2017 excludes the one-time impact of Tax Reform. See “Significant Accounting Policies and Estimates—Income Taxes” above.
(2)Based on Citigroup’s net income less preferred stock dividends as a percentage of average common stockholders’ equity.
(3)Based on Citigroup’s net income as a percentage of average total Citigroup stockholders’ equity.
(4)Based on average Citigroup stockholders’ equity as a percentage of average assets.
(5)Dividends declared per common share as a percentage of net income per diluted share.


AVERAGE DEPOSIT LIABILITIES IN OFFICES OUTSIDE THE U.S.(1)

202220212020
In millions of dollars at year end, except ratiosAverage
interest rate		Average
balance		Average
interest rate		Average
balance		Average
interest rate		Average
balance
Banks0.66 %$32,094 0.16 %$42,222 0.10 %$130,970 
Other demand deposits0.49 394,488 0.15 412,815 0.33 311,342 
Other time and savings deposits1.79 190,448 0.55 200,194 0.94 210,896 
Total0.90 %$617,030 0.28 %$655,231 0.48 %$653,208 

(1)    Interest rates and amounts include the effects of risk management activities and also reflect the impact of the local interest rates prevailing in certain countries.


UNINSURED DEPOSITS

The table below shows the estimated amount of uninsured time deposits by maturity profile:

In millions of dollars at December 31, 2022Under 3 months or lessOver 3 months but within 6
months		Over 6 months but within 12
months		Over 12
months		Total
In U.S. offices(1)
Time deposits in excess of FDIC insurance limits(2)
$24,534 $11,556 $22,868 $2,642 $61,600 
In offices outside the U.S.(1)
Time deposits in excess of foreign jurisdiction insurance limits(3)
128,189 9,289 12,125 1,318 150,921 
Total uninsured time deposits(4)
$152,723 $20,845 $34,993 $3,960 $212,521 

(1)    The classification between offices in the U.S. and outside the U.S. is based on the domicile of the booking unit, rather than the domicile of the depositor.
(2)    The standard insurance amount is $250,000 and $500,000 per depositor, per insured bank, for single and joint account ownership categories, respectively.
(3)    For purposes of this presentation, time deposits in offices outside the U.S. are deemed to be uninsured.
(4)    The maturity term is based on the remaining term of the time deposit rather than the original maturity date.

Total uninsured deposits as of December 31, 2022 were $1.16 trillion (see footnotes 1, 2 and 3 to the table above).

  2019 2018 2017
In millions of dollars at year end, except ratiosAverage
interest rate		Average
balance		Average
interest rate		Average
balance		Average
interest rate		Average
balance
Banks1.71%$52,235
1.35%$44,426
0.49%$36,063
Other demand deposits1.05
300,101
0.61
287,665
0.52
293,389
Other time and savings deposits(2)
1.05
217,944
1.31
209,410
1.23
191,363
Total1.11%$570,280
0.94%$541,501
0.78%$520,815
(1)Interest rates and amounts include the effects of risk management activities and also reflect the impact of the local interest rates prevailing in certain countries.
(2)Primarily consists of certificates of deposit and other time deposits in denominations of $100,000 or more.


313

MATURITY PROFILE OF TIME DEPOSITSIN U.S. OFFICES
     
In millions of dollars at December 31, 2019Under 3
months		Over 3 to 6
months		Over 6 to 12
months		Over 12
months
Over $100,000    
Certificates of deposit$15,866
$8,152
$9,008
$694
Other time deposits3,924
29
38
1,556
Over $250,000    
Certificates of deposit$14,026
$5,008
$4,953
$539
Other time deposits3,923
29
2
11




SUPERVISION, REGULATION AND OTHER

SUPERVISION AND REGULATION
Citi is subject to regulation under U.S. federal and state laws, as well as applicable laws in the other jurisdictions in which it does business.

General
Citigroup is a registered bank holding company and financial holding company and is regulated and supervised by the Federal Reserve Board.Board (FRB). Citigroup’s nationally chartered subsidiary banks, including Citibank, are regulated and supervised by the Office of the Comptroller of the Currency (OCC). The Federal Deposit Insurance Corporation (FDIC) also has examination authority for banking subsidiaries whose deposits it insures. Overseas branches of Citibank are regulated and supervised by the Federal Reserve BoardFRB and OCC and overseas subsidiary banks by the Federal Reserve Board.FRB. These overseas branches and subsidiary banks are also regulated and supervised by regulatory authorities in the host countries. In addition, the Consumer Financial Protection Bureau (CFPB) regulates consumer financial products and services. Citi is also subject to laws and regulations concerning the collection, use, sharing and disposition of certain customer, employee and other personal and confidential information, including those imposed by the Gramm-Leach-Bliley Act, the Fair Credit Reporting Act and the EU General Data Protection Regulation. For more information on U.S. and foreign regulation affecting or potentially affecting Citi, see “Managing Global Risk—Capital Resources” and
“—Liquidity Risk” and “Risk Factors” above.

Other Bank and Bank Holding Company Regulation
Citi, including its banking subsidiaries, is subject to regulatory limitations, including requirements for banks to maintain reserves against deposits, requirements as to liquidity, risk-based capital and leverage (see “Capital Resources” above and Note 18 to the Consolidated Financial Statements)19), restrictions on the types and amounts of loans that may be made and the interest that may be charged, and limitations on investments that can be made and services that can be offered. The Federal Reserve BoardFRB may also expect Citi to commit resources to its subsidiary banks in certain circumstances. Citi is also subject to anti-money laundering and financial transparency laws, including standards for verifying client identification at account opening and obligations to monitor client transactions and report suspicious activities.

Securities and Commodities Regulation
Citi conducts securities underwriting, brokerage and dealing activities in the U.S. through Citigroup Global Markets Inc. (CGMI), its primary broker-dealer, and other broker-dealer subsidiaries, which are subject to regulations of the U.S. Securities and Exchange Commission (SEC), the Financial Industry Regulatory Authority and certain exchanges. Citi conducts similar securities activities outside the U.S., subject to local requirements, through various subsidiaries and affiliates, principally Citigroup Global Markets Limited in London (CGML), which is regulated principally by the U.K.
Financial Conduct Authority (FCA)and Prudential Regulation Authority (PRA), and Citigroup Global
Markets Japan Inc. in
Tokyo, which is regulated principally by the Financial Services Agency of Japan.
Citi also has subsidiaries that are members of futures exchanges.exchanges and derivatives clearinghouses. In the U.S., CGMI is a member of the principal U.S. futures exchanges and clearinghouses, and Citi has subsidiaries that are registered as futures commission merchants and commodity pool operators with the Commodity Futures Trading Commission (CFTC). Citibank, CGMI, Citigroup Energy Inc., Citigroup Global Markets Europe AG (CGME) and CGML are also registered as swap dealers with the CFTC.CFTC (for additional information, see below). CGMI is also subject to SEC and CFTC rules that specify uniform minimum net capital requirements. Compliance with these rules could limit those operations of CGMI that require the intensive use of capital and also limits the ability of broker-dealers to transfer large amounts of capital to parent companies and other affiliates. See “Capital Resources” above and Note 18 to the Consolidated Financial Statements19 for a further discussion of capital considerations of Citi’s non-banking subsidiaries.

Recent Rules Regarding Swap Dealers/Security-Based Swap
Dealers
On July 22, 2020, the CFTC adopted final rules establishing capital and financial reporting requirements for swap dealers that took effect in October 2021.
In addition, the SEC has adopted rules governing the registration and regulation of security-based swap dealers. The regulations include requirements related to (i) capital, margin and segregation, (ii) record-keeping, reporting and notification and (iii) risk management practices for uncleared security-based swaps and the cross-border application of certain security-based swap requirements. These requirements also took effect in November 2021. Citibank, CGML and CGME registered with the SEC as security-based swap dealers.

