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UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549
FORM 10-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, 20212022

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.
(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) 559-1000
(Registrant’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 ox 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 accelerated filer,” “accelerated filer,” “smaller reporting 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 Act). Yes ☐ No x
The aggregate market value of Citigroup Inc. common stock held by non-affiliates of Citigroup Inc. on June 30, 20212022 was approximately $143.2$88.9 billion.
Number of shares of Citigroup Inc. common stock outstanding on January 31, 2022: 1,980,894,6132023: 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 26, 202225, 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.Business4–28, 124–130,1–23, 122–128,
133, 161,131, 163–164,
316–317315–316
 
1A.Risk Factors45–6141–54
 
1B.Unresolved Staff CommentsNot Applicable
 
2.PropertiesNot Applicable
 
3.Legal Proceedings—See Note 2729 to the Consolidated Financial Statements296–303298–304
 
4.Mine Safety DisclosuresNot Applicable
 
Part II 
 
5.Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities142–143, 167–169, 318–319170–172, 317–318
 
6.[Reserved]
 
7.Management’s Discussion and Analysis of Financial Condition and Results of Operations7–28, 66–1233–23, 60–121
 
7A.Quantitative and Qualitative Disclosures About Market Risk66–123, 162–166, 187–227, 234–28860–121, 165–169, 189–232, 238–289
 
8.Financial Statements and Supplementary Data138–315314
 
9.Changes in and Disagreements with Accountants on Accounting and Financial DisclosureNot Applicable
9A.Controls and Procedures131–132129–130
 
9B.Other InformationNot Applicable
9C.Disclosure Regarding Foreign Jurisdictions that Prevent InspectionsNot Applicable
Part III
 
10.Directors, Executive Officers and Corporate Governance320–322*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 Accountant Fees and Services*****
 
Part IV
 
15.Exhibit 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 26, 2022,25, 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 “2021“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,” 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 Accountants” in the Proxy Statement, incorporated herein by reference.

2



CITIGROUP’S 20212022 ANNUAL REPORT ON FORM 10-K

OVERVIEW
41
Citigroup Operating Segments
5
  Strategic Refresh
62
MANAGEMENT’S DISCUSSION AND
ANALYSIS OF FINANCIAL CONDITION AND
RESULTS OF OPERATIONS
73
Executive Summary
73
Citi’s Consent Order Compliance
96
Summary of Selected Financial Data
8
Segment Revenues and Income (Loss)
10
SEGMENT AND BUSINESS—INCOME (LOSS)
AND REVENUESSegment Balance Sheet
12
SEGMENT BALANCE SHEET
1311
Institutional Clients Group
1412
Global ConsumerPersonal Banking and Wealth Management
2018
North America GCBLegacy Franchises
22
Latin America GCB
24
Asia GCB
2620
Corporate/Other
2823
CAPITAL RESOURCES
2924
RISK FACTORS
4541
SUSTAINABILITY AND OTHER ESG MATTERS
6054
HUMAN CAPITAL RESOURCES AND
MANAGEMENT
6257
Managing Global Risk Table of Contents
6558
MANAGING GLOBAL RISK
6659
SIGNIFICANT ACCOUNTING POLICIES AND
SIGNIFICANT ESTIMATES
124121
DISCLOSURE CONTROLS AND
PROCEDURES
131128
MANAGEMENT’S ANNUAL REPORT ON
INTERNAL CONTROL OVER FINANCIAL
REPORTING
132129
FORWARD-LOOKING STATEMENTS
133130
REPORT OF INDEPENDENT REGISTERED
PUBLIC ACCOUNTING FIRM (PCAOB ID # 185)
134131
FINANCIAL STATEMENTS AND NOTES
TABLE OF CONTENTS
137136
CONSOLIDATED FINANCIAL STATEMENTS
138137
NOTES TO CONSOLIDATED FINANCIAL
STATEMENTS
146145
FINANCIAL DATA SUPPLEMENT
315313
SUPERVISION, REGULATION AND OTHER
316314
CORPORATE INFORMATION
320318
Executive Officers
320318
Citigroup Board of Directors
321319
GLOSSARY OF TERMS AND ACRONYMS
323321








3


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, 2021,2022, Citi had approximately 223,400240,000 full-time employees, compared to approximately 210,000223,400 full-time employees at December 31, 2020.2021. For additional information, see “Human Capital Resources and 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 in this Annual Report on Form 10-K and other Citigroup presentations,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. 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.
For a discussion of 20202021 versus 20192020 results of operations of ICGInstitutional Clients Group (ICG), GCB in North AmericaPersonal Banking and Wealth Management (PBWM), Latin AmericaLegacy Franchises and Asia, and Corporate/Other, see each respective business’s results of operations in Citi’s 2020Citigroup’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 have been made to the prior periods’ financial statements and disclosures to conform to the current period’s presentation.


Please see “Risk Factors” below for a discussion of material risks and uncertainties that could impact Citi’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 (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.

41


As of December 31, 2021, Citigroup wasis managed pursuant to twothree operating segments—segments: Institutional Clients Group, Personal Banking and Wealth Management and Global Consumer Banking—with the remaining operations in Corporate/OtherLegacy Franchises. (For information on Citi’s planned revisionActivities not assigned to its reporting structure effective for the first quarter of 2022, see “Strategic Refresh—Market Exits and Planned Revision to Reporting Structure” below.)
For a further description of the operating segments and the products and services they provide, see “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and Note 3 to the Consolidated Financial Statements.are included in Corporate/Other.

Citigroup Operating Segments
Institutional
Clients Group
(ICG)		Global
ConsumerPersonal Banking
(GCB)and Wealth Management
(PBWM)		Legacy
Franchises
•Services
–Treasury and trade solutions (TTS)
–Securities services
•Markets
–Equity markets
–Fixed income markets
 
•Banking
–Investment banking
–Treasury and trade solutions
–Corporate lending
–Private bank
•Markets and securities services
–Fixed income markets
–Equity markets
–Securities services
    
•North AmericaU.S. Personal Banking
–Cards
◦Branded cards
◦Retail services
–Retail banking

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




•Asia(2) Consumer Banking
Consisting of:(Asia Consumer)
•–Retail banking and wealth management, includingcards 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)
–Residential real estateRetail banking and cards
•Legacy Holdings Assets
–Small business bankingCertain North America consumer mortgage loans
•–Branded cards in all regionsOther legacy assets
•Retail services in North America

Corporate/Other


•Corporate Treasury managed portfolios
•Operations and technology
•Global staff functions and other corporate expenses
•Legacy non-core assets:
–Consumer loans
–Certain portfolios of securities, loans and other assets
•Discontinued operations


The following are the four regions in which Citigroup operates. The regional results are fully reflected in the segmentoperating segments and Corporate/Other results above.
Citigroup Regions(3)(1)
North
America
Europe,
Middle East
and Africa
(EMEA)
Latin
America		Asia

(1)     Latin America GCB consists of Citi’s consumer banking business in Mexico.
(2)    Asia GCB includes the results of operations of GCB activities in certain EMEA countries for all periods presented.
(3)    North America includes the U.S., Canada and Puerto Rico, Latin America includes Mexico and Asia includes Japan.

52

Strategic Refresh—Market Exits and Planned Revision to Reporting Structure
As part of its strategic refresh, Citi is making management reporting changes to align with its vision and strategy, including to assist Citi in decisions about resources and capital allocation and to assess business performance. In the first quarter of 2022, Citi will revise its financial reporting structure to align with these management reporting changes to enable investors and others to better understand the performance of Citi’s businesses (see the table below for additional information on the revised financial reporting structure):

•First, Citi is creating a Personal Banking and Wealth Management segment. It will consist of two distinct reporting units: U.S. Personal Banking businesses and a Global Wealth Management business, which will include the private bank.
•Second, with respect to Institutional Clients Group (ICG), Citi will begin reporting under three reporting units: Services, Banking and Markets. Services will include treasury and trade solutions and securities services, reflecting the importance of these businesses to Citi’s future.
•Finally, Citi is creating Legacy Franchises, a segment that will consist of all the businesses Citi intends to exit (see below), including its remaining Legacy Holdings assets.


In conjunction with the strategic refresh, in 2021 Citi announced that it will focus its consumer banking franchises in Asia and EMEA on four wealth centers: Singapore, Hong Kong, the United Arab Emirates (UAE) and London. As a result, Citi is pursuing exits of its consumer franchises in the remaining 13 markets across these two regions.
In 2021 and early 2022, Citi announced sale agreements for or exit of a majority of the 13 markets (for additional information, see “Executive Summary” and “Asia GCB” below). ICG will continue to serve clients, including its commercial banking clients, in all of these markets.
In addition, in January 2022, Citi announced that it intends to exit the consumer, small business and middle-market banking operations of Citibanamex. The businesses in the intended exit include the Mexico consumer and small business banking operations, reported as part of Citi’s GCB segment, as well as the Mexico middle-market banking business, reported in Citi’s ICG segment. These operations represent the entirety of the Latin America GCB unit. Citiwill continue to operate a locally licensed banking business in Mexico through its global ICG (for additional information, see “Executive Summary” and “Latin America GCB” below).
For additional information regarding the exit markets, see Note 2 to the Consolidated Financial Statements. For information regarding risks related to the exit markets, see “Risk Factors” below.

The following table summarizes both Citi’s reporting structure during 2021 and its planned 2022 financial reporting structure:

c-20211231_g1.jpg
Corporate/OtherCorporate/Other


6

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

EXECUTIVE SUMMARY
As described further throughout this Executive Summary, Citi demonstrated continued progress across the franchise during 2021:2022:

•Citi’s earningsrevenues increased significantly5% 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 other 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 prior year, largely reflecting ana net build of $1.2 billion in the allowance for credit losslosses (ACL) for loans and unfunded commitments, primarily due to consumer loan growth and a deterioration in macroeconomic assumptions, compared to a net ACL release of approximately $8.8 billion as a resultin the prior year.
•Citi returned $7.3 billion to common shareholders in the form of continued improvement in both the macroeconomic environmentdividends and portfolio credit quality.share repurchases.
•Citi’s revenues declined 5% fromCommon 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 prior year. Excluding a pretax loss of approximately $0.7 billion (approximately $0.6 billion after-tax) related to Citi’s agreement to sellBasel III Standardized Approach.
•Citi made substantial progress on its Australia consumer banking business divestitures in Asia Global Consumer Banking (GCB) (see “Citigroup” below), Citi’s revenues declined 4%, as strength2022, closing sales in investment banking, equityfive exit markets the private bank and securities services in Institutional Clients Group (ICG) was more than offset by normalization in market activity in fixed income markets within ICG,working toward closing four additional sale transactions, as well as the impact of lower deposit spreads and card loans across GCB.
•Citi’s expenses included pretax costs of approximately $1.2 billion ($1.1 billion after-tax) primarily related to charges incurred from the voluntary early retirement program (VERP) in connectionprogressing with the wind-downongoing wind-downs of the Korea consumer banking business (for additional information, see “Asia GCB” below).
•Citi continued to invest in its transformation, including infrastructure supporting its risk and control environment,Russia consumer, local commercial and make business-led investments.
•Citi had broad-based deposit growth across ICG and GCB (up 3% and 5%, respectively), reflecting continued engagement across both corporate and consumer clients.
•Citi returned approximately $11.8 billion of capital to its common shareholders in the form of $4.2 billion in dividends and $7.6 billion in common share repurchases, totaling approximately 105 million common shares, while maintaining robust regulatory capital ratios.
•In addition to the sale announcements related to Asia GCB, Citi also announced it intends to exit the consumer, small business and middle-market banking operations of Citibanamex in Mexico. Citi’s planned divestitures of its consumer businesses across Mexico, Asia and EMEA are aligned with the repositioning of its consumer operations to focus on global wealth centers, as well as payments and lending and a targeted retail presence in the U.S. (For additional information on the exit markets and Citi’s revised reporting structure effective for the first quarter of 2022, see “Strategic Refresh—Market Exits and Revised Reporting Strategy” above and “Latin America GCB” and “Asia GCB” below.)institutional businesses.

Although economic growth and employment rates have continued to recover from pandemic-related lows, particularly in the U.S., various macroeconomic and other challenges and uncertainties related to, among other things, the duration and
severity of the pandemic-related public health crisis, disruptions of global supply chains, inflationary pressures, increasing interest rates and geopolitical tensions involving Eastern Europe, will continue to create uncertainty around Citi’s businesses and results.
For a discussion of trends, uncertainties and risks that will or could impact Citi’s businesses, results of operations and financial condition during 2022 see “2021 Results Summary,” “Risk Factors,” each respective business’s results of operations and “Managing Global Risk” below.

2021 Results Summary

Citigroup
Citigroup reported net income of $14.8 billion, or $7.00 per share, compared to net income of $22.0 billion, or $10.14 per share compared to net income of $11.0 billion, or $4.72 per share, in the prior year. The increasedecrease in net income was primarily driven by lowerthe higher cost of credit, resulting from loan growth in Personal Banking and Wealth Management (PBWM) and a deterioration in macroeconomic assumptions,
and the higher operating expenses, partially offset by the higher expenses and lower revenues. Citigroup’s effective tax rate was 20%, up modestly from 19%19.4% in the current year versus 19.8% in the prior year. Earnings per share increased significantly, primarily driven by(EPS) decreased 31%, reflecting the decrease in net income.
Citigroup revenues of $71.9 billion decreased 5% from the prior year. Excluding the Australia loss on sale, Citigroup revenues decreased 4%, primarily driven by lower revenues in both ICG and GCB,income, partially offset by higher revenuesa 4% decline in Corporate/Other.average diluted shares outstanding.
As discussed above, Citi’s 2021 results include thefor 2022 included divestiture-related impacts of divestituresapproximately $(184) million in after-tax earnings, substantially all of Citi’s consumer banking businesseswhich were recorded in Asia. Reported revenues include the Australia loss on sale (approximately $0.7 billion pretax, $0.6 billion after-tax), primarily reflecting the impact of a currency translation adjustment (CTA) loss (net of hedges) already reflected in the Accumulated other comprehensive income (AOCI) component of equity. Upon closing, the CTA balance will be removed from the AOCILegacy Franchises component(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 equity, resulting$0.80 in a neutral impact to Citi’s Common Equity Tier 1 Capital.
Reported expenses include the impact of the Korea VERP of approximately $1.1 billion (approximately $0.8 billion after-tax) and contract modification costs related to the Asia divestitures of approximately $119 million (approximately $98 million after-tax).2021. (As used throughout this Form 10-K, Citi’s results of operations and financial condition excluding the impact of the Australia loss on sale, Korea VERP and other Asiadivestiture-related costsimpacts are non-GAAP financial measures. Citi believes the presentation of its results of operations and financial condition excluding the divestiture-related impacts described above provides a meaningful depiction of the underlying fundamentals of its broader results and Asia GCBLegacy Franchises businesses’’ results for investors, industry analysts and others.)
Citigroup’s end-of-period loans decreased 1%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 to $668 billion.year. Excluding the divestiture-related impacts, revenues were up 3%, as the impact of foreign currency translation into U.S. dollars for reporting purposes (FX translation), Citigroup’s end-of-period loans were largely unchanged, ashigher interest rates across businesses and strong loan growth in ICGPBWM waswere partially offset by lower loansdeclines in Banking in GCB and Corporate/Other. Citigroup’s end-of-period depositsInstitutional Clients
73


increased 3% to $1.3 trillion. ExcludingGroup (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 FX translation, 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 increasedwere $1.4 trillion, up 4%, reflecting growth versus the prior year, largely driven by Treasury and trade solutions in both GCB and ICG. (As used throughout this Form 10-K, Citi’s results of operations excluding, partially offset by the impact of FX translation are non-GAAP financial measures. Citi believes the presentation of its results of operations and financial condition excluding the impact of FX translation provides a meaningful depiction of the underlying fundamentals of its businesses for investors, industry analysts and others.)foreign exchange translation.

Expenses
CitigroupCitigroup’s operating expenses of $48.2$51.3 billion increased 9%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. Excludingyear, largely 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 Citi 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 expense reduction from the exit markets.
Asia
 divestitures, expenses of $47.0 billion increased 6%, primarily reflecting investments in Citi’s transformation, including infrastructure supporting its risk and control environment, business-led investments and revenue- and transaction-related expenses, partially offset by productivity savings.
Citi expects to incur higher expenses in 2022 to continue to be impacted2023, primarily driven by its transformation-related investments, volume-related expenses and business-led investments.inflation-related impacts.

Cost of Credit
Citi’s total provisions for credit losses and for benefits and claims werewas a cost of $5.2 billion, compared to a benefit of $3.8 billion compared to a costin the prior year. Results in 2022 included net credit losses of $17.5$3.8 billion versus $4.9 billion in the prior year primarily related to the pandemic.year. The decreasedhigher 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 reserve release of $8.8 billion (versus a build of $9.8 billion in the prior year) as well asyear, partially offset by the lower net credit losses. Citi’sThe net ACL releasebuild was primarily reflected improvementdue to cards loan growth in Citi’sPBWM and a deterioration in macroeconomic outlook and portfolio credit quality. Citi could experience higher credit costs in 2022, as the level of ACL releases from 2021 are unlikely to continue, and Citi expects to build ACL reserves for new lending volumes.
assumptions. For furtheradditional information on the drivers of Citi’s ACL, see “Significant Accounting
Policies and Significant Estimates—Citi’s Allowance for Credit Losses (ACL)” below.
Net credit losses of $4.9$3.8 billion declined 36%decreased 23% from the prior year.year, largely driven by lower consumer net credit losses. Consumer net credit losses of $4.5decreased 20% to $3.6 billion, decreased 32%, primarily reflecting lower loan volumes and improved delinquencieslow 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 North AmericaPBWM cards portfolios.. Corporate net credit losses of $395decreased 54% to $178 million, decreased 60%, primarily reflectinglargely driven by improvements in portfolio credit quality.
Citi expects to incur higher net credit losses in 2023, primarily driven by continued normalization toward pre-pandemic levels, particularly in the cards business in PBWM.
For additional information on Citi’s consumer and corporate credit costs, and ACL, see each respective business’s results of operations and “Credit Risk” below.

Capital
Citigroup’s Common Equity Tier 1CET1 Capital ratio was 13.0% as of December
31, 2022, compared to 12.2% as of December 31, 2021, based
on the Basel III Standardized Approach framework for determining risk-weighted assets compared(RWA). The increase was primarily driven by net income, impacts from the closing of the Australia, Philippines and other Asia consumer banking business sales and business actions to 11.5% asreduce RWA, partially offset by the return of December 31, 2020, basedcapital to common shareholders and interest rate impacts on the Basel III Advanced Approaches for determining risk-weighted assets.Citigroup’s investment portfolio. The increase in Citi’s CET1 Capital ratio was also partially offset by the ratio primarily reflected actions to reduce risk-weighted assets (RWA) and a temporary pause in common share repurchases in the fourth quarterimpact of 2021, in preparation for the implementation ofadopting the Standardized Approach for Counterparty Credit Risk (SA-CCR) on January 1, 2022. Citi resumed common share repurchases in January 2022.
Citigroup’s Supplementary Leverage ratio as of December 31, 2022 was 5.8%, compared to 5.7% as of December 31, 2021, compared to 7.0% as of December 31, 2020.2021. The decreaseincrease was primarily driven by the expiration of temporary relief granteda decrease in Total Leverage Exposure, partly offset by the Federal Reserve Board (FRB) as of the end of the first quarter of 2021.lower Tier 1 Capital. For additional information on SA-CCR and Citi’s capital ratios and related components, see “Capital Resources” below.
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 Small Business and Middle-Market Banking (Mexico Consumer/SBMM) business (for additional information, see “Macroeconomic and Other Risks and Uncertainties” and the capital return risk factor in “Risk Factors” below) and to continue to have ample capital to serve its clients.

Institutional Clients Group
ICG net income of $15.7$10.7 billionincreased 36% decreased 25%, reflecting lower cost of credit,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 expenses and lower revenues. ICGoperating expenses of $26.3 billion increased 8% to $26.5 billion, reflecting10%, primarily driven by continued investmentsinvestment in Citi’s transformation, business-led investments and revenue- and transaction-relatedvolume-related expenses, partially offset by a Revlon-related wire transfer recovery, the impact of foreign exchange translation and productivity savings.
ICGrevenues of $43.9$41.2 billion decreasedincreased 3%, as a 7% increase in Banking revenues was more than offset by an 11% decline in Markets and securities services revenues. The increase in Banking revenues included the impact of $144 million of (including losses on loan hedges related to corporate lending and the private bank, compared to losses of $51 million in the prior year.
Banking revenues of $23.3 billion (excluding the impact of losses on loan hedges) increased 7%, as higher revenuesrevenue growth in investment bankingServices and the private bank wereMarkets was partially offset by lower revenues in treasuryBanking. 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 of $16.0 billion increased 27%. Treasury and trade solutions (TTS) revenues of $12.2 billion increased 32%, driven by 46% growth in net interest income and corporate10% 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 foreign exchange translation, partially offset by a 1% decrease in non-interest revenue due to the impact of lower global financial markets.
Markets revenues of $19.1 billion increased 7% versus the prior year, largely driven by Fixed income markets, partially offset by lower client activity levels in Equity markets, as well as business actions to reduce RWA. Fixed income markets revenues of $14.6 billion increased 13%, driven by strength in rates and currencies. Equity markets revenues of $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 35%, including 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 in Investment banking and Corporate lending. Investment banking revenues of $7.5$3.1 billion increased 30%, reflecting growth across products, particularly in advisory and equity underwriting. Advisory revenues increased 78% to $1.8 billion, equity underwriting revenues increaseddecreased 53% to $2.4 billion and debt underwriting revenues increased 3% to $3.3 billion.
Treasury and trade solutions revenues of $9.4 billion declined 4%, as higher feeheightened macroeconomic uncertainty and volatility continued to impact client activity. Excluding the gain and loss on loan hedges, Corporate lending revenues including a recovery in commercial card revenues, as well as growth in trade were more than offsetdecreased 8% versus the prior year, driven by the impact of lower deposit spreads. Private bank revenues increased 5%. Excluding the impact of gains on loan hedges, private bank revenues of $4.0 billion increased 6%, driven byforeign currency translation, higher loan volumes and spreads, as well as higher managed investments and deposits, partially offset by lower deposit spreads. Corporate lending revenues decreased 3%. Excluding the impact of losses on loan hedges, corporate lending revenues of $2.3 billion decreased 1%, as lower cost of funds was more than offset by lower loan volumes.
Markets and securities services revenues of $20.8 billion decreased 11%.Fixed income markets revenues of $13.7 billion decreased 22%, reflecting a normalization in market activity across rates and spread products. Equity markets revenues of $4.5 billion increased 25%, driven by growth across all products, reflecting solid client activity and favorable market conditions. Securities services revenues of $2.7 billion increased 6%, as strong fee revenues, driven by higher settlement volumes and higher assets under custody, were partially offset by lower deposit spreads. hedging costs.
For additional information on the results of operations of ICGin 2021,2022, see “Institutional Clients Group” below.
8

Global ConsumerPersonal Banking and Wealth Management
GCBPBWM net income was $6.1of $3.3 billion compared todecreased 57% versus the prior year, largely driven by a net income of $667 millionACL release in the prior year reflecting lower cost of credit, partially offset by lower revenues andversus a net ACL build in the current year, as well as higher expenses. GCBPBWM operating expenses of $20.0$16.3 billion increased 12%. Excluding the impact of FX translation and the Asia divestitures, expenses increased 5%11%, reflectingprimarily driven by continued investments in Citi’s transformation, as well asother risk and control initiatives, volume-related expenses and business-led investments, and volume-related expenses, partially offset by productivity savings.
GCBPBWM revenues of $27.3$24.2 billion decreased 10% fromincreased 4% versus the prior year. Excluding the impact of FX translationyear, as net interest income growth, driven by strong loan growth across Branded cards and the Australia loss on sale, revenues decreased 9%, as continued solid deposit growthRetail services and growth in assets under management were more thanhigher interest rates, was partially offset by a decline in non-interest revenue, driven by lower card loansinvestment product revenue in Global Wealth and lower deposit spreads. For additional information on GCB’s results of operations, including the impact of FX translation, see “Global Consumer Banking” below.higher partner payments in Retail services.
North America GCB U.S. Personal Banking revenues of $17.5$16.8 billion decreased 9%, with lower revenues across branded cards, retail services and retail banking.increased 7% versus the prior year. Branded cards revenues of $8.2$8.9 billion decreased 7%increased 9%, reflecting continueddriven by higher payment rates.net interest income. In Branded cards, new account acquisitions increased 11%, card spend volumes increased 16% and average loans increased 11%. Retail servicesrevenues of $5.1$5.5 billion decreased 15%increased 7%, reflecting continued
driven by higher payment rates and lower average loans as well asnet interest income, partially offset by higher partner payments. Retail banking revenues of $4.2$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 7%,2% versus the prior year, as the benefit of stronger deposit volumes wasinvestment product revenue headwinds, particularly in Asia, more than offset by lowernet interest income growth from higher interest rates and higher loan and deposit spreads and lower mortgage revenues.volumes.
North America GCB average deposits of $206 billion increased 17% year-over-year and average retail banking loans of $50 billion decreased 4% year-over-year, while assets under management of $87 billion increased 8%. Average branded cards loans of $81 billion decreased 4% and average retail services loans decreased 7%, reflecting higher payment rates. Branded cards spend volume of $411 billion increased 21% and retail services spend volume of $92 billion increased 18%, reflecting a recovery in sales activity from the pandemic-driven low levels in the prior year. For additional information on the results of operations of North America GCBPBWM in 2021,2022, see “Global Consumer Banking—North America GCBPersonal Banking and Wealth Management” below.
International
Legacy Franchises
GCBLegacy Franchises revenues (consistingnet loss of Latin America GCB and Asia GCB (which includes the results$12 million compared to net income of operations$1 million in certain EMEA countries)) of $9.8 billion declined 11% versus the prior year. Excludingyear, primarily driven by higher cost of credit, partially offset by lower expenses and higher revenues, primarily reflecting the impact of FX translationPhilippines and Thailand gains on sales in the current year and the Australia loss on sale internationalin the prior year. GCB Legacy Franchisesrevenues declined 7%. Excluding the impact expenses of FX translation, Latin America GCB revenues$7.8 billion decreased 9%6%, largely driven by lower average loansthe absence of the Korea VERP charge in the prior year and lower deposit spreads. Excluding the impactbenefit from closing the five exit markets, partially offset by the $535 million goodwill impairment, an approximate $70 million impairment of FX translationlong-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 Asia GCB in the prior year. Excluding these divestiture-related impacts, revenues decreased 6%15%, reflecting lower spreads, partially offsetprimarily driven by higher investment revenues. 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 Latin America GCB and Asia GCBLegacy Franchises in 2021, including the impacts of FX translation,2022, see “Global Consumer Banking—Latin America GCB” and “Global Consumer Banking—Asia GCBLegacy Franchises” below. For additional information on Citi’s consumer banking business in Australia, see “Global Consumer Banking—Asia GCB” below.
Year-over-year, excluding the impact of FX translation, international GCB average deposits of $146 billion increased 5%, average retail banking loans of $72 billion decreased 3% and assets under management of $145 billion increased 5%. On this basis, international GCB average card loans of $20 billion decreased 13%, while credit card spend volumes of $100 billion increased 9%, reflecting a continued recovery in credit card spend activity from the pandemic-related low levels in the prior year.

Corporate/Other
Corporate/Other net income was $215$879 million, compared to a net loss of $1.1 billion$8 million in the prior year, reflecting higher revenues,revenue and lower expenses, partially offset by lower costincome tax benefits, as well as the second quarter of credit, and the2022 release of a foreign tax credit (FTC) valuation allowance. OperatingCTA (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 $1.6 billion$953 million decreased 14%31%, reflecting the absence of the prior year’s civil money penaltyprimarily driven by lower consulting expenses and the wind-downimpact of legacy assets, partially offset by increases related to Citi’s transformation.certain legal settlements.
Corporate/Other revenues of $667 million compared to $71 million$1.4 billion increased from $0.5 billion in the prior year, primarily driven by higher net revenueinterest income, primarily from the investment portfolio. portfolio, partially offset by lower non-interest revenue, primarily due to the absence of mark-to-market gains in the prior year as well as higher hedging costs.
For additional information on the results of operations of Corporate/Other in 2021,2022, 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 FRBFederal 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'sCiti’s CEO has made the strengthening of Citi'sCiti’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.

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9
7


RESULTS OF OPERATIONS
SUMMARY OF SELECTED FINANCIAL DATA

Citigroup Inc. and Consolidated Subsidiaries
In millions of dollars, except per share amountsIn millions of dollars, except per share amounts20212020201920182017In millions of dollars, except per share amounts20222021202020192018
Net interest income(1)
Net interest income(1)
$42,494 $44,751 $48,128 $46,562 $45,061 
Net interest income(1)
$48,668 $42,494 $44,751 $48,128 $47,744 
Non-interest revenueNon-interest revenue29,390 30,750 26,939 27,474 28,632 Non-interest revenue26,670 29,390 30,750 26,939 26,292 
Revenues, net of interest expenseRevenues, net of interest expense$71,884 $75,501 $75,067 $74,036 $73,693 Revenues, net of interest expense$75,338 $71,884 $75,501 $75,067 $74,036 
Operating expenses(1)
Operating expenses(1)
48,193 44,374 42,783 43,023 43,481 
Operating expenses(1)
51,292 48,193 44,374 42,783 43,023 
Provisions for credit losses and for benefits and claimsProvisions for credit losses and for benefits and claims(3,778)17,495 8,383 7,568 7,451 Provisions for credit losses and for benefits and claims5,239 (3,778)17,495 8,383 7,568 
Income from continuing operations before income taxesIncome from continuing operations before income taxes$27,469 $13,632 $23,901 $23,445 $22,761 Income from continuing operations before income taxes$18,807 $27,469 $13,632 $23,901 $23,445 
Income taxes(2)
Income taxes(2)
5,451 2,525 4,430 5,357 29,388 
Income taxes(2)
3,642 5,451 2,525 4,430 5,357 
Income (loss) from continuing operations$22,018 $11,107 $19,471 $18,088 $(6,627)
Income from continuing operationsIncome from continuing operations$15,165 $22,018 $11,107 $19,471 $18,088 
Income (loss) from discontinued operations, net of taxesIncome (loss) from discontinued operations, net of taxes7 (20)(4)(8)(111)Income (loss) from discontinued operations, net of taxes(231)7 (20)(4)(8)
Net income (loss) before attribution of noncontrolling interests$22,025 $11,087 $19,467 $18,080 $(6,738)
Net income before attribution of noncontrolling interestsNet income before attribution of noncontrolling interests$14,934 $22,025 $11,087 $19,467 $18,080 
Net income attributable to noncontrolling interests
Net income attributable to noncontrolling interests
73 40 66 35 60 
Net income attributable to noncontrolling interests
89 73 40 66 35 
Citigroup’s net income (loss)(2)
$21,952 $11,047 $19,401 $18,045 $(6,798)
Citigroup’s net incomeCitigroup’s net income$14,845 $21,952 $11,047 $19,401 $18,045 
Earnings per shareEarnings per shareEarnings per share
BasicBasicBasic
Income (loss) from continuing operations$10.21 $4.75 $8.08 $6.69 $(2.94)
Net income (loss)10.21 4.74 8.08 6.69 (2.98)
Income from continuing operationsIncome from continuing operations$7.16 $10.21 $4.75 $8.08 $6.69 
Net incomeNet income7.04 10.21 4.74 8.08 6.69 
DilutedDilutedDiluted
Income (loss) from continuing operations$10.14 $4.73 $8.04 $6.69 $(2.94)
Net income (loss)
10.14 4.72 8.04 6.68 (2.98)
Income from continuing operationsIncome from continuing operations$7.11 $10.14 $4.73 $8.04 $6.69 
Net incomeNet income7.00 10.14 4.72 8.04 6.68 
Dividends declared per common shareDividends declared per common share2.04 2.04 1.92 1.54 0.96 Dividends declared per common share2.04 2.04 2.04 1.92 1.54 
Common dividendsCommon dividends$4,196 $4,299 $4,403 $3,865 $2,595 Common dividends$4,028 $4,196 $4,299 $4,403 $3,865 
Preferred dividends(1)Preferred dividends(1)1,040 1,095 1,109 1,174 1,213 Preferred dividends(1)1,032 1,040 1,095 1,109 1,174 
Common share repurchasesCommon share repurchases7,600 2,925 17,875 14,545 14,538 Common share repurchases3,250 7,600 2,925 17,875 14,545 

Table continues on the next page, including footnotes.
108


SUMMARY OF SELECTED FINANCIAL DATA
(Continued)
Citigroup Inc. and Consolidated Subsidiaries
In millions of dollars, except per share amounts, ratios and direct staffIn millions of dollars, except per share amounts, ratios and direct staff20212020201920182017In millions of dollars, except per share amounts, ratios and direct staff20222021202020192018
At December 31:At December 31:At December 31:
Total assetsTotal assets$2,291,413 $2,260,090 $1,951,158 $1,917,383 $1,842,465 Total assets$2,416,676 $2,291,413 $2,260,090 $1,951,158 $1,917,383 
Total depositsTotal deposits1,317,230 1,280,671 1,070,590 1,013,170 959,822 Total deposits1,365,954 1,317,230 1,280,671 1,070,590 1,013,170 
Long-term debtLong-term debt254,374 271,686 248,760 231,999 236,709 Long-term debt271,606 254,374 271,686 248,760 231,999 
Citigroup common stockholders’ equity(2)
Citigroup common stockholders’ equity(2)
182,977 179,962 175,262 177,760 181,487 
Citigroup common stockholders’ equity(2)
182,194 182,977 179,962 175,262 177,760 
Total Citigroup stockholders’ equity(2)
Total Citigroup stockholders’ equity(2)
201,972 199,442 193,242 196,220 200,740 
Total Citigroup stockholders’ equity(2)
201,189 201,972 199,442 193,242 196,220 
Average assetsAverage assets2,347,709 2,226,454 1,978,805 1,920,242 1,875,438 Average assets2,396,023 2,347,709 2,226,454 1,978,805 1,920,242 
Direct staff (in thousands)
Direct staff (in thousands)
223 210 200 204 209 
Direct staff (in thousands)
240 223 210 200 204 
Performance metricsPerformance metricsPerformance metrics
Return on average assetsReturn on average assets0.94 %0.50 %0.98 %0.94 %(0.36)%Return on average assets0.62 %0.94 %0.50 %0.98 %0.94 %
Return on average common stockholders’ equity(3)(2)
Return on average common stockholders’ equity(3)(2)
11.5 5.7 10.3 9.4 (3.9)
Return on average common stockholders’ equity(3)(2)
7.7 11.5 5.7 10.3 9.4 
Return on average total stockholders’ equity(3)(2)
Return on average total stockholders’ equity(3)(2)
10.9 5.7 9.9 9.1 (3.0)
Return on average total stockholders’ equity(3)(2)
7.5 10.9 5.7 9.9 9.1 
Return on tangible common equity (RoTCE)(4)(3)
Return on tangible common equity (RoTCE)(4)(3)
13.4 6.6 12.1 11.0 8.1 
Return on tangible common equity (RoTCE)(4)(3)
8.9 13.4 6.6 12.1 11.0 
Efficiency ratio (total operating expenses/total revenues, net)Efficiency ratio (total operating expenses/total revenues, net)67.0 58.8 57.0 58.1 59.0 Efficiency ratio (total operating expenses/total revenues, net)68.1 67.0 58.8 57.0 58.1 
Basel III ratios(5)
Basel III ratios(5)
Basel III ratios(5)
Common Equity Tier 1 Capital(6)
12.25 %11.51 %11.79 %11.86 %12.36 %
CET1 Capital(4)
CET1 Capital(4)
13.03 %12.25 %11.51 %11.79 %11.86 %
Tier 1 Capital(6)(4)
Tier 1 Capital(6)(4)
13.91 13.06 13.33 13.43 14.06 
Tier 1 Capital(6)(4)
14.80 13.91 13.06 13.33 13.43 
Total Capital(6)(4)
Total Capital(6)(4)
16.04 15.33 15.87 16.14 16.30 
Total Capital(6)(4)
15.46 16.04 15.33 15.87 16.14 
Supplementary Leverage ratioSupplementary Leverage ratio5.73 6.99 6.20 6.40 6.68 Supplementary Leverage ratio5.82 5.73 6.99 6.20 6.40 
Citigroup common stockholders’ equity to assets(2)
Citigroup common stockholders’ equity to assets(2)
7.99 %7.96 %8.98 %9.27 %9.85 %
Citigroup common stockholders’ equity to assets(2)
7.54 %7.99 %7.96 %8.98 %9.27 %
Total Citigroup stockholders’ equity to assets(2)
Total Citigroup stockholders’ equity to assets(2)
8.81 8.82 9.90 10.23 10.90 
Total Citigroup stockholders’ equity to assets(2)
8.33 8.81 8.82 9.90 10.23 
Dividend payout ratio(7)(5)
Dividend payout ratio(7)(5)
20 43 24 23 NM
Dividend payout ratio(7)(5)
29 20 43 24 23 
Total payout ratio(8)(6)
Total payout ratio(8)(6)
56 73 122 109 NM
Total payout ratio(8)(6)
53 56 73 122 109 
Book value per common share(2)
Book value per common share(2)
$92.21 $86.43 $82.90 $75.05 $70.62 
Book value per common share(2)
$94.06 $92.21 $86.43 $82.90 $75.05 
Tangible book value (TBV) per share(4)(3)
Tangible book value (TBV) per share(4)(3)
79.16 73.67 70.39 63.79 60.16 
Tangible book value (TBV) per share(4)(3)
81.65 79.16 73.67 70.39 63.79 

(1)    Revenue previously referred to as net interest revenue is now referred to as net interest income. During the fourth quarterCertain series of 2021, Citi reclassified deposit insurance expenses from Interest expense to Other operating expenses for all periods presented. Amounts reclassified for each year were $1,207 million for 2021, $1,203 million for 2020, $781 million for 2019, $1,182 million for 2018 and $1,249 million for 2017.preferred stock have semiannual payment dates. See Note 1 to the Consolidated Financial Statements.21.
(2)    2017 includes the one-time impact related to enactment of the Tax Cuts and Jobs Act (Tax Reform). 2020, 2019 and 2018 reflect the tax rate structure post Tax Reform. RoTCE for 2017 excludes the one-time impact from Tax Reform and is a non-GAAP financial measure. For additional information, see “Significant Accounting Policies and Significant Estimates—Income Taxes” below.
(3)    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.
(4)(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.
(5)(4)    Citi’s risk-based capital and leverage ratios for 2017 are non-GAAP financial measures, which reflect full implementation of regulatory capital adjustments and deductions prior to the effective date of January 1, 2018.
(6)    Citi’s reportable Common Equity Tier 1binding CET1 Capital and Tier 1 Capital ratios were derived under the Basel III Standardized Approach as of December 31, 2022, 2021, 2019 and the reportable Total Capital ratio was the lower2018, and were derived under the Basel III Advanced Approaches framework as of December 31, 2021 and December 31, 2019 to 2017.2020. Citi’s reportable Common Equity Tier 1 Capital, Tier 1 Capital andbinding Total Capital ratios were the lowerratio was derived under the Basel III Advanced Approaches framework as of December 31, 2020.for all periods presented.
(7)(5)    Dividends declared per common share as a percentage of net income per diluted share.
(8)(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 to the Consolidated Financial Statements and “Equity Security Repurchases” below for the component details.

9


SEGMENT REVENUES AND INCOME (LOSS)

REVENUES

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)%

NM Not meaningful


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


1110

SEGMENT AND BUSINESS—INCOME (LOSS) AND REVENUES

CITIGROUP INCOME

In millions of dollars202120202019% Change
2021 vs. 2020		% Change
2020 vs. 2019
Income (loss) from continuing operations
Institutional Clients Group
North America$5,781 $3,310 $3,407 75 %(3)%
EMEA4,347 3,280 3,836 33 (14)
Latin America2,429 1,390 2,101 75 (34)
Asia3,206 3,573 3,432 (10)4 
Total$15,763 $11,553 $12,776 36 %(10)%
Global Consumer Banking
North America$5,934 $(46)$3,157 NMNM
Latin America798 241 885 NM(73)%
Asia(1)
(686)468 1,537 NM(70)
Total$6,046 $663 $5,579 NM(88)%
Corporate/Other209 (1,109)1,116 NMNM
Income from continuing operations$22,018 $11,107 $19,471 98 %(43)%
Discontinued operations$7 $(20)$(4)NMNM
Less: Net income attributable to noncontrolling interests73 40 66 83 %(39)%
Citigroup’s net income$21,952 $11,047 $19,401 99 %(43)%

(1)    Asia GCB includes the results of operations of GCB activities in certain EMEA countries.
NM Not meaningful

CITIGROUP REVENUES

In millions of dollars202120202019% Change
2021 vs. 2020		% Change
2020 vs. 2019
Institutional Clients Group
North America$16,748 $17,476 $13,603 (4)%28 %
EMEA13,094 13,041 12,157 — 7 
Latin America4,946 4,981 5,275 (1)(6)
Asia9,099 9,590 8,789 (5)9 
Total$43,887 $45,088 $39,824 (3)%13 %
Global Consumer Banking
North America$17,481 $19,284 $20,460 (9)%(6)%
Latin America4,250 4,466 5,334 (5)(16)
Asia(1)
5,599 6,592 7,427 (15)(11)
Total$27,330 $30,342 $33,221 (10)%(9)%
Corporate/Other667 71 2,022 NM(96)
Total Citigroup net revenues$71,884 $75,501 $75,067 (5)%1 %

(1)    Asia GCB includes the results of operations of GCB activities in certain EMEA countries.
NM Not meaningful

12

SEGMENT BALANCE SHEET(1)—DECEMBER 31, 20212022
In millions of dollarsIn millions of dollarsInstitutional
Clients
Group		Global
Consumer
Banking
Corporate/Other
and
consolidating
eliminations(2)
Citigroup
parent
company-
issued
long-term
debt and
stockholders’
equity(3)
Total
Citigroup
consolidated		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
AssetsAssets  Assets   
Cash and deposits with banks, net of allowanceCash and deposits with banks, net of allowance$90,714 $7,953 $163,366 $— $262,033 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 allowanceSecurities borrowed and purchased under agreements to resell, net of allowance326,937 118 233 — 327,288 Securities borrowed and purchased under agreements to resell, net of allowance364,673 425 303 — — 365,401 
Trading account assetsTrading account assets318,495 1,186 12,264 — 331,945 Trading account assets319,376 2,250 639 11,849 — 334,114 
Investments, net of allowanceInvestments, net of allowance132,357 1,218 379,247 — 512,822 Investments, net of allowance140,613 73 1,516 384,380 — 526,582 
Loans, net of unearned income and allowance for credit losses on loansLoans, net of unearned income and allowance for credit losses on loans393,681 253,721 3,910 — 651,312 Loans, net of unearned income and allowance for credit losses on loans279,337 324,260 36,650 — — 640,247 
Other assets, net of allowanceOther assets, net of allowance112,901 51,480 41,632 — 206,013 Other assets, net of allowance111,477 25,559 27,764 43,507 — 208,307 
Net inter-segment liquid assets(4)
386,448 116,728 (503,176)— — 
Net intersegment liquid assets(4)
Net intersegment liquid assets(4)
406,143 134,852 26,592 (567,587)— — 
Total assetsTotal assets$1,761,533 $432,404 $97,476 $— $2,291,413 Total assets$1,729,908 $493,830 $96,715 $96,223 $— $2,416,676 
Liabilities and equityLiabilities and equity Liabilities and equity 
Total depositsTotal deposits$949,522 $361,808 $5,900 $— $1,317,230 Total deposits$845,364 $437,813 $50,994 $31,783 $— $1,365,954 
Securities loaned and sold under agreements to repurchaseSecurities loaned and sold under agreements to repurchase188,784 2,498 3 — 191,285 Securities loaned and sold under agreements to repurchase199,895 80 2,469 — — 202,444 
Trading account liabilitiesTrading account liabilities160,353 763 413 — 161,529 Trading account liabilities168,550 1,636 258 203 — 170,647 
Short-term borrowingsShort-term borrowings27,309 109 555 — 27,973 Short-term borrowings34,785 2 4 12,305 — 47,096 
Long-term debt(3)
Long-term debt(3)
89,720 482 (773)164,945 254,374 
Long-term debt(3)
93,219 189 75 11,866 166,257 271,606 
Other liabilities, net of allowance88,443 32,325 15,582 — 136,350 
Net inter-segment funding (lending)(3)
257,402 34,419 75,096 (366,917)— 
Other liabilitiesOther liabilities99,353 14,514 27,868 15,356 — 157,091 
Net intersegment funding (lending)(3)
Net intersegment funding (lending)(3)
288,742 39,596 15,047 24,061 (367,446)— 
Total liabilitiesTotal liabilities$1,761,533 $432,404 $96,776 $(201,972)$2,088,741 Total liabilities$1,729,908 $493,830 $96,715 $95,574 $(201,189)$2,214,838 
Total stockholders’ equity(5)
Total stockholders’ equity(5)
— — 700 201,972 202,672 
Total stockholders’ equity(5)
— — — 649 201,189 201,838 
Total liabilities and equityTotal liabilities and equity$1,761,533 $432,404 $97,476 $— $2,291,413 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 reporting segment.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.sheet (see Notes 18 and 30). Citigroup allocates stockholders’ equity and long-term debt to its businesses through inter-segmentintersegment 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 Ratioratio (LCR) assumptions.
(5)Corporate/Other equity represents noncontrolling interests.