Transactions with Affiliates
Transactions between Citi’s U.S. subsidiary depository institutions and their non-bank affiliates are regulated by the Federal Reserve Board,FRB, and are generally required to be on arm’s-length terms. See “Managing Global Risk—Liquidity Risk” above.

COMPETITION
The financial services industry is highly competitive. Citi’s competitors include a variety of financial services and advisory companies.companies, as well as certain non-financial services firms. Citi competes for clients and capital (including deposits and funding in the short- and long-term debt markets) with some of these competitors globally and with others on a regional or product basis. Citi’s competitive position depends on many factors, including, among others, the value of Citi’s brand name, reputation, the types of clients and geographies served; the quality, range, performance, innovation and pricing of products and services; the effectiveness of and access to distribution channels, maintenance of partner relationships, emerging technologies and technology advances, customer service and convenience; the effectiveness of transaction execution, interest rates, lending limits and lending limits;risk appetite; regulatory constraints and regulatory constraints.compliance; and changes in the
314


macroeconomic business environment or societal norms. Citi’s ability to compete effectively also depends upon its ability to attract new employeescolleagues and retain and motivate existing employees,colleagues, while managing compensation and other costs. For additional information on competitive factors and uncertainties impacting Citi’s businesses, see “Risk Factors—OperationalStrategic Risks” above.

CLIMATE CHANGE
Climate change presents immediate and long-term risks to Citi and to its clients and customers, with the risks potentially increasing over time. Climate risk can arise from physical risks (risks related to the physical effects of climate change) and transition risks (risks related to regulatory, legal, technological and market changes from a transition to a low-carbon economy).
Citi’s Environmental and Social Risk Management Policy incorporates climate risk assessment for credit underwriting purposes and reporting criteria for certain corporate obligors

and transactions. Factors evaluated include consideration of climate risk to an obligor’s business and physical assets and, when relevant, consideration of cost-effective options to reduce greenhouse gas (GHG) emissions. Citi engages clients to support their low-carbon transition, including through Citi’s growing environmental finance offerings.
To manage the risks of climate change to Citi’s own operations and facilities, Citi assesses its exposure to climate hazards to inform business continuity and resilience planning. In addition, Citi has developed programs for its properties to achieve long-term energy efficiency objectives and reduce its GHG emissions to lessen its impact on climate change. 
Citi has adopted the Taskforce on Climate-related Financial Disclosures (TCFD) recommendations and published its first TCFD report, Finance for a Climate Resilient Future, in 2018. As detailed in that report, Citi participated in the United Nations Environment Finance Initiative Banking Sector TCFD Project in 2017–2018 and piloted climate scenario analyses on Citi’s North America oil and gas exploration and production and U.S. power portfolios, to understand their exposure to climate risk under select scenarios. Citi continues to participate in financial industry collaborations to develop and pilot new methodologies and approaches for measuring and assessing the potential financial risks of climate change. Citi is also closely monitoring regulatory developments on climate risk and sustainable finance, and actively engaging with regulators on these topics.
For information on Citi’s environmental and social policies and priorities, see Citi’s website at www.citigroup.com. Click on “About Us” and then “Corporate Governance” and “Citizenship Report” or “Environmental and Social Information.” For information on Citi’s citizenship and sustainability governance, see Citi’s 2019 Annual Meeting Proxy Statement available at www.citigroup.com. Click on “Investors” and then “Annual Reports & Proxy Statements.”



DISCLOSURE PURSUANT TO SECTION 219 OF THE IRAN THREAT REDUCTION AND SYRIA HUMAN RIGHTS ACT

Pursuant to Section 219 of the Iran Threat Reduction and Syria Human Rights Act of 2012 (Section 219), which added Section 13(r) to the Securities Exchange Act of 1934, as amended, Citi is required to disclose in its annual or quarterly reports, as applicable, whether it or any of its affiliates knowingly engaged in certain activities, transactions or dealings relating to Iran or with certain individuals or entities that are the subject toof sanctions under U.S. law. Disclosure is generally required even where the activities, transactions or dealings were conducted in compliance with applicable law. Citi, in its related quarterly reports onFirst Quarter of 2022 Form 10-Q, previously disclosed reportableidentified and reported certain activities pursuant to Section 219 for the first second and third quartersquarter of 2019.
2022. Citi had no reportabledid not report any activities pursuant to Section 219 forin its Second Quarter of 2022 Form 10-Q or Third Quarter of 2022 Form 10-Q. During the fourth quarter of 2019.2022, Citigroup identified seven transactions pursuant to Section 219 related to the second, third and fourth quarters of 2022.

Between April 2022 and July 2022, a Citigroup subsidiary processed four payments to cover the service and insurance fees on a now closed credit card held by a Specially Designated National, who was designated pursuant to the Weapons of Mass Destruction Proliferators Sanctions Regulations. The total value of the payments was equivalent to USD 14.29, and they were assessed for the period after the designation but prior to the closure of the account. Citi did not realize any additional fees for the processing of the payments. Once identified, the transactions were disclosed to the U.S. Department of the Treasury’s Office of Foreign Assets Control (OFAC).
On October 19, 2022, Citibank, N.A., New York Branch, participated in a transaction that indirectly involved the Foreign Trade Bank of the Democratic People’s Republic of Korea when it processed a funds transfer from an international organization to the account of the Permanent Mission of the Democratic People’s Republic of Korea (DPRK) at the international organization’s Federal Credit Union. The total value of the payment was approximately USD 1,000,000 and was a payment to fund the international organization’s humanitarian activities in the DPRK and the operations of the DPRK mission. This transaction was made pursuant to a license issued by OFAC on September 27, 2022, which expires on September 30, 2023. Citi realized nominal fees for the processing of the payment.

In November 2022, Citibank, N.A., acting as an intermediary bank, processed a transfer of funds from the accounts of subsidiaries of the Islamic Republic of Iran Shipping Lines held at Société Générale bank, Paris, to
Commerzbank AG, Hamburg, to satisfy a judgment from the Commercial Court of Paris. The total value of the payment was USD 22,610,822.13 and the transaction was authorized pursuant to a license issued by OFAC on May 3, 2022, which expires on May 31, 2024. Citi realized nominal fees for the processing of the payment.
On December 27, 2022, two subsidiaries of Citigroup processed a transaction between the Central Bank of Iran (the CBI) and an international organization. The CBI sent funds to the international organization’s Korean won account at Citibank Korea Inc., which were then converted to U.S. dollars and transferred to the international organization’s U.S. dollar account at Citibank, N.A., New York Branch. The total value of the payment was USD 20,573,794.74. The transaction was a payment for the Government of Iran’s membership dues to the international organization. Citi obtained a two-year license from OFAC for such payments, expiring on May 31, 2023. Citi realized nominal fees for the processing of the payment.

315


UNREGISTERED SALES OF EQUITY SECURITIES, REPURCHASES OF EQUITY SECURITIES AND DIVIDENDS

Unregistered Sales of Equity Securities
None.

Equity Security Repurchases
The following table summarizes Citi’sAll large banks, including Citi, are subject to limitations on capital distributions in the event of a breach of any regulatory capital buffers, including the Stress Capital Buffer, with the degree of such restrictions based on the extent to which the buffers are breached. For additional information, see “Capital Resources—Regulatory Capital Buffers” and “Risk Factors—Strategic Risks” above.
Citi did not have any share repurchases in the fourth quarter of 2022, other than repurchases relating to issuances of common stock related to employee stock ownership plans. For information on Citi’s pause of common share repurchases, duringsee “Executive Summary” above.
During the three months ended December 31, 2019:

In millions, except per share amounts
Total shares
purchased
Average
price paid
per share
Approximate dollar
value of shares that
may yet be purchased
under the plan or
programs
October 2019   
Open market repurchases(1)
21.6
$69.77
$10,473
Employee transactions(2)
—
—
N/A
November 2019   
Open market repurchases(1)
21.0
74.80
8,902
Employee transactions(2)
—
—
N/A
December 2019   
Open market repurchases(1)
26.6
77.03
6,855
Employee transactions(2)
—
—
N/A
Total for 4Q19 and remaining program balance as of December 31, 201969.2
$74.09
$6,855
(1)Represents repurchases under the $17.1 billion 2019 common stock repurchase program (2019 Repurchase Program) that was approved byquarter, pursuant to Citigroup’s Board of Directors and announced on June 27, 2019. The 2019 Repurchase Program was part of the planned capital actions included by Citi as part of the 2019 Comprehensive Capital Analysis and Review (CCAR). Shares repurchased under the 2019 Repurchase Program were added to treasury stock. The 2019 Repurchase Program expires on June 30, 2020.
(2)Consisted of shares added to treasury stock related to (i) certain activity on employee stock option program exercises where the employee delivers existing shares to cover the option exercise, or (ii) under Citi’s employee restricted share rewards where shares are withheld to satisfy tax requirements.
N/A Not applicable

Dividends
In addition to Board of Directors’ approval,authorization, Citi withheld an insignificant number of shares of common stock, added to treasury stock, related to activity on employee stock programs to satisfy employee tax requirements.

Dividends
Citi paid common dividends of $0.51 per share for the fourth quarter of 2022 and the first quarter of 2023. As previously announced, Citi intends to maintain its planned capital actions, which include a quarterly common dividend of at least $0.51 per share, subject to financial and macroeconomic conditions as well as Board of Directors’ approval.
As discussed above, Citi’s ability to pay common stock dividends substantially dependsis subject to limitations on capital distributions in the event of a breach of any regulatory approval,capital buffers, including an annual regulatory reviewthe Stress Capital Buffer, with the degree of such restrictions based on the results ofextent to which the CCAR process required by the Federal Reserve Board and the supervisory stress tests required under the Dodd-Frank Act.buffers are breached. For additional information, regarding Citi’s capital planning and stress testing, see “Capital Resources—Current Regulatory Capital Standards—Stress Testing Component of Capital Planning”Buffers” and “Risk Factors—Strategic Risks” above.
Any dividend on Citi’s outstanding common stock would also need to be made in compliance with Citi’s obligations on its outstanding preferred stock.
ForDuring 2022, Citi distributed $1,032 million in dividends on its outstanding preferred stock. On January 11, 2023, Citi declared preferred dividends of approximately $277 million for the first quarter of 2023.
See Note 19 for information on the ability of Citigroup’s subsidiary depository institutions to pay dividends, see Note 18 to the Consolidated Financial Statements.dividends.




316



PERFORMANCE GRAPH

Comparison of Five-Year Cumulative Total Return
The following graph and table compare the cumulative total return on Citi’s common stock with the cumulative total return of the S&P 500 Index and the S&P Financials Index over the five-year period through December 31, 2019.2022. The graph and table assume that $100 was invested on December 31, 20142017 in Citi’s common stock, the S&P 500 Index and the S&P Financials Index, and that all dividends were reinvested.

Comparison of Five-Year Cumulative Total Return
For the years ended
chart-d93e2dd479fc52ddbc7.jpgc-20221231_g14.jpg

DATECitigroupS&P 500 IndexS&P Financials Index
31-Dec-2017100.0 100.0 100.0 
31-Dec-201871.5 93.8 85.3 
31-Dec-2019112.8 120.8 110.2 
31-Dec-202090.7 140.5 105.7 
31-Dec-202191.6 178.3 140.1 
31-Dec-202271.3 143.6 122.8 
DATECitigroup
S&P 500 Index
S&P Financials Index
31-Dec-2014100.0
100.0
100.0
31-Dec-201595.9
101.4
98.5
31-Dec-2016111.2
113.5
120.9
31-Dec-2017141.2
138.3
147.7
31-Dec-2018

101.0
132.2
128.5
31-Dec-2019159.4
173.9
169.8


Note: Citi’s common stock is listed on the NYSE under the ticker symbol “C” and held by 66,99060,813 common stockholders of record as of January 31, 2020.2023.

317


CORPORATE INFORMATION

EXECUTIVE OFFICERS
Citigroup’s executive officers as of February 21, 202024, 2023 are:

NameAgePosition and office held
Raja J. Akram47Controller and Chief Accounting Officer
Peter Babej5659CEO, Asia Pacific
Michael L. CorbatTiti Cole5950CEO, Legacy Franchises
Jane Fraser55Chief Executive Officer, Citigroup Inc.
Jane FraserSunil Garg5257President; CEO, Global Consumer BankingChief Executive Officer, Citibank, N.A.
Bradford Hu56Chief Risk Officer
David Livingstone5659CEO, Europe, Middle East and Africa
Mark A. L. Mason5053Chief Financial Officer
Mary McNiffBrent McIntosh49CEO, Citibank, N.A.
Ernesto Torres Cantú55CEO, Latin America
Sara Wechter39Head of Human Resources
Rohan Weerasinghe69General Counsel and Corporate Secretary
Johnbull Okpara51Controller and Chief Accounting Officer
Karen Peetz67Chief Administrative Officer
Anand Selvakesari        55CEO, Personal Banking and Wealth Management
Edward Skyler49Head of Enterprise Services & Public Affairs
Ernesto Torres Cantú58CEO, Latin America
Zdenek Turek58Chief Risk Officer
Sara Wechter42Head of Human Resources
Mike Whitaker5659Head of Enterprise Operations and Technology
Paco Ybarra5861CEO, Institutional Clients Group

EachThe following executive officers have not held their current executive officer has held senior executive or management positions with Citigroup for at least five years, except that:years:

•Mr. AkramBabej joined Citi in 20062010 and assumed his current position in November 2017.October 2019. Previously, he served as Deputy Controller since April 2017. He held a number of other roles in Citi Finance, including Lead Finance Officer for Treasury and Trade Solutions, Brazil Country Controller, Brazil Country Finance Officer andICG’s Global Head of the Corporate Accounting Policy team supporting M&A activities;
•
Financial Institutions Group (FIG) from January 2017 to October 2019 and Global Co-Head of FIG from 2010 to January 2017. Prior to joining Citi, Mr. Babej joined Citi in 2010 and assumed his current position in October 2019. Previously, he served as Co-Head, Financial Institutions—Americas at Deutsche Bank, among other roles;
•Ms. Cole joined Citi in her current position in February 2022. Previously, she served as PBWM’s Head of Global Operations and Fraud Prevention and Chief Client Officer. Prior to joining Citi, Ms. Cole served as Head of Consumer and Small Business Banking Operations and Contact Centers at Wells Fargo, and before that, led Retail Products and Underwriting for Bank of America;
•ICG’s Global Head of the Financial Institutions Group (FIG) from January 2017 to October 2019 and Global Co-Head of FIG from 2010 to January 2017. Prior to joining Citi, Mr. Babej served as Co-Head, Financial Institutions— Americas at Deutsche Bank, among other roles;  
Ms. Fraser joined Citi in 2004 and assumed her current position inon February 26, 2021. Previously, she served as CEO of (the former) Global Consumer Banking
from October 2019. Previously,2019 to December 2020. Before that, she served as CEO of Citi Latin America from June 2015 to October 2019. She held a number of other roles across the organization, including CEO of U.S. Consumer and Commercial Banking and CitiMortgage, CEO of Citi’s Global Private Bank and Global Head of Strategy and M&A;
•
Mr. Livingstone joined Citi in 2016 and assumed his current position in March 2019. Previously, he served as Citi Country Officer for Australia and New Zealand since June 2016. Prior to joining Citi, he had a nine-year career at Credit Suisse, where he was Vice Chairman of the Investment Banking and Capital Markets Division for the EMEA region, Head of M&A and CEO of Credit Suisse Australia;
•
•Mr. Garg joined Citi in May 1988 and assumed his current position in February 2021. Previously, he was global CEO of the Commercial Bank beginning in 2011. Prior to that, Mr. Garg led the U.S. Commercial Banking business from 2008 until 2011. In addition, he held various other roles at Citi in Operations and Technology, Treasury and Trade Solutions, Corporate and Investment Banking and Commercial Banking.
•Mr. Livingstone joined Citi in 2016 and assumed his current position in March 2019. Previously, he served as Citi Country Officer for Australia and New Zealand since June 2016. Prior to joining Citi, he had a nine-year career at Credit Suisse, where he was Vice Chairman of the Investment Banking and Capital Markets Division for the EMEA region, Head of M&A and CEO of Credit Suisse Australia;
•Mr. Mason joined Citi in 2001 and assumed his current position in February 2019. Previously, he served as CFO of ICG since September 2014. He held a number of other senior operational, strategic and financial executive roles across the organization, including CEO of Citi Private Bank, CEO of Citi Holdings and CFO and Head of Strategy and M&A for Citi’s Global Wealth Management Division;
•Mr. McIntosh joined Citi in his current position in October 2021. Previously, he served as Under Secretary for International Affairs at the U.S. Treasury from 2019 to 2021. From 2017 to 2019, Mr. McIntosh served as U.S. Treasury’s General Counsel. Prior to that, he was a partner in the law firm of Sullivan & Cromwell and served in the U.S. White House from 2006 until 2009;
•Mr. Okpara joined Citi in his current position in November 2020. Previously he served as Managing Director, Global Head of Financial Planning and Analysis and CFO, Infrastructure Groups at Morgan Stanley since 2016. Prior to that, Mr. Okpara was Managing Vice President, Finance and Deputy Controller at Capital One Financial Corporation;
•Ms. Peetz joined Citi in her current position in June 2020. Previously, she served on the Board of Directors of Wells Fargo from 2017 to 2019. Ms. Peetz spent nearly 20 years at BNY Mellon, where she managed several business units and ultimately served as President for five years until her departure in 2016. Prior to that, she worked at JPMorgan Chase, where she held a variety of management positions during her tenure;
•Mr. Selvakesari joined Citi in 1991 and assumed his current position in January 2021. Previously, he served as Head of the U.S. Consumer Bank since October 2018 and held various other roles at Citi prior to that, including Head of Consumer Banking for Asia Pacific from 2015 to 2018, as well as a number of regional and country roles, including Head of Consumer Banking for ASEAN and India, leading the consumer banking businesses in Singapore, Malaysia, Indonesia, the Philippines, Thailand and Vietnam, as well as India;
•Mr. Torres Cantú joined Citi in 1989 and assumed his current position in October 2019. Previously, he served as CEO of Citibanamex since October 2014. He served as CEO of (the former) Global Consumer Banking in
318


Mexico from 2006 to 2011 and CEO of Crédito Familiar from 2003 to 2006. In addition, he previously held roles in Citibanamex, including Regional Director and Divisional Director;
•Mr. Turek joined Citi in 1991 and assumed his current position in December 2020. Previously, he served as CRO for EMEA since February 2020 and held various other roles at Citi, including CEO of Citibank Europe as well as leading significant franchises across Citi, including in Russia, South Africa and Hungary;
•Ms. Wechter joined Citi in 2004 and assumed her current position in July 2018. Previously, she served as Citi’s Head of Talent and Diversity as well as Chief of Staff to Citi CEO Michael Corbat. She served as Chief of Staff to both Michael O’Neill and Richard Parsons during their terms as Chairman of Citigroup’s Board of Directors. In addition, she held roles in Citi’s ICG, including Corporate M&A and Strategy and Investment Banking;
•Mr. Whitaker joined Citi in 2009 and assumed his current position in November 2018. Previously, he served as Head of Operations & Technology for ICG since September 2014 and held various other roles at Citi, including Head of Securities & Banking Operations & Technology, Head of ICG Technology and Regional Chief Information Officer; and
•Mr. Ybarra joined Citi in 1987 and assumed his current position in May 2019. Previously, he served as ICG’sGlobal Head of Markets and Securities Services since November 2013. In addition, he has held a number of other roles across ICG, including Deputy Head of ICG, Global Head of Markets and Co-Head of Global Fixed Income.
Mr. Mason joined Citi in 2001 and assumed his current position in February 2019. Previously, he served as CFO of ICG since September 2014. He held a number of other senior operational, strategic and financial executive roles across the organization, including CEO of Citi Private Bank, CEO of Citi Holdings and CFO and Head of Strategy and M&A for Citi’s Global Wealth Management Division;
•
Ms. McNiff joined Citi in 2012 and assumed her current position in April 2019. Previously, she served as Chief Auditor since February 2017. She held a number of other roles across the organization, including Chief Auditor of GCB, Chief Administrative Officer for Citi Latin America & Mexico and interim Chief Auditor, ICG. She also previously led the Global Transformation initiative within Internal Audit;
•
Mr. Torres Cantú joined Citi in 1989 and assumed his current position in October 2019. Previously, he served as CEO of Citibanamex since October 2014. He served as CEO of GCB in Mexico from 2006 to 2011 and CEO of Crédito Familiar from 2003 to 2006. In addition, he previously held roles in Citibanamex, including Regional Director and Divisional Director;
•
Ms. Wechter joined Citi in 2004 and assumed her current position in July 2018. Previously, she served as Citi's Head of Talent and Diversity as well as Chief of Staff to Citi CEO Michael Corbat. She served as Chief of Staff to both Michael O'Neill and Richard Parsons during their terms as Chairman of Citi's Board of Directors. In addition, she held roles in Citi's ICG, including Corporate M&A and Strategy and Investment Banking;
•
Mr. Whitaker joined Citi in 2009 and assumed his current position in November 2018. Previously, he served as Head of Operations & Technology for ICG since September 2014 and held various other roles at Citi, including Head of Securities & Banking Operations & Technology, Head of ICG Technology and Regional Chief Information Officer; and
•
Mr. Ybarra joined Citi in 1987 and assumed his current position in May 2019. Previously, he served as ICG’sGlobal Head of Markets and Securities Services since November 2013. In addition, he has held a number of other roles across ICG, including Deputy Head of ICG, Global Head of Markets and Co-Head of Global Fixed Income.

Code of Conduct, Code of Ethics
Citi has a Code of Conduct that maintains its commitment to the highest standards of conduct. The Code of Conduct is supplemented by a Code of Ethics for Financial Professionals (including accounting, controllers, financial reporting operations, financial planning and analysis, treasury, capital planning, tax, productivity and strategy, and M&A, investor relations and regional/product finance professionals and administrative staff) that applies worldwide. The Code of Ethics for Financial Professionals applies to Citi’s principal executive officer, principal financial officer and principal accounting officer. Amendments and waivers, if any, to the Code of Ethics for Financial

Professionals will be disclosed on Citi’s website, www.citigroup.com.www.citigroup.com. The Audit Committee has responsibility for the oversight of Citi’s Code of Ethics for Financial Professionals.
Both the Code of Conduct and the Code of Ethics for Financial Professionals can be found on the Citi website by clicking on “About Us,”“Investors” and then “Corporate Governance.” Citi’s Corporate Governance Guidelines can also be found there, as well as the charters for the Audit Committee, the EthicsCompensation, Performance and Culture Committee, the Nomination, Governance and Public Affairs Committee, the Operations and Technology Committee, the Personnel and CompensationRisk Management Committee and the Risk ManagementTechnology Committee of the Board.Citigroup’s Board of Directors. These materials are also available by writing to Citigroup Inc., Corporate Governance, 388 Greenwich Street, 17th Floor, New York, New York 10013.

