1311


INSTITUTIONAL CLIENTS GROUP

As of December 31, 2021, Institutional Clients Group (ICG) included Banking and includes Services, Markets and securities servicesBanking (for additional information on these businesses, see “Citigroup Operating Segments” above). ICG providedprovides 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 transactedtransacts with clients in both cash instruments and derivatives, including fixed income, foreign currency, equity and commodity products.
For information on Citi’s planned revision to its reporting structure, including the reporting of the private bank as part of a new reporting segment, Personal Banking and Wealth Management, see “Strategic Refresh—Market Exits and Planned Revision to Reporting Structure” above.
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 income.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.
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 95 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, 2021,2022, ICG had $1.8$1.7 trillion in assets and $950$845 billion in deposits. Securities services and issuer services managed $24.0$22.2 trillion in assets under custody and administration at December 31, 2021,2022, of which Citi providesprovided both custody and administrative services to certain clients related to $1.9 trillion of such assets. Managed assets under trust were $3.8$4.0 trillion at December 31, 2021.2022. For additional information on these operations, see “Administration and Other Fiduciary Fees” in Note 5 to the Consolidated Financial Statements.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 %
1412


In millions of dollars, except as otherwise noted202120202019% Change
2021 vs. 2020		% Change
2020 vs. 2019
Commissions and fees$4,750 $4,412 $4,462 8 %(1)%
Administration and other fiduciary fees3,351 2,877 2,756 16 4 
Investment banking6,741 5,009 4,440 35 13 
Principal transactions10,064 13,308 8,562 (24)55 
Other(1)
1,384 1,149 1,829 20 (37)
Total non-interest revenue$26,290 $26,755 $22,049 (2)%21 %
Net interest income (including dividends)17,597 18,333 17,775 (4)3 
Total revenues, net of interest expense$43,887 $45,088 $39,824 (3)%13 %
Total operating expenses(2)
$26,513 $24,617 $22,961 8 %7 %
Net credit losses on loans$396 $987 $394 (60)%NM
Credit reserve build (release) for loans(2,533)3,172 71 NMNM
Provision for credit losses on unfunded lending commitments(777)1,435 98 NMNM
Provisions for credit losses on HTM debt securities and other assets1 21 — (95)100 %
Provisions for credit losses$(2,913)$5,615 $563 NMNM
Income from continuing operations before taxes$20,287 $14,856 $16,300 37 %(9)%
Income taxes4,524 3,303 3,524 37 (6)
Income from continuing operations$15,763 $11,553 $12,776 36 %(10)%
Noncontrolling interests83 50 40 66 25 
Net income$15,680 $11,503 $12,736 36 %(10)%
Balance Sheet data and ratios
EOP assets (in billions of dollars)
$1,762 $1,730 $1,447 2 %20 %
Average assets (in billions of dollars)
1,812 1,706 1,493 6 14 
Return on average assets0.87 %0.67 %0.85 %
Efficiency ratio60 55 58 
Revenues by region
North America$16,748 $17,476 $13,603 (4)%28 %
EMEA13,094 13,041 12,157 — 7 
Latin America4,946 4,981 5,275 (1)(6)
Asia9,099 9,590 8,789 (5)9 
Total$43,887 $45,088 $39,824 (3)%13 %
Income from continuing operations by region 
North America$5,781 $3,310 $3,407 75 %(3)%
EMEA4,347 3,280 3,836 33 (14)
Latin America2,429 1,390 2,101 75 (34)
Asia3,206 3,573 3,432 (10)4 
Total$15,763 $11,553 $12,776 36 %(10)%
Average loans by region (in billions of dollars)
 
North America$202 $201 $188 — %7 %
EMEA89 88 87 1 1 
Latin America32 39 40 (18)(3)
Asia73 71 73 3 (3)
Total$396 $399 $388 (1)%3 %
EOP deposits by business (in billions of dollars)
Treasury and trade solutions$636 $651 $536 (2)%21 %
All other ICG businesses
314 273 232 15 18 
Total$950 $924 $768 3 %20 %
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.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


15
13


ICG Revenue Details

In millions of dollars202120202019% Change
2021 vs. 2020		% Change
2020 vs. 2019
Investment banking revenue details
Advisory$1,796 $1,010 $1,259 78 %(20)%
Equity underwriting2,434 1,593 973 53 64 
Debt underwriting3,283 3,184 2,984 3 7 
Total investment banking$7,513 $5,787 $5,216 30 %11 %
Treasury and trade solutions9,444 9,824 10,513 (4)(7)
Corporate lending—excluding gains (losses) on loan hedges(1)
2,291 2,310 2,985 (1)(23)
Private bank—excluding gains (losses) on loan hedges(1)
4,005 3,794 3,487 6 9 
Total Banking revenues (ex-gains (losses) on loan hedges)(1)
$23,253 $21,715 $22,201 7 %(2)%
  Losses on loan hedges(1)
$(144)$(51)$(432)NM88 %
Total Banking revenues (including gains (losses) on loan hedges), net of interest expense
$23,109 $21,664 $21,769 7 %— %
Fixed income markets(2)
$13,720 $17,588 $13,074 (22)%35 %
Equity markets4,545 3,624 2,908 25 25 
Securities services2,720 2,562 2,642 6 (3)
Other(207)(352)(569)41 38 
Total Markets and securities services revenues, net
of interest expense
$20,778 $23,424 $18,055 (11)%30 %
Total revenues, net of interest expense$43,887 $45,088 $39,824 (3)%13 %
Commissions and fees$793 $677 $782 17 %(13)%
Principal transactions(3)
7,692 11,518 7,661 (33)50 
Other(2)
831 579 1,117 44 (48)
Total non-interest revenue$9,316 $12,774 $9,560 (27)%34 %
Net interest income4,404 4,814 3,514 (9)37 
Total fixed income markets(4)
$13,720 $17,588 $13,074 (22)%35 %
Rates and currencies$8,903 $12,162 $9,242 (27)%32 %
Spread products/other fixed income4,817 5,426 3,832 (11)42 
Total fixed income markets$13,720 $17,588 $13,074 (22)%35 %
Commissions and fees$1,231 $1,245 $1,121 (1)%11 %
Principal transactions(3)
1,986 1,281 775 55 65 
Other191 322 172 (41)87 
Total non-interest revenue$3,408 $2,848 $2,068 20 %38 %
Net interest income1,137 776 840 47 (8)
Total equity markets(4)
$4,545 $3,624 $2,908 25 %25 %
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 private bank and 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 private bank and corporate lending revenues to reflect the cost of credit protection. Gains (losses) on loan hedges include $(131) million and $(74) million related to the corporate loan portfolio and $(13) million and $23 million related to the private bank for the years ended December 31, 2021 and 2020, respectively. All of gains (losses) on loan hedges are related to the corporate loan portfolio for the year ended December 31, 2019. Citigroup’s results of operations excluding the impact of gains (losses) on loan hedges are non-GAAP financial measures.
(2)    2019 includes an approximate $350 million gain on Citi’s investment in Tradeweb.
(3)    Excludes principal transactions revenues of ICG businesses other than Markets, primarily treasury and trade solutions and the private bank.
(4)    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.revenue within Non-interest revenue. For a description of the composition of these revenue line items, see Notes 4, 5 and 66.
(2)    Credit derivatives are used to economically hedge a portion of the Consolidated Financial Statements.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.
NM Not meaningful





16
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.

20212022 vs. 20202021
Net income of $15.7$10.7 billion increased 36% versus the prior year,decreased 25%, primarily driven by lowersubstantially higher cost of credit and higher expenses, partially offset by higher expenses and lower revenues.
Revenues decreasedincreased 3% (including gain (loss) on loan hedges), primarily reflecting lower Marketshigher Services and securities servicesMarkets revenues, partially offset by higher lower Banking revenues. BankingServices revenues were up 7% (both including and excluding the impact of losses on loan hedges)27%, driven by higher revenues in investment bankingboth TTS and the private bank, partially offset by lower revenues in treasury and trade solutions and corporate lending. Securities services. Markets and securities services revenues were down 11%up 7%, primarily reflecting a normalization in fixeddriven by higher Fixed income markets revenues, partially offset by growthlower Equity markets 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 equity marketsboth Investment banking and securities services.Corporate lending.
Citi expects that revenues in its marketsMarkets and investmentInvestment banking businesses will continue to reflect the overall market environment during 2022.2023.

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:

•BankingFixed 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 up 30%down 53%, reflecting growtha significant decline in the overall market wallet.wallet and loss in wallet share, as heightened macroeconomic uncertainty and volatility continued to impact client activity. Advisory revenues increased 78%decreased 24%, reflecting strengtha decline in North America and EMEA,, driven by growththe 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 gains. Equityloss. The decline in debt underwriting revenues increased 53%, reflecting strength in North Americaalso reflected markdowns on loan commitments and EMEA, driven by growth in the market wallet, as well as wallet share gains. Debt underwriting revenues increased 3%, reflecting strength in EMEA, as growth in the market wallet was partially offset by a decline in wallet share.
•Treasury and trade solutions revenues decreased 4% (both including and excluding the impact of FX translation), reflecting a decline in revenues in the cash business, partially offset by an increase in trade revenues. Cash revenues decreased, driven by the ongoing impact of lower deposit spreads. The decrease was partially offset by strong growth in fee revenues reflecting solid client engagement and growth in transaction volumes, including growth in USD clearing, commercial cards and cross-border solutions. The increase in trade revenues was driven by improved trade spreads and growth in loans, reflecting an increase in trade flows and originations, primarily in Asia and EMEA. Average trade loans increased 5% (both including and excluding the impact of FX translation).losses on loan sales.
•Corporate lending revenues decreased 3%increased 8%, including the impact of lossesgain (loss) on loan hedges. Excluding the impact of lossesgain (loss) on loan hedges, revenues decreased 1%8%, as lowerprimarily driven by the impacts of foreign currency translation, higher cost of funds was more than offset by lower loan volumes, reflecting muted demand given strong client liquidity positions. Average loans decreased 20% during the current year.
•Private bank revenues increased 5%. Excluding the impact of gains (losses) on loan hedges, revenues increased 6%, driven by strong performance in North America and EMEA. The higher revenues reflected continued momentum with new and existing clients,
resulting in higher loan volumes and spreads, higher managed investments revenues and higher deposit volumes. The increase in revenues was partially offset by lower deposit spreads due to the ongoing low interest rate environment and lower capital markets revenue.

Within Markets and securities services:

•Fixed income markets revenues decreased 22%, reflecting lower revenues across all regions, largely driven by a comparison to a strong prior year, as well as a normalization in market activity, particularly in rates and currencies, and spread products. Non-interest revenues decreased, reflecting lower investor client activity across rates and currencies and spread products. Net interest income also decreased, largely reflecting a change in the mix of trading positions.
Rates and currencies revenues decreased 27%, driven by the normalization in market activity, and a comparison to a strong prior year that included elevated levels of volatility related to the pandemic. Spread products and other fixed income revenues decreased 11%, driven by a comparison to a strong prior year and the normalization in market activity, particularly in flow trading and structured products, reflecting lower volatility and spreads, partially offset by strong securitization activity.
•Equity markets revenues increased 25%, driven by growth across all products. Equity derivatives revenues increased reflecting higher client activity, particularly in EMEA and North America. Prime finance revenues increased due to favorable market conditions as well as growth in client balances. Cash equities revenues increased modestly, reflecting higher client activity. Non-interest revenues increased, primarily due to higher principal transactions revenues, reflecting higher client activity.
•Securities services revenues increased 6%. Excluding the impact of FX translation, revenues increased 7%, as an increase in fee revenues with both new and existing clients, driven by growth in assets under custody and settlement volumes, was partially offset by lower deposit spreads.hedging costs.

Expenses were up 8%10%, primarily driven by continued investmentsinvestment in Citi’s transformation, business-led investments and higher incentive compensation, as well as transactional relatedvolume-related expenses, partially offset by a Revlon-related wire transfer recovery, the impact of foreign exchange translation and productivity savings.
Provisions reflectedwere $911 million, compared to a benefit of $2.9 billion compared to costs of $5.6$2.5 billion in the prior year, driven by an ACL release andbuild, partially offset by lower net credit losses.
Net credit losses declined to $396$152 million, from $987compared to $356 million in the prior year, driven by improvements in portfolio credit quality.
The ACL releasebuild was $3.3 billion$759 million, compared to a buildrelease of $4.6$2.8 billion in the prior year. The releaseACL build was primarily driven by improvementsa deterioration in portfolio credit quality as well as Citi’s improved macroeconomic outlook.assumptions. For additional information
17

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 deposits and loans, see “Managing Global Risk—Liquidity Risk—Loans” and “—Deposits” below.
For additional information on ICG’scorporate credit portfolio, see “Managing Global Risk—Credit Risk—Corporate Credit” 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 “Risk Factors”“—Russia” below.



1816














































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1917


GLOBAL CONSUMERPERSONAL BANKING AND WEALTH MANAGEMENT

AsPersonal Banking and Wealth Management (PBWM) consists of December 31, 2021, U.S. Personal Banking and Global ConsumerWealth Management (Global Wealth). U.S. Personal Banking (GCB) consisted of consumerincludes Retail banking, businesses in North America, Latin America (consisting of Citi’s consumer banking business in Mexico) and Asia. GCB providedwhich provides traditional banking services to retail customers through retail banking, branded cards and, in the U.S., retail services (for information on consumer market exits related to Latin America GCB and Asia GCB as well as Citi’s planned revision to its reporting structure, see “Strategic Refresh—Market Exits and Planned Revision to Reporting Structure” above).
GCB’s markets in the U.S., Mexico and Asia had a combined 2,154 branches in 19 countries and jurisdictions as of December 31, 2021. At December 31, 2021, GCB had $267 billion in loans and $362 billion in retail banking deposits (excluding approximately $10 billion of loans and $8 billion of deposits reclassified to held-for-sale as a result of Citi’s agreements to sell its consumer banking businesses in Australia and the Philippines).

In millions of dollars, except as otherwise noted202120202019% Change
2021 vs. 2020		% Change
2020 vs. 2019
Net interest income$24,238 $26,551 $28,455 (9)%(7)%
Non-interest revenue3,092 3,791 4,766 (18)(20)
Total revenues, net of interest expense$27,330 $30,342 $33,221 (10)%(9)%
Total operating expenses$20,035 $17,834 $18,039 12 %(1)%
Net credit losses on loans$4,582 $6,646 $7,382 (31)%(10)%
Credit reserve build (release) for loans(5,174)4,951 439 NMNM
Provision for credit losses on unfunded lending commitments— — 1 — 100 
Provisions for benefits and claims, and other assets96 105 73 (9)44 
Provisions for credit losses and for benefits and claims (PBC)$(496)$11,702 $7,895 NM48 %
Income from continuing operations before taxes$7,791 $806 $7,287 NM(89)%
Income taxes1,745 143 1,708 NM(92)
Income from continuing operations$6,046 $663 $5,579 NM(88)%
Noncontrolling interests(11)(4)6 NMNM
Net income$6,057 $667 $5,573 NM(88)%
Balance Sheet data and ratios
EOP assets (in billions of dollars)
$432 $434 $407 — %7 %
Average assets (in billions of dollars)
440 426 389 3 10 
Return on average assets1.38 %0.16 %1.43 %
Efficiency ratio73 59 54 
Average retail banking deposits (in billions of dollars)
$352 $311 $277 13 12 
Net credit losses as a percentage of average loans1.72 %2.39 %2.60 %
Revenue by business
Retail banking$10,776 $11,996 $12,758 (10)%(6)%
Cards(1)
16,554 18,346 20,463 (10)(10)
Total$27,330 $30,342 $33,221 (10)%(9)%
Income from continuing operations by business
Retail banking$(830)$557 $1,741 NM(68)%
Cards(1)
6,876 106 3,838 NM(97)
Total$6,046 $663 $5,579 NM(88)%

Table continues on the next page, including footnotes.
20

Foreign currency (FX) translation impact
Total revenue—as reported$27,330 $30,342 $33,221 (10)%(9)%
Impact of FX translation(2)
— 323 (157)
Total revenues—ex-FX(3)
$27,330 $30,665 $33,064 (11)%(7)%
Total operating expenses—as reported$20,035 $17,834 $18,039 12 %(1)%
Impact of FX translation(2)
— 212 (80)
Total operating expenses—ex-FX(3)
$20,035 $18,046 $17,959 11 %— %
Total provisions for credit losses and PBC—as reported$(496)$11,702 $7,895 NM48 %
Impact of FX translation(2)
— 87 (51)
Total provisions for credit losses and PBC—ex-FX(3)
$(496)$11,789 $7,844 NM50 %
Net income—as reported$6,057 $667 $5,573 NM(88)%
Impact of FX translation(2)
— 12 (11)
Net income—ex-FX(3)
$6,057 $679 $5,562 NM(88)%

(1)Includes both branded cards and retail services.
(2)Reflects the impact of FX translation into U.S. dollars at the 2021 average exchange rates for all periods presented.
(3)Presentation of this metric excluding FX translation is a non-GAAP financial measure.
NM Not meaningful




21

NORTH AMERICA GCB

As of December 31, 2021, North America GCB provided traditional retail banking and branded and retail services card products to retail and small business customers incustomers. U.S. Personal Banking’s cards portfolio includes the U.S. North America GCB’s U.S. cards product portfolio included itsfollowing proprietary portfolio (Doubleportfolios: Cash, Custom Cash, ThankYouRewards and Value cards)portfolios and co-branded cards (including, among others, American Airlines and Costco) within brandedBranded cards, as well as itsand co-brand and private label relationships (including, among others, The Home Depot, Sears, Best Buy, Sears and Macy’s) within retailRetail services. For information on Citi’s planned revisionGlobal Wealth includes Private bank, Wealth at Work and Citigold and provides financial services to its reporting structure,clients from affluent to ultra-high-net-worth through banking, lending, mortgages, investment, custody and trust product offerings in 20 countries, including the reporting of North America GCB’s consumer banking businesses as part of a new reporting segment, Personal BankingU.S., Mexico and Wealth Management, see “Strategic Refresh—Market Exitsfour wealth management centers: Singapore, Hong Kong, the UAE and Planned Revision to Reporting Structure” above.London.
At December 31, 2021, North America GCB2022, U.S. Personal Banking had 658654 retail bank branches concentrated in the six key metropolitan areas of New York, Chicago, Los Angeles, San Francisco, Miami and Washington, D.C., Los Angeles U.S. Personal Banking had $151 billion in outstanding credit card balances, $113 billion in deposits and San Francisco. Also, as of December 31, 2021, North America GCB had $48.1$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 $219.3 billion in retail banking deposits. In addition, North America GCB had $133.9$5 billion in outstanding credit card loan balances.

In millions of dollars, except as otherwise notedIn millions of dollars, except as otherwise noted202120202019% Change
2021 vs. 2020		% Change
2020 vs. 2019		In millions of dollars, except as otherwise noted202220212020% Change
2022 vs. 2021		% Change
2021 vs. 2020
Net interest incomeNet interest income$17,393 $18,938 $19,931 (8)%(5)%Net interest income$22,656 $20,646 $22,326 10 %(8)%
Non-interest revenueNon-interest revenue88 346 529 (75)(35)Non-interest revenue1,561 2,681 2,814 (42)(5)
Total revenues, net of interest expenseTotal revenues, net of interest expense$17,481 $19,284 $20,460 (9)%(6)%Total revenues, net of interest expense$24,217 $23,327 $25,140 4 %(7)%
Total operating expensesTotal operating expenses$10,832 $10,237 $10,305 6 %(1)%Total operating expenses$16,258 $14,610 $13,599 11 %7 %
Net credit losses on loansNet credit losses on loans$2,937 $4,990 $5,583 (41)%(11)%Net credit losses on loans$3,021 $3,061 $5,229 (1)%(41)%
Credit reserve build for loans(3,974)4,115 469 NMNM
Provision for credit losses on unfunded lending commitments— — 1 — 100 
Provisions for benefits and claims, and other assets19 17 19 12 (11)
Provisions for credit losses and for benefits and claims$(1,018)$9,122 $6,072 NM50 %
Credit reserve build (release) for loansCredit reserve build (release) for loans707 (4,284)4,613 NMNM
Provision (release) for credit losses on unfunded lending commitmentsProvision (release) for credit losses on unfunded lending commitments11 (16)26 NMNM
Provisions for benefits and claims (PBC), and other assetsProvisions for benefits and claims (PBC), and other assets15 15 17 — (12)
Provisions (release) for credit losses and PBCProvisions (release) for credit losses and PBC$3,754 $(1,224)$9,885 NMNM
Income from continuing operations before taxesIncome from continuing operations before taxes$7,667 $(75)$4,083 NMNMIncome from continuing operations before taxes$4,205 $9,941 $1,656 (58)%NM
Income taxesIncome taxes1,733 (29)926 NMNMIncome taxes886 2,207 334 (60)NM
Income from continuing operationsIncome from continuing operations$5,934 $(46)$3,157 NMNMIncome from continuing operations$3,319 $7,734 $1,322 (57)%NM
Noncontrolling interestsNoncontrolling interests— — — — %— %Noncontrolling interests— — — — — %
Net incomeNet income$5,934 $(46)$3,157 NMNMNet income$3,319 $7,734 $1,322 (57)%NM
Balance Sheet data and ratios 
Average assets (in billions of dollars)
$266 $266 $232 — %15 %
Return on average assets2.23 %(0.02)%1.36 %
Balance Sheet data (in billions of dollars)
Balance Sheet data (in billions of dollars)
EOP assetsEOP assets$494 $464 $453 6 %2 %
Average assetsAverage assets476 467 454 2 3 
Average loansAverage loans321 307 304 5 1 
Average depositsAverage deposits435 417 358 4 16 
Efficiency ratioEfficiency ratio62 53 50 Efficiency ratio67 %63 %54 %
Average retail banking deposits (in billions of dollars)
$206 $176 $153 17 15 
Net credit losses as a percentage of average loansNet credit losses as a percentage of average loans1.69 %2.72 %2.97 %Net credit losses as a percentage of average loans0.94 1.00 1.72 
Revenue by business 
Retail banking$4,211 $4,519 $4,558 (7)%(1)%
Revenue by reporting unit and componentRevenue by reporting unit and component
Branded cardsBranded cards8,189 8,800 9,184 (7)(4)Branded cards$8,892 $8,190 $8,799 9 %(7)%
Retail servicesRetail services5,081 5,965 6,718 (15)(11)Retail services5,450 5,082 5,965 7 (15)
Retail bankingRetail banking2,501 2,506 2,790 — (10)
U.S. Personal BankingU.S. Personal Banking$16,843 $15,778 $17,554 7 %(10)%
Private bankPrivate bank$2,762 $2,943 $2,882 (6)%2 %
Wealth at WorkWealth at Work730 691 677 6 2 
CitigoldCitigold3,882 3,915 4,027 (1)(3)
Global WealthGlobal Wealth$7,374 $7,549 $7,586 (2)%— %
TotalTotal$17,481 $19,284 $20,460 (9)%(6)%Total$24,217 $23,327 $25,140 4 %(7)%
Income (loss) from continuing operations by business 
Retail banking$(453)$(232)$145 (95)%NM
Branded cards3,903 12 1,734 NM(99)%
Retail services2,484 174 1,278 NM(86)
Total$5,934 $(46)$3,157 NMNM

NM Not meaningful


18


22

20212022 vs. 20202021
Net income was $5.9$3.3 billion, compared to a net loss of $46 million$7.7 billion in the prior year, reflecting significantly lowerhigher cost of credit and higher expenses, partially offset by higher revenues.
Revenues increased 4%, primarily due to higher net interest income, driven by strong loan growth in Branded cards and Retail services and higher interest rates. The increase was partially offset by lower revenuesnon-interest revenue, reflecting lower investment product revenue in Global Wealth and higher expenses.partner payments in Retail services resulting from higher revenues.
Revenues decreased 9%U.S. Personal Banking revenues increased 7%, reflecting lowerhigher revenues in retail banking, branded cards and retail services.
Retail banking revenues decreased 7%, as the benefit of strong deposit growth and growth in assets under management (increase of 8%, reflecting favorable market conditions and strong client engagement) was more than offset by lower deposit spreads, as well as lower mortgage revenues. Average deposits increased 17%, driven by higher levels of consumer liquidity due to government stimulus, as well as continued strategic efforts to drive organic growth.cards.
Cards revenues decreased 10%increased 8%. Branded cards revenues decreasedincreased 9%, primarily driven by higher net 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 continued higher net interest income on higher loan balances and lower payment rates, reflecting increased customer liquidity from government stimulus and relief programs, partially offset by higher spending-related revenues. Credit card spend volume increased 21%, reflecting a continued recoverythe increase in sales activity from the pandemic-driven low levelspartner payments. The increase in the prior year.
Retail services revenues decreased 15%, primarily driven by lower average loans (down 7%), reflecting higher payment rates from the increased customer liquidity from government stimulus and relief programs, as well as higher partner payments reflectingreflected higher income sharing as a result of lower net credit losses. Forhigher revenues (for additional information on partner payments, see Note 5 to the Consolidated Financial Statements. Credit5). Retail services credit card spend volume increased 18%8% and average loans increased 6%, reflecting a continued recovery in sales activity from the pandemic-driven lowhigher card spend volumes.
Retail banking revenues were largely unchanged, as the higher interest rates and modest 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 the prior year.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 6%11%, primarily driven by continued investments in Citi’s transformation, as well asother risk and control initiatives, volume-related expenses and business-led investments, and higher volume-related expenses, partially offset by productivity savings.
Provisions reflectedwere $3.8 billion, compared to a benefit of $1.0$1.2 billion in the prior 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 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.

The net ACL build was $0.7 billion, compared to costsa net release of $9.1$4.3 billion in the prior year, primarily driven by U.S. Cards loan growth and a net ACL release compared to a net ACL builddeterioration in the prior year, as well as lower net credit losses. Net credit losses decreased 41%, consisting of lower net credit losses in both branded cards (down 39% to $1.7 billion) and retail services (down 46% to $1.2 billion), primarily driven by lower loan volumes and improved delinquencies, primarily as a result of the higher payment rates.
The net ACL release was $4.0 billion, compared to a net build of $4.1 billion in the prior year, reflecting improvement in portfolio credit quality and the continued improvement in the macroeconomic outlook.assumptions. For additional information on Citi’s ACL, see “Significant Accounting Policies and Significant Estimates” below.
For additional information on North America GCB’s retailU.S. Personal Banking’s Retail banking, and its brandedBranded cards and retailRetail services portfolios, see “Credit Risk—Consumer Credit” below.
For additional information about trends, uncertainties and risks related to North America GCBPBWM’s future results, see “Executive Summary” above and “Risk Factors—Strategic Risks”Factors” below.

19



LEGACY FRANCHISES

23

LATIN AMERICA GCB

As of December 31, 2021, Latin America GCB provided traditional retail banking and branded card products to consumer and small business customers in Mexico through Citibanamex.
As discussed above, Citi intends to exit its consumer, small business and middle-market banking operations in Mexico. For additional information, see Citi’s Current Report on Form 8-K filed with the SEC on January 11, 2022. For information on Citi’s planned revision to its reporting structure, including the reporting of the Mexico consumer, small business and middle-market banking operations as part of a new reporting segment,2022, Legacy Franchises included (i) Asia Consumer Banking (Asia Consumer), see “Strategic Refresh—Market Exitsrepresenting the consumer banking operations of the remaining eight Asia and Planned RevisionEMEA 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 Reporting Structure” above.
At December 31, 2021, Latinexit; and (iii) Legacy Holdings Assets (certain North America GCB had 1,276 retail branches in Mexico, with $8.6 billion in retail bankingconsumer mortgage loans and $24.8 billion in deposits. In addition, the business had $4.7 billion in outstanding card loan balances.

In millions of dollars, except as otherwise noted202120202019% Change
2021 vs. 2020		% Change
2020 vs. 2019
Net interest income$2,874 $3,172 $3,735 (9)%(15)%
Non-interest revenue1,376 1,294 1,599 6 (19)
Total revenues, net of interest expense$4,250 $4,466 $5,334 (5)%(16)%
Total operating expenses$2,949 $2,871 $3,001 3 %(4)%
Net credit losses on loans$920 $866 $1,109 6 %(22)%
Credit reserve build (release) for loans(825)316 (38)NMNM
Provision for credit losses on unfunded lending commitments— — — — — 
Provisions for benefits and claims, and other assets80 87 54 (8)61 
Provisions for credit losses and for benefits and claims (PBC)$175 $1,269 $1,125 (86)%13 %
Income from continuing operations before taxes$1,126 $326 $1,208 NM(73)%
Income taxes328 85 323 NM(74)
Income from continuing operations$798 $241 $885 NM(73)%
Noncontrolling interests— — — — %— 
Net income$798 $241 $885 NM(73)%
Balance Sheet data and ratios  
Average assets (in billions of dollars)
$35 $32 $35 9 %(9)%
Return on average assets2.28 %0.75 %2.53 %
Efficiency ratio69 64 56 
Average deposits (in billions of dollars)
$24 $23 $23 4 — 
Net credit losses as a percentage of average loans6.87 %5.97 %6.45 %
Revenue by business
Retail banking$3,119 $3,103 $3,681 1 %(16)%
Branded cards1,131 1,363 1,653 (17)(18)
Total$4,250 $4,466 $5,334 (5)%(16)%
Income from continuing operations by business  
Retail banking$435 $120 $586 NM(80)%
Branded cards363 121 299 NM(60)
Total$798 $241 $885 NM(73)%
FX translation impact  
Total revenues—as reported$4,250 $4,466 $5,334 (5)%(16)%
Impact of FX translation(1)
— 211 (246)
Total revenues—ex-FX(2)
$4,250 $4,677 $5,088 (9)%(8)%
Total operating expenses—as reported$2,949 $2,871 $3,001 3 %(4)%
Impact of FX translation(1)
— 129 (132)
Total operating expenses—ex-FX(2)
$2,949 $3,000 $2,869 (2)%5 %
Provisions for credit losses and PBC—as reported$175 $1,269 $1,125 (86)%13 %
Impact of FX translation(1)
— 66 (58)
Provisions for credit losses and PBC—ex-FX(2)
$175 $1,335 $1,067 (87)%25 %
Net income—as reported$798 $241 $885 NM(73)%
Impact of FX translation(1)
— 9 (37)
Net income—ex-FX(2)
$798 $250 $848 NM(71)%

(1)Reflects the impact of FX translation into U.S. dollars at the 2021 average exchange rates for all periods presented.
24

(2)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.

2021 vs. 2020
Net income was $798 million, compared to $250 million in the prior year, reflecting significantly lower cost of credit and modestly lower expenses, partially offset by lower revenues.
Revenues decreased 9%, reflecting lower cards and retail banking revenues, largely due to the continued impact of the pandemic.
Retail banking revenues decreased 4%, primarily driven by lower loan volumes and deposit spreads, partially offset by growth in assets under management. Average loans decreased 13%, reflecting the impact of the pandemic on customer activity. Assets under management increased 8%, reflecting favorable market conditions, as well as strong client engagement.
Cards revenues decreased 21%, primarily driven by lower average loans (down 11%), reflecting higher payment rates. Credit card spend volume increased 16%, reflecting a continued recovery in sales activity from the pandemic-driven low levels in the prior year.
Expenses decreased 2%, as productivity savings more than offset continued investments in Citi’s transformation.
Provisions of $174 million decreased 87%, primarily driven by a net ACL release compared to a net ACL build in the prior year, partially offset by higher net credit losses resulting from pandemic-related charge-offs.
The net ACL release was $826 million, compared to a build of $329 million in the prior year. The release reflected an improvement in portfolio credit quality, as well as continued improvement in the macroeconomic outlook and lower loan volumes. For additional information on Citi’s ACL, see “Significant Accounting Policies and Significant Estimates” below.
For additional information on LatinAmerica GCB’s retail banking and its branded cards portfolios, see “Credit Risk—other legacy assets). Asia Consumer Credit” below.
For additional information about trends, uncertainties and risks related to Latin America GCB’s future results, see “Executive Summary” above and “Risk Factors—Strategic Risks” below.

25

ASIA GCB

As of December 31, 2021, Asia GCB providedprovides traditional retail banking and branded card products to retail and small business customers. Included within Asia GCB wereMexico Consumer/SBMM provides traditional retail banking and branded card products provided to retailconsumers and small business customers in certain EMEA countries, primarily the UAE, Poland and Russia.traditional middle-market banking products and services to commercial customers through Citibanamex.
As discussed above, Citi is pursuing exits of its consumer franchises in 13 markets across AsiaLegacy Franchises and EMEA and will focus itsalso included the following consumer banking franchise inbusinesses prior to their sale: Australia, until its closing on June 1, 2022; the two regionsPhilippines, until its closing on four wealth centers: Singapore, Hong Kong, the UAEAugust 1, 2022; Thailand and London.Malaysia, until their closings on November 1, 2022; and Bahrain, until its closing on December 1, 2022. In 2021,addition, Citi has entered into agreements to sell its consumer banking businesses in AustraliaIndia, 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 Philippines, and made a decision to wind down and closepursuit of sales of portfolios within its KoreaChina consumer banking business, (forsubject to applicable regulations. See Note 2 for additional information see Note 2 to the Consolidated Financial Statements).on Legacy Franchises’ consumer banking business sales and wind-downs.
In addition, in January 2022,As previously disclosed, Citi entered into agreements to sellannounced the wind-down of its consumer banking businessesand local commercial banking operations in Indonesia, Malaysia, Taiwan, ThailandRussia, 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 Vietnam. For information on Citi’s planned revision to its reporting structure, including the reportingother related 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 13 exit marketsfourth 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 part of a new reporting segment, the fourth quarter of 2022. For additional information about Citi’s continued efforts to reduce its operations and exposure in Russia, see “Legacy FranchisesInstitutional Clients Group, see “Strategic Refresh—Market Exits” above and Planned Revision to Reporting Structure” above.“Risk Factors” and “Managing Global Risk—Other Risks—Country Risk—Russia” below.
At December 31, 2021,2022, on a combined basis, the businesses Legacy Franchises had 2201,438 retail branches, $58.9$23 billion in retail banking loans and $117.7$51 billion in deposits. In addition, the businesses had $13.1$8 billion in outstanding card loan balances, and Mexico SBMM had $7 billion in outstanding corporate loan balances. These amounts exclude approximately $10$12 billion of loans ($79 billion of retail banking loans and $3 billion of credit card loan balances) and $8approximately $16 billion of deposits, all of which were reclassified toOther assets and Other liabilities held-for-sale (HFS) as a result of Citi’s agreements to sell its consumer banking businesses in AustraliaIndia, Indonesia, Taiwan and the Philippines. Australia and the Philippines are the only consumer businesses reclassified as HFS at December 31, 2021. For additional information, seeVietnam. See Note 2 to the Consolidated Financial Statements.for additional information.

In millions of dollars, except as otherwise noted(1)
202120202019% Change
2021 vs. 2020		% Change
2020 vs. 2019
Net interest income$3,971 $4,441 $4,789 (11)%(7)%
Non-interest revenue1,628 2,151 2,638 (24)(18)
Total revenues, net of interest expense$5,599 $6,592 $7,427 (15)%(11)%
Total operating expenses$6,254 $4,726 $4,733 32 %— %
Net credit losses on loans$725 $790 $690 (8)%14 %
Credit reserve build for loans(375)520 8 NMNM
Provisions for other assets(3)1 — NM— 
Provisions for credit losses$347 $1,311 $698 (74)%88 %
Income (loss) from continuing operations before taxes$(1,002)$555 $1,996 NM(72)%
Income taxes (benefits)(316)87 459 NM(81)
Income (loss) from continuing operations$(686)$468 $1,537 NM(70)%
Noncontrolling interests(11)(4)6 NMNM
Net income (loss)$(675)$472 $1,531 NM(69)%
Balance Sheet data and ratios  
Average assets (in billions of dollars)
$139 $129 $122 8 %6 %
Return on average assets(0.49)%0.37 %1.25 %
Efficiency ratio112 72 64 
Average deposits (in billions of dollars)
$122 $113 $101 8 12 
Net credit losses as a percentage of average loans0.92 %0.99 %0.88 %
Revenue by business
Retail banking$3,446 $4,374 $4,519 (21)%(3)%
Branded cards2,153 2,218 2,908 (3)(24)
Total$5,599 $6,592 $7,427 (15)%(11)%
Income (loss) from continuing operations by business
Retail banking$(812)$669 $1,010 NM(34)%
Branded cards126 (201)527 NMNM
Total$(686)$468 $1,537 NM(70)%
FX translation impact
Total revenues—as reported$5,599 $6,592 $7,427 (15)%(11)%
Impact of FX translation(2)
— 112 89 
Total revenues—ex-FX(3)
$5,599 $6,704 $7,516 (16)%(11)%
2620


Total operating expenses—as reported$6,254 $4,726 $4,733 32 %— %
Impact of FX translation(2)
— 83 52 
Total operating expenses—ex-FX(3)
$6,254 $4,809 $4,785 30 %1 %
Provisions for credit losses—as reported$347 $1,311 $698 (74)%88 %
Impact of FX translation(2)
— 21 7 
Provisions for credit losses—ex-FX(3)
$347 $1,332 $705 (74)%89 %
Net income (loss)—as reported$(675)$472 $1,531 NM(69)%
Impact of FX translation(2)
— 3 26 
Net income (loss)—ex-FX(3)
$(675)$475 $1,557 NM(69)%
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)%

(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 2021 average exchange rates for all periods presented.
(3)    Presentation of this metric excluding FX translation is a non-GAAP financial measure.
NM Not meaningful
21

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.

20212022 vs. 20202021
Net loss was $675$12 million, compared to net income of $475$1 million in the prior year. The netyear, 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 the following items related to the 13 exit markets: (i)divestiture-related impacts of approximately $1.1$(1.9) billion (approximately $0.8$(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; (ii) an approximate $0.7 billion pretax loss ($0.6 billion after-tax) related to the agreement to sell the Australia consumer banking business largely reflecting the impact of a CTA loss (net of hedges);recorded in expenses and (iii) contract modification costs related to the Asia divestitures of approximately $119 million ($98recorded in expenses.
Revenues increased 3%, primarily driven by higher revenues in Asia Consumer and Mexico Consumer/SBMM, partially offset by lower Legacy Holdings Assets revenues.
Asia Consumer revenues increased 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 interest rates and higher deposit and loan growth. The increase in revenues was partially offset by a 1% decrease in retail banking revenues, primarily driven by lower fiduciary fees reflecting declines in equity market valuations.
Legacy Holdings Assets revenues of $(90) million after-tax).     
Excluding the above items, net income was $807 million compared to net income of $475decreased from $195 million in the prior year, reflecting significantly lower costlargely driven by a CTA loss (net of credit, partially offset by higher expenses and lower revenues.hedges) recorded in
RevenuesAOCI decreased 16%, includingin the Australia loss on sale. Excluding the Australia loss on sale, revenues declined 6%, reflecting lower retail banking and cards revenues, largely duesecond quarter of 2022, related to the continued impactsubstantial liquidation of the pandemic, including lower interest rates.a legacy U.K. consumer operation (for additional information, see “
Retail banking revenues decreased 22%, including the Australia loss on sale. Excluding the Australia loss on sale, revenues decreased 7%, as growth in both investment revenuesCorporate/Other” below and deposits was more than offset by lower deposit spreads due to lower interest rates and lower FX and insurance revenues. Assets under management increased 3%Note 2), reflecting the impact of improved market conditions, as well as client engagement. Average deposits increased 6% and average loans decreased 2%. The decline in retail banking revenues was also impacted by a 3% decrease in retail lending revenues, reflecting a decline in personal loans driven by spread compression.
Cards revenues decreased 5%, as lower average loans (down 14%, including the reclassification to held-for-sale related to Australia and the Philippines and higher payment rates) were partially offset by higher spending-related revenues (credit card spend volume up 8%), reflecting a continued recovery in sales activity from the pandemic-driven low levels in the prior year.wind-down of Legacy Holdings Assets.
Expenses increased 30%, including approximately $1.2 billion of costs related to the Asia divestitures. Excluding the costs related to the Asia divestitures, expenses increaseddecreased 6%, primarily driven by continued investments in Citi’s transformation, as well as business-led investments, partially offset by productivity savings.
Provisions decreased 74%, primarily driven by a net ACL release compared to a net ACL buildthe absence of the $1.2 billion divestiture-related costs in the prior year, as well as lower net credit losses. Net credit losses decreased 10%, primarily reflecting lower cards loan volumesincluding the Korea VERP of approximately $1.1 billion and improved delinquencies.contract 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 an 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 approximately $156 million of other aggregate divestiture-related costs.
The net ACL release was $376
Provisions were $571 million, compared to a build of $528 million in the prior year. The release reflected an improvement in portfolio credit quality. For additional information on Citi’s ACL, see “Significant Accounting Policies and Significant Estimates” below.
For additional information on Asia GCB’s retail banking portfolios and its branded cards portfolios, see “Credit Risk—Consumer Credit” below.
For additional information about trends, uncertainties and risks related to Asia GCB’s future results, see “Executive Summary” above and “Risk Factors—Strategic Risks” and “Significant Accounting Policies and Significant Estimates” below.


27

CORPORATE/OTHER

Activities not assigned to the operating segments (ICG and GCB) are included in Corporate/Other. As of December 31, 2021, Corporate/Other included certain unallocated costs of global staff functions (including certain finance, risk, human resources, legal and compliance), 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, discontinued operations and other legacy assets. For information on Citi’s planned revision to its reporting structure, including the reporting of the North America legacy consumer loan portfolios, discontinued operations and other legacy assets as part of a new reporting segment, Legacy Franchises, see “Strategic Refresh—Market Exits and Planned Revision to Reporting Structure” above. At December 31, 2021, Corporate/Other had $97 billion in assets.

In millions of dollars202120202019% Change
2021 vs. 2020		% Change
2020 vs. 2019
Net interest income$659 $(133)$1,898 NMNM
Non-interest revenue8 204 124 (96)%65 %
Total revenues, net of interest expense$667 $71 $2,022 NM(96)%
Total operating expenses$1,645 $1,923 $1,783 (14)%8 %
Net credit losses (recoveries) on loans$(83)$(22)$(8)NMNM
Credit reserve build (release) for loans(291)188 (60)NMNM
Provision (release) for credit losses on unfunded lending commitments(11)11 (7)NMNM
Provisions (releases) for benefits and claims, HTM debt securities and other assets16 1 — 100 %— %
Provisions (releases) for credit losses and for benefits and claims$(369)$178 $(75)NMNM
Income (loss) from continuing operations before taxes$(609)$(2,030)$314 70 %NM
Income taxes (benefits)(818)(921)(802)11 (15)%
Income (loss) from continuing operations$209 $(1,109)$1,116 NMNM
(Loss) from discontinued operations, net of taxes7 (20)(4)NMNM
Net income (loss) before attribution of noncontrolling interests$216 $(1,129)$1,112 NMNM
Noncontrolling interests1 (6)20 NMNM
Net income (loss)$215 $(1,123)$1,092 NMNM

NM Not meaningful

2021 vs. 2020
Net income was $215 million, compared to a net loss of $1.1 billion in the prior year, reflecting higher revenues, lower expenses and lower cost of credit.
Revenues of $667 million compared to $71 million in the prior year, primarily driven by higher net revenue from the investment portfolio.
Expenses decreased 14%, reflecting the absence of a civil money penalty in the prior year and the wind-down of legacy assets, partially offset by increases related to Citi’s transformation.
Provisions reflected a net benefit of $369 million, compared to costs of $178$62 million in the prior year, primarily driven by a 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 current year ($286reclassification of loans and net credit losses to reflect HFS accounting as a result of the signing of sale agreements for the aforementioned consumer banking businesses in Asia Consumer.
The net ACL release was $136 million, compared to a net buildrelease of $200 million$1.6 billion in the prior year).year. The continued release primarily reflected the continuedfurther improvement in the macroeconomic outlook.

portfolio credit quality. For additional information on Citi’s 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” and “Managing Global Risk—Other Risks—Country Risk—Russia” below.

22


CORPORATE/OTHER

Activities not assigned to the operating segments (ICG, PBWM and Legacy Franchises) are included in Corporate/Other. Corporate/Other included certain unallocated costs of global staff functions (including finance, risk, human resources, legal and compliance-related costs), other corporate expenses and unallocated global operations and technology expenses and income taxes, as well as results of Corporate Treasury investment activities and discontinued operations. At December 31, 2022, Corporate/Other had $96 billion in assets, primarily related to the investment securities.

In millions of dollars202220212020% Change
2022 vs. 2021		% Change
2021 vs. 2020
Net interest income$2,410 $599 $(298)NMNM
Non-interest revenue(967)(129)112 NMNM
Total revenues, net of interest expense$1,443 $470 $(186)NMNM
Total operating expenses$953 $1,375 $1,549 (31)%(11)%
Provisions (releases) for HTM debt securities and other assets$3 $(2)$2 NMNM
Income (loss) from continuing operations before taxes$487 $(903)$(1,737)NM48 %
Income taxes (benefits)(630)(888)(853)29 %(4)
Income (loss) from continuing operations$1,117 $(15)$(884)NM98 %
Income (loss) from discontinued operations, net of taxes(231)7 (20)NMNM
Net income (loss) before attribution of noncontrolling interests$886 $(8)$(904)NM99 %
Noncontrolling interests7 — (4)— %100 
Net income (loss)$879 $(8)$(900)NM99 %

NM Not meaningful

2022 vs. 2021
Net income was $879 million, compared to a net loss of $8 million in the prior year, reflecting higher revenues and lower expenses, partially offset by lower income tax benefits and a second quarter of 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 $470 million in the prior year, driven by higher net interest income, partially offset by lower 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 cost of funds related to higher institutional certificates of deposit. The lower non-interest revenue was primarily due to the absence of mark-to-market gains in the prior year as well as higher hedging costs.
Expenses decreased 31%, primarily driven by lower consulting expenses and the impact of certain legal settlements.
For additional information about trends, uncertainties and risks related to Corporate/Other’s future results, see “Executive Summary” above and “Risk Factors—Strategic Risks”Factors” below.


2823


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, 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 asrates.
During 2022, Citi returned a total of $7.3 billion of capital to common shareholders in the form of $4.0 billion in dividends and $3.3 billion in share repurchases totaling approximately 56 million common 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 Small Business and Middle-Market Banking (Mexico Consumer/SBMM) business (for additional information, see “Executive Summary—Macroeconomic and asset dispositions.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 legacy and exit businesses, including the impact of CTA losses, see “Executive Summary” above and “Risk Factors—Strategic Risks” and “—Operational Risks” below.
During 2021, Citi returned a total of $11.8 billion of capital to common shareholders in the form of $4.2 billion in dividends and $7.6 billion in share repurchases totaling approximately 105 million common shares.

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.
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.
Under the U.S. Basel III rules, Citigroup is required to maintain several regulatory capital buffers above the stated minimum capital 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 ratio was 11.5% under the Standardized Approach (incorporating its Stress Capital Buffer of 4.0% and GSIB (global systemically important bank) surcharge of 3.0%) and 10.0% under the Advanced Approaches (inclusive of the fixed 2.5% Capital Conservation Buffer and GSIB 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 Citithe Standardized and Advanced Approaches, 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 date (for additional information, see “GSIB Surcharge” below).
Similarly, Citigroup’s primary subsidiary, Citibank, N.A. (Citibank) are, is required to maintain stated minimum Common Equity Tier 1regulatory capital ratios plus applicable regulatory buffers, as well as hold sufficient capital to be considered “well capitalized” under the Prompt Corrective Action framework. In effect, Citibank’s required CET1 Capital Tier 1ratio was 7.0% under both the Standardized and Advanced Approaches, which is the sum of the minimum 4.5% CET1 requirement and a fixed 2.5% Capital Conservation Buffer. For additional information, see “Regulatory Capital Buffers” and Total Capital ratios of 4.5%, 6.0% and 8.0%, respectively. “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 more binding of each of the resulting risk-based capital ratios.
24


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.
29

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-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. These enhanced 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 this requirement, it will be subject to increasingly onerousstringent restrictions (depending upon the extent of the shortfall) regardingon capital distributions and discretionary executive bonus payments.

Temporary Supplementary Leverage Ratio Relief
In April 2020,Similarly, Citibank is required to maintain a minimum SLR of 6.0% to be considered “well capitalized” under the Federal Reserve Board issued an interim final rule that temporarily changed the calculation of the Supplementary Leverage ratio for bank holding companies, including Citigroup, by excluding U.S. Treasuries and deposits at Federal Reserve Banks from Total Leverage Exposure.
The interim final rule was effective for Citigroup’s Supplementary Leverage ratio, as well as for Citigroup’s leverage-based total loss absorbing capacity (TLAC) and long-term debt (LTD) requirements, and expired as scheduled on March 31, 2021. Citigroup’s reported Supplementary Leverage ratio of 7.0% during the fourth quarter of 2020 benefited 109 basis points, as a result of the temporary relief.Prompt Corrective Action framework.

Regulatory Capital Treatment—Modified Transition of the Current Expected Credit Losses Methodology
In September 2020, the U.S. banking agencies issued a final rule (substantially unchanged from a March 2020 interim final rule) that modified the regulatory capital transition provision related to the current expected credit losses (CECL) methodology. The September 2020 final rule does not have any impact on U.S. GAAP accounting.
The final 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 Common Equity Tier 1CET1 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 willstarted 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”Day One impact.
Citigroup and Citibank elected the modified CECL transition provision provided by the rule beginning with the quarter ended March 31, 2020.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, 2021,2022, Citigroup’s reported Common Equity Tier 1CET1 Capital ratio of 12.2%13.0% benefited from the deferrals of the CECL transition provision by 24 basis points (bps), which resulted in an approximate 6 bps decrease to Citigroup’s Common Equity Tier 1 Capital ratio upon commencement of the phase-in on January 1, 2022. In addition, this phase-in is expected to result in an additional 6 bps decrease to Citigroup’s Common Equity Tier 1 Capital ratio on January 1 of each year through January 1, 2025.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.

TLAC Holdings
As previously disclosed, in January 2021, the U.S. banking agencies issued a final rule that created a new regulatory capital deduction applicable to Advanced Approaches banking organizations for certain investments in covered debt instruments issued by GSIBs. The final rule became effective for Citigroup and Citibank on April 1, 2021, and did not have a significant impact on either Citigroup’s or Citibank’s regulatory capital.

Regulatory Capital Buffers
CitiCitigroup 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, 2021,2022, Citi’s regulatory capital ratios exceeded effectivethe regulatory minimumcapital requirements. Accordingly, Citi is not subject to payout limitations as a result of the U.S. Basel III requirements.

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Stress Capital Buffer
Citigroup is subject to the Federal Reserve Board’sFRB’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 Common Equity Tier 1CET1 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 minimum capital requirements will beare reviewed and updated annually by the Federal Reserve BoardFRB 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 (for additional information, see below) will continue to apply under the Advanced Approaches.Approaches (for additional information, see below).
In August 2021,2022, the Federal Reserve BoardFRB finalized and announced Citi’s SCB requirement of 3.0%. Accordingly, effective4.0% for the four-quarter window starting from October 1, 2021, Citigroup2022 to September 30, 2023.
Accordingly, as of October 1, 2022, Citi is required to maintain a 10.5% effective minimum Common Equity Tier 1an 11.5% required regulatory CET1 Capital ratio under the Standardized Approach.Approach, incorporating this SCB and its GSIB surcharge of 3.0%. Previously, from October 1, 20202021 through September 30, 2021,2022, Citi had been subject to a 2.5%3.0% SCB, and a 10.0% effective minimum Common Equity Tier 110.5% required regulatory CET1 Capital ratio
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under the Standardized Approach. Citi’s required regulatory CET1 Capital ratio under the Standardized Approach.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 Federal Reserve Board last voted to affirm the Countercyclical Capital Buffer amountis currently set at 0% by the current level of 0% in December 2020.U.S. banking agencies.

GSIB Surcharge
The Federal Reserve BoardFRB imposes a risk-based capital surcharge upon U.S. bank holding companies that are identified as global systemically important bank holding companies (GSIBs),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 20212022 will be based on 20202021 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 increase for more than one year,change year-over-year, such that it becomes subject to a higher GSIB surcharge, the higher surcharge would not become effective for aon January 1 of the year that is one full calendar year after the second consecutive higher scoreincreased GSIB surcharge was calculated (e.g., a higher surcharge calculated in 2024 using data as of December 31, 2020 and December 30, 20212023 would not become effective until January 1, 2023)2026). However, if after two consecutive years of a higher score, 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 inon January 1 of the year immediately following the calendar year commencing one year laterin which the decreased GSIB surcharge was calculated (e.g., a lower surcharge calculated in 2024 using data as of December 31, 20222023 would become
effective January 1, 2024)2025).
The following table sets forthpresents Citi’s effective GSIB surcharge as determined under method 1 and method 2 during 20212022 and 2020:2021:

2021202020222021
Method 1Method 12.0 %2.0 %Method 12.0 %2.0 %
Method 2Method 23.0 3.0 Method 23.0 3.0 

Citi’s GSIB surcharge effective during both 20212022 and 20202021 was 3.0%, as derived under the higher method 2 result. Citi’s GSIB surcharge effective for 2022 will remain unchanged at2023 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, 2020,2021 and its estimated method 2 result as of December 31, 2021,2022, Citi’s GSIB surcharge is expected to increase toremain at 3.5% effective January 1, 2023.2024. Citi’s GSIB surcharge effective for 20242025 will likely be based on the lower of its method 2 scores for year-end 20212022 and 2022,2023 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
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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, 2021.2022.
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 Federal Reserve BoardFRB directive to maintain higher capital levels.

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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 a qualitative evaluation of a firm’s abilities to determine its capital needs on a forward-looking basis. In conducting the qualitative assessment, the Federal Reserve BoardFRB evaluates firms’ capital planning practices, focusing on six areas of capital planning—namely,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 share 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.
All CCAR firms, including Citi, are 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.
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.
Citigroup and Citibank are required to disclose the results of their company-run stress tests.

Temporary Federal Reserve Board Limitations on Capital Distributions
From the third quarter of 2020 to the second quarter of 2021, the Federal Reserve Board placed temporary limitations on capital distributions for Citi and other large banking organizations, to ensure that large banks maintained a high level of capital resilience throughout the COVID-19 pandemic. Commencing July 1, 2021, Citi’s common
27
stock dividends and share repurchases were no longer subject to limitations based on the average of Citi’s net income for the
four preceding calendar quarters.
All large banks, including Citi, remain 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 “Regulatory Capital Buffers” above, and “Risk Factors—Strategic Risks” below.




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Citigroup’s Capital Resources
The following table sets forthpresents Citi’s effective minimumrequired risk-based capital requirementsratios as of December 31, 2021,2022, September 30, 20212022 and December 31, 2020:2021:

Advanced ApproachesStandardized ApproachAdvanced ApproachesStandardized Approach
December 31, 2021September 30, 2021December 31, 2020December 31, 2021September 30, 2021December 31, 2020December 31, 2022September 30, 2022December 31, 2021December 31, 2022September 30, 2022December 31, 2021
Common Equity Tier 1 Capital ratio(1)
10.0 %10.0 %10.0 %10.5 %10.0 %10.0 %
CET1 Capital ratio(1)
CET1 Capital ratio(1)
10.0 %10.0 %10.0 %11.5 %10.5 %10.5 %
Tier 1 Capital ratio(1)
Tier 1 Capital ratio(1)
11.5 11.5 11.5 12.0 11.5 11.5 
Tier 1 Capital ratio(1)
11.5 11.5 11.5 13.0 12.0 12.0 
Total Capital ratio(1)
Total Capital ratio(1)
13.5 13.5 13.5 14.0 13.5 13.5 
Total Capital ratio(1)
13.5 13.5 13.5 15.0 14.0 14.0 

(1)Beginning October 1, 2021,2022, Citi’s effective minimumrequired risk-based capital requirements includeratios included the 3.0%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 Common Equity Tier 1CET1 Capital). For prior periods presented, Citi’s effective minimumrequired risk-based capital requirementsratios included a 2.5%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 applicable to both the Standardized Approach and Advanced Approaches. See “Regulatory Capital Buffers” above for more information.


The following tables set forthpresent Citi’s capital components and ratios as of December 31, 2021,2022, September 30, 20212022 and December 31, 2020:2021:

Advanced Approaches(5)
Standardized Approach(5)
Advanced ApproachesStandardized Approach
In millions of dollars, except ratiosIn millions of dollars, except ratiosDecember 31, 2021September 30, 2021December 31, 2020December 31, 2021September 30, 2021December 31, 2020In millions of dollars, except ratiosDecember 31, 2022September 30, 2022December 31, 2021December 31, 2022September 30, 2022December 31, 2021
Common Equity Tier 1 Capital(1)
$149,305 $149,631 $147,274 $149,305 $149,631 $147,274
CET1 Capital(1)
CET1 Capital(1)
$148,930 $144,567 $149,305 $148,930 $144,567 $149,305 
Tier 1 Capital(1)Tier 1 Capital(1)169,568 168,902 167,053 169,568 168,902 167,053Tier 1 Capital(1)169,145 164,830 169,568 169,145 164,830 169,568 
Total Capital (Tier 1 Capital + Tier 2 Capital)(1)
Total Capital (Tier 1 Capital + Tier 2 Capital)(1)
194,006 194,423 196,051 203,838 204,288 205,002
Total Capital (Tier 1 Capital + Tier 2 Capital)(1)
188,839 185,046 194,006 197,543 193,871 203,838 
Total Risk-Weighted AssetsTotal Risk-Weighted Assets1,209,374 1,265,297 1,278,977 1,219,175 1,284,316 1,242,381Total Risk-Weighted Assets1,221,538 1,226,578 1,209,374 1,142,985 1,176,749 1,219,175 
Credit Risk(1)
Credit Risk(1)
$840,483 $871,668 $859,698 $1,135,906 $1,187,516 $1,121,871
Credit Risk(1)
$851,875 $849,769 $840,483 $1,069,992 $1,096,384 $1,135,906 
Market Risk Market Risk78,634 93,376 116,181 83,269 96,800 120,510Market Risk71,889 78,748 78,634 72,993 80,365 83,269 
Operational Risk Operational Risk290,257 300,253 303,098 — — — Operational Risk297,774 298,061 290,257 — — — 
Common Equity Tier 1 Capital ratio(2)
12.35 %11.83 %11.51 %12.25 %11.65 %11.85 %
CET1 Capital ratio(2)
CET1 Capital ratio(2)
12.19 %11.79 %12.35 %13.03 %12.29 %12.25 %
Tier 1 Capital ratio(2)
Tier 1 Capital ratio(2)
14.02 13.35 13.06 13.91 13.15 13.45 
Tier 1 Capital ratio(2)
13.85 13.44 14.02 14.80 14.01 13.91 
Total Capital ratio(2)
Total Capital ratio(2)
16.04 15.37 15.33 16.72 15.91 16.50 
Total Capital ratio(2)
15.46 15.09 16.04 17.28 16.48 16.72 
In millions of dollars, except ratiosIn millions of dollars, except ratiosEffective Minimum RequirementDecember 31, 2021September 30, 2021December 31, 2020In millions of dollars, except ratiosRequired Capital RatiosDecember 31, 2022September 30, 2022December 31, 2021
Quarterly Adjusted Average Total Assets(1)(3)
Quarterly Adjusted Average Total Assets(1)(3)
$2,351,434 $2,311,830 $2,265,615 
Quarterly Adjusted Average Total Assets(1)(3)
$2,395,863 $2,364,564 $2,351,434 
Total Leverage Exposure(1)(4)
Total Leverage Exposure(1)(4)
2,957,764 2,911,050 2,391,033 
Total Leverage Exposure(1)(4)
2,906,773 2,888,535 2,957,764 
Tier 1 Leverage ratioTier 1 Leverage ratio4.0%7.21 %7.31 %7.37 %Tier 1 Leverage ratio4.0%7.06 %6.97 %7.21 %
Supplementary Leverage ratioSupplementary Leverage ratio5.05.73 5.80 6.99 Supplementary Leverage ratio5.05.82 5.71 5.73 

(1)Citi has elected to applyCiti’s regulatory capital ratios and components reflect certain deferrals based on the modified regulatory capital transition provision related to the impactCECL standard. For additional information, see “Capital Resources—Regulatory Capital Treatment—Modified Transition of the CECL accounting standard on regulatory capital, as provided by the U.S. banking agencies’ September 2020 final rule. Under the modified CECL transition provision, the changes in retained earnings (after-tax), deferred tax assets (DTAs) arising from temporary differences, and the ACL upon the January 1, 2020 CECL adoption date were deferred and have commenced phase-in to regulatory capital at 25% per year beginning January 1, 2022. For the ongoing impact of CECL, Citigroup was allowed to adjust retained earnings and the ACL in an amount equal to 25% of the change in the ACL (pretax) for each period between January 1, 2020 and December 31, 2021. The cumulative adjustments to retained earnings and the ACL between January 1, 2020 and December 31, 2021 commenced phase-in to regulatory capital at 25% per year beginning January 1, 2022, along with the deferred impacts related to the January 1, 2020 CECL adoption date. Corresponding adjustments to average on-balance sheet assets are reflected in quarterly adjusted average total assets and Total Leverage Exposure. Additionally, the increase in DTAs arising from temporary differences upon the January 1, 2020 adoption date were deducted from risk-weighted assets (RWA) and commenced phase-in to RWA at 25% per year beginning January 1, 2022.Current Expected Credit Losses Methodology” above.
(2)Citi’s reportable Common Equity Tier 1binding CET1 Capital and Tier 1 Capital ratios were derived under the Basel III Standardized Approach, as of December 31, 2021 and September 30, 2021, and under the Basel III Advanced Approaches framework as of December 31, 2020, whereas Citi’s reportablebinding 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. Commencing with the second quarter of 2020 and continuing through the first quarter of 2021, Citigroup’s Total Leverage Exposure temporarily excluded U.S. Treasuries and deposits at Federal Reserve Banks. For additional information, see “Temporary Supplementary Leverage Ratio Relief” above.
(5)Certain of the above prior-period amounts have been revised to conform with enhancements made in the current period.

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Common Equity Tier 1 Capital Ratio
As set forth in the table above, Citi’s Common Equity Tier 1 (CET1) Capital ratio atunder the Basel III Standardized Approach was 13.0% as of December 31, 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 11.8% as of September 30, 2022 and 12.3% as of December 31, 2021, 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 by net income, business actions to reduce RWA, beneficial net movements in AOCI and impacts 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, primarily due to a decreasethe 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 and a temporary pause in common share repurchases inCiti’s CET1 Capital ratio was also partially offset by the fourth quarterimpact of 2021 in preparation for the implementation ofadopting the Standardized Approach for Counterparty Credit Risk (SA-CCR) on January 1, 2022.
Citi’s Common Equity Tier 1
CET1 Capital ratio increaseddecreased under the Advanced Approaches from year-end 2020, largely driven by net income2021, due to the return of $22.0 billion, a net decrease in risk-weighted assetscapital to common shareholders, the interest rate impacts on Citigroup’s investment portfolio and a temporary pause in common share repurchases in the fourth quarterimpact of 2021 in preparation foradopting the implementation of SA-CCR, partially offset by the returnnet income of $11.8$14.8 billion and the impacts from the closing of capital to common shareholders in the form of share repurchasesAustralia, Philippines and dividends, as well as adverse net movements in other Asia consumer banking business sales.
For additional information on SA-CCR, see “Standardized Approach for Counterparty Credit Risk” below.
AOCI.
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Components of Citigroup Capital
In millions of dollarsDecember 31,
2021		December 31,
2020
Common Equity Tier 1 Capital
Citigroup common stockholders’ equity(1)
$183,108 $180,118 
Add: Qualifying noncontrolling interests143 141 
Regulatory capital adjustments and deductions:
Add: CECL transition and 25% provision deferral(2)
3,028 5,348 
Less: Accumulated net unrealized gains (losses) on cash flow hedges, net of tax101 1,593 
Less: Cumulative unrealized net gain (loss) related to changes in fair value of financial liabilities attributable to own creditworthiness, net of tax(896)(1,109)
Less: Intangible assets:
  Goodwill, net of related DTLs(3)
20,619 21,124 
   Identifiable intangible assets other than MSRs, net of related DTLs3,800 4,166 
Less: Defined benefit pension plan net assets; other2,080 921 
Less: DTAs arising from net operating loss, foreign tax credit and general business credit
carry-forwards(4)
11,270 11,638 
Total Common Equity Tier 1 Capital (Standardized Approach and Advanced Approaches)$149,305 $147,274 
Additional Tier 1 Capital
Qualifying noncumulative perpetual preferred stock(1)
$18,864 $19,324 
Qualifying trust preferred securities(5)
1,399 1,393 
Qualifying noncontrolling interests34 35 
Regulatory capital deductions:
Less: Permitted ownership interests in covered funds(6)
— 917 
Less: Other34 56 
Total Additional Tier 1 Capital (Standardized Approach and Advanced Approaches)$20,263 $19,779 
Total Tier 1 Capital (Common Equity Tier 1 Capital + Additional Tier 1 Capital)
(Standardized Approach and Advanced Approaches)
$169,568 $167,053 
Tier 2 Capital
Qualifying subordinated debt$20,064 $23,481 
Qualifying trust preferred securities(7)
248 331 
Qualifying noncontrolling interests42 41 
Eligible allowance for credit losses(2)(8)
14,209 14,127 
Regulatory capital deduction:
Less: Other293 31 
Total Tier 2 Capital (Standardized Approach)$34,270 $37,949 
Total Capital (Tier 1 Capital + Tier 2 Capital) (Standardized Approach)$203,838 $205,002 
Adjustment for excess of eligible credit reserves over expected credit losses(2)(8)
$(9,832)$(8,951)
Total Tier 2 Capital (Advanced Approaches)$24,438 $28,998 
Total Capital (Tier 1 Capital + Tier 2 Capital) (Advanced Approaches)$194,006 $196,051 

In millions of dollarsDecember 31,
2022		December 31,
2021
CET1 Capital
Citigroup common stockholders’ equity(1)
$182,325 $183,108 
Add: Qualifying noncontrolling interests128 143 
Regulatory capital adjustments and deductions:
Add: CECL transition provision(2)
2,271 3,028 
Less: Accumulated net unrealized gains (losses) on cash flow hedges, net of tax(2,522)101 
Less: 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:
Goodwill, net of related DTLs(3)
19,007 20,619 
Identifiable intangible assets other than MSRs, net of related DTLs3,411 3,800 
Less: 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)
12,197 11,270 
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)$148,930 $149,305 
Additional Tier 1 Capital
Qualifying noncumulative perpetual preferred stock(1)
$18,864 $18,864 
Qualifying trust preferred securities(6)
1,406 1,399 
Qualifying noncontrolling interests30 34 
Regulatory capital deductions:
Less: Other85 34 
Total Additional Tier 1 Capital (Standardized Approach and Advanced Approaches)$20,215 $20,263 
Total Tier 1 Capital (CET1 Capital + Additional Tier 1 Capital)
(Standardized Approach and Advanced Approaches)
$169,145 $169,568 
Tier 2 Capital
Qualifying subordinated debt$15,530 $20,064 
Qualifying trust preferred securities(7)
— 248 
Qualifying noncontrolling interests37 42 
Eligible allowance for credit losses(2)(8)
13,426 14,209 
Regulatory capital deduction:
Less: Other595 293 
Total Tier 2 Capital (Standardized Approach)$28,398 $34,270 
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(2)(8)
$(8,704)$(9,832)
Total Tier 2 Capital (Advanced Approaches)$19,694 $24,438 
Total Capital (Tier 1 Capital + Tier 2 Capital) (Advanced Approaches)$188,839 $194,006 

Footnotes continue on the following page.

34

(1)Issuance costs of $131 million and $156 million related to outstanding noncumulative perpetual preferred stock outstanding at December 31, 2022 and 2021 and 2020, respectively, arewere excluded from common stockholders’ equity and netted against such preferred stock in accordance with Federal Reserve BoardFRB regulatory reporting requirements, which differ from those under U.S. GAAP.
(2)Citi has elected to applyCiti’s regulatory capital ratios and components reflect certain deferrals based on the modified regulatory capital transition provision related to the impactCECL standard. For additional information, see “Capital Resources—Regulatory Capital Treatment—Modified Transition of the CECL accounting standard on regulatory capital, as provided by the U.S. banking agencies’ September 2020 final rule. Under the modified CECL transition provision, the changes in retained earnings (after-tax) and the ACL upon the January 1, 2020 CECL adoption date were deferred and commenced phase-in to regulatory capital at 25% per year beginning January 1, 2022. For the ongoing impact of CECL, Citigroup was allowed to adjust retained earnings and the ACL in an amount equal to 25% of the change in the ACL (pretax) for each period between January 1, 2020 and December 31, 2021. The cumulative adjustments to retained earnings and the ACL between January 1, 2020 and December 31, 2021 have also commenced phase in to regulatory capital at 25% per year beginning January 1, 2022, along with the deferred impacts related to the January 1, 2020 CECL adoption date.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.




30


(4)Of Citi's $24.8Citi’s $27.7 billion of net DTAs at December 31, 2021, $15.3 billion was included in Common Equity Tier 1 Capital pursuant to the U.S. Basel III rules, while $9.5 billion was excluded. Excluded from Citi's Common Equity Tier 1 Capital as of December 31, 2021 was $11.32022, $12.2 billion of net DTAs arising from net operating loss, foreign tax credit and general business credit tax carry-forwards. The amount excluded was reduced by $1.8carry-forwards, as well as $0.3 billion of net DTLs primarily associated with goodwill and certain other intangible assets that are separately deducted from capital. 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 Common Equity Tier 1CET1 Capital under the U.S. Basel III rules. DTAs arising from temporary differences are required to be deducted from capital only if these DTAsthey exceed 10%/15% limitationlimitations under the U.S. Basel III rules. Citi’s DTAs do not currently exceed this limitation and, therefore, are not
(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 Common Equity Tier 1 Capital, but are subject to risk weighting at 250%.temporary differences that exceeded the 10% limitation. At December 31, 2021, none of these assets were in excess of the 10%/15% limitations.
(5)(6)Represents Citigroup Capital XIII trust preferred securities, which are permanently grandfathered as Tier 1 Capital under the U.S. Basel III rules.
(6)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. Commencing January 1, 2021, Citi no longer deducts permitted market-making positions in third-party covered funds from Tier 1 Capital, in accordance with the revised Volcker Rule 2.0 issued by the U.S. agencies in November 2019. Upon the removal of the capital deduction, permitted market-making positions in third-party covered funds are included in risk-weighted assets.
(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 was $4.4were $4.7 billion and $5.2$4.4 billion at December 30, 202131, 2022 and December 31, 2020,2021, respectively.
31













35

Citigroup Capital Rollforward
In millions of dollarsThree months ended December 31, 2021Twelve months ended
December 31, 2021
Common Equity Tier 1 Capital, beginning of period$149,631 $147,274 
Net income3,173 21,952 
Common and preferred dividends declared(1,249)(5,236)
Net change in treasury stock6 (7,111)
Net increase in common stock and additional paid-in capital87 132 
Net change in foreign currency translation adjustment net of hedges, net of tax(462)(2,525)
Net change in unrealized gains (losses) on debt securities AFS, net of tax(1,396)(3,934)
Net decrease in defined benefit plans liability adjustment, net of tax76 1,012 
Net change in adjustment related to change in fair value of financial liabilities
attributable to own creditworthiness, net of tax
(3)19 
Net decrease in excluded component of fair value hedges12 — 
Net decrease in goodwill, net of related DTLs70 505 
Net decrease in identifiable intangible assets other than MSRs, net of related DTLs99 366 
Net increase in defined benefit pension plan net assets(133)(936)
Net change in DTAs arising from net operating loss, foreign tax credit and general business credit carry-forwards(373)368 
Net decrease in CECL 25% provision deferral(361)(2,320)
Other128 (261)
Net change in Common Equity Tier 1 Capital$(326)$2,031 
Common Equity Tier 1 Capital, end of period
(Standardized Approach and Advanced Approaches)
$149,305 $149,305 
Additional Tier 1 Capital, beginning of period$19,271 $19,779 
Net change in qualifying perpetual preferred stock994 (460)
Net increase in qualifying trust preferred securities1 6 
Net decrease in permitted ownership interests in covered funds— 917 
Other(3)21 
Net increase in Additional Tier 1 Capital$992 $484 
Tier 1 Capital, end of period
(Standardized Approach and Advanced Approaches)
$169,568 $169,568 
Tier 2 Capital, beginning of period (Standardized Approach)$35,386 $37,949 
Net decrease in qualifying subordinated debt(392)(3,417)
Net change in eligible allowance for credit losses(651)82 
Other(73)(344)
Net decrease in Tier 2 Capital (Standardized Approach)$(1,116)$(3,679)
Tier 2 Capital, end of period (Standardized Approach)$34,270 $34,270 
Total Capital, end of period (Standardized Approach)$203,838 $203,838 
Tier 2 Capital, beginning of period (Advanced Approaches)$25,521 $28,998 
Net decrease in qualifying subordinated debt(392)(3,417)
Net decrease in excess of eligible credit reserves over expected credit losses(618)(799)
Other(73)(344)
Net decrease in Tier 2 Capital (Advanced Approaches)$(1,083)$(4,560)
Tier 2 Capital, end of period (Advanced Approaches)$24,438 $24,438 
Total Capital, end of period (Advanced Approaches)$194,006 $194,006 

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 


3632


Citigroup Risk-Weighted Assets Rollforward (Basel III Standardized Approach)
In millions of dollarsThree months ended December 31, 2021Twelve months ended
December 31, 2021
Total Risk-Weighted Assets, beginning of period$1,284,316 $1,242,381 
Changes in Credit Risk-Weighted Assets
General credit risk exposures(1,475)(1,775)
Repo-style transactions(1)
(15,160)(9,737)
Securitization exposures(2)
(1,306)3,593 
Equity exposures(340)494 
Over-the-counter (OTC) derivatives(3)
(22,954)3,224 
Other exposures(4)
(7,167)15,112 
Off-balance sheet exposures(3,208)3,124 
Net change in Credit Risk-Weighted Assets$(51,610)$14,035 
Changes in Market Risk-Weighted Assets
Risk levels$(4,108)$(21,499)
Model and methodology updates(9,423)(15,742)
Net decrease in Market Risk-Weighted Assets(5)
$(13,531)$(37,241)
Total Risk-Weighted Assets, end of period$1,219,175 $1,219,175 

In millions of dollarsThree months ended December 31, 2022Twelve months ended
December 31, 2022
Total Risk-Weighted Assets, beginning of period$1,176,749 $1,219,175 
Changes in Credit Risk-Weighted Assets
General credit risk exposures(1)
(4,243)(26,061)
Repo-style transactions(2)
(225)(15,302)
Securitization exposures(3)
2,928 4,886 
Equity exposures(4)
3,751 453 
Over-the-counter (OTC) derivatives(5)
(27,320)(4,619)
Other exposures(6)
(1,911)(10,718)
Off-balance sheet exposures(7)
628 (14,553)
Net decrease in Credit Risk-Weighted Assets$(26,392)$(65,914)
Changes in Market Risk-Weighted Assets
Risk levels$(8,974)$(15,961)
Model and methodology updates1,602 5,685 
Net decrease in Market Risk-Weighted Assets(8)
$(7,372)$(10,276)
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 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.
(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 three months and 12 months ended December 31, 2021,2022 primarily due to exposure-driven decreases.new exposures.
(2)(4)SecuritizationEquity exposures increased during the 12three months ended December 31, 2021,2022 primarily due to increases in new deals.market value of various investments.
(3)(5)OTC derivatives decreased during the three months ended December 31, 2021,2022 primarily due to decreases in mark-to-marketacross FX, commodities and notional movement.equities. OTC derivatives increaseddecreased during the 12 months ended December 31, 2021,2022 primarily due to increasesdecreases in mark-to-marketrates, FX, commodities and equities, partially offset by the impact from the adoption of SA-CCR. For additional information on SA-CCR, see “Standardized Approach for bilateral derivatives.Counterparty Credit Risk” below.
(4)(6)Other exposures include cleared transactions, unsettled transactions and other assets. Other exposures decreased during the three12 months ended December 31, 20212022 primarily due to decreases in centrally cleared transactions. Otherderivatives and default fund contributions, partially offset by an increase in fixed assets.
(7)Off-balance sheet exposures increaseddecreased during the 12 months ended December 31, 20212022 primarily due to increasesa decrease in various other assets.loan commitments.
(5)(8)Market risk-weighted assets decreased during the three months and 12 months ended December 31, 2021,2022 primarily due to exposure changes.




changes, partially offset by changes in model inputs regarding volatility and the correlation between market risk factors.

3733


Citigroup Risk-Weighted Assets Rollforward (Basel III Advanced Approaches)
In millions of dollarsThree months ended December 31, 2021Twelve months ended
December 31, 2021
Total Risk-Weighted Assets, beginning of period$1,265,297 $1,278,977 
Changes in Credit Risk-Weighted Assets
Retail exposures(1)
(8,043)(13,426)
Wholesale exposures(2)
(8,408)(10,630)
Repo-style transactions2,516 (3,861)
Securitization exposures(3)
528 5,816 
Equity exposures(253)206 
Over-the-counter (OTC) derivatives(4)
(8,465)(510)
Derivatives CVA(5)
(5,988)(2,715)
Other exposures(6)
(1,646)7,003 
Supervisory 6% multiplier(1,426)(1,098)
Net decrease in Credit Risk-Weighted Assets$(31,185)$(19,215)
Changes in Market Risk-Weighted Assets
Risk levels$(5,320)$(21,805)
Model and methodology updates(9,422)(15,742)
Net decrease in Market Risk-Weighted Assets(7)
$(14,742)$(37,547)
Net decrease in Operational Risk-Weighted Assets(8)
$(9,996)$(12,841)
Total Risk-Weighted Assets, end of period$1,209,374 $1,209,374 

In millions of dollarsThree months ended December 31, 2022Twelve months ended
December 31, 2022
Total Risk-Weighted Assets, beginning of period$1,226,578 $1,209,374 
Changes in Credit Risk-Weighted Assets
Retail exposures(1)
4,610 12,633 
Wholesale exposures(2)
2,094 (14,843)
Repo-style transactions(3)
390 (10,694)
Securitization exposures(4)
2,916 5,057 
Equity exposures(5)
3,795 948 
Over-the-counter (OTC) derivatives(6)
(11,929)(2,667)
Derivatives CVA(7)
(2,067)19,667 
Other exposures(8)
2,026 1,725 
Supervisory 6% multiplier271 (434)
Net increase in Credit Risk-Weighted Assets$2,106 $11,392 
Changes in Market Risk-Weighted Assets
Risk levels$(8,461)$(12,430)
Model and methodology updates1,602 5,685 
Net decrease in Market Risk-Weighted Assets(9)
$(6,859)$(6,745)
Net change in Operational Risk-Weighted Assets(10)
$(287)$7,517 
Total Risk-Weighted Assets, end of period$1,221,538 $1,221,538 

(1)Retail exposures decreasedincreased during the three months ended December 31, 2021,2022 primarily drivendue to an increase in card activities, partially offset by a decrease from divestitures. Retail exposures increased during the 12 months ended December 31, 2022 primarily due to increases in card activities, consumer loans and model recalibrations. Retailrecalibrations, partially offset by a decrease from divestitures.
(2)Wholesale exposures decreased during the 12 months ended December 31, 2021, primarily driven by seasonal holiday spending repayments, less spending on qualifying revolving (card) exposures and model recalibrations.
(2)Wholesale exposures decreased during the three months and 12 months ended December 31, 2021,2022 primarily due to reductionsdecreases in commercialwholesale loans and wholesale loan commitments.available-for-sale securities.
(3)Securitization exposures increasedRepo-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, 2021,2022 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 new deals.market value of various investments.
(4)(6)OTC derivatives decreased during the three months ended December 31,2021,31, 2022 primarily due to exposure decreases in mark-to-marketacross FX and notional movement.
(5)Derivatives CVAcommodities. OTC derivatives decreased during the three12 months ended December 31, 2021,2022 primarily due to exposure decreases in exposureacross FX and volatility, as well as lower credit spreads and sensitivity.commodities, partially offset by the impact from the adoption of SA-CCR. For additional information on SA-CCR, see “Standardized Approach for Counterparty Credit Risk” below.
(6)(7)Other exposuresDerivatives CVA increased during the 12 months ended December 31, 2021,2022 primarily due to increasesthe 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 various otherspecific 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.
(7)(9)Market risk-weighted assets decreased during the three months and 12 months ended December 31, 2021,2022 primarily due to exposure changes.changes, partially offset by changes in model inputs regarding volatility and the correlation between market risk factors.
(8)(10)Operational risk-weighted assets decreasedincreased during the three months and 12 months ended December 31, 2021,2022 primarily due to changes in operational lossnew model severity and frequency.updates.

3834


Supplementary Leverage Ratio
The following table sets forthpresents Citi’s Supplementary Leverage ratio and related components as of December 31, 2021,2022, September 30, 20212022 and December 31, 2020:2021:

In millions of dollars, except ratiosDecember 31, 2021September 30, 2021December 31, 2020
Tier 1 Capital$169,568 $168,902 $167,053 
Total Leverage Exposure
On-balance sheet assets(1)(2)(3)
$2,389,237 $2,349,414 $1,864,374 
Certain off-balance sheet exposures:(4)
Potential future exposure on derivative contracts222,241 222,157 186,959 
Effective notional of sold credit derivatives, net(5)
23,788 21,987 32,640 
Counterparty credit risk for repo-style transactions(6)
25,775 21,174 20,965 
Unconditionally cancelable commitments70,196 70,541 71,163 
Other off-balance sheet exposures264,330 263,361 253,754 
Total of certain off-balance sheet exposures$606,330 $599,220 $565,481 
Less: Tier 1 Capital deductions37,803 37,584 38,822 
Total Leverage Exposure(3)
$2,957,764 $2,911,050 $2,391,033 
Supplementary Leverage ratio5.73 %5.80 %6.99 %
In millions of dollars, except ratiosDecember 31, 2022September 30, 2022December 31, 2021
Tier 1 Capital$169,145 $164,830 $169,568 
Total Leverage Exposure
On-balance sheet assets(1)(2)
$2,432,823 $2,401,767 $2,389,237 
Certain off-balance sheet exposures(3)
Potential future exposure on derivative contracts133,071 153,842 222,241 
Effective notional of sold credit derivatives, net(4)
34,117 32,768 23,788 
Counterparty credit risk for repo-style transactions(5)
17,169 16,997 25,775 
Other off-balance sheet exposures326,553 320,364 334,526 
Total of certain off-balance sheet exposures$510,910 $523,971 $606,330 
Less: Tier 1 Capital deductions36,960 37,203 37,803 
Total Leverage Exposure$2,906,773 $2,888,535 $2,957,764 
Supplementary Leverage ratio5.82 %5.71 %5.73 %

(1)Represents the daily average of on-balance sheet assets for the quarter.
(2)Citi has elected to applyCiti’s regulatory capital ratios and components reflect certain deferrals based on the modified regulatory capital transition provision related to the impact of the CECL accounting standard on regulatory capital, as provided by the U.S. banking agencies’ September 2020 final rule. Under the modified CECL transition provision, the changes in DTAs arising from temporary differences and the ACL upon the January 1, 2020 CECL adoption date were deferred and commenced phase-in to regulatory capital at 25% per year beginning January 1, 2022. For the ongoing impact of CECL, Citigroup was allowed to adjust the ACL in an amount equal to 25% of the change in the ACL (pretax) for each period between January 1, 2020 and December 31, 2021. The cumulative adjustments to the ACL between January 1, 2020 and December 31, 2021 have also commenced phase in to regulatory capital at 25% per year beginning January 1, 2022, along with the deferred impacts related to the January 1, 2020 CECL adoption date. Corresponding adjustments to average on-balance sheet assets are reflected in Total Leverage Exposure.
(3)Commencing with the second quarter of 2020 and continuing through the first quarter of 2021, Citigroup’s Total Leverage Exposure temporarily excluded U.S. Treasuries and deposits at Federal Reserve Banks.standard. For additional information, see “Temporary Supplementary Leverage Ratio Relief”“Capital Resources—Regulatory Capital Treatment—Modified Transition of the Current Expected Credit Losses Methodology” above.
(4)(3)Represents the average of certain off-balance sheet exposures calculated as of the last day of each month in the quarter.
(5)(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.
(6)(5)Repo-style transactions include repurchase orand 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 5.7%5.8% at December 31, 2021,2022, compared to 5.8%5.7% at September 30, 20212022 and 7.0% at December 31, 2020.2021. The quarter-over-quarter decreaseincrease was primarily driven by an increase in Total Leverage Exposure, primarily driven by an increaseTier 1 Capital due to net income in average on-balance sheet assets, as well as adversethe fourth quarter of 2022 and beneficial net movementsmovements in AOCI,partially offset by net income in the quarter. The year-over-year decrease was primarily driven by an increase in Total Leverage Exposure, largely due to an approximate 100 basis point impact from the expiration of the Federal Reserve Board’s temporary SupplementaryExposure. The year-over-year increase was primarily driven by a decrease in Total Leverage ratio relief. For additional information, see “Temporary Supplementary Leverage Ratio Relief” above.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 bank regulatory agencies, which are similar to the standards of the Federal Reserve Board.FRB.
39

The following tables set forthpresent the capital components and ratios for Citibank, Citi’s primary subsidiary U.S. depository institution, as of December 31, 2021,2022, September 30, 20212022 and December 31, 2020:


2021:



Advanced Approaches(8)
Standardized Approach(8)
Advanced ApproachesStandardized Approach
In millions of dollars, except ratiosIn millions of dollars, except ratios
Effective Minimum Requirement(1)
December 31, 2021September 30, 2021December 31, 2020December 31, 2021September 30, 2021December 31, 2020In millions of dollars, except ratios
Required Capital Ratios(1)
December 31, 2022September 30, 2022December 31, 2021December 31, 2022September 30, 2022December 31, 2021
Common Equity Tier 1 Capital(2)
$148,548 $147,459 $142,854 $148,548 $147,459 $142,854 
CET1 Capital(2)
CET1 Capital(2)
$149,593 $147,938 $148,548 $149,593 $147,938 $148,548 
Tier 1 Capital(2)Tier 1 Capital(2)150,679 149,588 144,962 150,679 149,588 144,962 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)
Total Capital (Tier 1 Capital + Tier 2 Capital)(2)(3)
166,921 166,196 161,447 175,427 174,745 169,449 
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 AssetsTotal Risk-Weighted Assets1,017,774 1,067,406 1,047,088 1,066,015 1,107,021 1,054,056 Total Risk-Weighted Assets1,003,747 1,046,884 1,017,774 982,914 1,024,923 1,066,015 
Credit Risk(2)
Credit Risk(2)
$737,802 $761,259 $737,953 $1,016,293 $1,048,581 $989,222 
Credit Risk(2)
$728,082 $762,660 $737,802 $948,150 $983,949 $1,016,293 
Market RiskMarket Risk48,089 55,566 63,984 49,722 58,440 64,834 Market Risk34,403 40,676 48,089 34,764 40,974 49,722 
Operational RiskOperational Risk231,883 250,581 245,151 — — — Operational Risk241,262 243,548 231,883 — — — 
Common Equity Tier 1 Capital ratio(4)(5)
7.0 %14.60 %13.81 %13.64 %13.93 %13.32 %13.55 %
CET1 Capital ratio(4)(5)
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)
Tier 1 Capital ratio(4)(5)
8.5 14.80 14.01 13.84 14.13 13.51 13.75 
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)
Total Capital ratio(4)(5)
10.5 16.40 15.57 15.42 16.46 15.79 16.08 
Total Capital ratio(4)(5)
10.5 16.45 15.78 16.40 17.56 16.87 16.46 
In millions of dollars, except ratiosIn millions of dollars, except ratiosEffective Minimum RequirementDecember 31, 2021September 30, 2021December 31, 2020In millions of dollars, except ratiosRequired Capital RatiosDecember 31, 2022September 30, 2022December 31, 2021
Quarterly Adjusted Average Total Assets(2)(6)
Quarterly Adjusted Average Total Assets(2)(6)
$1,716,596 $1,682,993 $1,667,105 
Quarterly Adjusted Average Total Assets(2)(6)
$1,738,744 $1,694,381 $1,716,596 
Total Leverage Exposure(2)(7)
Total Leverage Exposure(2)(7)
2,236,839 2,205,471 2,172,052 
Total Leverage Exposure(2)(7)
2,189,541 2,147,923 2,236,839 
Tier 1 Leverage ratio(5)
Tier 1 Leverage ratio(5)
5.0%8.78 %8.89 %8.70 %
Tier 1 Leverage ratio(5)
5.0 %8.73 %8.86 %8.78 %
Supplementary Leverage ratio(5)
Supplementary Leverage ratio(5)
6.06.74 6.78 6.67 
Supplementary Leverage ratio(5)
6.06.93 6.99 6.74 

(1)For all periods presented, Citibank’s effective minimumrequired risk-based capital requirementsratios are inclusive of the 2.5% Capital Conservation Buffer (all of which must be composed of Common Equity Tier 1CET1 Capital).
(2)Citibank has elected to applyCitibank’s regulatory capital ratios and components reflect certain deferrals based on the modified regulatory capital transition provision related to the impactCECL standard. For additional information, see “Capital Resources—Regulatory Capital Treatment—Modified Transition of the CECL accounting standard on regulatory capital, as provided by the U.S. banking agencies’ September 2020 final rule. Under the modified CECL transition provision, the changes in retained earnings (after-tax), deferred tax assets (DTAs) arising from temporary differences, and the ACL upon the January 1, 2020 CECL adoption date were deferred and have commenced phase-in to regulatory capital at 25% per year beginning on January 1, 2022. For the ongoing impact of CECL, Citibank was allowed to adjust retained earnings and the ACL in an amount equal to 25% of the change in the ACL (pretax) for each period between January 1, 2020 and December 31, 2021. The cumulative adjustments to retained earnings and the ACL between January 1, 2020 and December 31, 2021 have also commenced phase-in to regulatory capital at 25% per year beginning January 1, 2022, along with the deferred impacts related to the January 1, 2020 CECL adoption date. Corresponding adjustments to average on-balance sheet assets are reflected in quarterly adjusted average total assets and Total Leverage Exposure. Additionally, the increase in DTAs arising from temporary differences upon the January 1, 2020 adoption date were deducted from risk-weighted assets (RWA) and commenced phase-in to RWA at 25% per year beginning January 1, 2022.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 reportable Common Equity Tier 1binding CET1 Capital and Tier 1 Capital ratios were derived under the lower derivedBasel 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 minimum Common Equity Tier 1required 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 minimumrequired 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.
(8)Certain of the above prior-period amounts have been revised to conform with enhancements made in the current period.