CITIGROUP BOARD OF DIRECTORS

Michael L. Corbat
Chief Executive Officer
Citigroup Inc.

Ellen M. Costello
Former President and CEO
BMO Financial Corporation and Former U.S. Country Head
BMO Financial Group

Grace E. Dailey
Former Senior Deputy Comptroller for Bank Supervision Policy and Chief National Bank Examiner
Office of the Comptroller of the Currency (OCC)

Barbara J. Desoer
Former Chief Executive Officer Chair
Citibank, N.A.

John C. Dugan
Chair
Citigroup Inc.



Jane Fraser
Chief Executive Officer
Citigroup Inc.

Duncan P. Hennes
Co-Founder and Partner
Atrevida Partners, LLC

Peter Blair Henry
Dean EmeritusClass of 1984 Senior Fellow, Hoover Institution, and W. R. Berkley Professor of Economics and Finance
New YorkSenior Fellow, Freeman Spogli Institute for International Studies, Stanford University
Stern School of Business

S. Leslie Ireland
Former Assistant Secretary for Intelligence and Analysis
U.S. Department of the Treasury, and National Intelligence Manager for Threat Finance, Office of the Director of National Intelligence

Lew W. (Jay) Jacobs, IV
Former President and Managing Director
Pacific Investment Management Company LLC (PIMCO)



Renée J. James
ChairmanFounder, Chair and CEO
Ampere Computing and
Operating Executive
The Carlyle Group

Eugene (Gene) M. McQuade
Former Chief Executive Officer Citibank, N.A. and
Former Vice Chairman
Citigroup Inc.

Gary M. Reiner
Operating Partner
General Atlantic LLC

Diana L. Taylor
Former Superintendent of Banks
State of New York





James S. Turley
Former Chairman and CEO
Ernst & Young

Deborah C. WrightCasper W. von Koskull
Former Chairman
Carver Bancorp, Inc.

Alexander Wynaendts
President and Group Chief Executive Officer and Chairman of the Management and Executive Boards
Aegon N.V.

Ernesto Zedillo Ponce de Leon
Director, Center for the
Study of Globalization and
Professor in the Field
of International
Economics and Politics
Yale UniversityNordea Bank Abp

319




Signatures
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized, on the 21st24th day of February, 2020.2023.

Citigroup Inc.
(Registrant)

/s/ Mark A. L. Mason

Mark A. L. Mason
Chief Financial Officer

Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the registrant and in the capacities indicated on the 21st24th day of February, 2020.2023.

Citigroup’s Principal Executive Officer and a Director:

/s/ Michael L. CorbatJane Fraser

Michael L. CorbatJane Fraser



Citigroup’s Principal Financial Officer:

/s/ Mark A. L. Mason

Mark A. L. Mason



Citigroup’s Principal Accounting Officer:

/s/ Raja J. AkramJohnbull E. Okpara

Raja J. AkramJohnbull E. Okpara

The Directors of Citigroup listed below executed a power of attorney appointing Mark A. L. Mason their attorney-in-fact, empowering him to sign this report on their behalf.

Ellen M. CostelloS. Leslie Ireland
Grace E. DaileyRenée J. James
Barbara DesoerGary M. Reiner
John C. DuganDiana L. Taylor
Duncan P. HennesJames S. Turley
Peter Blair HenryCasper W. von Koskull
Ellen M. CostelloRenée J. James
Grace E. DaileyEugene M. McQuade
Barbara DesoerGary M. Reiner
John C. DuganDiana L. Taylor
Duncan P. HennesJames S. Turley
Peter Blair HenryDeborah C. Wright
S. Leslie IrelandAlexander Wynaendts
Lew W. (Jay) Jacobs, IVErnesto Zedillo Ponce de Leon


/s/ Mark A. L. Mason

Mark A. L. Mason


320



GLOSSARY OF TERMS AND ACRONYMS

The following is a list of terms and acronyms that are used in this report and other Citigroup presentations.

* Denotes a Citi metric

2022 Annual Report on Form 10-K: Annual report on Form 10-K for year ended December 31, 2022, filed with the SEC.
90+ days past due delinquency rate*: Represents consumer loans that are past due by 90 or more days, divided by that period’s total EOP loans.
ABS: Asset-backed securities
ACL: Allowance for credit losses, which is composed of the allowance for credit losses on loans (ACLL) and allowance for credit losses on unfunded lending commitments (ACLUC), allowance for credit losses on HTM securities and allowance for credit losses on other assets.
ACLL: Allowance for credit losses on loans
ACLUC: Allowance for credit losses on unfunded lending commitments
Advanced Approaches: The Advanced Approaches capital framework, established through Basel III rules by the FRB, requires certain banking organizations to use an internal ratings-based approach and other methodologies to calculate risk-based capital requirements for credit risk and advanced measurement approaches to calculate risk-based capital requirements for operational risk.
AFS: Available-for-sale
ALCO: Asset Liability Committee
Amortized cost: Amount at which a financing receivable or investment is originated or acquired, adjusted for accretion or amortization of premium, discount, and net deferred fees or costs, collection of cash, charge-offs, foreign exchange, and fair value hedge accounting adjustments. For AFS securities, amortized cost is also reduced by any impairment losses recognized in earnings. Amortized cost is not reduced by the allowance for credit losses, except where explicitly presented net.
AOCI: Accumulated other comprehensive income (loss)
ARM: Adjustable rate mortgage(s)
ASC: Accounting Standards Codification under GAAP issued by the FASB.
Asia Consumer: Asia Consumer Banking
ASU: Accounting Standards Update under GAAP issued by the FASB.
AUC: Assets under custody
AUM: Assets under management. Represent assets managed on behalf of Citi’s clients.
Available liquidity resources*: Resources available at the balance sheet date to support Citi’s client and business needs, including HQLA assets; additional unencumbered securities,
including excess liquidity held at bank entities that is non-transferable to other entities within Citigroup; and available assets not already accounted for within Citi’s HQLA to support Federal Home Loan Bank (FHLB) and Federal Reserve Bank discount window borrowing capacity.
Basel III: Liquidity and capital rules adopted by the FRB based on an internationally agreed set of measures developed by the Basel Committee on Banking Supervision.
Beneficial interests issued by consolidated VIEs: Represents the interest of third-party holders of debt, equity securities or other obligations, issued by VIEs that Citi consolidates.
Benefit obligation: Refers to the projected benefit obligation for pension plans and the accumulated postretirement benefit obligation for OPEB plans.
BHC: Bank holding company
Board: Citigroup’s Board of Directors
Book value per share*: EOP common equity divided by EOP common shares outstanding.
Bps: Basis points. One basis point equals 1/100th of one percent.
Branded cards: Citi’s branded cards business with a portfolio of proprietary cards (Double Cash, Custom Cash, ThankYou and Value cards) and co-branded cards (including, among others, American Airlines and Costco).
Build: A net increase in ACL through the provision for credit losses.
Cards: Citi’s credit cards’ businesses or activities.
CCAR: Comprehensive Capital Analysis and Review
CCO: Chief Compliance Officer
CDS: Credit default swaps
CECL: Current expected credit losses
CEO: Chief Executive Officer
CET1 Capital: Common Equity Tier 1 Capital. See “Capital Resources—Components of Citigroup Capital” above for the components of CET1.
CET1 Capital ratio*: Common Equity Tier 1 Capital ratio. A primary regulatory capital ratio representing end-of-period CET1 Capital divided by total risk-weighted assets.
CFO: Chief Financial Officer
CFTC: Commodity Futures Trading Commission
CGMHI: Citigroup Global Markets Holdings Inc.
Citi: Citigroup Inc.
Citibank or CBNA: Citibank, N.A. (National Association)
321