As indicated in the table above, Citibank’s capital ratios at December 31, 20212022 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, 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.


4036


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, 2021.2022. 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
Common Equity
Tier 1 Capital ratio
Tier 1 Capital ratioTotal Capital ratio
In basis pointsIn 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
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
CitigroupCitigroupCitigroup
Advanced ApproachesAdvanced Approaches0.81.00.81.20.81.3Advanced Approaches0.81.00.81.10.81.3
Standardized ApproachStandardized Approach0.81.00.81.10.81.4Standardized Approach0.91.10.91.30.91.5
CitibankCitibankCitibank
Advanced ApproachesAdvanced Approaches1.01.41.01.51.01.6Advanced Approaches1.01.51.01.51.01.6
Standardized ApproachStandardized Approach0.91.30.91.30.91.5Standardized Approach1.01.51.01.61.01.8
Tier 1 Leverage ratioSupplementary Leverage ratioTier 1 Leverage ratioSupplementary Leverage ratio
In basis pointsIn 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
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
CitigroupCitigroup0.40.30.30.2Citigroup0.40.30.30.2
CitibankCitibank0.60.50.40.3Citibank0.60.50.50.3

Citigroup Broker-Dealer Subsidiaries
At December 31, 2021,2022, 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 $13 billion, which exceeded the minimum requirement by $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 $28$27 billion at December 31, 2021,2022, which exceeded the PRA’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 operate,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, 2021.2022.
4137


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,Capital Conservation Buffer, plus any applicable countercyclical
capital bufferCountercyclical 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 2021)2022). Accordingly, Citi’s
total current minimum TLAC requirement was 22.5% of RWA for 2021.2022.

Minimum LTDLong-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 2021)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 LTD ratioregulatory requirement, as well as the surplus amount in dollars in excess of each requirement.

December 31, 2021December 31, 2022
In billions of dollars, except ratiosIn billions of dollars, except ratiosExternal TLACLTDIn billions of dollars, except ratiosExternal TLACLTD
Total eligible amountTotal eligible amount$318 $143 Total eligible amount$334 $160 
% of Standardized Approach risk-
weighted assets		26.1 %11.7 %
Effective minimum requirement(1)(2)
22.5 9.0 
% of Advanced Approaches risk-
weighted assets		% of Advanced Approaches risk-
weighted assets		27.3 %13.1 %
Regulatory requirement(1)(2)
Regulatory requirement(1)(2)
22.5 9.0 
Surplus amountSurplus amount$44 $33 Surplus amount$59 $50 
% of Total Leverage Exposure% of Total Leverage Exposure10.8 %4.8 %% of Total Leverage Exposure11.5 %5.5 %
Effective minimum requirement9.5 4.5 
Regulatory requirementRegulatory requirement9.5 4.5 
Surplus amountSurplus amount$37 $10 Surplus amount$58 $29 

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

As of December 31, 2021,2022, Citi exceeded each of the
minimum TLAC and LTD regulatory requirements, resulting in a $10
$29 billion surplus above its binding TLAC requirement of LTD as
a percentage of Total Leverage Exposure.
For additional information on Citi’s TLAC-related requirements, see “Risk Factors—Compliance Risks” and “Liquidity Risk—Total Loss-Absorbing Capacity (TLAC)” below.


Capital Resources (Full Adoption of CECL)(1)
The following tables set forthpresent Citigroup’s and Citibank’s capital components and ratios hadunder a hypothetical scenario where the full impact of CECL been adoptedis reflected as of December 31, 2021:2022:

CitigroupCitibankCitigroupCitibank
Effective Minimum Requirement, Advanced Approaches
Effective Minimum Requirement, Standardized Approach(2)
Advanced ApproachesStandardized Approach
Effective Minimum Requirement(3)
Advanced ApproachesStandardized ApproachRequired Capital Ratios, Advanced ApproachesRequired Capital Ratios, Standardized ApproachAdvanced ApproachesStandardized Approach
Required Capital Ratios(2)
Advanced ApproachesStandardized Approach
Common Equity Tier 1 Capital ratio10.0 %10.5 %12.10 %12.01 %7.0 %14.32 %13.68 %
CET1 Capital ratioCET1 Capital ratio10.0 %11.5 %11.96 %12.79 %7.0 %14.70 %15.01 %
Tier 1 Capital ratioTier 1 Capital ratio11.5 12.0 13.78 13.68 8.5 14.53 13.88 Tier 1 Capital ratio11.5 13.0 13.62 14.56 8.5 14.91 15.23 
Total Capital ratioTotal Capital ratio13.5 14.0 15.86 16.49 10.5 16.15 16.21 Total Capital ratio13.5 15.0 15.24 17.06 10.5 16.25 17.36 
Effective Minimum RequirementCitigroupEffective Minimum RequirementCitibankRequired Capital RatiosCitigroupRequired Capital RatiosCitibank
Tier 1 Leverage ratioTier 1 Leverage ratio4.0 %7.09 %5.0 %8.62 %Tier 1 Leverage ratio4.0 %6.94 %5.0 %8.61 %
Supplementary Leverage ratioSupplementary Leverage ratio5.0 5.646.0 6.61Supplementary Leverage ratio5.0 5.716.0 6.84

(1)See footnote 2 on the “Components of Citigroup Capital” table above.
(2)The effective minimum requirements were applicable as of December 31, 2021. See “Stress Capital Buffer” above for additional information.
(3)Citibank’s effective minimum requirementsrequired capital ratios were the same under the Standardized Approach and the Advanced Approaches Framework.framework.


4238


Adoption of the Standardized Approach for Counterparty Credit Risk
In January 2020, the U.S. banking agencies issued a final rule to introduceadopted the Standardized Approach for Counterparty Credit Risk (SA-CCR). SA-CCR replaced the Current Exposure Method (CEM), which was the previous methodology used to calculate exposure for all derivative contracts underat the Standardized Approach, as well as RWA for derivative contracts under the Advanced Approaches in cases where internal models are not used.netting set level. In addition, SA-CCR replaced CEMis used in numerous other instances throughout the regulatory framework, including but not limited to the Supplementary Leverage Ratio,ratio, certain components of the GSIB score, single counterparty credit limits and legal lending limits.
Under SA-CCR, a banking organization calculates the exposure amount of its derivative contracts at the netting set level. Multiple derivative contracts are generally 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 introduced the concept of hedging sets, which allows a banking organization to fully or partially net derivative contracts within the same netting set that share similar risk factors. Moreover, SA-CCR incorporated updated supervisory and maturity factors to calculate the potential future exposure of a derivative contract, and provides for improved recognition of collateral. Under the final rule, the exposure amount of a netting set is equal to an alpha factor of 1.4 multiplied by the sum of the replacement cost and potential future exposure of the netting set.
As previously disclosed, Citi adopted SA-CCR as of the mandatory compliance date of January 1, 2022. Adoption of SA-CCR increased Citigroup’s Standardized RWA by approximately $51 billion, which resulted in a 49 bpsbasis points decrease to Citigroup’s Common Equity Tier 1 Capital ratio under the Standardized Approaches on January 1, 2022. Citigroup’s reported CET1 Capital ratio under the Standardized Approach as of December 31, 2021 was 12.25%, 75 bps above its 11.5% CET1 Capital target, and 175 bps above its 10.5% effective regulatory minimum CET1 Capital requirement under the Standardized Approach.on January 1, 2022.
Adoption of SA-CCR also increased Citigroup’s Advanced RWA by approximately $29 billion, which resulted in a 29 bpsbasis points decrease to Citigroup’s Common Equity Tier 1CET1 Capital ratio under the Advanced Approaches on January 1, 2022. Citigroup’s reported CET1 Capital ratio under the Advanced Approaches as of December 31, 2021 was 12.35%, 85 bps above its 11.5% CET1 Capital target, and 235 bps above its 10.0% effective regulatory minimum CET1 Capital requirement under the Advanced Approaches.
Citigroup voluntarily suspended share repurchases during the fourth quarter of 2021, in anticipation of the adverse impact resulting from SA-CCR adoption. Citi resumed common share repurchases in January 2022.


Regulatory Capital Standards Developments

Basel III Revisions
As previously disclosed,described above, the U.S. banking agencies implemented a number of international capital standards adopted by the Basel Committee on Banking Supervision (Basel Committee) has finalized certain, following the Global Financial Crisis regulatory reforms (see the U.S. Basel III post-crisis regulatory reforms.rules discussion above). The Basel Committee finalized the Basel III reforms relatein December 2017, which included revisions to the methodologies in deriving credit, market and operational risk-weighted assets, the imposition of a new aggregate output floor for risk-weighted assets and revisions to the leverage ratio framework.
The U.S. banking agencies may revise the U.S. Basel III rules in the future, in response to the Basel Committee’s final Basel III post-crisis regulatory reforms. For information about risks related to changes in regulatory capital requirements, see “Risk Factors—Strategic Risks.”Risks” below.

4339


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

At December 31,At December 31,
In millions of dollars or shares, except per share amountsIn millions of dollars or shares, except per share amounts20212020201920182017In millions of dollars or shares, except per share amounts20222021202020192018
Total Citigroup stockholders’ equityTotal Citigroup stockholders’ equity$201,972 $199,442 $193,242 $196,220 $200,740 Total Citigroup stockholders’ equity$201,189 $201,972 $199,442 $193,242 $196,220 
Less: Preferred stockLess: Preferred stock18,995 19,480 17,980 18,460 19,253 Less: Preferred stock18,995 18,995 19,480 17,980 18,460 
Common stockholders’ equityCommon stockholders’ equity$182,977 $179,962 $175,262 $177,760 $181,487 Common stockholders’ equity$182,194 $182,977 $179,962 $175,262 $177,760 
Less:Less:Less:
GoodwillGoodwill21,299 22,162 22,126 22,046 22,256 Goodwill19,691 21,299 22,162 22,126 22,046 
Identifiable intangible assets (other than MSRs)Identifiable intangible assets (other than MSRs)4,091 4,411 4,327 4,636 4,588 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)
Goodwill and identifiable intangible assets
(other than MSRs) related to assets held-for-sale (HFS)
510 — — — 32 
Goodwill and identifiable intangible assets
(other than MSRs) related to assets held-for-sale (HFS)
589 510 — — — 
Tangible common equity (TCE)Tangible common equity (TCE)$157,077 $153,389 $148,809 $151,078 $154,611 Tangible common equity (TCE)$158,151 $157,077 $153,389 $148,809 $151,078 
Common shares outstanding (CSO)Common shares outstanding (CSO)1,984.4 2,082.1 2,114.1 2,368.5 2,569.9 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)Book value per share (common stockholders’ equity/CSO)$92.21 $86.43 $82.90 $75.05 $70.62 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)Tangible book value per share (TCE/CSO)79.16 73.67 70.39 63.79 60.16 Tangible book value per share (TCE/CSO)81.65 79.16 73.67 70.39 63.79 
For the year ended December 31,For the year ended December 31,
In millions of dollarsIn millions of dollars2021202020192018
2017(1)
In millions of dollars20222021202020192018
Net income available to common shareholdersNet income available to common shareholders$20,912 $9,952 $18,292 $16,871 $14,583 Net income available to common shareholders$13,813 $20,912 $9,952 $18,292 $16,871 
Average common stockholders’ equityAverage common stockholders’ equity182,421 175,508 177,363 179,497 207,747 Average common stockholders’ equity180,093 182,421 175,508 177,363 179,497 
Average TCEAverage TCE156,253 149,892 150,994 153,343 180,458 Average TCE155,943 156,253 149,892 150,994 153,343 
Return on average common stockholders’ equityReturn on average common stockholders’ equity11.5 %5.7 %10.3 %9.4 %7.0 %Return on average common stockholders’ equity7.7 %11.5 %5.7 %10.3 %9.4 %
Return on average TCE (RoTCE)13.4 6.6 12.1 11.0 8.1 
RoTCERoTCE8.9 13.4 6.6 12.1 11.0 

(1)Year ended December 31, 2017 excludes the one-time impact of Tax Reform. For a reconciliation of these amounts, see “Significant Accounting Policies and Significant Estimates—Income Taxes” below.




4440


RISK FACTORS

The following discussion sets forthpresents what management currently believes could be the material 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 Globally Could Continue to Have a Negative Impact on Citi’s Businesses and Results of Operations.Citi.
In addition to the significant macroeconomic challenges posed by the pandemic (see the pandemic-related risk factor below), Citi has experienced, and could experience in the future, negative impacts to its businesses, and results of operations and financial condition as a result of othervarious 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, the recent action of Russian military forces and support personnel in Ukraine has escalated tensions between Russia and the U.S., NATO, the EU and the U.K. The U.S. has imposed, and is likely to impose material additional, financial and economic sanctions and export controls against certain Russian organizations and/or individuals, with similar actions either implemented or planned by the EU and the U.K. and other jurisdictions. During the week of February 21, 2022, the U.S., the U.K., and the EU each imposed packages of financial and economic sanctions that, in various ways, constrain transactions with numerous Russian entities and individuals; transactions in Russian sovereign debt; and investment, trade, and financing to, from, or in certain regions of Ukraine. Citi’s ability to engage in activity with certain consumer and institutional businesses in Russia and Ukraine or involving certain Russian or Ukrainian businesses and customers is dependent in part upon whether such engagement is restricted under any current or expected U.S., EU and other countries or U.K. sanctions and laws. Sanctions and export controls, as well as any actions by Russia, could adversely affect Citi’s business activities and customers in and from Russia and Ukraine. Moreover, actions by Russia, and any further measures taken by the U.S. or its allies, could have negative impacts on regional and global financial markets and economic conditions. For additional information about these and other related risks, see the operational processes and systems, cybersecurity and emerging markets risk factors below. For additional information about Citi’s exposures in
Russia, see “Managing Global Risk—Other Risks—Country Risk—Russia” below.
Additionally, governmental fiscal and monetary actions, or expected actions, such as changes in interest rate policies and any program implemented byeconomies experienced significantly higher levels of widespread inflation. As 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 global capital flows. Further, it remains uncertain to what extent central banks may keep interest rates low or whether central banks might raise interest rates or reduce the size of their balance sheets, particularly as inflationary pressures continue and the U.S. and global economies continue to improve. While earlier in the pandemicresult, the Federal Reserve Board (FRB) and other central banks took actions to support the global economy, including by further reducing their benchmarkhave substantially raised interest rates, mismatches between supplyreduced the size of their balance sheets and demandtaken other actions in an aggressive effort to curb inflation. These actions are expected to slow economic growth, increase the risk of goodsrecession and services contributedincrease 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 a risecontinue to result in inflation in 2021, prompting the FRB to announce the approaching end of the period of extraordinarily low interest rates.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 the interest rates at which Citi pays depositors are already low and unlikely to decline much further, declining or continued low interest rates for loans could further compress Citi’s net interest income. Citi’s net interest income 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 based on longer-term interest rates.
In contrast, an abrupt and sustained increase in interest rates could interfere with the global macroeconomic recovery, whether due to continued or increased inflationary pressures or otherwise. And while Citi estimatesexpects its overall net interest income would generally increase due to higher interest rates, higher rates could adversely affect Citi’sits 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—NetBanking Book Interest Income atRate 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
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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, an elevated level of inflation resultingeconomic and geopolitical challenges related to China, including related policy actions, distress in adverse spill-over effects;Chinese real estate finance and other credit markets, tensions or conflicts between China and Taiwan and/or between China and the ability of Congress to raise the federal debt ceiling; slowing of the Chinese economy, including negative economic impacts associated with such slowdown or any policy actions;U.S.; significant disruptions and volatility in financial markets;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 anti-establishment movements;populist movements and governments; natural disasters; other pandemics; and election outcomes.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. In addition,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.
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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 across ICG and GCB and AOCI (which would in turn negatively impact Citi’s book and tangible book value).

STRATEGIC RISKS
Rapidly Evolving Challenges and Uncertainties Related to the COVID-19 Pandemic in the U.S. and Globally Will Likely Continue to Have Negative Impacts on Citi’s Businesses and Results of Operations and Financial Condition.
The COVID-19 pandemic has affected all of the countries and jurisdictions in which Citi operates, including severely impacting global health, financial markets, consumer and business spending and economic conditions. The extent of the future pandemic impacts remain uncertain and will likely evolve by region, country or state, largely depending on the duration and severity of the public health consequences, including the duration and further spread of the coronavirus as well as any variants becoming more prevalent and impactful; further production, distribution, acceptance and effectiveness of vaccines; availability and efficiency of testing; the public response; and government actions. The future impacts to global economic conditions may include, among others:

•further disruption of global supply chains;
•higher inflation;
•higher interest rates;
•significant disruption and volatility in financial markets;
•additional closures, reduced activity and failures of many businesses, leading to loss of revenues and net losses;
•further institution of social distancing and restrictions on businesses and the movement of the public in and among the U.S. and other countries; and
•reduced U.S. and global economic output.

The pandemic has had, and may continue to have, negative impacts on Citi’s businesses and overall results of operations and financial condition, which could be material. The extent of the impact on Citi’s operations and financial performance, including its ability to execute its business strategies and initiatives, will continue to depend significantly on future developments in the U.S. and globally. Such developments are uncertain and cannot be predicted, including the course of the coronavirus, as well as any weakness or slowing in the economic recovery or a further economic downturn, whether due to further supply chain disruptions, inflation trends, higher interest rates or otherwise.
The pandemic may not be sufficiently contained for an extended period of time. A prolonged health crisis could reduce economic activity in the U.S. and other countries, resulting in additional declines or weakness in employment trends and business and consumer confidence. These factors could negatively impact global economic activity and markets; cause a continued decline in the demand for Citi’s products and services and in its revenues; further increase Citi’s credit and other costs; and may result in impairment of long-lived
assets or goodwill. These factors could also cause an increase in Citi’s balance sheet, risk-weighted assets and ACL, resulting in a decline in regulatory capital ratios or liquidity measures, as well as regulatory demands for higher capital levels and/or limitations or reductions in capital distributions (such as common share repurchases and dividends). Moreover, any disruption or failure of Citi’s performance of, or its ability to perform, key business functions, as a result of the continued spread of COVID-19 or otherwise, could adversely affect Citi’s operations.
The impact of the pandemic on Citi’s consumer and corporate borrowers will vary by sector or industry, with some borrowers experiencing greater stress levels, particularly as credit and customer assistance support further winds down, which could lead to increased pressure on their results of operations and financial condition, increased borrowings or credit ratings downgrades, thus likely leading to higher credit costs for Citi. These borrowers include, among others, businesses that are more directly impacted by the institution of social distancing, the movement of the public and store closures. In addition, stress levels ultimately experienced by Citi’s borrowers may be different from and more intense than assumptions made in prior estimates or models used by Citi, resulting in an increase in Citi’s ACL or net credit losses, particularly as the benefits of fiscal stimulus and government support programs diminish.
Ongoing legislative and regulatory changes in the U.S. and globally to address the economic impact from the pandemic could further affect Citi’s businesses, operations and financial performance. Citi could also face challenges, including legal and reputational, and scrutiny in its efforts to provide relief measures. Such efforts have resulted in, and may continue to result in, litigation, including class actions, and regulatory and government actions and proceedings. Such actions may result in judgments, settlements, penalties and fines adverse to Citi. In addition, the different types of government actions could vary in scale and duration across jurisdictions and regions with varying degrees of effectiveness.
Citi has taken measures to maintain the health and safety of its colleagues; however, these measures could result in additional expenses, and illness of employees could negatively affect staffing for a period of time. In addition, Citi’s ability to recruit, hire and onboard colleagues in key areas could be negatively impacted by pandemic restrictions as well as Citi’s COVID-19 vaccination requirement (see the qualified colleagues risk factor below).
Further, it is unclear how the macroeconomic or business environment or societal norms may be impacted after the pandemic. The post-pandemic environment may undergo unexpected developments or changes in financial markets, fiscal, monetary, tax and regulatory environments and consumer customer and corporate client behavior. These developments and changes could have an adverse impact on Citi’s results of operations and financial condition. Ongoing business and regulatory uncertainties and changes may make Citi’s longer-term business, balance sheet and strategic and budget planning more difficult or costly. Citi and its management and businesses may also experience increased or different competitive and other challenges in this environment.
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To the extent that it is not able to adapt or compete effectively, Citi could experience loss of business and its results of operations and financial condition could suffer (see the competitive challenges risk factor below).

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 Dodd-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 capital requirements, including the annual recalibration of the Stress Capital Buffer (SCB), which is based upon the results of the CCAR process required by the FRB, as well asand recalibration of the supervisory stress tests required under the Dodd- Frank Act (as described in more detail below).GSIB surcharge.
Citi’s ability to return capital also depends on its results of operations and financial condition, including the capital impact related to its remaining divestitures, forecastssuch as, among other things, any temporary capital impact from CTA losses (net of macroeconomic conditions, its implementationhedges) between transaction signings and maintenanceclosings and achievement of an effectivethe expected capital planning processbenefits from the divestitures (for additional information, see “Executive Summary” above and management framework, andthe 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 Ratioratio (SLR) and global systemically important bank holding company (GSIB) surcharge, which has been made more challenging due to elevated levelsGSIB surcharge; its implementation and maintenance of liquidity in the financial system related to the pandemican effective capital planning process and management framework; forecasts of macroeconomic conditions; and deferred tax asset (DTA) utilization (see the macroeconomic challenges and uncertaintiesability to utilize DTA risk factor above)below).
Changes in regulatory capital rules, requirements or interpretations could continue to have a material impact on Citi’s regulatory capital, both as a result of changes in Citi’s reported regulatory capital and integration into the CCAR process and regulatory stress tests.capital. For example, Citi wason October 1, 2022, Citi’s required regulatory CET1 Capital ratio increased to adopt11.5% from 10.5% due to an increase in the SCB requirement (see below for information on calculation of the SCB). In addition, on January 1, 2023, Citi’s required regulatory CET1 Capital ratio further increased to 12% from 11.5% under the Standardized Approach, for Counterparty Credit Risk (SA-CCR) as of January 1, 2022, which resulted in an approximate $51 billion increase in Citi’s risk-weighted assets under the Standardized Approach.current GSIB surcharge increased to 3.5% from 3.0%. Due to these increases as well as macroeconomic uncertainty, Citi voluntarily suspendedpaused common share repurchases duringbeginning as of the fourththird quarter of 2021, in anticipation of the adverse impact resulting from the adoption of SA-CCR. Citi will be required to adopt SA-CCR for purposes of the supervisory stress test during the 2023 cycle and SA-CCR may be considered by management during the 2022 cycle for purposes of management’s own capital adequacy assessment.2022. In addition, the U.S. banking agencies may potentially considerare 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, recalibration ofand potential changes to the GSIB surcharge, and SLR and enactment of the 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 capital planning practices, including, but not limited to, governance, risk management, data quality and internal controls. Citi’s ability to return
capital may be adversely impacted if such an evaluation of Citi resultedresults in negative findings. In addition, Citi’s ability to accurately predict, interpret or explain to stakeholders the results of the CCAR process, and thus to address any market or investor perceptions, may be limited as the FRB’s assessment of Citi’s capital adequacy is conducted using the FRB’s proprietary stress test models. For additional information on limitations on Citi’s ability to return capital to common shareholders, as well as the CCAR process, supervisory stress test 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.
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 (PPNR) and stress losses, and the addition of components deemed important by the FRB. For information on limitations on Citi’s ability to return capital to common shareholders, as well as the CCAR process, supervisory stress test 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, deferred tax assetsDTAs and ACL determined upon the January 1, 2020 CECL adoption date, as well as subsequent changes in the ACL between January 1, 2020 andthrough 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 through the 2023 supervisory stress test cycle, while continuing to evaluate appropriate future enhancements to this framework. The impacts on Citi’s capital adequacy of the FRB’s incorporation of CECL ininto 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 adverse regulatory capital effects resulting from adoption of the CECL methodology, see “Capital Resources—Current Regulatory Capital Standards—Regulatory Capital Treatment—Modified
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Transition of the Current Expected Credit Losses Methodology” above and Note 1 to the Consolidated Financial Statements.1.
In addition, the FRB has integrated the annual stress testing requirements withare integrated into ongoing regulatory capital requirements. For Citigroup, theCiti’s SCB equals the maximum decline in Citi’s Common Equity Tier 1its CET1 Capital ratio under the 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%. Effective October 1, 2021, Citi’s SCB was 3.0%. The SCB is calculated by the FRB using its proprietary data and modeling of each firm’s results. Accordingly, Citi’s SCB may change annually, or possibly more frequently, based on the supervisory stress test results, thus potentially resulting in additional 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 wouldmay result in graduated limitations on capital distributions. For additional
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information on the SCB, including its calculation, see “Capital Resources—Regulatory Capital 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 could increase the level of capital Citi is required or elects to hold, including as part of Citi’s management buffer, thus potentially impacting the extent to which Citi is able to return capital to shareholders.

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, regulatory, tax, sanctions and other changes arising frompromulgated by the U.S. federal government and other governments, including as a result of the differing priorities of the current U.S. presidential administration, changespriority shifts depending on individuals, political parties and other groups in regulatory leadership or focus and actions of Congress or in response to the pandemic;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) futurerapidly evolving legislative and regulatory requirements and other government initiatives in the U.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 climate change risk factor 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.
For example, in February 2023, the Consumer Financial Protection Bureau proposed significant changes to the maximum amounts on credit card late fees, which, if adopted as proposed, would reduce credit card fee revenues in Branded cards and 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.
Moreover,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.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 post-crisis 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 Investment and Other Initiatives as Part of Its Transformation and Strategic Refresh May Not Be as Successful as It Projects or Expects.
As part of its transformation and other strategic initiatives, Citi continues to make significant investments to improve its infrastructure, risk management and controlscontrol environment, modernize its data and technology infrastructure and further enhance safety and soundness (for additional information on these investments, see “Executive Summary” above and the legal and regulatory proceedings risk factor below). Citi also continues to execute onmake business-led investments, as part of the execution of its strategic refresh that includes, among other things, its exit of certain consumer banking businesses (see below) and its investments to deepen client relationships and enhance client offerings and capabilities in order to simplify the Company and enhance its allocation of resources.
refresh. For example, Citi continues to invest in its technology and digital capabilities across the franchise, including digital platforms and mobile and cloud-based solutions. In addition, Citi has been making other investments across the Company, such as in Citi’s wealth management business, commercial banking business, treasuryincluding, for example, hiring front office colleagues and trade solutions, securities servicesenhancing product capabilities and other businesses, includingplatforms to improve client digital experiences and add scalability and implementing new capabilities and partnerships. Citi has also been pursuing productivity improvements through various technology and digital initiatives, organizational simplification and location strategies. Failure
Citi’s multiyear transformation initiatives involve significant execution complexity, and there is inherent risk that these will not be as productive or effective as Citi expects,
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or at all. Conversely, failure to properly invest in and upgrade Citi’s technology and processes could result in anCiti’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 factorfactors below). There is no guaranteeMoreover, Citi’s ability to achieve expected returns on its investments and productivity improvements depends, in part, on factors that theseit cannot control, including, among others, macroeconomic challenges and uncertainties; customer, client and competitor actions; and ongoing regulatory requirements or other initiatives Citi may pursue will be as productive or effective as Citi expects, or at all.changes.
Furthermore, Citi’s strategic refresh necessitates further changesalso includes the divestiture of its remaining consumer banking businesses in Legacy Franchises, including Mexico Consumer/SBMM, in order to simplify the Company and exitsenhance its allocation of certain businesses, whichresources. These divestitures involve significant uncertainty and execution complexity, and couldmay result in additional losses, charges or other negative financial impacts. For example, Citi may not be able to achieve its objectives related to its exits of 13 consumer markets in Asia and EMEA or exit of the consumer, small business and middle-market banking operations in Mexico. These exits may not be as productive, effective or timely as Citi expects and may result
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in additional foreign currency translation adjustments (CTA)CTA or other losses, charges or other negative financial or strategic impacts, which could be material.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 onabout 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 other initiatives may continue to evolve as its business strategies, 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, including, among others, interest rates; inflation; impacts related tofor Citi (for additional information, see the pandemic; customer, client and competitor actions; and ongoing regulatory changes.and legislative uncertainties and changes risk factor above). In addition, Citi could face increased regulatory, reputational and legal scrutiny as a result of its climate risk, sustainability and other ESG-related commitments and disclosures. Citi also faces potentially conflicting anti-ESG initiatives from certain 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 sustainability initiatives, see “Sustainability and Other ESG Matters” below. For additional information on Citi’s management of climate risk, see “Managing Global Risk—Strategic Risks—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, 2021,2022, Citi’s net DTAs were $24.8$27.7 billion, net of a valuation allowance of $4.2$2.4 billion, of which $9.5$10.9 billion was deducted from Citi’s Common Equity Tier 1CET1 Capital under the U.S.
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Basel III rules, primarily relating to net operating losses, foreign tax credit and general business credit carry-forwards (for additional information, see “Capital Resources—Components of Citigroup Capital” above).
carry-forwards. Of the net DTAs at December 31, 2021, $2.82022, $1.9 billion related to foreign tax credit (FTC) carry-forwards, 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, 20212022 expire over the period of 2022–2025–2029. 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, the continued impact of the pandemic and other 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 its 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 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 or 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 requirement to pay additional taxes, penalties or interest, which could be material. ForSee Note 29 for additional information on the litigation and examinations involving non-U.S. tax authorities, see Note 27 to the Consolidated Financial Statements.authorities.

A Deterioration in or Failure to Maintain Citi’s Co-Branding or Private Label Credit Card Relationships Including as a Result of Early Termination, 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 brandedBranded cards and 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 BankingNorth America GCB constituted an aggregate of approximately 9%10% of Citi’s revenues in 20212022 (for additional information, see “Global ConsumerPersonal Banking—North America GCB 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.
Over the last several years, a number of U.S. retailers have continued to experience declining sales due to the pandemic or otherwise, which has resulted in significant numbers of store closures and, in a number of cases, bankruptcies, as retailers attempt to cut costs and reorganize. In addition, as has been widely reported, competitionCompetition among card issuers, including Citi, for these relationships is significant, and it has become increasingly difficult in recent yearsCiti may not be able to maintain such relationships on the sameexisting terms or at all.
Citi’s co-branding and private label relationships could also be negatively impacted by, among other things, the general economic environment;environment, including 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, government
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imposed restrictions, reducedany reduction in air and business travel, or other operational difficulties of the retailer or merchant; early termination due to a contractual breach or exercise of other early termination right; or other factors, including bankruptcies, liquidations, restructurings, consolidations or other similar events, whether due to the ongoing impact of the pandemicchallenging macroeconomic environment or otherwise (see the pandemic-related risk factor above).otherwise.
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 brandedBranded cards, 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).


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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. TheOn November 22, 2022, the FRB and FDIC issued feedback on the resolution plans filed on July 1, 2021 by the eight U.S. GSIBs, including Citi, filed their most recent resolution plans with theCiti. The FRB and FDIC on July 1, 2021.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, the shortcoming may be found to 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 Citi to be 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 Colleagues.
Recent employment conditions and inflationary pressures have made the competition to hire and retain qualified employees significantly more challenging.challenging and costly. Citi’s performance and the performance of its individual businesses largely depend on the talents and efforts of its diverse and highly qualified colleagues. Specifically, Citi’s continued ability to compete in each of its lines of business, to manage its businesses effectively and to execute its 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 colleagues and to retain and motivate its existing
colleagues. If Citi is unable to continue to attract, retain and motivate the most highly qualified colleagues, Citi’s performance, including its competitive position, the execution of its strategytransformation and other strategic initiatives and its results of operations could be negatively impacted.
Citi’s ability to attract, retain and motivate colleagues depends on numerous factors, some of which are outside of its control. For example, the competition for talent recently has been particularly intense, becauseand attrition rates have risen due to factors such as low unemployment, a strong job market with a large number of economic conditions associated withopen positions, and changes in worker’s expectations, concerns and preferences, in part due to the pandemic.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 employee compensation than other industries, including deferral and clawback requirements for incentive compensation, which can make it unusually challenging for Citi to compete in labor markets against businesses, including for example technology companies, that are not subject to such regulation. Citi often competes for talent with such businesses, including, among others, technology companies. Further, Citi’s vaccination requirement for its U.S.-based employees could make it more difficult to compete for or retain colleagues. Other factors that could impact its ability to attract, retain and motivate colleagues include, among other things, Citi’s presence in a particular market or region, the professional and development opportunities and employee benefits it offers, its reputation and its reputation.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. Certain competitors may be subject to different and, in 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, 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, save and invest money.
Moreover, emerging 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 increasingsustained interest
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from clients and investors in digital assets such as cryptocurrencies.assets. Financial services firms and other market participants have begun to offer services related to those assets such as custody and trading.assets. However, Citi may not be able to provide the same or similar services for legal or regulatory reasons and such services increasedue to increased compliance risk.and other risks. In
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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.
In addition, as discussed above, it is unclear how the macroeconomic business environment or societal norms may be impacted as a result of the pandemic. Citi may experience increased or different competitive and other challenges in a post-pandemic environment. 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 financial 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 factors 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.
Citi’s global operations rely 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 substantial amount of data and complex transactions in real time. For example, Citi obtains and stores an extensive amount of personal and client-specific information for its consumer and institutional 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 ever-increasing risk of operational loss, failure or disruption, including as a result of cyber or information security incidents. These risks have been exacerbated during the pandemic, when a substantial portion
of Citi’s colleagues have worked remotely and customers and clients have increased their use of online banking and other platformssecurity incidents (for additional information, see the pandemic-related risk factor above and the cybersecurity risk factor below).
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 fully within Citi’s control. These include, among others, human error, such as manual transaction processing errors;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; electrical or telecommunication outages; failures of or cyber incidents involving computer servers or infrastructure; or other similar losses or damage to Citi’s property or assets (see also the climate change risk factor below)above).
For example, Citi has experienced and could experience further losses associated with manual transaction processing errors, (for additional information, see “Revlon-Related Wire Transfer Litigation” in Note 27including erroneous payments to the Consolidated Financial Statements).
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 loss.
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 or prevent system disruptions or cyber attacks.cyberattacks.
Incidents that impact information security and/or technology operations may cause disruptions and/or malfunctions within 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 the consequences and costs. Operational incidents could 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. 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).
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For information on Citi’s management of operational risk, see “Managing Global Risk—Operational Risk” below.


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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-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 derivatives reforms over the last few years, Citi has increased exposure to cyber attackscyberattacks through third parties. While many of Citi’s agreements with 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 attempted and sometimes successful cyber attackscyberattacks from external sources over the last several years, including (i) denial of service attacks, which attempt 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,systems; (iii) data
breaches due to unauthorized access to customer account datadata; and (iv) malicious software attacks on client systems, in an attemptattempts to gain unauthorized access to Citi systems or client data under the guise of normal client 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 become apparent for a substantial period of time following discovery of the 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- insuredself-insured deductibles, cover certain aspects of cyber risks, such insurance coverage may be insufficient to cover all losses and may not take into account reputational harm, the costcosts of which could be immeasurable.are impossible to quantify.
For additional information about Citi’s management of cybersecurity risk, see “Managing Global Risk—Operational Risk—Cybersecurity Risk” below.
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Changes toor Errors in Accounting Assumptions, Judgments or Estimates, or the Application of Incorrect Assumptions, Judgments or EstimatesCertain 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 ACL; reserves related to litigation, regulatory and tax matters exposures;matters; valuation of DTAs; the fair values of certain assets and liabilities; and the assessment of goodwill orand 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 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
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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,assumptions; forecasted macroeconomic conditions, including, among other things, the U.S. unemployment rate and U.S. Real GDP,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, whether due to the pandemic or otherwise, resulting in greater variability in Citi’s ACL, compared to its provision for loan losses under the previous GAAP methodology, and, thus, impact its results of operations and financial condition, as well as regulatory capital due to the CECL phase-in beginning January 1, 2022.(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 CTA components of Accumulated other comprehensive income (loss) (AOCI). In accordance with U.S. GAAP, a sale, substantial liquidation or any other deconsolidation event of any foreign operations, such as those related to Citi’s legacyremaining divestitures or exitlegacy businesses, would result in reclassification of any foreign CTA component of AOCI related to that foreign operation, including related hedges and taxes, into Citi’s earnings. For example, in the second quarter of 2022, Citi incurred a pretaxCTA loss (net of hedges) in AOCI released to earnings of approximately $680$400 million ($580345 million after-tax) in the third quarter of 2021 related to
the sale of Citi’s Australia consumer banking business in Asia GCB, primarily reflecting the impactsubstantial liquidation of a CTA loss.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 19 to the Consolidated Financial Statements. For additional information on the key areas for which assumptions and estimates are used in preparing Citi’s financial statements, including those related to Citi’s ACL, see “Significant Accounting Policies and Significant Estimates” below and Notes 1 and 27 to the Consolidated Financial Statements.20.

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 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. ForSee Note 1 for additional information on Citi’s accounting
policies and changes in accounting, 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.
Citi utilizes a broad and diversified set of risk management and mitigation processes and strategies, including the use of 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 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.
In addition,processes 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).
Citi’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
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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- weightedrisk-weighted assets. These changes can negatively impact Citi’s capital ratios and its ability to achieve its regulatory capital requirements.


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CREDIT RISKS

Credit Risk and Concentrations of Risk Can Increase the Potential for Citi to Incur Significant Losses.
Credit risk primarily arises from Citi’s lending and other businesses in both ICG and GCB. 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 $271$368 billion and end-of-period corporate loans of $397$289 billion at year-end 2021.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 pandemic-related, co-branding and private label credit card and macroeconomic challenges and uncertainties risk factors above and the emerging markets risk factor below). For example, a weakening of economic conditions including higher unemployment levels, can adversely affect borrowers’ ability to repay their obligations. In addition, weakening economic conditions mayobligations, as well as result in Citi being unable to liquidate itsthe 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 well as disputes with counterparties regardinga result of defaults by other clearing members due to the valuationrequirements of collateral Citi holdsclearing 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 Citi being unable to realize the fair value of such collateral.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 CECL accounting standard, the ACL reflects expected losses, rather than incurred losses, which has resulted in and could lead to additional 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 portfolio balances based on historical evidence showing that (i) credit card balances typically decrease during the first and second quarters, as borrowers use tax refunds to pay down balances; and (ii) balances increase during the third and fourth quarters each year as payments are no longer impacted by tax refunds and the holiday season approaches. However, these seasonal trends could be affected in 2022 due to the impacts of the pandemic, government stimulus and expiration of consumer and small business relief programs. For additional information, see the incorrect assumptions or estimates and changes to financial accounting and reporting standards risk factors above. For additional information on Citi’s ACL, see “Significant Accounting Policies and Significant Estimates” below and Notes 1 and 15 to the Consolidated Financial Statements.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—Other Risks—Country Risk” below and Notes 14 and 15 to the Consolidated Financial Statements.15.
Concentrations of risk to 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
2021, 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 in which Citi has large exposures or indemnifications 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
Citi’s Businesses, Results of Adequate LiquidityOperations and Funding Depends on Numerous Factors, Including Those Outside of Citi’s Control, Such as Market Disruptions and Increases in Citi’s Credit Spreads.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, whether due to the pandemic or otherwise.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 deposits has continued to increase in recent
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years, including among others, as a result of online banks and digital banking.banking and fixed income alternatives for customer funds. Furthermore, although Citi has had robust deposit growth sinceit is expected that the onset ofmarket for deposits will become more competitive in the pandemic, it remains unclear how “sticky�� (likely to remain at Citi) those deposits may be, particularly in a less monetarily accommodativecurrent higher interest rate environment.
Moreover, Citi’s costs to obtain and access secured funding and long-term unsecuredwholesale funding are directly related to its credit spreads and changes in interest and currency exchange rates.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
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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.
In 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. Citi’srequirements 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 CitiCitigroup Inc. to commit resources to its subsidiary banks even if doing so is not otherwise in the interests of CitiCitigroup Inc. or its shareholders or creditors, reducing the amount of funds available to meet its obligations. In addition, in the event of a subsidiary’s liquidation or reorganization, Citi’s right to participate in a distribution of such subsidiary’s assets is subject to the prior claims of the subsidiary’s creditors.

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 and Changes 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
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for large financial institutions, as well as their employees and agents, with respect to 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 sanctions.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, 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 for compliance.
Examples of regulatory or legislative changes that have resulted in increased compliance risks and costs include (i) various laws relating to the limitation of cross-border data movement and/or collection and use of customer information,
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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; (ii) the FRB’s “total loss absorbing capacity” (TLAC) requirements; and (iii)(ii) the U.S. banking agencies’ regulatory capital rules and requirements, which have continued to evolve (for additional information, see the capital return risk factor and “Capital Resources” above). In addition, thecertain U.S. bankingregulatory 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.
Increasedmeans, even while Congress is signaling, and ongoing compliance and regulatory requirements, uncertainties, scrutiny and expectations have resulted in higher compliance costs for Citi, in part due to an increase in risk, regulatory and compliance staff over the last several years. Extensive and changing compliance requirements can also result in increased reputational and legal risks for Citi, as failure to comply with regulations and requirements, or failure to comply with regulatory expectations, can result in enforcement and/or regulatory proceedings, penalties and fines.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 Collateral Consequences Arising from Such Outcomes.
At any given time, Citi is a 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 cancould 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.
The
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 20222023 and beyond, as an essential part of Citi’s broader transformation efforts to enhance its risk, controls, data and finance infrastructure governance, processes and risk and controls.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, including where the OCC determines Citibank has not made sufficient and sustainable progress to address the required improvements.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. Violations of law by other financial institutions may also result in regulatory scrutiny of Citi. Responding to regulatory inquiries and proceedings can be time consuming and 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 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,
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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. Furthermore,Moreover, the severity of the remedies sought in legal and regulatory proceedings to which Citi is subject has remained elevated. U.S. and certain non-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 for 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
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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 (see the incorrect assumptions or estimates risk factor above). In addition, certain settlements are subject to court approval and may not be approved. For further information on Citi’s legal and regulatory proceedings, see Note 29.

OTHER RISKS

Citi’s Presence in the Emerging Markets Presence Subjects It to Various Risks as well as Increased Compliance and Regulatory Risks and Costs.
During 2021,2022, emerging markets revenues accounted for approximately 35%37% of Citi’s total revenues (Citi generally defines emerging markets as countries in Latin America,, Asia (other(other than Japan, Australia and New Zealand), and central and Eastern Europe, the Middle East and Africa in EMEA)EMEA).
Although Citi continues to pursue its target client strategy, 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 volatility,debt volatility; election outcomes, regulatory changes and political events;
foreign exchange controls, including inability to access indirect foreign exchange mechanisms; macroeconomic volatility and disruptions,geopolitical challenges and uncertainties and volatility, including with respect to commodity prices;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; business restrictions;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, whether related to geopolitical conflicts or otherwise; 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 andcontrols, 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. Among other things,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 furtheradditional information on this and otherArgentina-related risks, see “Managing Global Risk—Other Risks—Country Risk—Argentina” below).
Moreover, if the economic situation in an emerging marketsa 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 (for further information, see “Managing Global Risk—Other Risks—Country Risk—Argentina” below).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, (suchsuch as monitoring the impact of sanctions on certain emerging marketsmarket economies as well as impacting Citi’s businesses, and results of operations and financial conditions in affected countries).

Climate Change Could Have a Negative Impact on Citi’s Results of Operations and Financial Condition.
Citi operates in countries, states and regions in which many of its businesses, and the activities of many of its customers and clients, are exposed to the adverse impacts of climate change, as well as uncertainties related to the transition to a low-carbon economy. 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, compliance, technological, stakeholder and legal changes from a transition to a low-carbon economy). The physical and transition risks can manifest themselves differently across Citi’s risk categories in the short, medium and long terms.
The physical risk from climate change could result from increased frequency and/or severity of adverse weather events. For example, adverse weather events could damage or destroy Citi’s or its counterparties’ properties and other assets and disrupt operations, making it more difficult for counterparties to repay their obligations, whether due to reduced profitability, asset devaluations or otherwise. These events could also increase the volatility in financial markets affecting Citi’s trading businesses and increase its counterparty exposures and other financial risks, which may result in lower revenues and higher cost of credit.
Transition risks may arise from changes in regulations or market preferences toward a low-carbon economy, 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. 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. As an example, on December 16, 2021, the OCC requested feedback on draft principles designed to support the identification and management of climate-related financial risks at institutions with more than $100 billion in total consolidated assets.
Even as regulators begin to mandate additional disclosure of climate-related information by companies across sectors, there may continue to be a lack of information for more robust climate-related risk analyses. Third party exposures to climate-related risks and other data generally are limited in availability and variable in quality. Modeling capabilities to analyze climate-related risks and interconnections are improving but
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remain incomplete. Legislative or regulatory uncertainties and changes regarding climate-related risk management and disclosures are likely to result in higher regulatory, compliance, credit, reputational and other risks and costs (for additional information, see the ongoing regulatory and legislative uncertainties and changes risk factor above). In addition, Citi could face increased regulatory, reputational and legal scrutiny as a result of its climate risk, sustainability and other ESG related commitments.
For information on Citi’s climate and other sustainability initiatives, see “Sustainability and Other ESG Matters” below. For additional information on Citi’s management of climate risk, see “Managing Global Risk—Other Risks—Climate Risk” below.countries.

The Transition Away from and Discontinuance of the London Inter-Bank Offered Rate (LIBOR) andLIBOR or Any Other Interest Rate Benchmark Could Have Adverse Consequences for Market Participants, Including Citi.
For decades, LIBOR and other rates or indices deemed to be benchmarks have been widely used across financial products and markets globally. These benchmarks have been the subject of ongoing nationalU.S. and internationalnon-U.S. regulatory scrutiny and reform, resulting in regulators generally expecting or requiring banks, including Citi, to cease entering into new contracts that reference USD LIBOR as a benchmark by December 31, 2021.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 to cease publication offor all other USD LIBOR tenors onto 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 purposes as permittedcircumstances 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 regulatory guidance.the financial services industry and regulators, alternative reference rates have been identified
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and/or developed and are being used to replace LIBOR and other benchmarks have been used in a substantial number of Citi’s outstanding securities and products, including, among others, derivatives, corporate loans, commercial and residential mortgages, credit cards, securitized products and other structured securities. Despite ongoing actions to prepare for the transition away from LIBOR (see “Managing Global Risk—Other Risks—LIBOR Transition Risk” below), market participants, including Citi, may not be adequately prepared for uncertainties associated with these benchmarks’ discontinuance or, as necessary, be able to successfully modify their outstanding contracts or products that reference these benchmarks. For example, the transition away from and discontinuance of LIBOR or any other benchmark rate presents various uncertainties and operational, legal, reputational or compliance, financial and other risks and challenges to holders of these contracts and products, as well as financial markets and institutions, including Citi. These include, among others, the pricing, liquidity, observability, value of, return on and market for financial instruments and contracts that reference LIBOR or any other benchmark rate.
While Citi has adopted alternative reference rates for new contracts to replace these outgoing benchmarks, in some instances, it is possible that the characteristics of these new rates may not be sufficiently similar to, or produce the economic equivalent of, the benchmark rates that they are intended to replace.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.
Further, investors, counterparties and other market participants may not consider the new alternative rates to be a suitable substitute or successor for all of the purposes for which these benchmarks have historically been used (including, without limitation, as a representation of the unsecured short-term funding costs of banks), which may, in turn, reduce their market acceptance. Any failure of the alternative rates to gain broad market acceptance could adversely affect market demand for Citi’s products or securities linked to such alternative rates and thus market prices of such instruments. As part of its transition, Citi is relying or has relied on guidance provided by the accounting standard setters related to the transition away from LIBOR. In the event that such guidance is insufficient or otherwise unable to be implemented as intended, LIBOR transition could
disrupt Citi’s hedge accounting relationships and/or lead
to increased costs in connection with determining whether contract amendments result in a modification or an extinguishment from an accounting perspective. Changes in observability of the alternative reference rates could impact the fair value hierarchy classification of financial instruments and contracts.
Moreover, the LIBOR transition presents challenges related to contractual mechanics of existing financial instruments and contracts that reference such benchmarks that mature after discontinuance ofUSD LIBOR and are governed by non-U.S. law or reference the relevant benchmark.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 not be ableunable 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.
Even if the instruments The Financial Conduct Authority (FCA), a U.K. regulator, has proposed that one-, three- and contracts provide forsix-month USD LIBOR be published on a transition to an alternative reference rate, the new rate may, particularly in times of financial stress, significantly differ from the prior rates. As a result, Citi may need to consider proactively addressing any contractual uncertainties or rate differences in such instruments and contracts,synthetic basis, which would likelyonly be both time consuming and costly, and may not ultimately be successful. While statutory solutions have been enacted in certain jurisdictions to address these contractual concerns (for example, the State of New York and the EU), the availability and effectiveness of these statutory mechanisms to cover all impacted financial instruments and products to which Citi is a party is uncertain.available through September 2024.
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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. Citi may also needSee “Managing Global Risk—Other Risks—LIBOR Transition Risk” for Citi’s ongoing actions to further invest in and develop internal systems and infrastructure toprepare for the transition to alternative benchmark rates to manage its businesses and support its clients.away from LIBOR.

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SUSTAINABILITY AND OTHER ESG MATTERS

Introduction
Citi has progressively developed its understanding of environmental, socialworked on Environmental, Social and governanceGovernance (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 net zeroFinancial Inclusion and Action for Racial Equity commitments.
In January 2022, Citi published its 2021Citi’s ESG Report provides information on a broad set of ESG-related efforts. Citi’s Task Force on Climate-Related Financial Disclosures (TCFD) Report to provideprovides its stakeholders with information on Citi’s continued progress to address manage
climate risk and to fulfill its commitment to publish an initial net zeroNet Zero plan, within one year of announcing the net zero commitment. This represents Citi’s fourth TCFD Report.including information on financed emissions and 2030 emissions targets.
For information regarding Citi’s management of climate risk, see “Managing Global Risk—OtherStrategic Risks—Climate Risk” below.

ESG and Climate-Related Governance

ESG Governance
Citi’s Board of Directors (Board) provides oversight of Citi’s management activities to ensure responsible business practices (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 and programs for environmental and social sustainability, climate change, human rights, diversity and other ESG issues, as well as advising onoverseeing 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.
In 2021, Citi formed aThe Audit Committee of the Board has recently been chartered to provide oversight of controls and procedures pertaining to the 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 consistingconsists of senior members of its management in order toteam and certain subject matter experts who provide enhanced oversight of Citi’s ESG goals and activities. In addition, a number of teams and senior managers contribute to the oversight and management of different areas such as environmental sustainability; community investing; talent and diversity; ethics and business practices; and remuneration.

Climate Change Governance
Citi’s oversight of climate risk has continuedgovernance structure continues to evolve withas Citi advances its expanding climate commitments. In 2021, Citi established its ESG Council, expanded its Climate Risk team and enhancedunderstanding of its climate risk and net zero-related governance through creation of aits progress under the Net Zero Task Force. The Task Force, led by Citi’s Chief Sustainability Officerplan. In addition to the expansion of the Board’s oversight of climate matters (see Risk Management Committee and including leaders from various business units, was established to support the development and launch of Citi’s net zero plan.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.commitments:

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•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 allthe countries in which Citi operates.

Net Zero Emissions by 2050
In March 2021, Citi announcedis a member of several initiatives that enhance its commitmentunderstanding 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 businesses.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 on a global scale.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.
Citi’s 2021 TCFD Report discusses its initial 2050 net zero plan, including 2030 emissions targets for its Energy and Power loan portfolios that were developed in line with the Net Zero Banking Alliance Guidelines for Climate Target Setting for Banks. Citi’s net zero plan incorporates a twofold approach: (i) assessment of climate-related factors affecting its clients, and (ii) engagement to understand their transition opportunities.
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Citi’s net zero approach includes the following areas of activity:

•Client Transition Assessment, Advisory and Finance: Seek to understand clients’ GHG emissions and work with them to develop their transition plans and advise on capacity building
•Clean Tech Finance: Support clients and expedite the commercialization and adoption of climate technology globally through transition and environmental finance as well as public-private partnerships
•Public Policy Engagement: Support enabling public policy and regulation in the U.S. and other countries, including through trade associations and other industry groups
•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 ESRM Policy as needed
•Portfolio Management: Active portfolio management to align with net zero targets, including considerations of transition measures taken by clients

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

•Calculate Emissions:Emissions: Calculate baseline financed emissions for each carbon-intensive sector
•Transition Pathway:Pathway: Identify the appropriate climate scenario transition pathway
•Target Setting:Setting: Establish emissions reduction targets for 2030 and beyond
•Implementation Strategy:Strategy: Engage with and assess clients to determine transition opportunities
•External Engagement: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

In 2021, Citi continued to expand its participation in the financial industry’s net zero leadership initiatives. Citi is a member of key industry initiatives that enhance its understanding of climate-related issues, improve its access to data and promote efficient communication and coordination across various climate efforts. These initiatives include the Partnership for Carbon Accounting Financials, theCiti’s Net Zero Banking Alliance and the Glasgow Financial Alliance for 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.
Action•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
Effectively responding to the needs ofBuilding on Citi’s longstanding focus on advancing financial inclusion and economic opportunity for communities of color, in the U.S. represents a strategic imperative for the private sector. A wide range of data and studies have found that many major gaps in economic opportunity, education, income, housing and wealth run along racial lines, particularly between Black and white households. These gaps have not only had implications for Black Americans and other people of color but the broader economy as well.
Accordingly, 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


homeownership among Black Americans and advance anti-racist practices within Citi and across the financial services industry. As part
Consistent with its commitment to transparently report on ARE, in December 2022 Citi released the results of Action for Racial Equity, Citi anda racial equity audit of ARE, which it had commissioned from the Citi Foundation have invested more than $1 billion in strategic initiativeslaw firm Covington & Burling. The audit assessed ARE as an effort to help closeaddress various drivers of the racial wealth gap by evaluating ARE’s design, implementation and increase economic mobilityextent 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. Action for Racial Equity builds on, given the dimensions of Citi’s longstanding focus on advancing financial inclusion and economic opportunity for communities of color in the U.S. and accelerates its efforts in a time of increased calls for racial equity and shifting population demographics in a changing economy.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 Citi’sits continued commitment to expand access to banking products and services that can help advance economic progress—especially for underbanked and unbanked communities—on February 24, 2022, Citi announced plans to eliminateeliminated overdraft fees, returned item fees and overdraft protection fees by midbeginning in June 2022. In addition to eliminating these fees, Citi will continue to offer a robust suite of free overdraft protection services for its consumers. See Note 5 to the Consolidated Financial Statements for details of Citi’s Commissions and fees revenues.customers.

Additional Information
For additional information on Citi’s environmental and social policies and priorities, seeclick on “Our Impact” on Citi’s website at www.citigroup.com. Click on “About Us” and then “Environmental, Social and Governance.” For information on Citi’s ESG and Sustainability (including climate change) governance, see Citi’s 20212023 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 at www.citigroup.com. Click on “Investors” and then “Annual Reports & Proxy Statements.”Citi’s investor relations website in March 2023.
The 20212022 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 20212022 Annual Report on Form
10-K.


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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:

•Continuous innovation in recruiting,Continuously innovating the recruitment, training, compensation, promotion and engagement of colleagues.colleagues
•Actively seeking and listening to diverse perspectives at all levels of the organization.organization
•Optimizing transparency concerning workforce goals to promote accountability, credibility and effectiveness in achieving those goals.goals

•Providing compensation programs that are competitive in the market and aligned to strategic objectives














Workforce Size and Distribution
As of December 31, 2021,2022, Citi employed approximately 223,400240,000 colleagues in nearly 100over 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 2021,2022, Citi welcomed 46,907nearly 60,000 new colleagues in addition to the roles filled by colleagues through internal mobility. The following table shows the geographic distribution of those colleaguesCiti’s employee population by segment, region and gender:

Segment or business(1)
North AmericaEMEALatin AmericaAsia
Total(2)
WomenMenUnspecified
Segment or component(1)
Segment or component(1)
North AmericaEMEALatin AmericaAsia
Total(2)
Women(3)
Men(3)
Unspecified(3)
Institutional Clients GroupInstitutional Clients Group19,029 18,096 7,909 25,458 70,492 44.1 55.9 — Institutional Clients Group19,162 19,635 7,569 27,882 74,248 44.1 %55.9 %0.03 %
Global Consumer Banking33,898 — 33,453 32,950 100,301 57.4 %42.5 %0.1 %
Personal Banking and Wealth ManagementPersonal Banking and Wealth Management39,952 2,227 452 14,084 56,715 56.8 43.2 0.02 
Legacy FranchisesLegacy Franchises58 21 35,776 14,392 50,247 55.1 44.9 — 
Corporate/OtherCorporate/Other23,218 10,364 7,012 12,057 52,651 46.3 53.6 0.1 Corporate/Other27,690 10,894 7,281 12,828 58,693 46.8 53.2 0.02 
TotalTotal76,145 28,460 48,374 70,465 223,444 50.6 %49.3 %0.1 %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.

Board OversightDriving a Culture of Excellence and Accountability
Citi devotes substantial resourcescontinues to managing its workforce, guided byembark on a talent and culture transformation to drive a culture of excellence and accountability that is supported by strong risk and excellence. Citigroup’s Boardcontrols management.
Citi’s new Leadership Principles of Directors (the Board) provides strategic oversight“taking ownership, delivering with pride and direction tosucceeding 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 regarding workforce policiesapproach also emphasizes the Leadership Principles through a new four-pillar system, evaluating what colleagues deliver against financial performance, risk and includes many members with experience in overseeing workforce issues.
In addition, the Board’s Personnelcontrols, and Compensation Committee regularly reviews management’s achievements against human capital managementclient and franchise goals such as addressing representation of women and U.S. minorities in assistant vice president (AVP) to managing director (MD) levels, as well as talent recruitmenthow colleagues deliver from a leadership perspective. The performance management and development initiatives.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 Board worksculture 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 the Nomination, Governancecommon eligibility criteria across Citi, including risk and Public Affairs Committee to evaluatecontrol performance. Further, all potential successors to the Chief Executive Officer (CEO). With respect to regular succession of the CEO and senior management, Citi’s Board evaluates internal, and, when appropriate, external candidates. To find external candidates, Citi seeks input from members ofManagement Team roles are evaluated by the Board senior management and recruiting firms. To develop internal candidates, Citi engages inare now subject to a number of practices, formal and informal, designed to familiarize the Board with Citi’s talent pool. The formal process involves an annual talent review conducted by senior management at which the Board studies the most promising members of senior management. The Board learns about each person’s experience, skills, areas of expertise, accomplishments, goals and risk and control assessments. This review is conducted at a regularly scheduled Board meeting on an annual basis.
controls assessment.

Diversity, Equity and Inclusion
Citigroup’s Board is committed to ensuring that the Board and Citi’s Executive Management Team (see “Managing Global Risk—Risk Governance” below) are composed of individuals whose backgrounds reflect the diversity represented byof Citi’s employees, customers and other stakeholders. In addition, over the past several years, 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, andas 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 20212022 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. In addition, the review determinedCiti, and that there was nonot a statistically significant difference in adjusted compensation betweenfor U.S. minorities and non-minorities. Following the review,
62

appropriate pay adjustments were made as part of Citi’s 2021 compensation cycle.
•Citi’s 20212022 raw pay gap analysis showed that the median
pay for women globally is 74%78% of the median for men, similar to 2020,up
from 74% in 2021 and up from 73% in 2019 and 71% in 2018.2020. The median pay for U.S.
minorities is more than 96%97% of the median for non-minorities, which is up from just underabove 96% in 2021 and 94% in 2020, 94% in 2019 and 93% in 2018.2020.

Representation Goals
IncreasingCiti’s management believes that a diverse workforce is key to the numberCompany’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 U.S. Black employees into senior AVP to MDtalent 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 will position Citi to further close the raw pay gap and increase the diversity of the Company. At the AVP to MD levels, Citi established
Citi’s 2025 aspirational representation goals of 40% for women globally and 8% for U.S. Black employees by the end of 2021. As of December 31, 2021,are embedded in its business strategy. Citi exceeded itshas goals for AVPhiring and promoting colleagues into roles at the Assistant Vice President to MDManaging Director levels across the organization, as well as goals for women globally (at 40.6%)campus hiring from colleges and U.S. Black employees (at 8.1%).
universities. Having aspirational goals across all levels—from early career through senior leadership roles—will help ensure Citi isnot only has diverse talent in leadership roles, but will also help the first major Wall Street bank to participate in Management LeadershipCompany build a diverse talent pipeline for Tomorrow’s Black Equity at Work Certification, to help measure internal progress toward Black equity in the workplace.
In addition, consistent with its ongoing support of measurement and transparency, Citi will conduct a third-party racial equity audit to help assess the true impact of Citi’s Action for Racial Equity initiatives (for additional information, see “Sustainability and Other ESG Matters—Action for Racial Equity” above).future.

Diverse Slates in Recruitment
In 2021, Citi expanded the use of diverse slates in its recruiting efforts to have at least two women or U.S. minorities interview for U.S.-based roles and at least two women interview for global hire roles at the AVP to MD levels.
Since implementation, Citi has increased the share of diverse candidates on slates by 26% and more than doubled the total number of diverse slates between March and December 2021. Candidate slates were as follows:

•74.4% of roles included a diverse slate with at least two women globally and/or U.S. underrepresented minorities for U.S. hires; and
•92.2% of roles included a diverse slate with at least one woman globally and/or U.S. underrepresented minority for U.S. hires compared to 86% in 2020.

In 2021, women representation in Citi’s full-time global campus programs surpassed its goal of 50%, increasing to 51% from 49% in 2020. In addition, Black and Hispanic/Latino representation within Citi’s full-time U.S. campus programs increased to 28% from 24% in 2020.


Workforce Development
Citi highlyCiti’s numerous programmatic offerings aim to reinforce its culture and values, a workplace environment where colleagues can bring their authentic selvesfoster understanding of compliance requirements and develop competencies required to work and where diverse perspectives and ideas are embraced.deliver excellence to its clients. Citi encourages career growth and development by offering broad and diverse opportunities to colleagues. Highlights of these opportunities includecolleagues, including the following:

•Citi provides a range of internal development and rotational programs to colleagues at all levels, including various training programs and eventsan extensive leadership curriculum, allowing the opportunity to assist high-performing colleagues in buildingbuild the skills needed to transition to managersupervisory and supervisorymanagerial 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 37% ofmore than 33,000 open positions filled internally in 2021.2022. 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.

Moreover, in 2021, a diverse group of human resourcesWellness and business stakeholders collaboratedBenefits
Citi is proud to provide inputa 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 the current stateproviding equitable benefits that are designed to attract, engage and target future state for promotions at Citi. Their analysis resulted in the identification of opportunities for improvement to create greater transparency and alignment of the promotion process across Citi’s businesses, functions and regions.retain colleagues.

Wellness
During the past two years, the pandemic’s impact has been substantial on the mental and physical health of Citi colleagues and their families. As the Company transforms and the future of work evolves, colleague wellness is a central component of Citi’s focus. Coming out of the pandemic, Citi has announced three working models: colleagues will be designated as hybrid, resident or remote, based on job-specific requirements.
As colleagues pivoted to remote work during their respective country lockdowns, Citi’s health plans also expanded to keep colleagues at home and safe. In the U.S., Citi offered free virtual care visits, home delivery of prescriptions, enhanced bereavement leave and no-cost COVID testing.
In addition to providing access to COVID vaccinations, which included several onsite locations in Asia and the U.S., Citi organized drive-through flu vaccination programs in the U.S. for thousands of colleagues and their family members. All colleagues globally were provided time off for vaccinations and boosters and to recover from any side effects, if needed.
To support the ongoing health of its workforce, on October 28, 2021 Citi announced a COVID-19 vaccination policy requiring all U.S. colleagues and new hires to be fully vaccinated or receive an approved accommodation or state-permitted exemption, as a condition of employment. As of the January 14, 2022 deadline, over 99% of U.S. colleagues were in compliance with the vaccine policy.
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Citi also took actions to support the emotional well-being of its colleagues. Citi significantly enhanced free mental well-being programs in our largest region by doubling the number ofoffering free counseling sessions for colleagues and their family members and adding real-time text, video and message-based counseling. Citi also debuted a newcounseling in the U.S., as well as offering an online tool so that all colleagues around the globe couldcan easily find their local Employee Assistance programsPrograms and resources. Citi also expanded live, town hall-style mental well-being programmingcontinues to include targeted events with subject matter experts aimed at parents, caregiversvalue the importance of physical well-being—providing employees in several office locations and other at-risk groups.countries access to onsite medical care clinics, fitness centers, subsidized gym memberships and virtual fitness programs.
Citi’s wellness vision is not simply a reactionCiti continues expanding employee benefits to its external environment. It has consistently been about nurturingsupport colleagues and their families, however their families are grown. Citi continues to broaden gender affirmation medical coverage and incorporate it in its basic medical plan coverage around the world. Citi also enhanced its fertility coverage and support. In North America, Citi’s new Adoption and Surrogacy Assistance Program provides reimbursement to help with certain expenses in the adoption of a child or surrogacy parenting arrangement.
families. In early 2020, Citi expanded its Paid Parental Leave Policy to include Citi colleagues around the world. AtCiti 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 minimum, all Citi colleagues are eligible for 16 weeks of paid pregnancy leave orsabbatical 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 paid parental bonding leave. Colleagues working in countriestheir home lives with the work conditions that require leave policies above the global minimum continue to maintain even longer periodsare 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 paid time off.work, Citi has focused on keeping its approach consistent and aligned with its values and priorities.

For information about Citi’s reliance on a highly qualified and motivated workforce, see “Risk Factors” above. For additional information about Citi’s human capital management initiatives and goals, see Citi’s upcoming 2022 proxy statement to be filed with the SEC in March 2022, as well as its 20202021 ESG report available at www.citigroup.com. The 20202021 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 20212022 Annual Report on Form 10-K.
6457


Managing Global Risk Table of Contents

MANAGING GLOBAL RISK
6659
Overview
6659
CREDIT RISK(1)
6962
Overview
6962
Corporate Credit
63
Consumer Credit
70
Corporate Credit
7769
Additional Consumer and Corporate Credit Details
8376
Loans Outstanding
8376
Details of Credit Loss Experience
8477
Allowance for Credit Losses on Loans (ACLL)8680
Non-Accrual Loans and Assets and Renegotiated Loans
8881
Forgone Interest Revenue on Loans9185
LIQUIDITY RISK
9285
Overview
9285
Liquidity Monitoring and Measurement
9285
High-Quality Liquid Assets (HQLA)9387
Loans9488
Deposits9488
Long-Term Debt9589
Secured Funding Transactions and Short-Term Borrowings9892
Credit Ratings9993
MARKET RISK(1)
10194
Overview
10194
Market Risk of Non-Trading Portfolios
10194
NetBanking Book Interest Income atRate Risk
10194
Interest Rate Risk of Investment Portfolios—Impact on AOCI
10196
Changes in Foreign Exchange Rates—Impacts on AOCI and Capital
10398
Interest Revenue/Expense and Net Interest Margin (NIM)
10498
Additional Interest Rate Details106102
Market Risk of Trading Portfolios
110105
Factor Sensitivities111107
Value at Risk (VAR)111107
Stress Testing114110
OPERATIONAL RISK
115110
Overview
115110
Cybersecurity Risk
115110
COMPLIANCE RISK
116111
REPUTATION RISK
117112
STRATEGIC RISK
117112
Climate Risk
112
OTHER RISKS
117114
LIBOR Transition Risk
117
Climate Risk118114
Country Risk
120115
Top 25 Country Exposures
120115
Russia
116
Ukraine
119
Argentina
121
Russia
121119
FFIEC—Cross-Border Claims on Third Parties and Local Country Assets
122119

(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.
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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 Mission and Value Proposition and the key principlesLeadership Principles that guidesupport it, as well as Citi'sCiti’s risk appetite. As discussed above, Citi is continuingalso 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 Mission and 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 colleagues 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 colleagues’ performance against behavioral expectations set out in Citi’shas designed Leadership Principles which were designed in partthat represent the qualities, behaviors and expectations all employees must exhibit to effectuatedeliver on Citi’s Missionmission 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 has established an Enterprise Risk Management (ERM) Framework to ensure that all of Citi’s risks are managed appropriately and consistently across Citi and at an aggregate, enterprise-wide level. The ERM Framework details the principles used to support effective enterprise-wide risk management across the end-to-end risk management lifecycle. The ERM Framework also provides clarity oncovers the expected activities in relation to risk management roles and responsibilities of the Citigroup Board of Directors (the Board), Citi’s Executive Management Team (See(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 emerging,top, material, growing, idiosyncratic or otherwise materialand 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,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. RiskThe risk appetite is the aggregate typelevel and leveltypes of risk Citi is willing to take or tolerate in order to meet its strategic objectives and business plan. Citi’s Risk Appetite Framework sets boundaries for risk-taking and consists of a set of risk appetite statements as well asframework is the governanceoverall firm-wide approach, including policies, processes, controls and systems through which the risk appetite is established, communicated cascaded and monitored. In addition, underlying risk limits and thresholds are designed to control concentrations and operationalize risk 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 and 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 theCiti’s failure of Citi to comply with laws, regulations, prudent ethical standards andor 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
59


with prescribed practices, internal policies and procedures or ethical standards.
•Reputation risk is the risk to current or projected financial conditions and resilience arising from negative public opinion.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
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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 uses a lines of defense model as a key component of its ERM Framework to manage its risks. TheAs 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 Management), and empowers independent risk assurance by the third line of defense (Internal Audit). In addition, Citi has enterprise support functions that support safety and soundness across Citi. Each of the lines of defense model includes organizational units tasked with supporting a strong control environment (“enterprise support functions”). The first, second and third lines of defense, along with enterprise support functions, along with the Board,have distinct roles and responsibilities and are empowered to perform relevant risk management processes and responsibilities in order to manage Citi’s risks in a consistent and effective manner.

First Line of Defense: Front Line Units and Front Line Unit Activities
Citi’s first line of defense owns the risks and associated controls inherent in, or arising from, theirthe execution of its business activities and is responsible for identifying, measuring, monitoring, controlling and reporting those risks consistent 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 management. They are also responsible for designing and implementing effective internal controls and maintaining processes for managing their risk profile, including through risk mitigation, so that it remains consistent with Citi’s established risk appetite.
Front line unit activities are considered part of the first line of defense and are subject to the oversight and challenge of independent risk management.
The first line of defense is composed of Citi’s Business
Management, Regional and Country Management, certain Corporate Functions (Enterprise Operations and Technology, Chief Administrative Office, Global Public Affairs, Office of the Citibank Chief Executive Officer (CEO) and Finance), as well as other front line unit activities. Front line units may also include enterprise support units andand/or conduct enterprise support activities—see “Enterprise Support Functions” below.

Second Line of Defense: Independent Risk Management Independent risk management units are independent of frontthe first line units.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 theirits 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 comprisedcomposed of Independent Risk Management (IRM) and Independent Compliance Risk Management (ICRM) and, which are led by chief risk executives (i.e.,the Group Chief Risk Officer (CRO)
and Group Chief Compliance Officer (CCO)) who have unrestricted access to the Citigroup Board of Directors and its Risk Management Committee to facilitate the ability to execute their specific responsibilities pertaining to escalation to the Citigroup Board of Directors.Board.

Independent Risk Management
The IRM organization sets risk and control standards for the first line of defense and actively manages and oversees aggregate credit, market (trading and non-trading), liquidity, strategic, operational and reputation risks across Citi, including risks that span categories, such as concentration risk, country risk and climate risk.
IRM is organized to align to risk categories, legal entities/regions and Company-wide, cross-risk functions or processes (i.e., foundational areas). There are teams that reportprocesses. Each of these units reports to an independent CRO for various risk categories and legal entities/regions. In addition, there are foundational teams that report to Foundationala member of the Risk Management heads. The Risk Category, Legal Entity/Regional CROs and Foundational Risk Management Heads reportExecutive Council, who are all direct reports to the Citigroup CRO.

Independent Compliance Risk Management
The ICRM organization actively oversees compliance risk across 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 Mission and Value Proposition and the compliance risk appetite. Citi’s objective is to embed an enterprise-wide compliance risk management framework and culture that identifies, measures, monitors, controls and escalates compliance risk across Citi.
ICRM is aligned by product line, function and geography to provide compliance risk 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 CCO reports to Citi’s General Counsel and ICRM is organizationally part of the Global Legal Affairs & Compliance group. In addition, the CCO has matrix reporting into the CRO and is part of the Risk Management Executive Council.

Third Line of Defense: Internal Audit
Internal Audit is independent of frontthe first line, unitssecond line and independent risk management units.enterprise support functions. The role of Internal Audit is to provide independent, objective, reliable, valued and timely assurance to the Citigroup Board, of Directors, its Audit Committee, Citi senior management and regulators over the effectiveness of governance, risk management and controls that mitigate
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current and evolving risks and enhance the control culture within Citi. The Citi Chief Auditor manages Internal Audit and reports functionally to a chief audit executive (i.e., Citi’sthe Chairman of the Citi Audit Committee and administratively to the Citi Chief Auditor) whoExecutive Officer. The Citi Chief Auditor has unrestricted access to the Board and the board of directors of certain subsidiaries or their respective audit committeesBoard Audit Committee to facilitate the ability to execute specific responsibilities pertaining to escalation ofaddress risks and issues. Theissues identified through 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.Audit’s activities.

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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 comprisedcomposed of Human Resources International Franchise Management,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 risk category thatrisks for which they generateare 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 risk managementCiti and holds the Executive Management Team accountable for implementing the ERM Framework, and 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 strategy and risk appetite.strategy.

Board and Executive Management Committees
The Board executes its responsibilities either directly or through its committees. The Board has delegated authoritiesauthority 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 Committee: provides oversight of Citi’s financial reporting and internal control risk, as well as Internal Audit and Citi’s external independent accountants.
•PersonnelCompensation, Performance Management and CompensationCulture Committee: provides oversight of incentive compensation plans and risk related to compensation.
•Ethics, Conduct and Culture Committee: provides oversight of Citi’s Conduct Risk Management Program.employees and Citi 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: 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 primary 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 governance oversightcomprehensive Group-wide coverage of all risk categories, including Credit Risk and Market Risk (trading) management in the Trading Book..
•Group Business Risk and Control Committee (GBRCC): provides governance oversight of Citi’s Compliance and Operational Risks.
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•Group Reputation Risk Committee (GRRC): provides governance oversight for Reputation Risk management across Citi.

In addition to the Executive Management committees listed above, the Boardmanagement may establish ad-hoc committees in response to regulatory feedback or to manage additional activities wherewhen deemed necessary.


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

c-20211231_g2.jpgc-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 clearing and settlement 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 an established framework in place for managing credit risk across all businesses that includes a defined risk appetite, credit limits and credit 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 clearing and settlement activities, intraday client usage of clearing lines is monitored against limits, as well as against usage patterns with settlement activity monitored daily and intraday for select products. To the extent that a problem develops, Citi typically moves the client to a secured (collateralized) operating model. Generally, Citi’s intraday clearing and settlement lines are uncommitted and cancelable at any time.exposures.
To manage concentration of risk within credit risk, Citi has in place a 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 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 Allowanceallowance for Credit Lossescredit 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. ForSee Note 14 for additional information on Citi’s credit risk management, see Note 14 to the Consolidated Financial Statements.
















management.
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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 and 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
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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.
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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.

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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.

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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 %

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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.

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CONSUMER CREDIT
Citi PBWM fulfills a broad spectrum of customers’customer financial needs, with activities spanningU.S. Personal Banking providing retail banking, wealth management, 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. North America GCBPBWM. During 2021, Citi also provided such activities in 18 countries in Latin America GCB and Asia GCB (for information on Citi’s consumer market exits in Latin America GCB and Asia GCB, see “Strategic Refresh—Market Exits and Planned Revision to Reporting Structure” above). The’s retail banking products include consumer mortgages, home equity, personal and small business loans and lines of credit and similar related products building a generally prime portfolio built through well-defined lending parameters. Citi uses itsparameters within Citi’s risk appetite framework to define its lending parameters.

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 dollars4Q’201Q’212Q’21
3Q’21(2)
4Q’21(2)
Retail banking:
Mortgages$88.9 $86.7 $86.3 $79.8 $79.5 
Personal, small business and other40.1 39.1 39.0 37.0 36.1 
Total retail banking$129.0 $125.8 $125.3 $116.8 $115.6 
Cards:
Branded cards$106.7 $99.6 $102.9 $100.6 $105.7 
Retail services46.4 42.5 42.7 42.7 46.0 
Total cards$153.1 $142.1 $145.6 $143.3 $151.7 
Total GCB
$282.1 $267.9 $270.9 $260.1 $267.3 
GCB regional distribution:
North America65 %64 %64 %67 %68 %
Latin America5 5 5 5 5 
Asia(3)
30 31 31 28 27 
Total GCB
100 %100 %100 %100 %100 %
Corporate/Other(4)
$6.7 $6.1 $5.0 $4.2 $3.9 
Total consumer loans$288.8 $274.0 $275.9 $264.3 $271.2 
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)AsLegacy 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 entry intosigned agreements to sell its consumer banking businesses in Australiafour countries: Indonesia, Vietnam, Taiwan and the Philippines, the businessesIndia, which were reclassified as held-for-saleto HFS starting 1Q22. (See Legacy Franchises above and their assetsNote 2 for additional information.) The Malaysia, Thailand and liabilities were included in Other assets and Other liabilities,respectively, on Citi’s Consolidated Balance Sheet and excluded from loans and related credit measures, of GCB and Asia GCB beginning in the third quarter of 2021 for Australia andBahrain 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, for the Philippines.respectively. For additional information on the credit quality of the Global Wealth portfolio, see Note 2 to the Consolidated Financial Statements.14.
(3)(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.
(4)(8)Primarily consists of legacy assets, principally certain North America consumer mortgages.

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

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Overall Consumer Credit Trends

Personal Banking and Wealth Management (PBWM)

Global ConsumerPersonal Banking and Wealth Management
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As shown in the chartindicated above, GCB’s net credit loss rate decreased quarter-over-quarter and year-over-year for the fourth quarter of 2021, primarily reflecting the continued impact of government stimulus, unemployment benefits and consumer relief programs in North America GCB, and a decline following the peak charge-offs in AsiaPBWM GCBconsists of U.S. Personal Banking and Latin America GCB in recent quartersGlobal Wealth Management (Global Wealth).
GCB’s 90+ days past due delinquency rate remained unchanged quarter-over-quarter. The 90+days past due delinquency rate decreased year-over-year, primarily due to the continued impacts of government stimulus, unemployment benefits U.S. Personal Banking provides card products through Branded cards and consumer relief programs in North America GCB, as well as lower delinquencies in Asia GCBRetail services, and Latin America GCB, following the charge-off of peak delinquencies in recent quarters.

North America GCB
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North America GCB provides mortgage,also includes mortgages and home equity, small business and personal consumer loans through Citi’s retailRetail banking network and card products through branded cards and 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 U.S. (for additional information on the U.S. retailPrivate bank, see “North America GCB” above).Wealth at Work and Citigold.
As of December 31, 2021,2022, approximately 74%45% of North America GCBPBWM consumer loans consisted of brandedBranded cards and retailRetail services cards,card loans, which generally drives the overall credit performance of North America GCBPBWM, (for additional information on North America GCB’s cards portfolios, including delinquency and net credit loss rates, see “Credit Card Trends” below).
As shown in the chart above, the net credit loss rate in North America GCB for the fourth quarter of 2021 decreased quarter-over-quarter and year-over-year, primarily reflecting the continued impact of high payment rates in cards, driven by government stimulus.
Year-over-year, the payment rates were also impacted by unemployment benefits and consumer relief programs.
The 90+ days past due delinquency rate in North America GCB increased modestly quarter-over-quarter, primarily due to seasonality in cards, while the 90+ days past due delinquency rate decreased year-over-year, primarily reflecting the continued impact of high payment rates in cards, driven by government stimulus.

Latin America GCB
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Latin America GCB operates in Mexico through Citibanamex and provides credit cards, consumer mortgages and small business and personal loans. Latin America GCB serves a more mass-market segment in Mexico and focuses on developing multiproduct relationships with customers.
As shown in the chart above, the net credit loss rate in Latin America GCB for the fourth quarter of 2021 decreased quarter-over-quarter and year-over-year. The impact of charge-offs of delinquent loans in prior quarters resulted in lower delinquencies that led to loweras U.S. Cards net credit losses in the current quarter.
The 90+ days past due delinquency rate decreased quarter-over-quarter and year-over-year. The impactrepresent approximately 90% of charge-offs of delinquent loans in prior quarters and higher payment rates resulted in a lower 90+ days past due delinquency rate in the current quarter.

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

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During 2021, Asia GCB operated in 17 countries and jurisdictions in Asia and EMEA and provided credit cards, consumer mortgages and small business and personal loans.losses.
As shown in the chart above, the fourth quarter of 20212022 net credit loss rate in Asia GCBPBWM decreasedincreased quarter-over-quarter and year-over-year, driven by the charge-off of peak delinquenciesan increase in recent quarters. Year-over-year, the net credit loss rate decreased, as elevated losses during the prior year returned to pre-pandemic levels. The decrease was also driven by the reclassification of approximately $10 billion of loans to held-for-sale as a result of Citi’s entry into agreements to sell its consumer banking businessesflow rates, primarily reflecting ongoing normalization from historically low levels in Australia and the Philippines (Asia HFS reclass).U.S. Cards.
ThePBWM’s 90+ days past due delinquency rate decreasedincreased quarter-over-quarter and year-over-year, also driven by an increase in net flow rates, primarily reflecting the charge-off of peak delinquenciesongoing normalization in recent quarters, as elevated losses returned to pre-pandemic levels, as well as the impact of the Asia HFS reclass.
The performance of Asia GCB’s portfolios continues to reflect 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 improved 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 Notes 13 and 14 to the Consolidated Financial Statements.

Credit Card Trends

Global Cards
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U.S. Cards.

North America Branded Cards
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North America GCB’s brandedU.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 North America brandedBranded cards for the fourth quarter of 2021 decreasedincreased quarter-over-quarter and year-over-year, driven by an increase in net flow rates, primarily reflecting the continued impact of high payment rates, driven by government stimulus. Year-over-year, the payment rates were also impacted by unemployment benefits and consumer relief programs.ongoing normalization from historically low levels.
The 90+ days past due delinquency rate remained unchangedincreased quarter-over-quarter and decreased year-over-year,year-over year, also driven by an increase in net flow rates, primarily reflecting the continued impact of high payment rates, driven by government stimulus. Year-over-year, the payment rates were also impacted by unemployment benefits and consumer relief programs.ongoing normalization.

North America Retail Services
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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 retailRetail services for the fourth quarter of 2021 decreasedincreased quarter-over-quarter and year-over-year, driven by an increase in net flow rates, primarily reflecting the continued impact of high payment rates, driven by government stimulus. Year-over-year, the payment rates were also impacted by unemployment benefits and consumer relief programs.ongoing normalization from historically low levels.
The 90+ days past due delinquency rate increased quarter-over-quarter due to seasonality, and decreased year-over-year, also driven by an increase in net flow rates, primarily reflecting the continued impact of high payment rates, driven by government stimulus. Year-over-year, the payment rates were also impacted by unemployment benefits and consumer relief programs.

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Latin America Branded Cards
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Latin America GCB issues proprietary and co-branded cards.
As shown in the chart above, the fourth quarter of 2021 net credit loss rate in Latin America branded cards decreased quarter-over-quarter and year-over-year. The impact of charge-offs of delinquent loans in prior quarters resulted in lower delinquencies that led to lower net credit losses in the current quarter.
The 90+ days past due delinquency rate decreased quarter-over-quarter and year-over-year. The impact of charge-offs of delinquent loans in prior quarters and higher payment rates resulted in a lower 90+ days past due delinquency rate.

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

As shown in the chart above, the net credit loss rate in Asia branded cards for the fourth quarter of 2021 decreased quarter-over-quarter and year-over-year, driven by the charge-off of peak delinquencies in recent quarters, as elevated losses returned to pre-pandemic levels, as well as the impact of the Asia HFS reclass.
The 90+ days past due delinquency rate decreasedquarter-over-quarter and year-over-year, driven by the charge-off of peak delinquencies in recent quarters, as elevated losses returned to pre-pandemic levels, as well as the Asia HFS reclass.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 1414.

Retail Banking
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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
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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
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(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
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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.


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 a substantial sharesubstantially all of the portfolio and on a quarterly basis for the remaining portfolio.

Branded Cards
FICO distribution(1)
Dec. 31, 2021Sept. 30, 2021Dec. 31, 2020
  > 76049 %48 %46 %
  680–76038 39 39 
  < 68013 13 15 
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 %

Retail Services
FICO distribution(1)
Dec. 31, 2021Sept. 30, 2021Dec. 31, 2020
  > 76028 %27 %27 %
  680–76044 45 44 
  < 68028 28 29 
Total100 %100 %100 %

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 remained largely stable compared toshifted slightly lower across the credit bands from the prior quarter and improved compared to the prior year demonstratingconsistent 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, as well as lower credit utilization. Forprograms. See Note 14 for additional information on FICO scores, see Note 14 to the Consolidated Financial Statements.


scores.