Classifiably managed: Loans primarily evaluated for credit risk based on internal risk rating classification.
Client assets: Represent assets under management as well as custody, brokerage, administration and deposit accounts.
CLO: Collateralized loan obligations
Coincident NCL coverage ratio: A credit metric, representing the ACLL at period end divided by (the most recent quarter’s NCLs divided by 3). This ratio is expressed in months of coverage.
Collateral dependent: A loan is considered collateral dependent when repayment of the loan is expected to be provided substantially through the operation or sale of the collateral when the borrower is experiencing financial difficulty, including when foreclosure is deemed probable based on borrower delinquency.
Commercial cards: Provides a wide range of payment services to corporate and public sector clients worldwide through commercial card products. Services include procurement, corporate travel and entertainment, expense management services, and business-to-business payment solutions.
Consent orders: In October 2020, Citigroup and Citibank entered into consent orders with the Federal Reserve and OCC that require Citigroup and Citibank to make improvements in various aspects of enterprise-wide risk management, compliance, data quality management and governance and internal controls.
CRE: Commercial real estate
Credit card spend volume*: Dollar amount of card customers’ purchases, net of returns. Also known as purchase sales.
Credit cycle: A period of time over which credit quality improves, deteriorates and then improves again (or vice versa). The duration of a credit cycle can vary from a couple of years to several years.
Credit derivatives: Financial instruments whose value is derived from the credit risk associated with the debt of a third-party issuer (the reference entity), which allow one party (the protection purchaser) to transfer that risk to another party (the protection seller).
Critical Audit Matters: Audit matters communicated by KPMG to Citi’s Audit Committee of the Board of Directors, relating to accounts or disclosures that are material to the Consolidated Financial Statements and involved especially challenging, subjective or complex judgments. See “Report of Independent Registered Public Accounting Firm” above.
Criticized: Criticized loans, lending-related commitments and derivative receivables that are classified as special mention, substandard and doubtful categories for regulatory purposes.
CRO: Chief Risk Officer
CTA: Cumulative translation adjustment (also known as currency translation adjustment). A separate component of equity within AOCI reported net of tax. For Citi, represents the impact of translating non-USD balance sheet items into USD
each period. The CTA amount in EOP AOCI is a cumulative balance, net of tax.
CVA: Credit valuation adjustment
Delinquency managed: Loans primarily evaluated for credit risk based on delinquencies, FICO scores and the value of underlying collateral.
Dividend payout ratio*: Represents dividends declared per common share as a percentage of net income per diluted share.
Dodd-Frank Act: Wall Street Reform and Consumer Protection Act
DPD: Days past due
DSA: Deferred stock awards
DTA: Deferred tax asset
DVA: Debt valuation adjustment
EC: European Commission
Efficiency ratio*: A ratio signifying how much of a dollar in expenses (as a percentage) it takes to generate one dollar in revenue. Represents total operating expenses divided by total revenues, net.
EMEA: Europe, Middle East and Africa
EOP: End-of-period
EPS*: Earnings per share
ERISA: Employee Retirement Income Security Act of 1974
ESG: Environmental, Social and Governance
ETR: Effective tax rate
EU: European Union
Fannie Mae: Federal National Mortgage Association
FASB: Financial Accounting Standards Board
FCA: Financial Conduct Authority
FDIC: Federal Deposit Insurance Corporation
Federal Reserve: The Board of the Governors of the Federal Reserve System
FFIEC: Federal Financial Institutions Examination Council
FHA: Federal Housing Administration
FHLB: Federal Home Loan Bank
FICO: Fair Issac Corporation
FICO score: A measure of consumer credit risk provided by credit bureaus, typically produced from statistical models by Fair Isaac Corporation utilizing data collected by the credit bureaus.
FINRA: Financial Industry Regulatory Authority
Firm: Citigroup Inc.
FRB: Federal Reserve Board
FRBNY: Federal Reserve Bank of New York
Freddie Mac: Federal Home Loan Mortgage Corporation
322


Free standing derivatives: A derivative contract entered into either separate and apart from any of the Company’s other financial instruments or equity transactions, or in conjunction with some other transaction and legally detachable and separately exercisable.
FTCs: Foreign tax credit carry-forwards
FTE: Full time employee
FVA: Funding valuation adjustment
FX: Foreign exchange
FX translation: The impact of converting non-U.S.-dollar currencies into U.S. dollars.
G7: Group of Seven nations. Countries in the G7 are Canada, France, Germany, Italy, Japan, the U.K. and the U.S.
GAAP or U.S. GAAP: Generally accepted accounting principles in the United States of America.
Ginnie Mae: Government National Mortgage Association
Global Wealth: Global Wealth Management
GSIB: Global systemically important banks
HELOC: Home equity line of credit
HFI loans: Loans that are held-for-investment (i.e., excludes loans held-for-sale).
HFS: Held-for-sale
HQLA: High-quality liquid assets. Consist of cash and certain high-quality liquid securities as defined in the LCR rule.
HTM: Held-to-maturity
Hyperinflation: Extreme economic inflation with prices rising at a very high rate in a very short time. Under U.S. GAAP, entities operating in a hyperinflationary economy need to change their functional currency to the U.S. dollar. Once an entity switches its functional currency to the U.S. dollar, the CTA balance is frozen.
IBOR: Interbank Offered Rate
ICG: Institutional Clients Group
ICRM: Independent Compliance Risk Management
IPO: Initial public offering
ISDA: International Swaps and Derivatives Association
KM: Key financial and non-financial metric used by management when evaluating consolidated and/or individual business results.
KPMG LLP: Citi’s Independent Registered Public Accounting Firm.
LATAM: Latin America, which for Citi, includes Mexico.
LCR: Liquidity coverage ratio. Represents HQLA divided by net outflows in the period.
LDA: Loss Distribution Approach
LF: Legacy Franchises
LGD: Loss given default

LIBOR: London Interbank Offered Rate
LLC: Limited Liability Company
LTD: Long-term debt
LTV: Loan-to-value. For residential real estate loans, the relationship, expressed as a percentage, between the principal amount of a loan and the appraised value of the collateral (i.e., residential real estate) securing the loan.
Master netting agreement: A single agreement with a counterparty that permits multiple transactions governed by that agreement to be terminated or accelerated and settled through a single payment in a single currency in the event of a default (e.g., bankruptcy, failure to make a required payment or securities transfer or deliver collateral or margin when due).
MBS: Mortgage-backed securities
MCA: Manager’s control assessment
MD&A: Management’s discussion and analysis
Measurement alternative: Measures equity securities without readily determinable fair values at cost less impairment (if any), plus or minus observable price changes from an identical or similar investment of the same issuer.
Mexico Consumer: Mexico Consumer Banking
Mexico Consumer/SBMM: Mexico Consumer Banking and Small Business and Middle-Market Banking
Mexico SBMM: Mexico Small Business and Middle-Market Banking
Moody’s: Moody’s Investor Services
MSRs: Mortgage servicing rights
N/A: Data is not applicable or available for the period presented.
NAA: Non-accrual assets. Consists of non-accrual loans and OREO.
NAL: Non-accrual loans. Loans for which interest income is not recognized on an accrual basis. Loans (other than credit card loans and certain consumer loans insured by U.S. government-sponsored agencies) are placed on non-accrual status when full payment of principal and interest is not expected, regardless of delinquency status, or when principal and interest have been in default for a period of 90 days or more unless the loan is both well secured and in the process of collection. Collateral-dependent loans are typically maintained on non-accrual status.
NAV: Net asset value
NCL(s): Net credit losses. Represents gross credit losses, less gross credit recoveries.
NCL ratio*: Represents net credit losses (recoveries) (annualized), divided by average loans for the reporting period.
Net capital rule: Rule 15c3-1 under the Securities Exchange Act of 1934.