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Additional Consumer Credit Details

Consumer Loan Delinquencies Amounts and Ratios

EOP
loans(1)
90+ days past due(2)
30–89 days past due(2)
EOP
loans(1)
90+ days past due(2)
30–89 days past due(2)
December 31,December 31,December 31,December 31,
In millions of dollars,
except EOP loan amounts in billions		In millions of dollars,
except EOP loan amounts in billions		2021202120202019202120202019In millions of dollars,
except EOP loan amounts in billions		2022202220212020202220212020
Global Consumer Banking(3)(4)
Personal Banking and Wealth Management(3)(4)(5)
Personal Banking and Wealth Management(3)(4)(5)
TotalTotal$267.3 $1,521 $2,507 $2,737 $1,661 $2,517 $3,001 Total$337.0 $1,764 $1,350 $1,879 $2,037 $1,453 $1,794 
RatioRatio0.57 %0.89 %0.91 %0.62 %0.89 %1.00 %Ratio0.61 %0.52 %0.74 %0.71 %0.56 %0.71 %
Retail banking
U.S. Personal BankingU.S. Personal Banking
TotalTotal$115.6 $462 $632 $438 $522 $860 $816 Total$187.8 $1,578 $1,069 $1,588 $1,720 $1,130 $1,513 
RatioRatio0.40 %0.49 %0.35 %0.45 %0.67 %0.66 %Ratio0.84 %0.64 %0.95 %0.92 %0.68 %0.90 %
North America48.1 228 299 146 219 328 334 
Ratio0.49 %0.58 %0.29 %0.47 %0.63 %0.67 %
Latin America8.6 107 130 106 106 220 180 
Ratio1.24 %1.33 %0.91 %1.23 %2.24 %1.54 %
Asia(5)(6)
58.9 127 203 186 197 312 302 
Ratio0.22 %0.31 %0.30 %0.33 %0.47 %0.48 %
Cards
Cards(4)
Cards(4)
TotalTotal$151.7 $1,059 $1,875 $2,299 $1,139 $1,657 $2,185 Total$150.7 $1,415 $871 $1,330 $1,511 $947 $1,228 
RatioRatio0.70 %1.22 %1.31 %0.75 %1.08 %1.25 %Ratio0.94 %0.65 %1.02 %1.00 %0.71 %0.94 %
North America—branded
87.9 389 686 915 408 589 814 
Branded cardsBranded cards100.2 629 389 686 693 408 589 
RatioRatio0.44 %0.82 %0.95 %0.46 %0.70 %0.85 %Ratio0.63 %0.44 %0.82 %0.69 %0.46 %0.70 %
North America—retail services
46.0 482 644 1,012 539 639 945 
Retail servicesRetail services50.5 786 482 644 818 539 639 
RatioRatio1.05 %1.39 %1.91 %1.17 %1.38 %1.79 %Ratio1.56 %1.05 %1.39 %1.62 %1.17 %1.38 %
Latin America4.7 76 233 165 67 170 159 
Retail banking(3)
Retail banking(3)
37.1 163 198 258 209 183 285 
RatioRatio1.62 %4.85 %2.75 %1.43 %3.54 %2.65 %Ratio0.45 %0.62 %0.70 %0.57 %0.57 %0.77 %
Asia(5)(6)
13.1 112 312 207 125 259 267 
Global Wealth
delinquency-managed loans(5)
Global Wealth
delinquency-managed loans(5)
$100.0 $186 $281 $291 $317 $323 $281 
RatioRatio0.85 %1.74 %1.04 %0.95 %1.45 %1.34 %Ratio0.19 %0.31 %0.34 %0.32 %0.35 %0.33 %
Corporate/Other—Consumer(7)
Global Wealth
classifiably managed loans(6)
Global Wealth
classifiably managed loans(6)
$49.2 N/AN/AN/AN/A
Legacy FranchisesLegacy Franchises
TotalTotal$3.9 $221 $313 $278 $88 $179 $295 Total$31.1 $389 $613 $1,131 $335 $546 $1,083 
RatioRatio6.14 %5.13 %3.02 %2.44 %2.93 %3.21 %Ratio1.26 %1.06 %1.47 %1.09 %0.94 %1.41 %
Total Citigroup$271.2 $1,742 $2,820 $3,015 $1,749 $2,696 $3,296 
Asia Consumer(7)(8)
Asia Consumer(7)(8)
13.3 49 209 456 70 285 514 
RatioRatio0.65 %0.98 %0.98 %0.65 %0.94 %1.07 %Ratio0.37 %0.51 %0.81 %0.53 %0.69 %0.92 %
Mexico ConsumerMexico Consumer14.8 190 183 363 186 173 390 
RatioRatio1.28 %1.38 %2.49 %1.26 %1.30 %2.67 %
Legacy Holdings Assets (consumer)(9)
Legacy Holdings Assets (consumer)(9)
3.0 150 221 312 79 88 179 
RatioRatio5.56 %6.31 %5.03 %2.93 %2.51 %2.89 %
Total Citigroup consumerTotal Citigroup consumer$368.1 $2,153 $1,963 $3,010 $2,372 $1,999 $2,877 
RatioRatio0.68 %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 balances for North America—branded and North America—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.
(4)The 90+ days past due and 30–89 days past due and related ratios for North America GCBRetail 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) and $135 million ($0.5 billion) at December 31, 2022, 2021 2020 and 2019,2020, 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 $98 million and $72$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 2019, respectively.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 EMEAEMEA countries for all periods presented.
73
(6)

(8)During 2021, Citi’s Australia and the Philippines consumer banking businesses were reclassified as HFS, due to Citi’s entryCiti recently entered into agreements to sell thecertain Asia consumer banking businesses. Accordingly, Australia and the Philippines consumer loans are recordedof 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 to the Consolidated Financial Statements for additional information.
(7)(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 EOP loansand (EOP loans) were $90 million ($0.3 billion), $138 million ($0.4 billion), and $183 million ($0.5 billion) and $172 million ($0.4 billion) at December 31, 2022, 2021 2020 and 2019,2020, 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 $73 million and $55$73 million at December 31, 2022, 2021 and 2020, and 2019, respectively. The EOP loans in the table include the guaranteed loans.
N/A    Not applicable


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Consumer Loan Net Credit Losses and Ratios

Average
loans(1)
Net credit losses(2)
Average
loans(1)
Net credit losses(2)
In millions of dollars, except average loan amounts in billionsIn millions of dollars, except average loan amounts in billions202120202019In millions of dollars, except average loan amounts in billions2022202220212020
Global Consumer Banking 
Personal Banking and Wealth Management(2)
Personal Banking and Wealth Management(2)
TotalTotal$266.3 $4,582 $6,646 $7,382 Total$321.0 $3,021 $3,061 $5,229 
RatioRatio1.72 %2.39 %2.60 %Ratio0.94 %1.00 %1.72 %
Retail banking
U.S. Personal BankingU.S. Personal Banking
TotalTotal$122.3 $779 $805 $910 Total$170.7 $2,918 $2,939 $4,990 
Ratio0.64 %0.65 %0.76 %
North America50.0 109 132 161 
Ratio0.22 %0.25 %0.33 %
Latin America9.0 410 377 494 
Ratio4.56 %3.85 %4.30 %
Asia(3)(4)
63.3 260 296 255 
RatioRatio0.41 %0.47 %0.43 %Ratio1.71 %1.85 %2.95 %
CardsCardsCards
TotalTotal$144.0 $3,803 $5,841 $6,472 Total135.6 2,640 2,828 4,858 
RatioRatio2.64 %3.82 %3.94 %Ratio1.95 %2.28 %3.71 %
North America—branded
81.1 1,659 2,708 2,864 
Branded cardsBranded cards89.8 1,384 1,659 2,708 
RatioRatio2.05 %3.20 %3.19 %Ratio1.54 %2.05 %3.20 %
North America—retail services
43.1 1,169 2,150 2,558 
Retail servicesRetail services45.8 1,256 1,169 2,150 
RatioRatio2.71 %4.62 %5.13 %Ratio2.74 %2.71 %4.62 %
Latin America4.4 510 489 615 
Retail bankingRetail banking35.1 278 111 132 
RatioRatio11.59 %10.40 %10.79 %Ratio0.79 %0.32 %0.35 %
Asia(3)(4)
15.4 465 494 435 
Global WealthGlobal Wealth$150.3 $103 $122 $239 
RatioRatio3.02 %2.84 %2.29 %Ratio0.07 %0.08 %0.18 %
Corporate/Other—Consumer
Legacy FranchisesLegacy Franchises
TotalTotal$5.3 $(82)$(21)$(6)Total$34.4 $590 $1,448 $1,482 
RatioRatio(1.55)%0.25 %0.14 %Ratio1.72 %2.12 %1.96 %
Asia Consumer(3)(4)
Asia Consumer(3)(4)
17.4 160 610 640 
RatioRatio0.92 %1.23 %1.22 %
Mexico ConsumerMexico Consumer13.6 476 920 866 
RatioRatio3.50 %6.87 %5.97 %
Legacy Holdings Assets (consumer)Legacy Holdings Assets (consumer)3.4 (46)(82)(24)
RatioRatio(1.35)%(1.53)%(0.27)%
Total CitigroupTotal Citigroup$271.6 $4,500 $6,625 $7,376 Total Citigroup$355.4 $3,611 $4,509 $6,711 
RatioRatio1.66 %2.32 %2.49 %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)As a result of Citi’s entryCiti recently entered into agreements to sell itscertain Asia consumer banking businesses, in Australia and the Philippines during 2021, these businesses werewhich have been reclassified as HFS beginning in 2021.Other assets and Other liabilities on the Consolidated Balance Sheet. As a result, of HFS accounting treatment, approximately $155 million and $6 million ofin related net credit losses (NCLs) waswere recorded as a reduction in revenue (Other revenue) in 2021.2022 and 2021, respectively. Accordingly, these NCLs are not included in this table,table. The reclassifications commenced as well as Loans HFS that are recordedfollows: 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 Other assets on the Consolidated Balance Sheet.4Q22). See Note 2 to the Consolidated Financial Statements for additional information.

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Loan Maturities and Fixed/Variable Pricing of Consumer Loans

Loan MaturitiesCorporate 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:

In millions of dollars at December 31, 2021Due 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$15 $109 $2,573 $41,116 $43,813 
Home equity loans65 56 1,484 3,496 5,101 
Credit cards133,868 — — — 133,868 
Personal, small business and other1,092 1,678 237 151 3,158 
Total$135,040 $1,843 $4,294 $44,763 $185,940 
In offices outside North America
Residential mortgages$2,022 $651 $6,667 $25,261 $34,601 
Credit cards17,808 — — — 17,808 
Personal, small business and other23,323 8,180 1,124 260 32,887 
Total$43,153 $8,831 $7,791 $25,521 $85,296 
 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 

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

In millions of dollars at December 31, 2021Due 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$225 $183 $1,990 $31,581 $33,979 
Home equity loans65 51 223 336 675 
Credit cards42,117 — — — 42,117 
Personal, small business and other11,883 6,407 37 83 18,410 
Total$54,290 $6,641 $2,250 $32,000 $95,181 
Loans at floating or adjustable interest rates
Residential first mortgages$1,812 $577 $7,250 $34,796 $44,435 
Home equity loans— 5 1,261 3,160 4,426 
Credit cards109,559 — — — 109,559 
Personal, small business and other12,532 3,451 1,324 328 17,635 
Total$123,903 $4,033 $9,835 $38,284 $176,055 
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
7663


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.
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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.

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.

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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.

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Consumer Credit Trends

Personal Banking and Wealth Management (PBWM)

Personal Banking and Wealth Management
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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
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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
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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
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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
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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

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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.

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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.
CORPORATE CREDIT73
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 that, consistent with client needs, encompass multiple products, including cash management and trade services, foreign exchange, lending, capital markets and M&A advisory. During 2021, Citi’s corporate credit exposures also included exposures in the private bank, excluding certain loans managed on a delinquency basis. For information on Citi’s planned revision to its reporting structure effective for the first quarter of 2022, including the reporting of the private bank as part of a new reporting segment, Personal Banking and Wealth Management, see “Strategic Refresh—Market Exits and Planned Revision to Reporting Structure” above.

(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.
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Loan Maturities and Fixed/Variable Pricing of Consumer Loans

Corporate Credit Portfolio
The following table details Citi’s corporate credit portfolio within ICGand the Mexico SBMM component of Legacy Franchises (excluding certain loans in the private bank, which are managed on a delinquency basis, as well as 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, 2021September 30, 2021December 31, 2020 December 31, 2022September 30, 2022December 31, 2021
In billions of dollarsIn 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		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)
Direct outstandings
(on-balance sheet)(1)
$187 $136 $21 $344 $192 $134 $21 $347 $175 $138 $25 $338 
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)
Unfunded lending commitments
(off-balance sheet)(2)
159 278 13 450 164 286 11 461 158 272 11 441 
Unfunded lending commitments
(off-balance sheet)(2)
140 256 10 406 133 248 10 391 147 269 13 429 
Total exposureTotal exposure$346 $414 $34 $794 $356 $420 $32 $808 $333 $410 $36 $779 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 (excluding the delinquency-managed private bank portfolio) based on Citi’s internal management geography:

December 31,
2021		September 30,
2021		December 31,
2020		December 31,
2022		September 30,
2022		December 31,
2021
North AmericaNorth America57 %57 %56 %North America56 %56 %56 %
EMEAEMEA24 25 25 EMEA25 25 25 
AsiaAsia13 13 13 Asia12 12 13 
Latin AmericaLatin America6 5 6 Latin America7 7 6 
TotalTotal100 %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, 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.
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The following table presents the corporate credit portfolio (excluding the delinquency-managed private bank portfolio) by facility risk rating as a percentage of the total corporate credit portfolio:

Total exposure Total exposure
December 31,
2021		September 30,
2021		December 31,
2020		 December 31,
2022		September 30,
2022		December 31,
2021
AAA/AA/AAAA/AA/A51 %49 %49 %AAA/AA/A50 %50 %48 %
BBBBBB32 32 31 BBB34 33 34 
BB/BBB/B15 16 17 BB/B14 15 16 
CCC or belowCCC or below2 3 3 CCC or below2 2 2 
TotalTotal100 %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, 2021. Since the onset of the pandemic, Citi2022. 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.
ForSee Note 14 for additional information on Citi’s corporate credit portfolio, see Note 14 to the Consolidated Financial Statements.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 (excluding the delinquency-managed private bank portfolio):industry:

Total exposure Total exposure
December 31,
2021		September 30,
2021		December 31,
2020		 December 31,
2022		September 30,
2022		December 31,
2021
Transportation and
industrials		Transportation and
industrials		18 %19 %19 %Transportation and
industrials		20 %20 %20 %
Private bank14 14 14 
Technology, media
and telecom		Technology, media
and telecom		12 12 12 
Consumer retailConsumer retail10 10 11 Consumer retail11 11 11 
Technology, media
and telecom		11 10 10 
Real estateReal estate9 9 8 Real estate10 10 10 
Power, chemicals,
metals and mining		Power, chemicals,
metals and mining		8 8 8 Power, chemicals,
metals and mining		9 9 9 
Banks and finance companies7 7 7 
Banks and finance companies(1)
Banks and finance companies(1)
10 9 8 
Energy and commoditiesEnergy and commodities6 6 6 Energy and commodities7 7 7 
Asset managers and fundsAsset managers and funds5 7 8 
HealthHealth4 5 5 Health6 5 5 
InsuranceInsurance4 4 4 
Public sectorPublic sector3 3 3 Public sector3 3 3 
Insurance4 3 3 
Asset managers and funds3 3 3 
Financial markets infrastructureFinancial markets infrastructure2 2 2 Financial markets infrastructure2 2 2 
Securities firms— — — 
Other industriesOther industries1 1 1 Other industries1 1 1 
TotalTotal100 %100 %100 %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.
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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.
78
65


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

Non-investment gradeSelected metricsNon-investment gradeSelected metrics
In millions of dollarsIn millions of dollarsTotal credit exposure
Funded(1)
Unfunded(1)
Investment gradeNon-criticizedCriticized performing
Criticized non-performing(2)
30 days or more past due and accruing(3)
Net credit losses (recoveries)(4)
Credit derivative hedges(5)
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 industrialsTransportation and industrials$143,444 $51,502 $91,942 $110,047 $19,051 $13,196 $1,150 $384 $127 $(8,791)Transportation and industrials$143,445 $51,502 $91,943 $110,047 $19,051 $13,196 $1,151 $384 $127 $(8,791)
Autos(6)(4)
Autos(6)(4)
48,210 18,662 29,548 39,824 5,365 2,906 115 49 2 (3,228)
Autos(6)(4)
48,210 18,662 29,548 39,824 5,365 2,906 115 49 2 (3,228)
TransportationTransportation26,896 12,085 14,811 19,233 2,344 4,447 872 105 104 (1,334)Transportation26,897 12,085 14,812 19,233 2,344 4,447 873 105 104 (1,334)
IndustrialsIndustrials68,338 20,755 47,583 50,990 11,342 5,843 163 230 21 (4,229)Industrials68,338 20,755 47,583 50,990 11,342 5,843 163 230 21 (4,229)
Private bank114,018 79,684 34,334 110,684 2,060 1,190 84 793 6 (1,080)
Technology, media and telecomTechnology, media and telecom84,333 28,542 55,791 64,676 15,873 3,587 197 156 11 (6,875)
Consumer retailConsumer retail78,995 32,894 46,101 60,687 13,590 4,311 407 224 100 (5,115)Consumer retail78,994 32,894 46,100 60,686 13,590 4,311 407 224 100 (5,115)
Technology, media and telecom84,334 28,542 55,792 64,677 15,873 3,587 197 156 11 (6,875)
Real estateReal estate69,808 46,220 23,588 58,089 6,761 4,923 35 116 50 (798)Real estate69,808 46,220 23,588 58,089 6,761 4,923 35 116 50 (798)
Power, chemicals, metals and miningPower, chemicals, metals and mining65,641 20,224 45,417 53,576 10,708 1,241 116 292 22 (5,808)Power, chemicals, metals and mining65,641 20,224 45,417 53,575 10,708 1,241 117 292 22 (5,808)
PowerPower26,199 5,610 20,589 22,860 2,832 420 87 100 17 (3,032)Power26,199 5,610 20,589 22,860 2,832 420 87 100 17 (3,032)
ChemicalsChemicals25,550 8,525 17,025 20,789 4,224 528 9 88 6 (2,141)Chemicals25,550 8,525 17,025 20,788 4,224 528 10 88 6 (2,141)
Metals and miningMetals and mining13,892 6,089 7,803 9,927 3,652 293 20 104 (1)(635)Metals and mining13,892 6,089 7,803 9,927 3,652 293 20 104 (1)(635)
Banks and finance companiesBanks and finance companies58,251 36,803 21,448 49,466 4,892 3,890 3 150 (5)(680)Banks and finance companies58,252 36,804 21,448 49,465 4,892 3,890 5 150 (5)(680)
Energy and commodities(7)
48,973 13,485 35,488 38,972 7,517 2,220 264 224 78 (3,679)
Energy and commodities(5)
Energy and commodities(5)
48,973 13,485 35,488 38,972 7,517 2,220 264 224 78 (3,679)
Asset managers and fundsAsset managers and funds55,517 26,879 28,638 54,119 1,019 377 2 211 — (869)
HealthHealth33,393 8,826 24,567 27,599 4,702 942 150 95 — (2,465)Health33,393 8,826 24,567 27,600 4,702 942 149 95 — (2,465)
InsuranceInsurance28,495 3,162 25,333 27,447 987 61 — 2 1 (2,711)
Public sectorPublic sector23,842 12,464 11,378 21,035 1,527 1,275 5 37 (3)(1,282)Public sector23,842 12,464 11,378 21,035 1,527 1,275 5 37 (3)(1,282)
Insurance28,495 3,163 25,332 27,447 987 61 — 2 1 (2,711)
Asset managers and funds22,269 6,649 15,620 20,871 1,019 377 2 12 — (113)
Financial markets infrastructureFinancial markets infrastructure14,342 109 14,233 14,323 18 — 1 — — (22)Financial markets infrastructure14,341 109 14,232 14,323 18 — — — — (22)
Securities firmsSecurities firms1,472 613 859 605 816 51 — 4 — (5)Securities firms1,472 613 859 605 816 51 — 4 — (5)
Other industriesOther industries6,590 2,802 3,788 4,146 1,892 490 62 — 6 (169)Other industries6,591 2,803 3,788 4,151 1,890 489 61 — 5 (169)
TotalTotal$793,867 $343,980 $449,887 $662,224 $91,413 $37,754 $2,476 $2,489 $393 $(39,593)Total$713,097 $284,527 $428,570 $584,790 $89,351 $36,563 $2,393 $1,895 $386 $(39,269)

(1)    Excludes $46.5$0.6 billion and $1.7$0.1 billion of funded and unfunded exposureexposure at December 31, 2021, respectively, primarily related to the delinquency-managed private bank portfolio.loans and unearned income. Funded balances also excludes loans carried at fair value of $6.1 billion at December 31, 2021.2021.
(2)    Includes non-accrual loan exposures and criticized unfunded exposures.
(3)    Excludes $36 million of past due loans primarily related to the delinquency-managed private bank portfolio.
(4)    Net credit losses (recoveries) are for the year ended December 31, 2021 and exclude delinquency-managed private bank net credit losses of $2 million.
(5)    Represents the amount of purchased credit protection in the form of derivatives to economically hedge funded and unfunded exposures. Of the $39.6$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 $3.6$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.
(6)(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 investmentinvestment grade) as ofat December 31, 2021.2021.
(7)(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.



79

The following table details Citi’s corporate credit portfolio by industry as of December 31, 2020:

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 accruing(3)
Net credit losses (recoveries)(4)
Credit derivative hedges(5)
Transportation and industrials$145,449 $58,353 $87,096 $104,311 $17,452 $21,887 $1,798 $136 $239 $(8,110)
Autos(6)
52,150 23,586 28,564 41,334 4,374 6,167 275 8 45 (3,220)
Transportation27,693 14,107 13,586 16,410 2,993 6,872 1,417 17 144 (1,166)
Industrials65,606 20,660 44,946 46,566 10,085 8,848 106 111 50 (3,724)
Private bank(1)
109,397 75,693 33,705 104,244 2,395 2,510 248 963 78 (1,080)
Consumer retail81,941 34,621 47,320 60,683 11,524 9,418 316 146 64 (5,493)
Technology, media and telecom81,598 29,821 51,777 60,236 15,924 5,214 223 107 74 (7,237)
Real estate64,817 42,711 22,106 53,839 5,342 5,453 185 334 18 (642)
Power, chemicals, metals and mining63,273 20,156 43,117 47,534 11,367 4,181 192 59 70 (5,341)
Power26,555 6,018 20,537 22,405 3,311 685 154 14 57 (2,637)
Chemicals22,227 7,839 14,387 16,535 3,804 1,882 5 32 8 (2,102)
Metals and mining14,492 6,299 8,193 8,593 4,251 1,614 34 13 5 (602)
Banks and finance companies52,639 29,570 23,069 43,546 4,648 4,387 59 27 79 (765)
Energy and commodities(7)
48,447 14,009 34,438 33,678 7,226 6,546 996 70 285 (4,199)
Health35,421 8,575 26,846 29,081 4,354 1,749 238 17 17 (1,964)
Public sector26,705 13,416 13,289 22,098 1,887 2,704 16 45 9 (1,089)
Insurance26,576 1,925 24,651 25,864 575 136 — 27 1 (2,682)
Asset managers and funds19,745 4,491 15,254 18,528 1,013 191 13 41 (1)(84)
Financial markets infrastructure12,610 229 12,382 12,590 20 — — — — (9)
Securities firms976 430 547 573 298 97 9 — — (6)
Other industries9,009 4,247 4,762 4,980 2,404 1,442 182 10 43 (138)
Total$778,603 $338,246 $440,357 $621,784 $86,427 $65,914 $4,477 $1,982 $976 $(38,839)

(1)    Excludes $42.0 billion and $4.4 billion of funded and unfunded exposure at December 31, 2020, respectively, primarily related to the delinquency-managed private bank portfolio. Funded balances also excludes loans carried at fair value of $6.8 billion at December 31, 2020.
(2)    Includes non-accrual loan exposures and criticized unfunded exposures.
(3)    Excludes $162 million of past due loans primarily related to the delinquency-managed private bank portfolio.
(4)    Net credit losses (recoveries) are for the year ended December 31, 2020 and exclude delinquency-managed private bank credit losses of $10 million.
(5)    Represents the amount of purchased credit protection in the form of derivatives to economically hedge funded and unfunded exposures. Of the $38.8 billion of purchased credit protection, $36.8 billion represents the total notional amount of purchased credit derivatives on individual reference entities. The remaining $2.0 billion represents the first loss tranche of portfolios of purchased credit derivatives with a total notional of $16.1 billion, where the protection seller absorbs the first loss on the referenced loan portfolios.
(6)    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 $20.2 billion ($10.3 billion in funded, with more than 99% rated investment grade) at December 31, 2020.
(7)    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, 2020, Citi’s total exposure to these energy-related entities was approximately $7.0 billion, of which approximately $3.8 billion consisted of direct outstanding funded loans.

8066

Exposure to Commercial Real Estate
As of December 31, 2021, ICG’s total corporate credit exposure to commercial real estate (CRE) was $66 billion, with $44 billion consisting of direct outstanding funded loans (mainly included in the real estate and private bank categories in the above table), or 7% of Citi’s total outstanding loans. In addition, as of December 31, 2021, more than 70% of ICG’s total corporate CRE exposure was to borrowers in the U.S. Also as of December 31, 2021, approximately 77% of ICG’s total corporate CRE exposure was rated investment grade.
As of December 31, 2021, the ACLL was 0.9% of funded CRE exposure, including 2.4% of funded non-investment-grade exposure.

Of the total CRE exposure:

•$20 billion ($12 billion of direct outstanding funded loans) relates to Community Reinvestment Act-related lending provided pursuant to Citi’s regulatory requirements to meet the credit needs of borrowers in low and moderate income neighborhoods.
•$20 billion ($16 billion of direct outstanding funded loans) relates to exposure secured by mortgages on underlying properties or in well-rated securitization exposures.
•$15 billion ($5 billion of direct outstanding funded loans) relates to unsecured loans to large REITs, with nearly 74% of the exposure rated investment grade.
•$11 billion ($11 billion of direct outstanding funded loans) relates to CRE exposure in the private bank, of which 100% is secured by mortgages. In addition, 48% of the exposure is also full recourse to the client. As of December 31, 2021, 82% of the exposure was rated investment grade.


Credit Risk Mitigation
As part of its overall risk management activities, CitiCitigroup 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, 2021,2022, September 30, 20212022 and December 31, 2020,2021, ICG (excluding the delinquency-managed private bank portfolio) had economic hedges on the corporate credit portfolio of $39.6$39.8 billion, $38.1$36.5 billion and $38.8$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.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 (excluding the delinquency-managed private bank portfolio) corporate credit portfolio exposures with the following risk rating distribution:

Rating of Hedged Exposure

December 31,
2021		September 30,
2021		December 31,
2020
AAA/AA/A35 %32 %30 %
BBB49 47 48 
BB/B13 17 19 
CCC or below3 4 3 
Total100 %100 %100 %




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 %

8167


Loan Maturities and Fixed/Variable Pricing of Corporate Loans

In millions of dollars at December 31, 2021Due within
1 year		Over 1 year
but within
5 years		Over 5 years
but within
15 years		Over
15 years		Total
In millions of dollars at December 31, 2022In 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 loansCorporate loansCorporate loans
In North America offices(1)
In North America offices(1)
In North America offices(1)
Commercial and industrial loansCommercial and industrial loans$25,694 $24,878 $973 $454 $51,999 Commercial and industrial loans$23,636 $31,116 $1,328 $96 $56,176 
Financial institutionsFinancial institutions50,299 16,534 91 12 66,936 Financial institutions21,619 21,600 168 12 43,399 
Mortgage and real estate(2)
Mortgage and real estate(2)
12,385 5,948 5,460 39,564 63,357 
Mortgage and real estate(2)
7,028 5,074 4,348 1,379 17,829 
Installment, revolving credit and other13,090 13,454 2,573 26 29,143 
Installment and otherInstallment and other9,605 12,747 1,287 128 23,767 
Lease financingLease financing95 230 88 — 413 Lease financing86 188 34 — 308 
TotalTotal$101,563 $61,044 $9,185 $40,056 $211,848 Total$61,974 $70,725 $7,165 $1,615 $141,479 
In offices outside the North America(1)
In offices outside North America(1)
In offices outside North America(1)
Commercial and industrial loansCommercial and industrial loans$75,502 $22,905 $4,650 $110 $103,167 Commercial and industrial loans$70,210 $19,376 $4,300 $81 $93,967 
Financial institutionsFinancial institutions26,672 5,147 92 292 32,203 Financial institutions15,888 5,201 607 235 21,931 
Mortgage and real estate(2)
Mortgage and real estate(2)
4,359 4,541 912 600 10,412 
Mortgage and real estate(2)
1,946 1,592 566 75 4,179 
Installment, revolving credit and other25,518 7,440 455 1,023 34,436 
Installment and otherInstallment and other12,386 7,109 1,256 2,596 23,347 
Lease financingLease financing6 40 — — 46 
Governments and official institutionsGovernments and official institutions792 2,183 843 605 4,423 Governments and official institutions2,535 428 798 444 4,205 
Lease financing1 23 18 — 42 
TotalTotal$132,844 $42,239 $6,970 $2,630 $184,683 Total$102,971 $33,746 $7,527 $3,431 $147,675 
Corporate loans, net of unearned income(3)
Corporate loans, net of unearned income(3)
$234,407 $103,283 $16,155 $42,686 $396,531 
Corporate loans, net of unearned income(3)
$164,945 $104,471 $14,692 $5,046 $289,154 
Loans at fixed interest rates(4)
Loans at fixed interest rates(4)
Loans at fixed interest rates(4)
Commercial and industrial loansCommercial and industrial loans$6,003 $752 $96 Commercial and industrial loans$3,885 $1,045 $48 
Financial institutionsFinancial institutions4,982 26 12 Financial institutions3,924 61 12 
Mortgage and real estate(2)
Mortgage and real estate(2)
1,506 4,557 17,150 
Mortgage and real estate(2)
1,238 3,643 977 
Installment, revolving credit and other4,481 856 92 
Other(5)
Other(5)
4,148 261 6 
Lease financingLease financing240 88 — Lease financing165 — — 
TotalTotal$17,212 $6,279 $17,350 Total$13,360 $5,010 $1,043 
Loans at floating or adjustable interest rates(4)
Loans at floating or adjustable interest rates(4)
Loans at floating or adjustable interest rates(4)
Commercial and industrial loansCommercial and industrial loans$41,780 $4,871 $468 Commercial and industrial loans$46,607 $4,583 $129 
Financial institutionsFinancial institutions16,699 157 292 Financial institutions22,877 714 235 
Mortgage and real estate(2)
Mortgage and real estate(2)
8,983 1,815 23,015 
Mortgage and real estate(2)
5,428 1,271 477 
Installment, revolving credit and other18,597 3,015 1,561 
Other(5)
Other(5)
16,136 3,080 3,162 
Lease financingLease financing12 18 — Lease financing63 34 — 
TotalTotal$86,071 $9,876 $25,336 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)
Total fixed/variable pricing of corporate loans with maturities due after one year, net of unearned income(3)
$103,283 $16,155 $42,686 
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 differencedifferences between the domicile of the booking unit and the domicile of the managing unit isare not material.
(2)    Loans secured primarily by real estate.
(3)    Corporate loans are net of unearned income of ($799)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 the Consolidated Financial Statements.government and official institutions.

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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.

8269


Consumer Credit Trends

Personal Banking and Wealth Management (PBWM)

Personal Banking and Wealth Management
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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
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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
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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
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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
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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
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(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
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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.

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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.
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(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.

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ADDITIONAL CONSUMER AND CORPORATE CREDIT DETAILS

Loans Outstanding
December 31,December 31,
In millions of dollarsIn millions of dollars20212020201920182017In millions of dollars20222021202020192018
Consumer loansConsumer loansConsumer loans
In North America offices(1)
In North America offices(1)
In North America offices(1)
Residential first mortgages(2)
Residential first mortgages(2)
$43,813 $47,778 $47,008 $47,412 $49,375 
Residential first mortgages(2)
$96,039 $83,361 $83,956 $78,664 $75,074 
Home equity loans(2)
Home equity loans(2)
5,101 7,128 9,223 11,543 14,827 
Home equity loans(2)
4,580 5,745 7,890 10,174 12,675 
Credit cardsCredit cards133,868 130,385 149,163 144,542 139,718 Credit cards150,643 133,868 130,385 149,163 144,542 
Personal, small business and otherPersonal, small business and other3,158 4,509 3,699 4,046 4,140 Personal, small business and other37,752 40,713 39,259 36,548 35,733 
TotalTotal$185,940 $189,800 $209,093 $207,543 $208,060 Total$289,014 $263,687 $261,490 $274,549 $268,024 
In offices outside North America(1)
In offices outside North America(1)
In offices outside North America(1)
Residential mortgages(2)
Residential mortgages(2)
$34,601 $39,969 $38,024 $36,388 $37,870 
Residential mortgages(2)
$28,114 $37,889 $42,817 $40,467 $39,314 
Credit cardsCredit cards17,808 22,692 25,909 24,951 25,727 Credit cards12,955 17,808 22,692 25,909 24,951 
Personal, small business and otherPersonal, small business and other32,887 36,378 36,522 33,478 34,157 Personal, small business and other37,984 57,150 59,475 60,013 52,052 
TotalTotal$85,296 $99,039 $100,455 $94,817 $97,754 Total$79,053 $112,847 $124,984 $126,389 $116,317 
Consumer loans, net of unearned income(3)
Consumer loans, net of unearned income(3)
$271,236 $288,839 $309,548 $302,360 $305,814 
Consumer loans, net of unearned income(3)
$368,067 $376,534 $386,474 $400,938 $384,341 
Corporate loansCorporate loansCorporate loans
In North America offices(1)
In North America offices(1)
In North America offices(1)
Commercial and industrialCommercial and industrial$51,999 $57,731 $55,929 $60,861 $60,219 Commercial and industrial$56,176 $48,364 $53,930 $52,229 $56,957 
Financial institutionsFinancial institutions66,936 55,809 53,922 48,447 39,128 Financial institutions43,399 49,804 39,390 38,782 34,906 
Mortgage and real estate(2)
Mortgage and real estate(2)
63,357 60,675 53,371 50,124 44,683 
Mortgage and real estate(2)
17,829 15,965 16,522 13,696 14,490 
Installment and otherInstallment and other29,143 26,744 31,238 32,425 31,932 Installment and other23,767 20,143 17,362 22,219 23,759 
Lease financingLease financing413 673 1,290 1,429 1,470 Lease financing308 415 673 1,290 1,429 
TotalTotal$211,848 $201,632 $195,750 $193,286 $177,432 Total$141,479 $134,691 $127,877 $128,216 $131,541 
In offices outside North America(1)
In offices outside North America(1)
In offices outside North America(1)
Commercial and industrialCommercial and industrial$103,167 $104,072 $112,668 $114,029 $113,178 Commercial and industrial$93,967 $102,735 $103,234 $112,332 $113,662 
Financial institutionsFinancial institutions32,203 32,334 40,211 36,837 35,273 Financial institutions21,931 22,158 25,111 28,176 26,602 
Mortgage and real estate(2)
Mortgage and real estate(2)
10,412 11,371 9,780 7,376 7,309 
Mortgage and real estate(2)
4,179 4,374 5,277 4,325 2,920 
Installment and otherInstallment and other34,436 33,759 27,303 25,685 22,638 Installment and other23,347 22,812 24,034 21,273 20,458 
Lease financingLease financing42 65 95 103 190 Lease financing46 40 65 95 152 
Governments and official institutionsGovernments and official institutions4,423 3,811 4,128 4,520 5,200 Governments and official institutions4,205 4,423 3,811 4,128 4,520 
TotalTotal$184,683 $185,412 $194,185 $188,550 $183,788 Total$147,675 $156,542 $161,532 $170,329 $168,314 
Corporate loans, net of unearned income(4)
Corporate loans, net of unearned income(4)
$396,531 $387,044 $389,935 $381,836 $361,220 
Corporate loans, net of unearned income(4)
$289,154 $291,233 $289,409 $298,545 $299,855 
Total loans—net of unearned incomeTotal loans—net of unearned income$667,767 $675,883 $699,483 $684,196 $667,034 Total loans—net of unearned income$657,221 $667,767 $675,883 $699,483 $684,196 
Allowance for credit losses on loans (ACLL)Allowance for credit losses on loans (ACLL)(16,455)(24,956)(12,783)(12,315)(12,355)Allowance for credit losses on loans (ACLL)(16,974)(16,455)(24,956)(12,783)(12,315)
Total loans—net of unearned income and ACLLTotal loans—net of unearned income and ACLL$651,312 $650,927 $686,700 $671,881 $654,679 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)
ACLL as a percentage of total loans—
net of unearned income(5)
2.49 %3.73 %1.84 %1.81 %1.86 %
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)
ACLL for consumer loan losses as a percentage of
total consumer loans—net of unearned income(5)
5.02 %6.77 %3.20 %3.14 %3.08 %
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)
ACLL for corporate loan losses as a percentage of
total corporate loans—net of unearned income(5)
0.73 %1.42 %0.75 %0.74 %0.82 %
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 $659$712 million, $749$629 million, $783$692 million, $742$732 million and $768$703 million at December 31, 2022, 2021, 2020, 2019 2018 and 2017,2018, respectively. Unearned income on consumer loans primarily represents unamortized origination fees and costs, premiums and discounts.
(4)Corporate loans include private bankMexico SBMM loans and are net of unearned income of $(799)$(797) million, $(844)$(770) million, $(814)$(787) million, $(855)$(763) million and $(794)$(817) million at December 31, 2022, 2021, 2020, 2019 2018 and 2017,2018, 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.
8376


Details of Credit Loss Experience

In millions of dollarsIn millions of dollars20212020201920182017In millions of dollars20222021202020192018
Allowance for credit losses on loans (ACLL) at beginning of yearAllowance for credit losses on loans (ACLL) at beginning of year$24,956 $12,783 $12,315 $12,355 $12,060 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:Adjustments to opening balance:Adjustments to opening balance:
Financial instruments—credit losses (CECL)(1)
Financial instruments—credit losses (CECL)(1)
— 4,201 — — — 
Financial instruments—credit losses (CECL)(1)
— — 4,201 — — 
Variable post-charge-off third-party collection costs(2)
Variable post-charge-off third-party collection costs(2)
— (443)— — — 
Variable post-charge-off third-party collection costs(2)
— — (443)— — 
Adjusted ACLL at beginning of yearAdjusted ACLL at beginning of year$24,956 $16,541 $12,315 $12,355 $12,060 Adjusted ACLL at beginning of year$16,455 $24,956 $16,541 $12,315 $12,355 
Provision for credit losses on loans (PCLL)Provision for credit losses on loans (PCLL)Provision for credit losses on loans (PCLL)
Consumer(2)
Consumer(2)
(966)11,765 7,751 7,258 7,329 
Consumer(2)
4,128 (1,159)12,222 7,788 7,261 
CorporateCorporate(2,137)4,157 467 96 174 Corporate617 (1,944)3,700 430 93 
TotalTotal$(3,103)$15,922 $8,218 $7,354 $7,503 Total$4,745 $(3,103)$15,922 $8,218 $7,354 
Gross credit losses on loansGross credit losses on loansGross credit losses on loans
ConsumerConsumerConsumer
In U.S. officesIn U.S. offices$4,055 $6,047 $6,538 $5,971 $5,664 In U.S. offices$3,944 $4,076 $6,141 $6,590 $5,974 
In offices outside the U.S. In offices outside the U.S. 2,143 2,144 2,316 2,351 2,377 In offices outside the U.S. 934 2,144 2,146 2,316 2,352 
CorporateCorporateCorporate
Commercial and industrial, and otherCommercial and industrial, and otherCommercial and industrial, and other
In U.S. officesIn U.S. offices239 562 265 121 223 In U.S. offices110 228 466 213 119 
In offices outside the U.S. In offices outside the U.S. 256 409 196 208 401 In offices outside the U.S. 81 259 409 196 206 
Loans to financial institutionsLoans to financial institutionsLoans to financial institutions
In U.S. officesIn U.S. offices1 14 — 3 3 In U.S. offices— 1 14 — 3 
In offices outside the U.S. In offices outside the U.S. 1 12 3 7 1 In offices outside the U.S. 80 1 12 3 7 
Mortgage and real estateMortgage and real estateMortgage and real estate
In U.S. officesIn U.S. offices20 71 23 2 2 In U.S. offices— 10 71 23 2 
In offices outside the U.S.In offices outside the U.S.5 4 — 2 2 In offices outside the U.S.7 1 4 — 2 
TotalTotal$6,720 $9,263 $9,341 $8,665 $8,673 Total$5,156 $6,720 $9,263 $9,341 $8,665 
Credit recoveries on loans(2)
Gross recoveries on loans(2)
Gross recoveries on loans(2)
ConsumerConsumerConsumer
In U.S. officesIn U.S. offices$1,204 $1,106 $975 $912 $892 In U.S. offices$1,045 $1,215 $1,094 $988 $918 
In offices outside the U.S. In offices outside the U.S. 494 460 503 502 552 In offices outside the U.S. 222 496 482 504 502 
CorporateCorporateCorporate
Commercial and industrial, and otherCommercial and industrial, and otherCommercial and industrial, and other
In U.S. officesIn U.S. offices67 43 28 47 31 In U.S. offices44 57 34 15 39 
In offices outside the U.S. In offices outside the U.S. 56 28 59 78 117 In offices outside the U.S. 46 54 27 58 79 
Loans to financial institutionsLoans to financial institutionsLoans to financial institutions
In U.S. officesIn U.S. offices3 — — — 1 In U.S. offices6 2 — — — 
In offices outside the U.S. In offices outside the U.S. 1 14 — 3 1 In offices outside the U.S. 3 1 14 — 6 
Mortgage and real estateMortgage and real estateMortgage and real estate
In U.S. officesIn U.S. offices— — 8 6 2 In U.S. offices— — — 8 7 
In offices outside the U.S. In offices outside the U.S. — 1 — 4 1 In offices outside the U.S. 1 — 1 — 1 
TotalTotal$1,825 $1,652 $1,573 $1,552 $1,597 Total$1,367 $1,825 $1,652 $1,573 $1,552 
Net credit losses on loans (NCLs)Net credit losses on loans (NCLs)Net credit losses on loans (NCLs)
In U.S. officesIn U.S. offices$3,041 $5,545 $5,815 $5,132 $4,966 In U.S. offices$2,959 $3,041 $5,564 $5,815 $5,134 
In offices outside the U.S. In offices outside the U.S. 1,854 2,066 1,953 1,981 2,110 In offices outside the U.S. 830 1,854 2,047 1,953 1,979 
TotalTotal$4,895 $7,611 $7,768 $7,113 $7,076 Total$3,789 $4,895 $7,611 $7,768 $7,113 
Other—net(3)(4)(5)(6)(7)(8)
Other—net(3)(4)(5)(6)(7)(8)
$(503)$104 $18 $(281)$(132)
Other—net(3)(4)(5)(6)(7)(8)
$(437)$(503)$104 $18 $(281)
Allowance for credit losses on loans (ACLL) at end of yearAllowance for credit losses on loans (ACLL) at end of year$16,455 $24,956 $12,783 $12,315 $12,355 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)
ACLL as a percentage of EOP loans(9)
2.49 %3.73 %1.84 %1.81 %1.86 %
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)
Allowance for credit losses on unfunded lending commitments (ACLUC)(10)(11)
$1,871 $2,655 $1,456 $1,367 $1,258 
Allowance for credit losses on unfunded lending commitments (ACLUC)(10)(11)
$2,151 $1,871 $2,655 $1,456 $1,367 
8477


Total ACLL and ACLUCTotal ACLL and ACLUC$18,326 $27,611 $14,239 $13,682 $13,613 Total ACLL and ACLUC$19,125 $18,326 $27,611 $14,239 $13,682 
Net consumer credit losses on loansNet consumer credit losses on loans$4,500 $6,625 $7,376 $6,908 $6,597 Net consumer credit losses on loans$3,611 $4,509 $6,711 $7,414 $6,906 
As a percentage of average consumer loansAs a percentage of average consumer loans1.66 %2.32 %2.49 %2.33 %2.22 %As a percentage of average consumer loans1.02 %1.20 %1.77 %1.94 %1.84 %
Net corporate credit losses on loansNet corporate credit losses on loans$395 $986 $392 $205 $479 Net corporate credit losses on loans$178 $386 $900 $354 $207 
As a percentage of average corporate loansAs a percentage of average corporate loans0.10 %0.25 %0.10 %0.05 %0.14 %As a percentage of average corporate loans0.06 %0.13 %0.29 %0.12 %0.07 %
ACLL by type at end of year(12)
ACLL by type at end of year(12)
ACLL by type at end of year(12)
ConsumerConsumer$13,616 $19,554 $9,897 $9,504 $9,412 Consumer$14,119 $14,040 $20,180 $10,056 $9,670 
CorporateCorporate2,839 5,402 2,886 2,811 2,943 Corporate2,855 2,415 4,776 2,727 2,645 
TotalTotal$16,455 $24,956 $12,783 $12,315 $12,355 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;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 to the Consolidated Financial Statements 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 to the Consolidated Financial Statements.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 in Australia and an approximate $90 million reclass related to Citi’s agreement to sell its Philippines consumer banking business in the Philippines.business. Those ACLL were reclassified to Other assets during 2021. 2021 also includes a decrease of approximately $134 million related to FX translation.
(5)(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.
(6)(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.
(7)(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. In addition, 2017 includes an increase of approximately $115 million related to FX translation.
(8)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.
(9)December 31, 2022, 2021, 2020, 2019 and 2018 and 2017 exclude $5.4 billion, $6.1 billion, $6.9 billion, $4.1 billion $3.2 billion and $4.4$3.2 billion, respectively, of loans whichthat 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 to the Consolidated Financial Statements 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. See “Superseded Accounting Principles” in Note 1 to the Consolidated Financial Statements.


8578


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

December 31, 2021 December 31, 2022
In billions of dollarsIn billions of dollarsACLLEOP loans, net of
unearned income
ACLL as a
percentage of EOP loans(1)
In billions of dollarsACLLEOP loans, net of
unearned income
ACLL as a
percentage of EOP loans(1)
ConsumerConsumerConsumer
North America cards(2)
North America cards(2)
$10.8 $133.8 8.1 %
North America cards(2)
$11.4 $150.6 7.6 %
North America mortgages(3)
North America mortgages(3)
0.2 48.9 0.4 
North America mortgages(3)
0.5 100.4 0.5 
North America other(3)
North America other(3)
0.3 3.2 9.4 
North America other(3)
0.6 37.8 1.6 
International cardsInternational cards1.2 17.8 6.7 International cards0.8 13.0 6.2 
International other(4)(3)
International other(4)(3)
1.2 67.5 1.8 
International other(4)(3)
0.8 66.0 1.2 
Total$13.7 $271.2 5.1 %
Total(1)
Total(1)
$14.1 $367.8 3.8 %
CorporateCorporateCorporate
Commercial and industrialCommercial and industrial$1.5 $151.1 1.0 %Commercial and industrial$1.9 $147.8 1.3 %
Financial institutionsFinancial institutions0.3 98.9 0.3 Financial institutions0.4 64.9 0.6 
Mortgage and real estateMortgage and real estate0.7 73.8 0.9 Mortgage and real estate0.4 21.9 1.8 
Installment and otherInstallment and other0.3 66.7 0.4 Installment and other0.2 49.4 0.4 
Total$2.8 $390.5 0.7 %
Total(1)
Total(1)
$2.9 $284.0 1.0 %
Loans at fair value(1)
Loans at fair value(1)
N/A$6.1 N/A
Loans at fair value(1)
N/A$5.4 N/A
Total CitigroupTotal Citigroup$16.5 $667.8 2.5 %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)LoansExcludes loans carried at fair value, since they do not have an ACLL and are excluded from the ACLL ratio calculation.
(2)Includes both brandedBranded cards and retailRetail services. TheAs 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 loan loss reservesACLL represented approximately 63 months of coincident net credit loss coverage.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, North America brandedBranded cards ACLL as a percentage of EOP loans was 7.1% and North America retailRetail services ACLL as a percentage of EOP loans was 10.0%.
(3)Of the $0.2 billion, approximately $0.1 billionIncludes residential mortgages, retail loans and $0.1 billion determined in accordance with ASC 450-20 and ASC 310-10-35 (troubled debt restructurings), respectively. Of the $48.9 billion in loans, approximately $47.5 billion and $1.4 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 mortgagespersonal, small business and other retail loans.loans, including those extended through the Private bank network.
N/A Not applicable

 December 31, 2020
In billions of dollarsACLLEOP loans, net of
unearned income
ACLL as a
percentage of EOP loans(1)
Consumer
North America cards(2)
$14.7 $130.4 11.3 %
North America mortgages(3)
0.7 54.9 1.3 
North America other
0.3 4.5 6.7 
International cards2.1 22.7 9.3 
International other(4)
1.8 76.3 2.4 
Total$19.6 $288.8 6.8 %
Corporate
Commercial and industrial$3.6 $156.3 2.3 %
Financial institutions0.4 87.7 0.5 
Mortgage and real estate1.1 72.1 1.5 
Installment and other0.3 64.1 0.5 
Total$5.4 $380.2 1.4 %
Loans at fair value(1)
N/A$6.9 N/A
Total Citigroup$25.0 $675.9 3.7 %
79

(1)Loans carried at fair value do not have an ACLL and are excluded from the ACLL ratio calculation.
(2)Includes both branded cards and retail services. The $14.7 billion of loan loss reserves represented approximately 53 months of coincident net credit loss coverage. As of December 31, 2020, North America branded cards ACLL as a percentage of EOP loans was 10.0% and North America retail services ACLL as a percentage of EOP loans was 13.6%.
(3)Of the $0.7 billion, nearly all was allocated to North America mortgages in Corporate/Other, including approximately $0.5 billion and $0.2 billion determined in accordance with ASC 450-20 and ASC 310-10-35 (troubled debt restructurings), respectively. Of the $54.9 billion in loans, approximately $53.0 billion and $1.9 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.
86

The following table details Citi’s corporate credit allowance for credit losses on loans (ACLL)ACLL by industry exposure:

 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 asexcludes loans carried at fair value of $5.1 billion that are not subject to ACLL under the CECL standard.
(2)    As of December 31, 2021:2022, 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.