323


Net interchange income: Includes the following components:
•    Interchange revenue: Fees earned from merchants based on Citi’s credit and debit card customers’ sales transactions.
•    Reward costs: The cost to Citi for points earned by cardholders enrolled in credit card rewards programs generally tied to sales transactions.
•    Partner payments: Payments to co-brand credit card partners based on the cost of loyalty program rewards earned by cardholders on credit card transactions.
NII: Net interest income. Represents total interest revenue less total interest expenses.
NIM*: Net interest margin expressed as a yield percentage, calculated as annualized net interest income divided by average interest-earning assets for the period.
NIR: Non-interest revenues
NM: Not meaningful
Noncontrolling interests: The portion of an investment that has been consolidated by Citi that is not 100% owned by Citi.
Non-GAAP financial measure: Management uses these financial measures because it believes they provide information to enable investors to understand the underlying operational performance and trends of Citi and its businesses.
NSFR: Net stable funding ratio
O/S: Outstanding
OCC: Office of the Comptroller of the Currency
OCI: Other comprehensive income (loss)
OREO: Other real estate owned
OTTI: Other-than-temporary impairment
Over-the-counter cleared (OTC-cleared) derivatives: Derivative contracts that are negotiated and executed bilaterally, but subsequently settled via a central clearing house, such that each derivative counterparty is only exposed to the default of that clearing house.
Over-the-counter (OTC) derivatives: Derivative contracts that are negotiated, executed and settled bilaterally between two derivative counterparties, where one or both counterparties is a derivatives dealer.
Parent company: Citigroup Inc.
Participating securities: Represents unvested share-based compensation awards containing nonforfeitable rights to dividends or dividend equivalents (collectively, “dividends”), which are included in the earnings per share calculation using the two-class method. Citi grants RSUs to certain employees under its share-based compensation programs, which entitle the recipients to receive non-forfeitable dividends during the vesting period on a basis equivalent to the dividends paid to holders of common stock. These unvested awards meet the definition of participating securities. Under the two-class method for calculating EPS, all earnings (distributed and undistributed) are allocated to each class of common stock and participating securities, based on their respective rights to receive dividends.
PBWM: Personal Banking and Wealth Management
PCD: Purchased credit-deteriorated assets are financial assets that as of the date of acquisition have experienced a more-than-insignificant deterioration in credit quality since origination, as determined by the Company.
PCI: Purchased credit-impaired loans represented certain loans that were acquired and deemed to be credit impaired on the acquisition date. The now superseded FASB guidance that allowed purchasers to aggregate credit-impaired loans acquired in the same fiscal quarter into one or more pools, provided that the loans had common risk characteristics (e.g., product type, LTV ratios).
PD: Probability of default
Principal transactions revenue: Primarily trading-related revenues predominantly generated by the ICG businesses. See Note 6.
Provision for credit losses: Composed of the provision for credit losses on loans, provision for credit losses on HTM investments, provision for credit losses on other assets and provision for credit losses on unfunded lending commitments.
Provisions: Provisions for credit losses and for benefits and claims.
PSUs: Performance share units
R&S forecast period: Reasonable and supportable period over which Citi forecasts future macroeconomic conditions for CECL purposes.
Real GDP: Real gross domestic product is the inflation-adjusted value of the goods and services produced by labor and property located in a country.
Regulatory VAR: Daily aggregated VAR calculated in accordance with regulatory rules.
REITs: Real estate investment trusts
Release: A net decrease in ACL through the provision for credit losses.
Reported basis: Financial statements prepared under U.S. GAAP.
Results of operations that exclude certain impacts from gains or losses on sale, or one-time charges*: Represents GAAP items, excluding the impact of gains or losses on sales, or one-time charges (e.g., the loss on sale related to the sale of Citi’s consumer banking business in Australia).
Results of operations that exclude the impact of FX translation*: Represents GAAP items, excluding the impact of FX translation, whereby the prior periods’ foreign currency balances are translated into U.S. dollars at the current periods’ conversion rates (also known as constant dollar).
Retail services: Citi’s U.S. retail services cards business with a portfolio of co-brand and private label relationships (including, among others, The Home Depot, Sears, Best Buy and Macy’s).
RMI: A non-partisan, non-profit organization that works to transform global energy systems across the real economy. Citi joined the RMI Center for Climate-Aligned Finance in 2021.
324


ROA*: Return on assets. Represents net income (annualized), divided by average assets for the period.
ROCE*: Return on Common Equity. Represents net income less preferred dividends (both annualized), divided by average common equity for the period.
ROE: Return on equity. Represents net income less preferred dividends (both annualized), divided by average Citigroup equity for the period.
RoTCE*: Return on tangible common equity. Represents net income less preferred dividends (both annualized), divided by average tangible common equity for the period.
RSU(s): Restricted stock units
RWA: Risk-weighted assets. Basel III establishes two comprehensive approaches for calculating RWA (the Standardized Approach and the Advanced Approaches), which include capital requirements for credit risk, market risk, and operational risk for Advanced Approaches. Key differences in the calculation of credit risk RWA between the Standardized and Advanced Approaches are that for Advanced, credit risk RWA is based on risk-sensitive approaches that largely rely on the use of internal credit models and parameters, whereas for Standardized, credit risk RWA is generally based on supervisory risk-weightings, which vary primarily by counterparty type and asset class. Market risk RWA is calculated on a generally consistent basis between Basel III Standardized Approach and Basel III Advanced Approaches.
S&P: Standard and Poor’s Global Ratings
SCB: Stress Capital Buffer
SCF: Subscription credit facility. SCFs are revolving credit facilities provided to private equity funds that are secured against the fund’s investors’ capital commitments.
SEC: The U.S. Securities and Exchange Commission
Securities financing agreements: Include resale, repurchase, securities borrowed and securities loaned agreements.
SLR: Supplementary Leverage ratio. Represents Tier 1 Capital divided by total leverage exposure.
SOFR: Secured Overnight Financing Rate
SPEs: Special purpose entities
Standardized Approach: Established through Basel III, the Standardized Approach aligns regulatory capital requirements more closely with the key elements of banking risk by introducing a wider differentiation of risk weights and a wider recognition of credit risk mitigation techniques, while avoiding excessive complexity. Accordingly, the Standardized Approach produces capital ratios more in line with the actual economic risks that banks are facing.
Structured notes: Financial instruments whose cash flows are linked to the movement in one or more indexes, interest rates, foreign exchange rates, commodities prices, prepayment rates or other market variables. The notes typically contain embedded (but not separable or detachable) derivatives. Contractual cash flows for principal, interest or both can vary in amount and timing throughout the life of the note based on
non-traditional indexes or non-traditional uses of traditional interest rates or indexes.
Tangible book value per share (TBVPS)*: Represents tangible common equity divided by EOP common shares outstanding.
Tangible common equity (TCE): Represents common stockholders’ equity less goodwill and identifiable intangible assets, other than MSRs.
Taxable-equivalent basis: Represents the total revenue, net of interest expense for the business, adjusted for revenue from investments that receive tax credits and the impact of tax-exempt securities. This metric presents results on a level comparable to taxable investments and securities.
TDR: Troubled debt restructuring. TDR is deemed to occur when the Company modifies the original terms of a loan agreement by granting a concession to a borrower that is experiencing financial difficulty. Loans with short-term and other insignificant modifications that are not considered concessions are not TDRs.
TLAC: Total loss-absorbing capacity
Total ACL: Allowance for credit losses, which comprises the allowance for credit losses on loans (ACLL), allowance for credit losses on unfunded lending commitments (ACLUC), allowance for credit losses on HTM securities and allowance for credit losses on other assets.
Total payout ratio*: Represents total common dividends declared plus common share repurchases as a percentage of net income available to common shareholders.
Transformation: Citi has embarked on a multiyear transformation, with the target outcome to change Citi’s business and operating models such that they simultaneously strengthen risk and controls and improve Citi’s value to customers, clients and shareholders.
Unaudited: Financial statements and information that have not been subjected to auditing procedures sufficient to permit an independent certified public accountant to express an opinion.
U.S. government agencies: U.S. government agencies include, but are not limited to, agencies such as Ginnie Mae and FHA, and do not include Fannie Mae and Freddie Mac, which are U.S. government-sponsored enterprises (U.S. GSEs). In general, obligations of U.S. government agencies are fully and explicitly guaranteed as to the timely payment of principal and interest by the full faith and credit of the U.S. government in the event of a default.
U.S. Treasury: U.S. Department of the Treasury
VAR: Value at risk. A measure of the dollar amount of potential loss from adverse market moves in an ordinary market environment.
VIEs: Variable interest entities
Wallet: Proportion of fee revenue based on estimates of investment banking fees generated across the industry (i.e., the revenue wallet) from investment banking transactions in M&A, equity and debt underwriting, and loan syndications.
325