In millions of dollars, except percentages
Funded exposure(1)
ACLLACLL as a % of funded exposure
Transportation and industrials$51,502 $597 1.16 %
Private bank79,684 145 0.18 
Consumer retail32,894 288 0.88 
Technology, media and telecom28,542 170 0.60 
Real estate46,220 509 1.10 
Power, chemicals, metals and mining20,224 151 0.75 
Banks and finance companies36,804 197 0.54 
Energy and commodities13,485 268 1.99 
Health8,826 73 0.83 
Public sector12,464 74 0.59 
Insurance3,162 8 0.25 
Asset managers and funds6,649 34 0.51 
Financial markets infrastructure109 — — 
Securities firms613 10 1.63 
Other industries2,802 28 1.00 
Total classifiably managed loans(2)
$343,980 $2,552 0.74 %
Loans managed on a delinquency basis(3)
$46,481 $287 0.62 %
Total$390,461 $2,839 0.73 %
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 0.4%0.7% of funded investment-grade exposure and 2.3% of funded non-investment-grade exposure.
(3)    Primarily associated with delinquency-managed private bank loans including non-rated mortgagecommercial credit cards and real estateother loans, to private banking clientsand unearned income at December 31, 2021.

The following table details Citi’s corporate credit allowance for credit losses on loans (ACLL) by industry exposure as of December 31, 2020:

In millions of dollars, except percentages
Funded exposure(1)
ACLLACLL as a % of funded exposure
Transportation and industrials$58,352 $1,558 2.67 %
Private bank75,693 224 0.30 
Consumer retail34,621 563 1.63 
Technology, media and telecom29,821 407 1.36 
Real estate42,711 718 1.68 
Power, chemicals, metals and mining20,156 312 1.55 
Banks and finance companies29,570 219 0.74 
Energy and commodities14,009 523 3.73 
Health8,575 144 1.68 
Public sector13,416 172 1.28 
Insurance1,925 7 0.36 
Asset managers and funds4,491 22 0.49 
Financial markets infrastructure229 — — 
Securities firms430 10 2.33 
Other industries4,247 122 2.87 
Total classifiably managed loans(2)
$338,246 $5,001 1.48 %
Loans managed on a delinquency basis(3)
$41,958 $401 0.96 %
Total$380,204 $5,402 1.42 %

(1)    Funded exposure excludes loans carried at fair value of $6.8 billion that are not subject to ACLL under the CECL standard.
(2)    As of December 31, 2021, the ACLL shown above reflects coverage of 0.5% of funded investment-grade exposure and 4.4% of funded non-investment-grade exposure.
(3)    Primarily associated with delinquency-managed private bank loans including non-rated mortgage and real estate loans to private banking clients at December 31, 2020.
8780


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. Citi’s corporate non-accrual loans were $1.9$1.1 billion, $2.4$1.5 billion and $3.5$1.6 billion as of December 31, 2021,2022, September 30, 20212022 and December 31, 2020,2021, respectively. Of these, approximately 54%50%, 56%68% and 59%56% were performing at December 31, 2021,2022, September 30, 20212022 and December 31, 2020,2021, 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 branded Branded cards and retailRetail 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.

8881


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 dollarsIn millions of dollars20212020201920182017In millions of dollars20222021202020192018
Corporate non-accrual loans(1)
Corporate non-accrual loans by region(1)(2)
Corporate non-accrual loans by region(1)(2)
North AmericaNorth America$801 $1,928 $1,214 $586 $966 North America$138 $510 $1,486 $1,082 $416 
EMEAEMEA399 661 430 375 849 EMEA502 367 629 398 344 
Latin AmericaLatin America568 719 473 307 348 Latin America429 568 719 473 307 
AsiaAsia109 219 71 243 70 Asia53 108 212 71 243 
Total corporate non-accrual loans$1,877 $3,527 $2,188 $1,511 $2,233 
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)
Consumer non-accrual loans(1)
North America$759 $1,059 $905 $1,138 $1,468 
Latin America524 774 632 638 688 
Asia(2)
219 308 279 250 243 
Total consumer non-accrual loans$1,502 $2,141 $1,816 $2,026 $2,399 
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 loansTotal non-accrual loans$3,379 $5,668 $4,004 $3,537 $4,632 Total non-accrual loans$2,439 $3,379 $5,668 $4,004 $3,537 

(1)For years priorCorporate 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 2020, excludes purchased credit-deterioratednet realizable value at 180 days past due. Consistent with industry conventions, Citigroup generally accrues interest on credit card loans as theyuntil such loans are generally accruing interest.charged off, which typically occurs at 180 days contractual delinquency. As such, the non-accrual loan disclosures do not include credit card loans. The carrying value of thesebalances above represent non-accrual loans was $128 million atwithin Corporate loans and Consumer loans on the Consolidated Balance Sheet.
(2)The December 31, 2019, $128 million at December 31, 2018 and $167 million at December 31, 2017.2022 total corporate non-accrual loans represented 0.39% of total corporate loans.
(2)    (3)    Asia GCB Consumer includes balances in certain EMEAEMEA countries for all periods presented.

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

Year endedYear ended
December 31, 2021December 31, 2020
In millions of dollarsCorporateConsumerTotalCorporateConsumerTotal
Non-accrual loans at beginning of year$3,527 $2,141 $5,668 $2,188 $1,816 $4,004 
Additions1,708 2,018 3,726 5,103 2,829 7,932 
Sales and transfers to HFS(405)(199)(604)(2)(95)(97)
Returned to performing(217)(615)(832)(157)(389)(546)
Paydowns/settlements(2,215)(630)(2,845)(3,117)(677)(3,794)
Charge-offs(493)(1,180)(1,673)(446)(1,132)(1,578)
Other(28)(33)(61)(42)(211)(253)
Ending balance$1,877 $1,502 $3,379 $3,527 $2,141 $5,668 

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 
8982


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,December 31,
In millions of dollarsIn millions of dollars20212020201920182017In millions of dollars20222021202020192018
OREOOREOOREO
North AmericaNorth America$15 $19 $39 $64 $89 North America$10 $15 $19 $39 $64 
EMEAEMEA— — 1 1 2 EMEA— — — 1 1 
Latin AmericaLatin America8 7 14 12 35 Latin America4 8 7 14 12 
AsiaAsia4 17 7 22 18 Asia1 4 17 7 22 
Total OREOTotal OREO$27 $43 $61 $99 $144 Total OREO$15 $27 $43 $61 $99 
Non-accrual assetsNon-accrual assetsNon-accrual assets
Corporate non-accrual loansCorporate non-accrual loans$1,877 $3,527 $2,188 $1,511 $2,233 Corporate non-accrual loans$1,122 $1,553 $3,046 $2,024 $1,310 
Consumer non-accrual loansConsumer non-accrual loans1,502 2,141 1,816 2,026 2,399 Consumer non-accrual loans1,317 1,826 2,622 1,980 2,227 
Non-accrual loans (NAL)Non-accrual loans (NAL)$3,379 $5,668 $4,004 $3,537 $4,632 Non-accrual loans (NAL)$2,439 $3,379 $5,668 $4,004 $3,537 
OREOOREO$27 $43 $61 $99 $144 OREO$15 $27 $43 $61 $99 
Non-accrual assets (NAA)Non-accrual assets (NAA)$3,406 $5,711 $4,065 $3,636 $4,776 Non-accrual assets (NAA)$2,454 $3,406 $5,711 $4,065 $3,636 
NAL as a percentage of total loansNAL as a percentage of total loans0.51 %0.84 %0.57 %0.52 %0.69 %NAL as a percentage of total loans0.37 %0.51 %0.84 %0.57 %0.52 %
NAA as a percentage of total assetsNAA as a percentage of total assets0.15 0.25 0.21 0.19 0.26 NAA as a percentage of total assets0.10 0.15 0.25 0.21 0.19 
ACLL as a percentage of NAL(1)
ACLL as a percentage of NAL(1)
487 440 319 348 267 
ACLL as a percentage of NAL(1)
696 487 440 319 348 

(1)The ACLL includes the allowance for Citi’s credit card portfolios and purchased distressedcredit-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.


9083


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

In millions of dollarsIn millions of dollarsDec. 31, 2021Dec. 31, 2020In millions of dollarsDec. 31, 2022Dec. 31, 2021
Corporate renegotiated loans(1)
Corporate renegotiated loans(1)
 
Corporate renegotiated loans(1)
 
In U.S. officesIn U.S. offices In U.S. offices 
Commercial and industrial(2)
Commercial and industrial(2)
$103 $193 
Commercial and industrial(2)
$35 $103 
Mortgage and real estateMortgage and real estate51 60 Mortgage and real estate2 2 
Financial institutionsFinancial institutions— — Financial institutions— — 
OtherOther32 30 Other11 20 
TotalTotal$186 $283 Total$48 $125 
In offices outside the U.S.In offices outside the U.S.In offices outside the U.S.
Commercial and industrial(2)
Commercial and industrial(2)
$133 $132 
Commercial and industrial(2)
$50 $133 
Mortgage and real estateMortgage and real estate22 32 Mortgage and real estate11 18 
Financial institutionsFinancial institutions— — Financial institutions— — 
OtherOther9 3 Other1 8 
TotalTotal$164 $167 Total$62 $159 
Total corporate renegotiated loansTotal corporate renegotiated loans$350 $450 Total corporate renegotiated loans$110 $284 
Consumer renegotiated loans(3)
Consumer renegotiated loans(3)
Consumer renegotiated loans(3)
In U.S. officesIn U.S. officesIn U.S. offices
Mortgage and real estateMortgage and real estate$1,422 $1,904 Mortgage and real estate$1,407 $1,485 
CardsCards1,269 1,449 Cards1,180 1,269 
Installment and other26 33 
Personal, small business and otherPersonal, small business and other19 26 
TotalTotal$2,717 $3,386 Total$2,606 $2,780 
In offices outside the U.S.In offices outside the U.S.In offices outside the U.S.
Mortgage and real estateMortgage and real estate$223 $361 Mortgage and real estate$152 $227 
CardsCards313 533 Cards75 313 
Installment and other428 519 
Personal, small business and otherPersonal, small business and other88 428 
TotalTotal$964 $1,413 Total$315 $968 
Total consumer renegotiated loansTotal consumer renegotiated loans$3,681 $4,799 Total consumer renegotiated loans$2,921 $3,748 

(1)Includes $321$108 million and $415$284 million of non-accrual loans included in the non-accrual loans table above at December 31, 20212022 and 2020,2021, respectively. The remaining loans were accruing interest.
(2)In addition to modifications reflected as TDRs at December 31, 2022 and 2021, and 2020, Citi also modified none and $47 million, respectively, of commercial loans risk rated “Substandard Non-Performing” or worse (asset category defined by banking regulators) in offices outside the U.S. Thesemay have modifications that were not considered TDRs because the modifications did not involve a concession or because the modificationsthey qualified for exemptions from TDR accounting provided by the CARES Act or the interagency guidance.
(3)Includes $627$566 million and $873$664 million of non-accrual loans included in the non-accrual loans table above at December 31, 20212022 and 2020,2021, respectively. The remaining loans were accruing interest.








Forgone Interest Revenue on Loans(1)

In millions of dollarsIn millions of dollarsIn U.S.
offices		In non-
U.S.
offices		2021
total		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)
Interest revenue that would have been accrued at original contractual rates(2)
$343 $346 $689 
Interest revenue that would have been accrued at original contractual rates(2)
$331 $189 $520 
Amount recognized as interest revenue(2)
Amount recognized as interest revenue(2)
166 189 355 
Amount recognized as interest revenue(2)
158 121 279 
Forgone interest revenueForgone interest revenue$177 $157 $334 Forgone interest revenue$173 $68 $241 

(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.

9184


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—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 Limited.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 include (i) corporate and consumer deposits via Citi’s bank subsidiaries, including Citibank, N.A. (Citibank), (ii) long-term debt (primarily senior and subordinated debt) mainly issued by Citigroup Inc., as the parent, and 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 sufficient 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 oversight provided by Independent Risk Management and various Asset & Liability Committees (ALCOs) at the Citigroup,individual entity, region, country and business levels. Pursuant to this approach, Citi’s HQLA isare managed with emphasis on asset-liabilityasset/liability management and entity-level liquidity adequacy throughout Citi.
Citi’s CRO and Chief Financial OfficerCFO co-chair Citigroup’s ALCO, which includes Citi’s Treasurer and other senior executives. The ALCO sets the strategy of the liquidity portfolio and monitors portfolio performance (for additional information about the ALCO, see “Risk Governance—Board and Executive Management Committees” above). Significant changes to portfolio asset allocations are 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 a more focused assembly foron 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. 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.


9285


High-Quality Liquid Assets (HQLA)

CitibankCiti non-bank and other entitiesTotalCitibankCiti non-bank and other entitiesTotal
In billions of dollarsIn billions of dollarsDec. 31, 2021Sept. 30, 2021Dec. 31, 2020Dec. 31, 2021Sept. 30, 2021Dec. 31, 2020Dec. 31, 2021Sept. 30, 2021Dec. 31, 2020In billions of dollarsDec. 31, 2022Sept. 30, 2022Dec. 31, 2021Dec. 31, 2022Sept. 30, 2022Dec. 31, 2021Dec. 31, 2022Sept. 30, 2022Dec. 31, 2021
Available cashAvailable cash$253.6 $255.1 $304.3 $2.6 $3.5 $2.1 $256.2 $258.6 $306.4 Available cash$241.2 $202.2 $253.6 $4.3 $2.1 $2.6 $245.5 $204.3 $256.2 
U.S. sovereignU.S. sovereign119.6 108.9 77.8 63.1 64.3 64.8 182.7 173.2 142.6 U.S. sovereign130.0 144.6 119.6 68.7 69.4 63.1 198.7 214.0 182.7 
U.S. agency/agency MBSU.S. agency/agency MBS45.0 45.3 31.8 5.7 6.0 6.5 50.7 51.3 38.3 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)
Foreign government debt(1)
48.9 50.2 39.6 13.6 11.2 16.2 62.5 61.4 55.8 
Foreign government debt(1)
59.1 63.3 48.9 19.4 15.7 13.6 78.5 79.0 62.5 
Other investment gradeOther investment grade1.6 1.8 1.2 0.8 0.3 0.5 2.4 2.1 1.7 Other investment grade1.7 2.0 1.6 0.5 0.6 0.8 2.2 2.6 2.4 
Total HQLA (AVG)Total HQLA (AVG)$468.7 $461.2 $454.7 $85.8 $85.3 $90.1 $554.5 $546.5 $544.8 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 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 Japan, Korea, Mexico, South Korea, IndiaSingapore 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 ratio (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 quarter-over-quarter as of the fourth quarter of 2021,2022, primarily reflecting an increase in deposits.driven by wholesale unsecured debt issuances.
As of December 31, 2021,2022, Citigroup had $961approximately $1,045 billion of available liquidity resources to support client and 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; and available assets not already accounted for within Citi’s HQLA to support the Federal Home Loan Bank (FHLB); and Federal Reserve Bank discount window 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.
The LCR is calculated by dividing HQLA by estimated net outflows assuming a stressed 30-day period, with the net outflows determined by standardized stress outflow and inflow rates prescribed in the LCR rule. The outflows are partially offset by contractual inflows from assets maturing within 30 days. Similar to outflows, the inflows are calculated based on prescribed factors to various assetsasset categories, such as retail loans as well as unsecured and 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 dollarsIn billions of dollarsDec. 31, 2021Sept. 30, 2021Dec. 31, 2020In billions of dollarsDec. 31, 2022Sept. 30, 2022Dec. 31, 2021
HQLAHQLA$554.5 $546.5 $544.8 HQLA$575.2 $557.1 $554.5 
Net outflowsNet outflows482.9 474.8 460.7 Net outflows489.0 477.0 482.9 
LCRLCR115 %115 %118 %LCR118 %117 %115 %
HQLA in excess of net outflowsHQLA in excess of net outflows$71.6 $71.7 $84.1 HQLA in excess of net outflows$86.2 $80.1 $71.6 

Note: The amounts are presented on an average basis.

As of December 31, 2021, Citi’s2022, Citigroup’s average LCR was unchanged sequentially, as Citi’s average HQLA and net outflows increased proportionately.

, primarily driven by wholesale unsecured debt issuances.
9386


Long-Term Liquidity Measurement: Net Stable Funding Ratio (NSFR)
As previously disclosed, in October 2020, the U.S. banking agencies adopted a final rule to assess the availability of a bank’s stable funding against a required level.
In general, a bank’s available stable funding includes portions of equity, deposits and long-term debt, while its required stable funding will be based on the liquidity characteristics of its assets, derivatives and commitments. Standardized weightings are required to be applied to the various asset and liabilitiesliability classes. The ratio of available stable funding to required stable funding is required to be greater than 100%.
The final 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 was in compliance with the final rule as of December 31, 2021.2022.

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, 2021Sept. 30, 2021Dec. 31, 2020
Global Consumer Banking
North America$176.8 $173.8 $179.4 
Latin America13.0 13.2 14.3 
Asia(1)
72.5 75.9 82.4 
Total$262.3 $262.9 $276.1 
Institutional Clients Group
Corporate lending$127.5 $129.2 $146.2 
Treasury and trade solutions (TTS)76.3 73.7 67.1 
Private bank124.5 125.9 113.3 
Markets and securities services and other
72.5 72.0 56.1 
Total$400.8 $400.8 $382.7 
Total Corporate/Other
$4.3 $4.7 $7.4 
Total Citigroup loans (AVG)$667.4 $668.5 $666.2 
Total Citigroup loans (EOP)$667.8 $664.8 $676.1 
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 loansSee footnote 2 to the table in certain EMEA countries for all periods presented.“Credit Risk—Consumer Credit—Consumer Credit Portfolio” above.

AsEnd-of-period loans decreased 2% year-over-year, largely driven by lower balances in Legacy Franchises and the impact of the fourth quarter of 2021, end-of periodforeign exchange translation. End-of-period loans declined 1% year-over-year and were largely unchanged quarter-over-quarter.increased 2% sequentially.
On an average basis, loans were largely unchanged both year-over-year and sequentially. Excluding the impact of FX translation, average loans increased 1%declined 2% year-over-year and were largely unchanged sequentially. On this basis, averageThe year-over-year decline was primarily due to the impact of foreign exchange translation and lower balances in GCBLegacy Franchises, which more than offset growth in PBWM. The decline in Legacy Franchises loans declined 4% year-over-year, primarily reflectingreflected the reclassification of loans to Other assets to reflect held-for-sale accounting as a result of Citi’s
entry intothe signing of sale agreements to sell itsfor consumer banking businesses in Australia and the Philippines.
Excludingfranchises, as well as the impact of FX translation, averagethe ongoing Korea and Russia wind-downs.
Average PBWM loans as of the fourth quarter of 2022 increased 6% year-over-year, primarily driven by Branded cards and Retail services.
Average ICG loans increased 5% year-over-year. Loans in corporate lending declined 12% on an average basis, reflecting net repayments as Citi continued to assist its clients in accessingof the capital markets, as well as lower demand. Private bank loans increased 10%, largelyfourth quarter of 2022 decreased 1% year-over-year, primarily driven by increased secured lending to high-net-worth clients. Markets and securities servicesRWA optimization efforts within Banking, which loans increased 29%, reflecting an increasemore than offset growth in securitization financing. TTS loans increased 15%, reflecting an increaseServices from trade finance in trade flows and originations.
Average Corporate/Other loans continued to decline (down 46%), driven by the wind-down of legacy assets.TTS.

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 dollarsIn billions of dollarsDec. 31, 2021Sept. 30, 2021Dec. 31, 2020In billions of dollars4Q223Q224Q21
Global Consumer Banking(1)
North America$214.0 $208.4 $188.9 
Latin America23.8 24.2 24.3 
Asia(2)
117.2 120.7 120.0 
Personal Banking and Wealth ManagementPersonal Banking and Wealth Management
U.S. Personal BankingU.S. Personal Banking$111 $115 $114 
Global WealthGlobal Wealth320 313 323 
TotalTotal$355.0 $353.3 $333.2 Total$431 $428 $437 
Institutional Clients GroupInstitutional Clients GroupInstitutional Clients Group
Treasury and trade solutions (TTS)$690.6 $674.8 $686.5 
Banking ex-TTS
188.2 179.5 163.2 
Markets and securities services129.3 127.2 109.3 
TTSTTS$694 $664 $689 
Securities servicesSecurities services129 131 140 
Markets and BankingMarkets and Banking25 22 23 
TotalTotal$1,008.1 $981.6 $959.0 Total$848 $817 $852 
Legacy Franchises(1)
Legacy Franchises(1)
$50 $50 $74 
Corporate/OtherCorporate/Other$7.2 $8.2 $13.1 Corporate/Other$32 $21 $7 
Total Citigroup deposits (AVG)Total Citigroup deposits (AVG)$1,370.3 $1,343.0 $1,305.3 Total Citigroup deposits (AVG)$1,361 $1,316 $1,370 
Total Citigroup deposits (EOP)Total Citigroup deposits (EOP)$1,317.2 $1,347.5 $1,280.7 Total Citigroup deposits (EOP)$1,366 $1,306 $1,317 

(1)Reflects deposits within retail banking.
(2)Includes depositsSee footnote 2 to the table in certain EMEA countriesfor all periods presented.“Credit Risk—Consumer Credit—Consumer Credit Portfolio” above.

End-of-period deposits increased 3%4% year-over-year, largely driven by Treasury and declined 2%trade solutions in ICG, partially offset by the impact of foreign exchange translation. End-of-period deposits increased 5% sequentially.
As of the fourth quarter of 2021, onOn an average basis, deposits increased 5%declined 1% year-over-year and 2% sequentially. Excluding the impact of FX translation, average deposits grew 6% from the prior-year period andincreased 3% sequentially. The year-over-year increasedecline primarily reflected continued client engagementthe impact of foreign 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 elevated level of liquidity in the financial system. Excluding the impact of FX translation, average deposits in GCB increased 7%, with continued strong growth in North America.
Excluding the impact of FX translation, average deposits inongoing Korea and Russia wind-downs. ICG grew 6%average deposits were largely unchanged year-over-year. PBWM average deposits decreased 1% year-over-year, with strong growthdriven by modest decreases in both U.S. Personal Banking and Global Wealth. Corporate/Other average deposits increased $25 billion year-over-year, due to the private bank and securities services.

issuance of institutional certificates of deposit as Citi continues to diversify its funding profile.

9487


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 multiyear 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 8.67.6 years as of December 31, 2021, unchanged from2022, compared to 8.6 years as of the prior quarteryear and 7.8 years as of the prior year.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 complements benchmark debt issuance as a source of funding for Citi’s non-bank entities. Citi’s long-term debt at the bank includes Citibank benchmark senior debt,bank notes, FHLB borrowingsadvances 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 dollarsIn billions of dollarsDec. 31, 2021Sept. 30, 2021Dec. 31, 2020In billions of dollarsDec. 31, 2022Sept. 30, 2022Dec. 31, 2021
Non-bank(1)
Non-bank(1)
Non-bank(1)
Benchmark debt:Benchmark debt:Benchmark debt:
Senior debtSenior debt$117.8 $123.9 $126.2 Senior debt$117.5 $112.7 $117.8 
Subordinated debtSubordinated debt25.7 26.0 27.1 Subordinated debt22.5 22.4 25.7 
Trust preferredTrust preferred1.7 1.7 1.7 Trust preferred1.6 1.6 1.7 
Customer-related debtCustomer-related debt78.3 74.7 65.2 Customer-related debt101.1 86.9 78.3 
Local country and other(2)
Local country and other(2)
7.3 7.2 6.7 
Local country and other(2)
7.8 7.0 7.3 
Total non-bankTotal non-bank$230.8 $233.5 $226.9 Total non-bank$250.5 $230.6 $230.8 
BankBankBank
FHLB borrowingsFHLB borrowings$5.3 $5.8 $10.9 FHLB borrowings$7.3 $7.3 $5.3 
Securitizations(3)
Securitizations(3)
9.6 11.0 16.6 
Securitizations(3)
7.6 8.4 9.6 
Citibank benchmark senior debtCitibank benchmark senior debt3.6 3.6 13.6 Citibank benchmark senior debt2.6 2.5 3.6 
Local country and other(2)
Local country and other(2)
5.1 4.3 3.6 
Local country and other(2)
3.6 4.3 5.1 
Total bankTotal bank$23.6 $24.7 $44.7 Total bank$21.1 $22.5 $23.6 
Total long-term debtTotal long-term debt$254.4 $258.2 $271.7 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 that, for certain debt instruments, includes consideration of fair value, hedging impacts and unamortized discounts and premiums.
(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, 2021,2022, non-bank included $65.9$84.2 billion of long-term debt issued by Citi’s broker-dealer and other subsidiaries as well as certainthat are consolidated into Citigroup. Certain Citigroup consolidated hedging activities.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. Within bank, borrowings under certain U.S. government-sponsored liquidity programs are also included.
(3)Predominantly credit card securitizations, primarily backed by branded credit cardBranded cards receivables.

As of the fourth quarter of 2021, Citi’s total long-term debt outstanding decreasedincreased 7% year-over-year, primarily driven by declinesan increase in unsecured benchmark senior debt at the non-bank entities and the bank, as well as securitizations and FHLB borrowings at the bank. The decrease in total long-term debt was partially offset by the issuance of customer-related debt at the non-bank entities. Sequentially, long-term debt outstanding decreased,also increased 7%, largely driven primarily by decreasesan increase in unsecuredcustomer-related debt and benchmark senior debt at the non-bank entities and securitizations at the bank, partially offset by the issuance of customer-related debt at the non-bank entities.
As part of its liability management, Citi also 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 2021,2022, Citi redeemed or repurchased an aggregate of approximately $33.8$20.8 billion of its outstanding long-term debt.

9588


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:

202120202019 202220212020
In billions of dollarsIn billions of dollarsMaturitiesIssuancesMaturitiesIssuancesMaturitiesIssuancesIn billions of dollarsMaturitiesIssuancesMaturitiesIssuancesMaturitiesIssuances
Non-bankNon-bankNon-bank
Benchmark debt:Benchmark debt:Benchmark debt:
Senior debtSenior debt$17.6 $15.4 $6.5 $20.4 $16.5 $16.2 Senior debt$15.4 $27.3 $17.6 $15.4 $6.5 $20.4 
Subordinated debtSubordinated debt— — — — — — Subordinated debt0.9 — — — — — 
Trust preferredTrust preferred— — — — — — Trust preferred0.1 — — — — — 
Customer-related debtCustomer-related debt31.2 48.7 27.7 36.8 12.7 25.1 Customer-related debt27.0 65.1 31.2 48.7 27.7 36.8 
Local country and otherLocal country and other3.3 3.6 2.4 1.4 1.1 5.4 Local country and other2.8 3.5 3.3 3.6 2.4 1.4 
Total non-bankTotal non-bank$52.1 $67.7 $36.6 $58.6 $30.3 $46.7 Total non-bank$46.2 $95.9 $52.1 $67.7 $36.6 $58.6 
BankBankBank
FHLB borrowingsFHLB borrowings$5.7 $— $7.5 $12.9 $7.1 $2.1 FHLB borrowings$5.3 $7.3 $5.7 $— $7.5 $12.9 
SecuritizationsSecuritizations6.1 — 4.6 0.3 7.9 0.1 Securitizations2.1 0.2 6.1 — 4.6 0.3 
Citibank benchmark senior debtCitibank benchmark senior debt9.8 — 9.8 — 4.8 8.8 Citibank benchmark senior debt0.9 — 9.8 — 9.8 — 
Local country and otherLocal country and other1.2 2.9 4.9 4.6 0.9 1.4 Local country and other2.6 1.3 1.2 2.9 4.9 4.6 
Total bankTotal bank$22.8 $2.9 $26.8 $17.8 $20.7 $12.4 Total bank$10.9 $8.8 $22.8 $2.9 $26.8 $17.8 
TotalTotal$74.9 $70.6 $63.4 $76.4 $51.0 $59.1 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 2021,2022, as well as its aggregate expected remaining long-term debt maturities by year as of December 31, 2021:2022:

Maturities Maturities
In billions of dollarsIn billions of dollars202120222023202420252026ThereafterTotalIn billions of dollars202220232024202520262027ThereafterTotal
Non-bankNon-bankNon-bank
Benchmark debt:Benchmark debt:Benchmark debt:
Senior debtSenior debt$17.6 $8.2 $12.6 $11.0 $10.7 $18.2 $57.1 $117.8 Senior debt$15.4 $4.9 $10.5 $11.8 $23.4 $6.9 $60.0 $117.5 
Subordinated debtSubordinated debt— 0.8 1.3 1.0 5.2 2.6 14.8 25.7 Subordinated debt0.9 1.2 0.9 4.8 2.3 3.6 9.7 22.5 
Trust preferredTrust preferred— — — — — — 1.7 1.7 Trust preferred0.1 — — — — — 1.6 1.6 
Customer-related debtCustomer-related debt31.2 11.9 10.2 8.5 4.9 5.5 37.3 78.3 Customer-related debt27.0 16.4 20.6 14.0 6.2 9.3 34.6 101.1 
Local country and otherLocal country and other3.3 2.3 2.2 0.1 — 0.7 1.8 7.3 Local country and other2.8 2.9 0.4 0.3 0.7 0.2 3.1 7.8 
Total non-bankTotal non-bank$52.1 $23.2 $26.3 $20.6 $20.8 $27.0 $112.7 $230.8 Total non-bank$46.2 $25.4 $32.4 $30.9 $32.6 $20.0 $109.0 $250.5 
BankBankBank
FHLB borrowingsFHLB borrowings$5.7 $5.3 $— $— $— $— $— $5.3 FHLB borrowings$5.3 $4.3 $3.0 $— $— $— $— $7.3 
SecuritizationsSecuritizations6.1 2.1 3.3 1.4 0.4 — 2.4 9.6 Securitizations2.1 2.2 1.3 1.6 — 0.8 1.7 7.6 
Citibank benchmark senior debtCitibank benchmark senior debt9.8 0.9 — 2.7 — — — 3.6 Citibank benchmark senior debt0.9 — 2.6 — — — — 2.6 
Local country and otherLocal country and other1.2 1.5 0.9 0.9 0.1 0.1 1.6 5.1 Local country and other2.6 0.6 1.2 0.2 0.2 — 1.4 3.6 
Total bankTotal bank$22.8 $9.8 $4.2 $5.0 $0.5 $0.1 $4.0 $23.6 Total bank$10.9 $7.1 $8.1 $1.8 $0.2 $0.8 $3.1 $21.1 
Total long-term debtTotal long-term debt$74.9 $33.0 $30.5 $25.6 $21.3 $27.1 $116.7 $254.4 Total long-term debt$57.1 $32.5 $40.5 $32.7 $32.8 $20.8 $112.1 $271.6 

9689


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 Federal 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.
On December 17, 2019, the Federal Reserve Board and FDIC issued feedback on the resolution plans filed on July 1, 2019 by the eight U.S. Global Systemically Important Banks, including Citigroup. The Federal Reserve Board and FDIC identified one shortcoming, but no deficiencies, in Citigroup's resolution plan relating to governance mechanisms. Based on regulatory changes effective December 31, 2019, Citigroup's 2021 resolution plan submission, which was filed on July 1, 2021 was a targeted resolution plan, only including a subset of the information of a full resolution plan and additional information, identified by the Federal Reserve Board and FDIC on July 1, 2020. 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 preferred resolution strategy is “single point of entry” under the U.S. Bankruptcy Code. 
Under Citi’s preferred “single point of entry” 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 2021 resolution plan, which can be found on the Federal Reserve Board’sFRB’s and FDIC’s websites) would remain operational 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 Board’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 the Orderly Liquidation Authority under Title II of the Dodd-Frank 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 Reserve BoardFRB 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:

•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-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.

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.

Total Loss-Absorbing Capacity (TLAC)
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. 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.


90










97

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, i.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-makingmarket 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 $191$202 billion as of December 31, 2021 decreased 3%2022 increased 6% from the prior-year periodprior year and 9% sequentially. Excluding the impact of FX translation, secured funding decreased 1% from the prior-year period and 8%was unchanged sequentially, driven by normal business activity. The average balance for secured funding was approximately $222$205 billion for the quarter ended December 31, 2021.2022.
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-makingmarket 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, 2021.2022.
Citi manages the risks in its secured funding by conducting daily stress tests to account for changes in capacity, 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 $28$47 billion as of the fourth quarter of 2021 decreased 5%2022 increased 68% year-over-year, reflecting a declinean increase in FHLB advances and 6%commercial paper issuance, as Citi continues to diversify its funding profile, and decreased 1% sequentially, primarily driven by a decline in structured notesnormal business activity (see Note 17 to the Consolidated Financial Statements18 for further information on Citigroup’s and its affiliates’ outstanding short-term borrowings).


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CREDIT 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, 2021.2022. 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-2F1 at Fitch Ratings, A2/P-1 at Moody’s Investors Service and A/A-1 at S&P Global Ratings and A+/F1 at Fitch as of December 31, 2021.2022.

Ratings as of December 31, 20212022

 Citigroup Inc.Citibank, N.A.
Senior
debtLong-term		Commercial
paperShort-term		OutlookLong-
term		Short-
term		Outlook
Fitch Ratings (Fitch)AF1StableA+F1Stable
Moody’s Investors Service (Moody’s)A3P-2StableAa3P-1Stable
S&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 Global Ratings 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, 2021,2022, 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 $0.8$0.5 billion, compared to $1.1$0.6 billion as of September 30, 2021.2022. 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, 2021,2022, 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 $0.6$0.4 billion, compared to $0.5$0.8 billion as of September 30, 2021.2022. 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, 2021,2022, 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 $1.4$0.9 billion, compared to $1.6$1.4 billion as of September 30, 20212022 (see also Note 22 to the Consolidated Financial Statements)23). As detailed under “High-Quality Liquid Assets”Assets (HQLA)” above, Citigroup has various liquidity resources available to its bank and non-bank entities 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 at 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.
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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, 2021,2022, Citibank had liquidity commitments of approximately $9.0 billi$11.0 billion ton too consolidated asset-backed commercial paper conduits, compared to $10.0$9.1 billion as of September 30,December 31, 2021 (fo(see Note 22 for additional information, see Note 21 to the Consolidated Financial Statements)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.

10093


MARKET RISK

OVERVIEW
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 & Liability Committees and the Citigroup Risk Management and Asset & Liability 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 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 income and on Citi’s Accumulated other comprehensive income (loss) (AOCI) from its debtinvestment securities portfolios. Market risk from non-trading portfolios also includes the potential impact of changes in foreign exchange rates on Citi’s capital invested in foreign currencies.

NetBanking Book Interest Income atRate Risk
NetFor interest income,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,risk in the Banking Book, which are subject to approval by Citigroup’s Board of Directors. Corporate Treasury is responsible for the difference betweenday-to-day management of Citi’s Banking Book interest rate risk as well as periodically reviewing it with the yield earned onALCO. Citi’s Banking Book interest rate risk management is also subject to independent oversight from Treasury Risk Management, a second line of defense team reporting to the non-trading portfolio assets (including customer loans)Treasury Chief Risk Officer.
Changes in interest rates impact Citi’s net income, AOCI and the rate paid on the liabilities (including customer deposits or company borrowings). NetCET1. These changes primarily affect Citi’s Banking Book through net interest income, due to a variety of risk factors, including:

•Differences in timing and amounts 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’s businesses generate interest rate-sensitive positions from their client-facing products, such as loans and deposits. The component of this interest rate risk that can be hedged is affected bytransferred 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.
In addition, Citi uses multiple metrics to measure its Banking Book interest rate risk. Interest Rate Exposure (IRE) is a key metric that analyzes the impact of a range of scenarios on Citi’s Banking Book net interest income 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 level of interest rates, as well as the amounts and mix 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 income is interest rate exposure (IRE). IRE measures the change in expected net interest income in each currency resulting solely from unanticipatedenvironment, changes in forward interest rates.Citi’s balance sheet composition, enhancements in Citi’s modeling and other factors.
    Citi’s estimatedSince the third quarter of 2022, Citi has employed enhanced 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.
Citi is planning to transition the sensitivity analysis for its IRE (see the current IRE sensitivity impacts below), employing enhanced methodologies and changes to certain
assumptions. The changes include,included, among other things, assumptions around the projected balance sheet (being more static), coupled withand revisions to the treatment of certain business contributions to IRE, mainly(notably accrual positions in ICG’s Markets businesses.Marketsbusinesses). These changes are planned for 2022, and will resultresulted in a higher impact to Citi’s NIInet 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 AOCI and a better reflection ofsize over the nature of the portfolios.
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 manages interest rate risk as a consolidated Company-wide position. Citi’s client-facing businesses create interest rate-sensitive positions, including loans and deposits, as part of their ongoing activities. Citi Treasury aggregates these risk positions and manages them centrally. Operating within established limits, Citi Treasury makes positioning decisions and uses tools, such as Citi’s investment securities portfolio, company-issued debt and interest rate derivatives, to target the desired risk profile. Changes in Citi’s 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 testing the impact of non-linear interest rate movements on the value offorecasted 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.

101

The following table sets forthpresents the 12-month estimated impact to Citi’s net interest 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, 2021Sept. 30, 2021Dec. 31, 2020
Estimated annualized impact to net interest income
U.S. dollar(1)
$563 $151 $373 
All other currencies612 586 683 
Total$1,175 $737 $1,056 
As a percentage of average interest-earning assets0.05 %0.03 %0.05 %
Estimated initial negative impact to AOCI (after-tax)(2)
$(4,609)$(4,914)$(5,645)
Estimated initial impact on Common Equity Tier 1 Capital ratio (bps)(30)(30)(34)

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)Certain trading-oriented businesses within Citi have accrual-accounted positions that are excluded fromExcludes trading book and fair value option banking book portfolios and replaces them with the estimated impact to net interest income 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 $(179) million for a 100 bps instantaneous increase in interest ratestransfer pricing.
(2)IRE as of December 31, 2021.2021 excludes certain IRE methodology enhancements implemented in September 2022, most notably the banking book revisions to the treatment of certain business.
(2)(3)Includes the effect of changes in interest rates on AOCI related to investment securities, cash flow hedges and pension liability adjustments.

The year-over-year increase
Citi’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 income 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 a parallel instantaneous 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 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, 2021, Citi expects that the $4.6 billion negativeapproximately four months.

95

impact to AOCI in such a scenario could potentially be offset over approximately 27 months.
Scenario Analysis
The following table sets forthpresents the estimated impact to Citi’s net interest 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 5
Overnight rate change (bps)100 100 — — (100)
10-year rate change (bps)100 — 100 (100)(100)
Estimated annualized impact to net interest income
U.S. dollar$563 $647 $86 $(244)$(770)
All other currencies612 655 41 (41)(353)
Total$1,175 $1,302 $127 $(285)$(1,123)
Estimated initial impact to AOCI (after-tax)(1)
$(4,609)$(2,934)$(1,757)$1,373 $3,050 
Estimated initial impact to Common Equity Tier 1 Capital ratio (bps)(30)(19)(12)9 18 

In millions of dollars, except as otherwise notedScenario 1Scenario 2Scenario 3Scenario 4Scenario 5
Overnight rate change (bps)100 100 — — (100)
10-year rate change (bps)100 — 100 (100)(100)
Interest rate exposure
U.S. dollar$186 $98 $105 $(121)$(322)
All other currencies1,650 1,426 229 (236)(1,434)
Total$1,836 $1,524 $334 $(357)$(1,756)
Estimated initial impact to AOCI (after-tax)(1)
$(1,102)$(931)$(159)$46 $1,014 
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)Includes the effect of changes in interest rates on 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 income 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 Scenario 2 as compared to Scenario 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.
10296


Changes in Foreign Exchange Rates—Impacts on AOCI
and Capital
As of December 31, 2021,2022, 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 0.9%1.0%, as a result of changes to Citi’s FX translation adjustmentCTA in AOCI, net of hedges. This impact would be primarily due to changes in the value of the Mexican peso, Euro, Singapore dollar and Indian rupee.
This impact is also before any mitigating actions Citi may take, including ongoing management of its FXforeign 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.
In addition, theThe 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 to the Consolidated Financial Statements..

For the quarter endedFor the quarter ended
In millions of dollars, except as otherwise notedIn millions of dollars, except as otherwise notedDec. 31, 2021Sept. 30, 2021Dec. 31, 2020In millions of dollars, except as otherwise notedDec. 31, 2022Sept. 30, 2022Dec. 31, 2021
Change in FX spot rate(1)
Change in FX spot rate(1)
(0.6)%(2.7)%5.5 %
Change in FX spot rate(1)
4.0 %(4.5)%(0.6)%
Change in TCE due to FX translation, net of hedgesChange in TCE due to FX translation, net of hedges$(438)$(1,042)$1,829 Change in TCE due to FX translation, net of hedges$1,193 $(2,121)$(438)
As a percentage of TCEAs a percentage of TCE(0.3)%(0.7)%1.2 %As a percentage of TCE0.8 %(1.4)%(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)		(1)(1)2 
Estimated impact to CET1 Capital ratio (on a fully implemented basis)
due to changes in FX translation, net of hedges (bps)		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 foreign countries.


10397


Interest Revenue/Expense and Net Interest Margin (NIM)

c-20211231_g13.jpgc-20221231_g10.jpg
In millions of dollars, except as otherwise notedIn millions of dollars, except as otherwise noted2021 2020 2019Change 
 2021 vs. 2020		Change 
 2020 vs. 2019		In millions of dollars, except as otherwise noted2022 2021 2020
Change 
 2022 vs. 2021
Change 
 2021 vs. 2020
Interest revenue(1)
Interest revenue(1)
$50,667  $58,285  $76,718 (13)%(24)%
Interest revenue(1)
$74,573  $50,667  $58,285 47 %(13)%
Interest expense(2)
Interest expense(2)
7,981  13,338  28,382 (40)(53)
Interest expense(2)
25,740  7,981  13,338 223 (40)
Net interest income, taxable equivalent basis(1)
Net interest income, taxable equivalent basis(1)
$42,686  $44,947  $48,336 (5)%(7)%
Net interest income, taxable equivalent basis(1)
$48,833  $42,686  $44,947 14 %(5)%
Interest revenue—average rate(3)
Interest revenue—average rate(3)
2.36 %2.88 %4.27 %(52)bps(139)bps
Interest revenue—average rate(3)
3.43 %2.36 %2.88 %107 bps(52)bps
Interest expense—average rateInterest expense—average rate0.46 0.81 1.95 (35)bps(114)bpsInterest expense—average rate1.48 0.46 0.81 102 bps(35)bps
Net interest margin(3)(4)
Net interest margin(3)(4)
1.99 2.22 2.69 (23)bps(47)bps
Net interest margin(3)(4)
2.25 1.99 2.22 26 bps(23)bps
Interest rate benchmarksInterest rate benchmarks Interest rate benchmarks 
Two-year U.S. Treasury note—average rateTwo-year U.S. Treasury note—average rate0.27 %0.39 %1.97 %(12)bps(158)bpsTwo-year U.S. Treasury note—average rate2.99 %0.27 %0.39 %272 bps(12)bps
10-year U.S. Treasury note—average rate10-year U.S. Treasury note—average rate1.45  0.89  2.14 56 bps(125)bps10-year U.S. Treasury note—average rate2.95  1.45  0.89 150 bps56 bps
10-year vs. two-year spread10-year vs. two-year spread118 bps50 bps17 bps 10-year vs. two-year spread(4)bps118 bps50 bps 

Note: Revenue previously referred to as net interest revenue is now referred to as net interest income. In addition, during the fourth quarter of 2021, Citi reclassified deposit insurance expenses (FDIC and other similar insurance assessments outside of the U.S.) from Interest expense to Other operating expenses for all periods presented. Amounts reclassified for each year were $1,207 million for 2021, $1,203 million for 2020 and $781 million for 2019.
(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 $208 million for 2021, 2020, and 2019, 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)    The average rate on interest revenue and net interest margin reflects the taxable equivalent gross-up adjustment. See footnote 1 above.
(4)    Citi’s net interest margin (NIM)NIM is calculated by dividing net interest income by average interest-earning assets.

10498


Non-ICG MarketsMarkets Net Interest Income

In millions of dollars202120202019
Net interest income (NII)—taxable equivalent basis(1) per above
$42,686 $44,947 $48,338 
ICG Markets NII—taxable equivalent basis(1)
5,733 5,786 4,562 
Non-ICG Markets NII—taxable equivalent basis(1)
$36,953 $39,161 $43,776 
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)    Interest revenue and Net interest income include the taxable equivalent adjustments discussed in the table above.