EXHIBIT INDEX
 
Exhibit
NumberDescription of Exhibit
4.09
326


4.11Indenture, dated as of March 15, 1987, between Primerica Corporation, a New Jersey corporation, and The Bank of New York, as trustee, incorporated by reference to Exhibit 4.01 to the Company’s Registration Statement on Form S-3 filed on December 8, 1992 (No.(File No. 03355542).
4.104.12First Supplemental Indenture, dated as of December 15, 1988, among Primerica Corporation, Primerica Holdings, Inc. and The Bank of New York, as trustee, incorporated by reference to Exhibit 4.02 to the Company’s Registration Statement on Form S-3 filed on December 8, 1992 (No.(File No. 03355542).

4.114.13Second Supplemental Indenture, dated as of January 31, 1991, between Primerica Holdings, Inc. and The Bank of New York, as trustee, incorporated by reference to Exhibit 4.03 to the Company’s Registration Statement on Form S-3 filed on December 8, 1992 (No.(File No. 03355542).
4.124.14Third Supplemental Indenture, dated as of December 9, 1992, among Primerica Holdings, Inc., Primerica Corporation and The Bank of New York, as trustee, incorporated by reference to Exhibit 5 to the Company’s Form 8-A dated December 21, 1992, with respect to its 7 3/4% Notes Due June 15, 1999 (No.(File No. 001-09924).
4.21
Form of Indenture, between the Company and The Bank of New York Mellon, as successor trustee to JPMorgan Chase Bank (formerly known as The Chase Manhattan Bank), incorporated by reference to Exhibit 4.11 to the Travelers Group Inc. Registration Statement on Form S-3 filed on September 20, 1996 (File No. 333-12439).
327



4.26Form of Amended and Restated Declaration of Trust for Citigroup Capital III (previously known as Travelers Capital III), incorporated by reference to Exhibit 4.8 to Travelers Group Inc.’s Registration Statement on Form S-3 (File No. 333-12439).
4.28+
Description of Citigroup’s Securities Registered Pursuant to Section 12 of the Securities Exchange Act of 1934.
10.02.2*
Citigroup 2014 Stock Incentive Plan (as amended and restated effective April 24, 2018), incorporated by reference to Exhibit 10.1 to the Company’s Current Report on Form 8-K filed on April 30, 2018 (File No. 001-09924).
10.04.2*
Form of Citigroup Inc. CAP/DCAP Agreement (for awards granted on February 14, 2019 and in future years), incorporated by reference to Exhibit 10.02 to the Company’s Quarterly Report on Form 10-Q for the quarterly period ended March 31, 2019 (File No. 001-09924).

10.07.2*

Form of Citigroup Inc. Performance Share Unit Award Agreement (awards dated February 14, 2019 and in future years), incorporated by reference to Exhibit 10.01 to the Company’s Quarterly Report on Form 10-Q for the quarterly period ended March 31, 2019 (File No. 001-09924).
328


10.09.1*
Citicorp Deferred Compensation Plan, effective October 1995, incorporated by reference to Exhibit 10 to Citicorp’s Registration Statement on Form S-8 filed on February 15, 1996 (File No. 333-00983).

10.09.3*
Amendment to the Citicorp Deferred Compensation Plan, effective as of September 28, 2001, incorporated by reference to Exhibit 10.17.3 to the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2001 (File No. 001-09924).
10.09.4*
Amendment to the Citicorp Deferred Compensation Plan, effective November 22, 2009, incorporated by reference to Exhibit 10.01.5 to the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2009 (File No. 001-09924) (the “Company’s 2009 10-K”).
10.10.1*
Supplemental ERISA Compensation Plan of Citibank, N.A. and Affiliates, as amended and restated (the “Citibank Supplemental ERISA Plan”), incorporated by reference to Exhibit 10.(G) to Citicorp’s Annual Report on Form 10-K for the fiscal year ended December 31, 1997 (File No. 001-05378).
10.10.2*
Amendment to the Citibank Supplemental ERISA Plan, effective January 1, 2000, incorporated by reference to Exhibit 10.21.2 to the Company’s 1999 10-K.
10.10.3*
Resolution Amending the Citibank Supplemental ERISA Plan, incorporated by reference to Exhibit 10.04.1 to the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2005 (File No. 001-09924).
10.10.4*
Amendment to the Citibank Supplemental ERISA Plan, effective January 1, 2009, incorporated by reference to Exhibit 10.01.4 to the Company’s 2009 10-K.
10.10.5*
Amendment to the Citibank Supplemental ERISA Plan, effective November 22, 2009, incorporated by reference to Exhibit 10.01.5 to the Company’s 2009 10-K.
10.10.6*
Amendment to the Citibank Supplemental ERISA Plan, effective December 31, 2012, incorporated by reference to Exhibit 10.01.6 to the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2012 (File No. 001-09924).
10.10.7*
Amendment to the Citibank Supplemental ERISA Plan, effective December 31, 2018, incorporated by reference to Exhibit 10.09.7 to the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2018 (File No. 001-09924).
10.11*
Citigroup Inc. Omnibus Non-Qualified Plan Amendment, effective as of June 2, 2014, incorporated by reference to Exhibit 10.01 to the Company’s Quarterly Report on Form 10-Q for the quarterly period ended June 30, 2014 (File No. 001-09924).
21.01+
Subsidiaries of Citigroup.

329


104
The cover page of this CurrentAnnual Report on Form 10-K, formatted in inline XBRL.


The total amount of securities authorized pursuant to any instrument defining rights of holders of long-term debt of the Company does not exceed 10% of the total assets of the Company and its consolidated subsidiaries. The Company will furnish copies of any such instrument to the SEC upon request.

Copies of any of the exhibits referred to above will be furnished at a cost of $0.25 per page (although no charge will be made for the 20192022 Annual Report on Form 10-K) to security holders who make written request to Citigroup Inc., Corporate Governance, 388 Greenwich Street, New York, NY 10013.

* Denotes a management contract or compensatory plan or arrangement.
+ Filed herewith.



305
330