Citi’s net interest income (NII) in the fourth quarter of 20212022 was $10.8$13.3 billion ($10.9(also $13.3 billion on a taxable equivalent basis), largely unchangedan increase of $2.5 billion versus the prior year, as a modest increase inprimarily driven by non-ICG Markets NIIMarkets (approximately $60 million) offset an equivalent decline in$2.2 billion), as ICG Markets (fixedMarkets was largely unchanged (up approximately $0.3 billion across fixed income markets and equity markets). The increase in net interest income in non-ICG Markets was primarily driven by higher interest rates. Citi’s NIMnet interest margin was 1.98%2.39% on a taxable equivalent basis in the fourth quarter of 2021, a decrease2022, an increase of oneeight basis pointpoints from the prior quarter, also largely reflecting deposit growth.driven by higher interest rates.
Citi’s NIInet interest income for 2021 decreased 5%2022 increased 15%, or approximately $2.3$6.2 billion, to $42.5$48.7 billion ($42.748.8 billion on a taxable equivalent basis) versus the prior year. The decreaseincrease was primarily relateddue to a declinean increase in non-ICG Markets NII,net interest income, largely reflecting lowerhigher interest rates and lowerhigher loan balances.balances in PBWM. In 2021,2022, Citi’s
NIM was 1.99% net interest margin increased to 2.25% on a taxable equivalent basis, compared to 2.22%1.99% in 2020,2021, primarily driven by lowerhigher interest rates and a mix-shift in balances.
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105100


Additional Interest Rate Details


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

Taxable Equivalent Basis
 Average volumeInterest revenue% Average rate
In millions of dollars, except rates202120202019202120202019202120202019
Assets      
Deposits with banks(4)
$298,319 $288,629 $188,523 $577 $928 $2,682 0.19 %0.32 %1.42 %
Securities borrowed and purchased under agreements to resell(5)
In U.S. offices$172,716 $149,076 $146,030 $385 $1,202 $4,752 0.22 %0.81 %3.25 %
In offices outside the U.S.(4)
149,944 138,074 119,550 667 1,081 2,133 0.44 0.78 1.78 
Total$322,660 $287,150 $265,580 $1,052 $2,283 $6,885 0.33 %0.80 %2.59 %
Trading account assets(6)(7)
In U.S. offices$140,215 $144,130 $109,064 $2,653 $3,624 $4,099 1.89 %2.51 %3.76 %
In offices outside the U.S.(4)
151,722 134,078 131,217 2,718 2,509 3,589 1.79 1.87 2.74 
Total$291,937 $278,208 $240,281 $5,371 $6,133 $7,688 1.84 %2.20 %3.20 %
Investments
In U.S. offices
Taxable$322,884 $265,833 $221,895 $3,547 $3,860 $5,162 1.10 %1.45 %2.33 %
Exempt from U.S. income tax12,296 14,084 15,227 437 452 577 3.55 3.21 3.79 
In offices outside the U.S.(4)
152,940 139,400 117,529 3,498 3,781 4,222 2.29 2.71 3.59 
Total$488,120 $419,317 $354,651 $7,482 $8,093 $9,961 1.53 %1.93 %2.81 %
Loans (net of unearned income)(8)
In U.S. offices$386,141 $396,846 $395,792 $24,023 $26,700 $30,563 6.22 %6.73 %7.72 %
In offices outside the U.S.(4)
281,895 288,379 288,319 11,509 13,569 17,266 4.08 4.71 5.99 
Total$668,036 $685,225 $684,111 $35,532 $40,269 $47,829 5.32 %5.88 %6.99 %
Other interest-earning assets(9)
$75,876 $67,547 $64,322 $653 $579 $1,673 0.86 %0.86 %2.60 %
Total interest-earning assets$2,144,948 $2,026,076 $1,797,468 $50,667 $58,285 $76,718 2.36 %2.88 %4.27 %
Non-interest-earning assets(6)
$202,761 $200,378 $181,337 
Total assets$2,347,709 $2,226,454 $1,978,805 

 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 $208 million for 2021, 2020, and 2019, 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.
106101


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

Taxable Equivalent Basis

Average volumeInterest expense% Average rateAverage balanceInterest expense% Average rate
In millions of dollars, except ratesIn millions of dollars, except rates202120202019202120202019202120202019In millions of dollars, except rates202220212020202220212020202220212020
LiabilitiesLiabilities   Liabilities   
DepositsDeposits   Deposits   
In U.S. offices(4)
In U.S. offices(4)
$532,466 $485,848 $388,948 $1,084 $2,524 $5,873 0.20 %0.52 %1.51 %
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)
In offices outside the U.S.(5)
557,207 541,301 487,318 1,812 2,810 5,979 0.33 0.52 1.23 
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 
TotalTotal$1,089,673 $1,027,149 $876,266 $2,896 $5,334 $11,852 0.27 %0.52 %1.35 %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)
Securities loaned and sold under agreements to repurchase(6)
Securities loaned and sold under agreements to repurchase(6)
In U.S. officesIn U.S. offices$136,955 $137,348 $112,876 $676 $1,292 $4,194 0.49 %0.94 %3.72 %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)
In offices outside the U.S.(5)
93,744 79,426 77,283 336 785 2,069 0.36 0.99 2.68 
In offices outside the U.S.(5)
94,936 93,744 79,426 1,639 336 785 1.73 0.36 0.99 
TotalTotal$230,699 $216,774 $190,159 $1,012 $2,077 $6,263 0.44 %0.96 %3.29 %Total$207,707 $230,699 $216,774 $4,455 $1,012 $2,077 2.14 %0.44 %0.96 %
Trading account liabilities(7)(8)
Trading account liabilities(7)(8)
Trading account liabilities(7)(8)
In U.S. officesIn U.S. offices$47,871 $38,308 $37,099 $109 $283 $818 0.23 %0.74 %2.20 %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)
In offices outside the U.S.(5)
67,739 52,051 51,817 373 345 490 0.55 0.66 0.95 
In offices outside the U.S.(5)
70,102 67,739 52,051 740 373 345 1.06 0.55 0.66 
TotalTotal$115,610 $90,359 $88,916 $482 $628 $1,308 0.42 %0.70 %1.47 %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)
Short-term borrowings and other interest-bearing liabilities(9)
Short-term borrowings and other interest-bearing liabilities(9)
In U.S. officesIn U.S. offices$69,683 $82,363 $78,230 $(27)$493 $2,138 (0.04)%0.60 %2.73 %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)
In offices outside the U.S.(5)
26,133 20,053 20,575 148 137 327 0.57 0.68 1.59 
In offices outside the U.S.(5)
55,133 26,133 20,053 327 148 137 0.59 0.57 0.68 
TotalTotal$95,816 $102,416 $98,805 $121 $630 $2,465 0.13 %0.62 %2.49 %Total$150,187 $95,816 $102,416 $2,488 $121 $630 1.66 %0.13 %0.62 %
Long-term debt(10)
Long-term debt(10)
Long-term debt(10)
In U.S. officesIn U.S. offices$186,522 $213,809 $193,972 $3,384 $4,656 $6,398 1.81 %2.18 %3.30 %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)
In offices outside the U.S.(5)
4,282 3,918 4,803 86 13 96 2.01 0.33 2.00 
In offices outside the U.S.(5)
3,592 4,282 3,918 176 86 13 4.90 2.01 0.33 
TotalTotal$190,804 $217,727 $198,775 $3,470 $4,669 $6,494 1.82 %2.14 %3.27 %Total$169,655 $190,804 $217,727 $5,801 $3,470 $4,669 3.42 %1.82 %2.14 %
Total interest-bearing liabilitiesTotal interest-bearing liabilities$1,722,602 $1,654,425 $1,452,921 $7,981 $13,338 $28,382 0.46 %0.81 %1.95 %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. officesDemand deposits in U.S. offices$98,414 $30,876 $27,737 Demand deposits in U.S. offices$135,725 $98,414 $30,876 
Other non-interest-bearing liabilities(7)
Other non-interest-bearing liabilities(7)
324,724 346,736 301,756 
Other non-interest-bearing liabilities(7)
322,151 324,643 346,736 
Total liabilitiesTotal liabilities$2,145,740 $2,032,037 $1,782,414 Total liabilities$2,196,416 $2,145,659 $2,032,037 
Citigroup stockholders’ equityCitigroup stockholders’ equity$201,360 $193,769 $195,685 Citigroup stockholders’ equity$199,088 $201,360 $193,769 
Noncontrolling interestsNoncontrolling interests609 648 706 Noncontrolling interests519 690 648 
Total equityTotal equity$201,969 $194,417 $196,391 Total equity$199,607 $202,050 $194,417 
Total liabilities and stockholders’ equityTotal liabilities and stockholders’ equity$2,347,709 $2,226,454 $1,978,805 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)
Net interest income as a percentage of average interest-earning assets(11)
Net interest income as a percentage of average interest-earning assets(11)
In U.S. officesIn U.S. offices$1,244,182 $1,187,077 $1,017,021 $26,404 $27,520 $28,898 2.12 %2.32 %2.84 %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)
In offices outside the U.S.(6)
900,766 838,999 780,447 16,282 17,427 19,440 1.81 2.08 2.49 
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 
TotalTotal$2,144,948 $2,026,076 $1,797,468 $42,686 $44,947 $48,338 1.99 %2.22 %2.69 %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. 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.
107

(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


(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)

2021 vs. 20202020 vs. 2019 2022 vs. 20212021 vs. 2020
Increase (decrease)
due to change in:		Increase (decrease)
due to change in:		 Increase (decrease)
due to change in:		Increase (decrease)
due to change in:
In millions of dollarsIn millions of dollarsAverage
volume		Average
rate		Net
change		Average
volume		Average
rate		Net
change		In millions of dollarsAverage
balance		Average
rate		Net
change		Average
balance		Average
rate		Net
change
Deposits with banks(3)
Deposits with banks(3)
$30 $(381)$(351)$976 $(2,730)$(1,754)
Deposits with banks(3)
$(77)$4,015 $3,938 $30 $(381)$(351)
Securities borrowed and purchased under agreements to resellSecurities borrowed and purchased under agreements to resellSecurities borrowed and purchased under agreements to resell
In U.S. officesIn U.S. offices$166 $(983)$(817)$97 $(3,647)$(3,550)In U.S. offices$39 $3,509 $3,548 $166 $(983)$(817)
In offices outside the U.S.(3)
In offices outside the U.S.(3)
86 (500)(414)290 (1,342)(1,052)
In offices outside the U.S.(3)
72 2,482 2,554 86 (500)(414)
TotalTotal$252 $(1,483)$(1,231)$387 $(4,989)$(4,602)Total$111 $5,991 $6,102 $252 $(1,483)$(1,231)
Trading account assets(4)
Trading account assets(4)
Trading account assets(4)
In U.S. officesIn U.S. offices$(96)$(875)$(971)$1,103 $(1,578)$(475)In U.S. offices$37 $1,315 $1,352 $(96)$(875)$(971)
In offices outside the U.S.(3)
In offices outside the U.S.(3)
320 (111)209 77 (1,157)(1,080)
In offices outside the U.S.(3)
(388)1,092 704 320 (111)209 
TotalTotal$224 $(986)$(762)$1,180 $(2,735)$(1,555)Total$(351)$2,407 $2,056 $224 $(986)$(762)
Investments(1)
Investments(1)
Investments(1)
In U.S. officesIn U.S. offices$761 $(1,089)$(328)$911 $(2,338)$(1,427)In U.S. offices$404 $1,678 $2,082 $761 $(1,089)$(328)
In offices outside the U.S.(3)
In offices outside the U.S.(3)
345 (628)(283)703 (1,144)(441)
In offices outside the U.S.(3)
(46)1,758 1,712 345 (628)(283)
TotalTotal$1,106 $(1,717)$(611)$1,614 $(3,482)$(1,868)Total$358 $3,436 $3,794 $1,106 $(1,717)$(611)
Consumer loans (net of unearned income)(5)
Consumer loans (net of unearned income)(5)
In U.S. officesIn U.S. offices$1,277 $2,040 $3,317 $(426)$(200)$(626)
In offices outside the U.S.(3)
In offices outside the U.S.(3)
(2,078)744 (1,334)49 (778)(729)
TotalTotal$(801)$2,784 $1,983 $(377)$(978)$(1,355)
Corporate loans (net of unearned income)(5)
Corporate loans (net of unearned income)(5)
In U.S. officesIn U.S. offices$230 $974 $1,204 $(231)$(1,820)$(2,051)
In offices outside the U.S.(3)
In offices outside the U.S.(3)
(65)2,682 2,617 (263)(1,068)(1,331)
TotalTotal$165 $3,656 $3,821 $(494)$(2,888)$(3,382)
Loans (net of unearned income)(5)
Loans (net of unearned income)(5)
Loans (net of unearned income)(5)
In U.S. officesIn U.S. offices$(706)$(1,971)$(2,677)$81 $(3,945)$(3,864)In U.S. offices$1,507 $3,014 $4,521 $(706)$(1,971)$(2,677)
In offices outside the U.S.(3)
In offices outside the U.S.(3)
(299)(1,761)(2,060)4 (3,700)(3,696)
In offices outside the U.S.(3)
(2,143)3,426 1,283 (299)(1,761)(2,060)
TotalTotal$(1,005)$(3,732)$(4,737)$85 $(7,645)$(7,560)Total$(636)$6,440 $5,804 $(1,005)$(3,732)$(4,737)
Other interest-earning assets(6)
Other interest-earning assets(6)
$72 $2 $74 $80 $(1,174)$(1,094)
Other interest-earning assets(6)
$438 $1,774 $2,212 $72 $2 $74 
Total interest revenueTotal interest revenue$679 $(8,297)$(7,618)$4,322 $(22,755)$(18,433)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.
108103


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

2021 vs. 20202020 vs. 2019 2022 vs. 20212021 vs. 2020
Increase (decrease)
due to change in:		Increase (decrease)
due to change in:		 Increase (decrease)
due to change in:		Increase (decrease)
due to change in:
In millions of dollarsIn millions of dollarsAverage
volume		Average
rate		Net
change		Average
volume		Average
rate		Net
change		In millions of dollarsAverage
balance		Average
rate		Net
change		Average
balance		Average
rate		Net
change
DepositsDepositsDeposits
In U.S. officesIn U.S. offices$222 $(1,661)$(1,439)$1,199 $(4,548)$(3,349)In U.S. offices$87 $4,815 $4,902 $222 $(1,661)$(1,439)
In offices outside the U.S.(3)
In offices outside the U.S.(3)
80 (1,078)(998)601 (3,770)(3,169)
In offices outside the U.S.(3)
(142)3,903 3,761 80 (1,078)(998)
TotalTotal$302 $(2,739)$(2,437)$1,800 $(8,318)$(6,518)Total$(55)$8,718 $8,663 $302 $(2,739)$(2,437)
Securities loaned and sold under agreements to repurchaseSecurities loaned and sold under agreements to repurchaseSecurities loaned and sold under agreements to repurchase
In U.S. officesIn U.S. offices$(4)$(612)$(616)$757 $(3,659)$(2,902)In U.S. offices$(140)$2,280 $2,140 $(4)$(612)$(616)
In offices outside the U.S.(3)
In offices outside the U.S.(3)
122 (571)(449)56 (1,340)(1,284)
In offices outside the U.S.(3)
4 1,299 1,303 122 (571)(449)
TotalTotal$118 $(1,183)$(1,065)$813 $(4,999)$(4,186)Total$(136)$3,579 $3,443 $118 $(1,183)$(1,065)
Trading account liabilities(4)
Trading account liabilities(4)
Trading account liabilities(4)
In U.S. officesIn U.S. offices$58 $(232)$(174)$26 $(561)$(535)In U.S. offices$11 $577 $588 $58 $(232)$(174)
In offices outside the U.S.(3)
In offices outside the U.S.(3)
93 (65)28 2 (147)(145)
In offices outside the U.S.(3)
13 354 367 93 (65)28 
TotalTotal$151 $(297)$(146)$28 $(708)$(680)Total$24 $931 $955 $151 $(297)$(146)
Short-term borrowings and other interest-bearing liabilities(5)
Short-term borrowings and other interest-bearing liabilities(5)
Short-term borrowings and other interest-bearing liabilities(5)
In U.S. officesIn U.S. offices$(66)$(454)$(520)$107 $(1,752)$(1,645)In U.S. offices$(6)$2,194 $2,188 $(66)$(454)$(520)
In offices outside the U.S.(3)
In offices outside the U.S.(3)
37 (26)11 (8)(182)(190)
In offices outside the U.S.(3)
172 7 179 37 (26)11 
TotalTotal$(29)$(480)$(509)$99 $(1,934)$(1,835)Total$166 $2,201 $2,367 $(29)$(480)$(509)
Long-term debtLong-term debtLong-term debt
In U.S. officesIn U.S. offices$(551)$(721)$(1,272)$603 $(2,346)$(1,743)In U.S. offices$(407)$2,648 $2,241 $(551)$(721)$(1,272)
In offices outside the U.S.(3)
In offices outside the U.S.(3)
1 71 72 (15)(67)(82)
In offices outside the U.S.(3)
(16)106 90 1 71 72 
TotalTotal$(550)$(650)$(1,200)$588 $(2,413)$(1,825)Total$(423)$2,754 $2,331 $(550)$(650)$(1,200)
Total interest expenseTotal interest expense$(8)$(5,349)$(5,357)$3,328 $(18,372)$(15,044)Total interest expense$(424)$18,183 $17,759 $(8)$(5,349)$(5,357)
Net interest incomeNet interest income$687 $(2,948)$(2,261)$993 $(4,382)$(3,389)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.

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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 95.8%95.4% of the trading days in 2021.2022.



Daily Trading-Related Revenue (Loss)(1)—Twelve12 Months Ended December 31, 2021
2022
In millions of dollars

c-20211231_g14.jpgc-20221231_g11.jpg

(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.

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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 Bond for a one-basis-point change in interest rates. Citi’s 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“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 33%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 decreased $5increased $22 million from 20202021 to 2021,2022, mainly due to a reduction ofincreased market volatility, given improved macroeconomic conditions, compared to 2020.volatility. Citi’s average trading and credit portfolio VAR decreased $24increased $23 million from 20202021 to 2021 due to VAR volatility recalibration.2022 in line with trading VAR.



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

In millions of dollarsIn millions of dollarsDecember 31, 20212021 AverageDecember 31, 20202020 AverageIn millions of dollarsDecember 31, 20222022 AverageDecember 31, 20212021 Average
Interest rateInterest rate$50 $65 $72 $66 Interest rate$130 $100 $50 $65 
Credit spreadCredit spread59 71 70 86 Credit spread78 74 59 71 
Covariance adjustment(1)
Covariance adjustment(1)
(35)(42)(51)(48)
Covariance adjustment(1)
(45)(49)(35)(42)
Fully diversified interest rate and credit spread(2)
Fully diversified interest rate and credit spread(2)
$74 $94 $91 $104 
Fully diversified interest rate and credit spread(2)
$163 $125 $74 $94 
Foreign exchangeForeign exchange36 42 40 26 Foreign exchange20 31 36 42 
EquityEquity29 33 31 36 Equity27 27 29 33 
CommodityCommodity28 34 17 22 Commodity32 41 28 34 
Covariance adjustment(1)
Covariance adjustment(1)
(88)(102)(85)(82)
Covariance adjustment(1)
(94)(101)(88)(102)
Total trading VAR—all market risk factors, including general and specific risk (excluding credit portfolios)(2)
Total trading VAR—all market risk factors, including general and specific risk (excluding credit portfolios)(2)
$79 $101 $94 $106 
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)
Specific risk-only component(3)
$3 $1 $(1)$(2)
Specific risk-only component(3)
$(4)$(2)$3 $1 
Total trading VAR—general market risk factors only (excluding credit portfolios)Total trading VAR—general market risk factors only (excluding credit portfolios)$76 $100 $95 $108 Total trading VAR—general market risk factors only (excluding credit portfolios)$152 $125 $76 $100 
Incremental impact of the credit portfolio(4)
Incremental impact of the credit portfolio(4)
$45 $30 $29 $49 
Incremental impact of the credit portfolio(4)
$30 $31 $45 $30 
Total trading and credit portfolio VARTotal trading and credit portfolio VAR$124 $131 $123 $155 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, 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.

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

2021202020222021
In millions of dollarsIn millions of dollarsLowHighLowHighIn millions of dollarsLowHighLowHigh
Interest rateInterest rate$47 $96 $28 $137 Interest rate$45 $165 $47 $96 
Credit spreadCredit spread54 96 36 171 Credit spread59 108 54 96 
Fully diversified interest rate and credit spreadFully diversified interest rate and credit spread$74 $123 $44 $223 Fully diversified interest rate and credit spread$72 $183 $74 $123 
Foreign exchangeForeign exchange33 49 14 40 Foreign exchange12 98 33 49 
EquityEquity21 50 13 141 Equity12 44 21 50 
CommodityCommodity19 55 12 64 Commodity27 104 19 55 
Total tradingTotal trading$79 $130 $47 $245 Total trading$78 $168 $79 $130 
Total trading and credit portfolioTotal trading and credit portfolio108 166 58 424 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, 20212022
Total—all market risk factors, including general and specific risk$81150 
Average—during year$103124 
High—during year134166 
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, 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.
Material VAR model and assumption changes must be independently validated within Citi’s Independent Risk Management organization. All 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 where 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.
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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 2021. As of December 31, 2021,2022. During 2022, one back-testing exception was observed at the Citigroup level.
The difference between the 54.4%48.3% of days with buy-and-hold gains for Regulatory VAR back-testing and the 95.8%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, 20212022
In millions of dollars
c-20211231_g15.jpgc-20221231_g12.jpg
☐ 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.












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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.

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OPERATIONAL RISK

Overview
Operational risk is the risk of loss resulting from inadequate or failed internal processes people andor systems, including human error or misjudgment, or from external events. This includes legal risk, which is the risk of loss (including litigation costs, settlements and regulatory fines) resulting from the failure of Citi to comply with laws, regulations, prudent ethical standards and contractual obligations in any aspect of its businesses, but excludes strategic and reputation risks. Citi also recognizes the impact of operational risk on the reputation risk associated with Citi’s business activities.
Operational risk is inherent in Citi’s global business activities, as well as related support functions, and can result in losses. Citi maintains a comprehensive Citi-wideCompany-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 expectations inclusive of those related to U.S. Basel III, Comprehensive Capital Analysis and Review (CCAR), Heightened Standards for Large Financial Institutions and Dodd Frank AnnualDodd-Frank Act Stress Testing (DFAST).
Citi manages operational risk consistent with the overall framework described in “Managing Global Risk—Overview” above. Citi’s goal is to keep operational risk at appropriate levels relative to the characteristics of its businesses, the markets in which it operates, its capital and liquidity and the competitive, economic and regulatory environment. This includes effectively managing operational risk and maintaining or reducing operational risk exposures within Citi’s operational risk appetite.
Citi’s Independent Operational Risk Management group has established a global-Operationalglobal Operational Risk Management Framework with policies and practices for identification, measurement, monitoring, managing and reporting operational risks and the overall operating effectiveness of the internal control environment. As part of this framework, Citi has defined its operational risk appetite and established a manager’s control assessment (MCA) process for self-identification of significant operational risks, assessment of the performance of key controls and mitigation of residual risk above acceptable levels.
Each major businessCiti operating segment must implement operational risk processes consistent with the requirements of this framework. This includes:

•understanding the operational risks they are exposed to;
•designing controls to mitigate identified risks;
•establishing key indicators;
•monitoring and reporting whether the operational risk exposures are in or out of their operational risk appetite;
•having processes in place to bring operational risk exposures within acceptable levels;
•periodically estimateestimating and aggregateaggregating the operational risks they are exposed to; and
•ensuring that sufficient resources are available to actively improve the operational risk environment and mitigate emerging risks.
Citi considers operational risks 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 are chaired by the individuals in the first line of defense and 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.
In addition, Independent Risk Management, including the Operational Risk Management group, works proactively with Citi’s businesses and functions to drive a strong and embedded operational risk management culture and framework across Citi. The Operational Risk Management group actively challenges business and functions implementation of the Operational Risk Management Framework requirements and the quality of operational risk management practices and outcomes.
Information about businesses’ key operational risks, historical operational risk losses and the control environment is reported by each major business segment and functional area. Citi’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 by the Head of Operational Risk Management.
Operational risk is measured through Operational Risk Capital and Operational Risk Regulatory Capital for the Advanced Approaches under Basel III. Projected operational risk losses under stress scenarios are estimated as a required part of the FRB’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 threat 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 from cyber attackscyberattacks and information security incidents. Citi recognizes the significance of these risks and, therefore, leverages an intelligence-leda threat-focused strategy to 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 cybersecurity preparedness and resilience.

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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 commands 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. In each case the team works in coordination with a network of information security officers who are embedded within the businesses and functions 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. 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 monitor cyber legal and regulatory requirements, identify and define emerging risks, execute strategic cyber threat assessments, perform new products and initiative reviews, perform data management risk oversight and conduct 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. In 2021, the Board of Directors underwent a cyber incident tabletop exercise. Also in 2021,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 2022 proxy statementupcoming 2023 Proxy Statement to be filed with the SEC in March 2022.2023.

COMPLIANCE RISK
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 with prescribed practices, internal policies and procedures or ethical standards. Compliance risk exposes Citi to fines, civil money penalties, payment of damages and the voiding of contracts. Compliance risk can result in diminished reputation, harm to Citi’s customers, limited business 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 include exposure to litigation (known as legal risk) from all aspects of traditional and non-traditional banking.
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 Policy and Compliance Risk Framework 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
•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;
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•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 Compliance Risk Framework,
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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;
•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;
•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.

As discussed above, Citi is working to address the FRB and OCC consent orders, which include improvements to Citi’s Compliance RiskCRM Framework and its Enterprise-wideenterprise-wide application (for additional information regarding the consent orders, see “Citi’s Consent Order Compliance” above).

REPUTATION RISK
Citi’s reputation is a vital asset in building trust with its stakeholders and Citi is diligent in enhancing and protecting its reputation with its colleagues, customers, investors and regulators.key stakeholders. To support this, Citi has developed a reputation risk framework. Under this framework, Citigroup and Citibank, N.A. have implemented a risk appetite statement and related key indicators to monitor corporate activities and operations relative to ourCiti’s risk appetite. The framework also requires that business segments and regions escalate significantpotential material reputation risks that require review or mitigation through a Reputation Risk Committee or equivalent.
The Reputation Risk Committees, which are composed of Citi’s most senior executives, govern the process by which material reputation risks are identified, measured, monitored, reported, managed,controlled and escalated.reported. The Reputation Risk Committees determine the appropriate actions to be taken in line with risk appetite and regulatory expectations, while promoting a culture of risk awareness and high standards of integrity and ethical behavior across the Company, consistent with Citi’s missionMission and value proposition. The Reputation Risk Committees in the business segments and regions are part of the governance infrastructure that Citi has in place to review the reputation risk posed by business activities, sales practices, product design, or perceived conflicts of interest. These committees may also raise potential reputation risks for due consideration by the Reputation Risk Committee at the corporate level.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.
The responsibilityEvery Citi employee is responsible for enhancing and protectingsafeguarding Citi’s reputation, is shared by all colleagues, who are guided by Citi’s Code of Conduct. Colleagues are expected to exercise sound judgment and common sense in decisions and actions. They are also expected to promptly escalate all issues that present potentialmaterial reputation risk in line with policy.

STRATEGIC RISK
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 the external factors affecting the Company’s operating environment;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.
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 boardBoard on an annual basis, and is aligned with Risk Appetiterisk appetite thresholds and includes Top Risk identificationa risk assessment as required by internal frameworks. It is also aligned with limit requirements for capital allocation. Governance and oversight of strategic risk is facilitated by internal committees on a group-wide basis as well as strategic committees at the ICG, GCBoperating 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 context of Citi’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 document all material risks faced by Citi. Independent Risk Management oversees the Risk Identificationrisk identification process through regular reviews and coordinates identification and monitoring of Top Risks.top risks. In addition, Citi performs a quarterly Risk Assessment of the Plan (RAOP) and continuously monitors risks associated with its 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 structure that Citi has in place to manage its strategic risks.
For additional information on Citi’s strategic risks, see “Risk Factors—Strategic Risks” above.

OTHER RISKS

LIBOR Transition Risk
The LIBOR administrator ceased publication of non-USD LIBOR and one week and two-month USD LIBOR on a representative basis on December 31, 2021, with plans to cease publication of all other USD LIBOR tenors on June 30, 2023. Regulators expect banks, including Citi, to have ceased entering into new contracts that reference USD LIBOR as a
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benchmark by December 31, 2021, except for limited circumstances as set out in regulatory guidance.
Citi recognizes that a transition away from and discontinuance of LIBOR presents various risks and challenges that could significantly impact financial markets and market participants, including Citi (for information about Citi’s risks from a transition away from and discontinuation of LIBOR or any other benchmark rates, see “Risk Factors—Other Risks” above). Accordingly, Citi has continued its efforts to identify and manage its LIBOR transition risks.
For example, Citi continues to closely monitor legislative, regulatory and other developments related to LIBOR transition matters and legislative relief. The International Swaps and Derivatives Association (ISDA) published the Interbank Offered Rate (IBOR) Fallbacks Protocol for existing IBOR derivatives transactions, which became effective in January 2021. The IBOR Fallbacks Protocol provides derivatives market participants with new fallbacks for legacy and new derivatives contracts if both counterparties adhere to the protocol or engage in bilateral amendments (see discussion below regarding Citi’s adherence to the protocol). In April 2021, legislation was adopted in New York State that provides for the use of a statutory replacement for USD LIBOR in certain New York law legacy contracts. Similar federal legislation was passed in the House of Representatives in December 2021 and is pending passage by the Senate, although there is no guarantee that the federal legislative proposal will become law.
In addition, Citi has established a LIBOR governance and implementation program focused on identifying and addressing the impact of LIBOR transition on Citi’s clients, operational capabilities and financial contracts. The program operates globally across Citi’s businesses and functions and includes active involvement of senior management, oversight by Citi’s Asset and Liability Committee and reporting to the Risk Management Committee of Citigroup’s Board of Directors. As part of the program, Citi has continued to implement its LIBOR transition action plans and associated roadmaps under the following key workstreams: program management; transition strategy and risk management; customer management, including internal communications 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.
During 2021, Citi continued to participate in a number of working groups formed by global regulators, including the Alternative Reference Rates Committee (ARRC) convened by the FRB. These working groups promote and advance development of alternative reference rates and seek to identify and address potential challenges from any transition to such rates. Citi’s LIBOR transition action plans and associated roadmaps are intended to be consistent with the timelines recommended by these working groups. This includes the Commodity Futures Trading Commission’s SOFR First Initiative, which is designed to promote derivatives trading in SOFR.Citi also continued to engage with regulators, financial accounting bodies and others on LIBOR transition matters.
Citi’s LIBOR transition efforts include, among other things, reducing its overall exposure to LIBOR, increasing
Citi’s virtual client communication efforts and client transition facilitation, including outreach regarding new industry-led protocols and solutions, and using alternative reference rates in certain newly issued financial instruments and products. In the past several years, Citi has issued preferred stock and benchmark debt referencing the Secured Overnight Financing Rate (SOFR) and issued customer-related debt referencing SOFR and the Sterling Overnight Interbank Average Rate (SONIA), the recommended replacement rate for Sterling LIBOR. Citi has also originated and arranged loans referencing SOFR and SONIA and executed SOFR and SONIA-based derivatives contracts. Further, Citi has also been investing in its systems and infrastructure, as client activity moves away from LIBOR to alternative reference rates. Since the ARRC’s recommendation of CME Group’s Term SOFR in July 2021, Citi has focused on systems’ readiness to provide Term SOFR loan and derivatives to clients, where permitted.
In 2021, Citi also focused on remediating existing LIBOR contracts for whichpublication ceased on a representative basis on December 31, 2021. Substantially all of these contracts were remediated by December 31, 2021, and Citi continues to actively engage in and track the remediation of any remaining contracts after December 31, 2021. As of December 31, 2021, Citi’s overall USD LIBOR gross notional exposure for contracts maturing after the LIBOR cessation date of June 30, 2023 was approximately $7.1 trillion, which includes approximately $4 trillion of cleared derivatives that are covered by planned Central Counterparty Clearing House (CCP) conversions, and approximately $2.4 trillion of bilateral derivatives that are covered by robust contract fallback language. The remaining exposure of approximately $0.7 trillion includes bilateral derivatives and cash products that will be addressed by 2022 contract remediation plans.
In addition, for LIBOR contracts that have not yet been remediated, Citi continues to review the effect of relevant legislative solutions, which are expected to facilitate the transition to replacement rates.

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 is comprised ofcomprises 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,
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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 currently identifies Citi’s focus on climate risk as an “emerging risk” withincontinues to increase, driven by materiality of strategic, reputational and financial risk considerations. Citi continues to make progress toward embedding these considerations into its enterpriseoverarching risk management framework. Emerging
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risks are risks or thematic issues that are either new to the landscape, or in the case of climate risk, existing risks that are rapidly changing or evolving in an escalating fashion, which are difficult to assess due to limited data or other uncertainties.approach. For additional information on climate risk, see “Risk Factors—OtherStrategic Risks” above.
Citi reviews factors related to climate risk under its longstanding Environmental and Social Risk Management (ESRM) Policy, which includes a focus on climate risk related to financed projects and clients in high-carbon sectors. Cautious ofConsidering the credit risk of stranded assets, as well as the reputational risks associated with the coal sector due to its high carbonhigh-carbon emissions, Citi began a phase-down of its financing of thermal coal mining companies in 2015 and of new coal-fired power plants in 2018. As Citi’s phase-down has continued, Citi’s ESRM Policy was updated to includeincludes a prohibition on all project-related financing of new coal-fired power plants and new or expanding thermal coal mines, as well as clear timetables to reduce financing of companies with high exposure to coal firedcoal-fired power and coal mining whothat do not pursue low-carbon transition in the coming years. These sector approaches allow Citi to set a comprehensive and industry-wide approach to clarify its positions, set clear expectations for its clients and help address certain climate risk drivenrisk-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 is developinghas 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. In the near term, Citi’s assessments will consider sectors that have been identified as higher climate risk by Citi’sits risk identification process. This will not only help Citi better understand its clients’ businesses and climate-related risks, but will also provide a source of climate data.risks. Citi’s net zeroNet Zero plan is leading to the further integration of climate risk discussions into client engagement and client selection.
Furthermore, Citi is developingcontinues to develop globally consistent principles and approaches for managing climate risk across Citi.the Company through the implementation of its Climate Risk Management Framework. Through this implementation, climate risk will beis being embedded into relevant policies and processes over time.
In addition,Furthermore, Citi continues to participate in financial industry collaborations toinitiatives and develop and pilot new methodologies and approaches for measuring and assessing the potential financial risks of climate change. Citi is also closely monitoringcontinues to monitor regulatory developments on climate risk and
sustainable finance and actively engagingengage 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 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. (For information about risks to Citi from a transition away from and discontinuation of LIBOR or any other benchmark rates, see “Risk Factors—Other Risks” above.)
During 2022, Citi continued its efforts to manage its LIBOR transition risks. Citi has been focused on further reducing its LIBOR exposure and remediating 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 cessation 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 USD LIBOR-linked securities and contracts that do not have adequate fallbacks as described in the LIBOR Act and
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that are governed by U.S. law will fall within the application of the 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 already 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 Ice Swap Rate is a separate rate from USD LIBOR and is not included in the USD LIBOR-linked gross notional exposure.
On November 23, 2022, the FCA proposed the publication of one-, three- and six-month USD LIBOR on a synthetic basis through September 2024, which would provide additional time for non-U.S.-law-governed contracts and any contracts that reference the USD LIBOR Ice Swap Rate to be remediated or mature.
Further, Citi continued to engage with regulators, financial accounting bodies and others on LIBOR transition matters. This included participating in a number of working groups, including the Alternative Reference Rates Committee (ARRC) convened by the FRB, to promote and advance development of SOFR and seek to identify and address potential challenges from LIBOR transition.
Citi has also continued to use alternative reference rates in certain newly issued financial instruments. Citi has issued floating rate benchmark and customer-related debt linked to SOFR and originated 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 accordance with industry best practices and recommendations.


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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, 2021.2022. (Including the U.S., the total exposure as of December 31, 20212022 to the top 25 countries would represent approximately 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 (36%(40% for unfunded commitments), with the balance of the loans predominately to European domiciled counterparties. Approximately 87%90% of the total U.K. funded loans and 88%89% of the total U.K. unfunded commitments were investment grade as of December 31, 2021.2022.
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 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
4Q21		Total
as of
3Q21		Total
as of
4Q20		Total as a % of Citi as of 4Q21
United Kingdom$42.8 $0.2 $1.2 $45.7 $12.8 $(5.7)$3.6 $(4.7)$95.9 $111.6 $115.2 5.5 %
Mexico14.2 13.3 0.3 7.7 3.4 (0.9)19.6 2.0 59.6 60.0 64.5 3.4 
Hong Kong18.8 15.3 0.2 7.1 0.7 (1.6)7.9 2.0 50.4 52.8 49.0 2.9 
Singapore15.6 14.0 0.1 7.4 1.2 (0.9)6.3 2.0 45.7 46.0 45.8 2.6 
Ireland13.9 — 0.6 28.9 0.4 (0.2)— 0.9 44.5 45.3 43.9 2.5 
South Korea3.8 15.7 0.1 2.1 1.0 (0.9)9.7 0.5 32.0 34.2 35.8 1.8 
India6.8 3.8 0.9 5.3 4.6 (0.7)8.5 0.6 29.8 30.3 31.4 1.7 
Brazil11.0 — 0.1 3.0 5.6 (0.7)5.7 2.6 27.3 24.4 26.2 1.6 
China7.3 3.6 0.8 1.8 2.5 (1.0)8.2 0.2 23.4 20.2 21.8 1.3 
Germany0.3 — — 6.0 6.4 (3.6)5.9 4.4 19.4 14.4 24.4 1.1 
Jersey7.3 — 0.1 10.4 — (0.1)— — 17.7 14.9 13.4 1.0 
Australia5.9 — 0.1 8.0 1.1 (0.7)1.3 0.7 16.4 17.7 21.7 0.9 
Japan2.3 — — 3.4 3.2 (1.8)5.0 3.8 15.9 19.3 21.8 0.9 
Taiwan4.1 8.6 0.1 1.4 0.5 (0.2)0.2 0.6 15.3 17.0 17.3 0.9 
United Arab Emirates7.3 1.5 0.1 3.8 0.4 (0.5)2.2 0.1 14.9 16.6 12.4 0.9 
Canada2.1 0.5 0.1 7.5 1.7 (1.5)3.3 1.0 14.7 16.9 17.8 0.8 
Poland3.2 1.8 — 2.6 0.4 (0.2)4.5 0.8 13.1 11.2 15.0 0.7 
Thailand1.1 2.7 — 2.1 — — 1.8 0.2 7.9 8.0 8.0 0.5 
Malaysia1.4 3.4 0.2 1.0 0.1 (0.1)1.9 (0.1)7.8 8.2 8.3 0.4 
Indonesia2.2 0.6 — 1.2 0.2 (0.1)1.5 (0.1)5.5 5.8 6.0 0.3 
Russia2.2 0.7 — 0.7 0.4 (0.1)1.5 — 5.4 5.5 5.2 0.3 
Luxembourg0.8 — — — 0.2 (0.9)4.0 (0.1)4.0 5.3 5.1 0.2 
South Africa1.4 — 0.1 0.6 0.2 (0.1)1.8 (0.2)3.8 3.8 3.6 0.2 
Czech Republic0.7 — — 0.9 1.6 (0.1)0.4 — 3.5 3.5 4.3 0.2 
Spain0.4 — — 2.9 0.4 (1.3)— 0.3 2.7 3.3 3.4 0.2 
Total as a % of Citi’s total exposure32.8 %
Total as a % of Citi’s non-U.S. total exposure93.4 %

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)    ICGPBWM loans reflect funded corporate loans, and privateincluding those related to the Private bank, loans, net of unearned income. As of December 31, 2021, private2022, Private bank loans in the table above totaled $31.8$19.8 billion, concentrated in Singapore ($5.2 billion), the U.K. ($8.84.8 billion), and Hong Kong ($8.6 billion) and Singapore ($7.54.1 billion).
(2)    Other funded includes other direct exposures such as accounts receivable loans HFS, other loans in Corporate/Otherand investments accounted for under the equity method.
(3)    Unfunded exposure includes unfunded corporate lending commitments, letters of credit and other contingencies.
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(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. IncludesAlso 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)

(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.
(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.

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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/
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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.

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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, 2021,2022, Citi’s net investment in its Argentine operations was approximately $1.5$1.7 billion. Under U.S. GAAP, Citi uses the U.S. dollar as the functional currency for its operations in countries that are deemed highly inflationary countries under U.S. GAAP.inflationary. Citi uses Argentina’s official market exchange rate to remeasure its net Argentine peso-denominated assets into the U.S. dollar. As of December 31, 2021,2022, the official Argentine peso exchange rate against the U.S. dollar was 102.73.177.15.
TheAs previously disclosed, the Central Bank of Argentina maintainshas continued to maintain certain capital and currency controls that generally restrict Citi’s ability to access U.S. dollars in Argentina and remit substantially all of its earnings from its Argentine operations. As a result, Citi’s net investment in its Argentine operations is likely to continue to increase as Citi continues to generategenerates net income fromin its Argentine franchise and the majority of 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, 2021,2022, the international NDF market had very limited liquidity, resulting in Citi being unableCiti’s inability to economically hedge nearly all of its Argentine peso exposure. As a result,Accordingly, and to the extent that Citi does not execute NDF contracts for this unhedged exposure in the future, Citi would record devaluations on its net Argentine peso‐denominated assets in earnings, without any benefit from a change in the fair value of derivative positions used to economically hedge the exposure.
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 allowances for credit lossesACL 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, 2021.2022. However, 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” above.

Russia
Citi operates both its ICG and GCB businesses in Russia, although the Company is currently pursuing the exit of its GCB business in the country. All of Citi’s domestic operations in Russia are conducted through a subsidiary of Citibank, which uses the Russian ruble as its functional currency. Citi’s net investment in Russia was approximately $1 billion as of December 31, 2021. The majority of Citi’s net investment was hedged for foreign currency depreciation as of December 31, 2021, using forward foreign exchange contracts. Citi’s total third-party exposure was approximately $8.2 billion as of December 31, 2021. These assets primarily consisted of corporate and consumer loans, local government debt securities, reverse repurchase agreements, and cash on deposit and placements with the Bank of Russia and other financial institutions. A significant portion of Citi’s third-party exposures were funded with domestic deposit liabilities from both ICG and GCB clients. Further, Citi has approximately $1.6 billion of additional exposures to Russian counterparties that are not held on the Russian subsidiary and are not included in the $8.2 billion above.
The $5.4 billion in Russia credit and other exposures in the “Top 25 Country Exposures” table above does not include approximately $1.0 billion of cash and placements with the Bank of Russia and other financial institutions and $1.8 billion of reverse repurchase agreements with various counterparties.
Citi continues to monitor the current Russia–Ukraine geopolitical situation and economic conditions and will mitigate its exposures and risks as appropriate. For additional information, see “Risk Factors—Market-Related Risk,” “—Operational Risks” and “—Other Risks” above.


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FFIEC—Cross-Border Claims on Third Parties and Local Country Assets
Citi’s cross-border disclosures are set forthpresented 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.

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

December 31, 2021December 31, 2022
Cross-border claims on third parties and local country assetsCross-border claims on third parties and local country assets
In billions of dollarsIn 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)
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 KingdomUnited Kingdom$7.0 $31.1 $55.6 $19.2 $16.5 $70.8 $112.9 $23.0 $76.3 $70.8 United Kingdom$4.9 $31.7 $59.9 $16.2 $11.4 $82.4 $112.7 $24.3 $79.3 $77.8 
Cayman IslandsCayman Islands— — 78.8 13.2 7.4 56.3 92.0 9.9 0.4 0.3 Cayman Islands— — 99.8 9.8 6.1 70.3 109.6 18.4 0.2 0.2 
JapanJapan31.0 30.1 12.8 8.7 15.6 54.8 82.6 8.4 13.4 12.1 Japan35.4 40.0 17.2 6.9 17.0 71.4 99.5 15.6 13.6 11.9 
GermanyGermany4.5 48.9 47.7 9.6 18.5 78.3 110.7 23.2 48.6 44.7 Germany4.9 48.3 39.6 6.7 8.3 55.9 99.5 24.1 50.8 48.8 
MexicoMexico2.8 28.4 9.3 25.8 2.7 33.4 66.3 19.7 6.7 6.1 Mexico2.9 31.1 11.4 29.0 3.9 40.8 74.4 22.0 6.4 5.2 
FranceFrance9.7 9.6 27.0 9.8 14.0 41.6 56.1 85.3 62.6 55.7 France9.9 10.9 35.6 7.7 10.3 52.4 64.1 68.8 66.2 62.8 
SingaporeSingapore1.9 18.3 12.1 17.4 2.7 39.1 49.7 16.3 1.4 1.3 Singapore2.1 22.6 6.5 16.2 2.3 40.5 47.4 15.7 1.2 1.0 
South KoreaSouth Korea3.6 17.9 3.2 21.9 2.0 37.7 46.6 12.7 9.0 8.1 South Korea4.6 17.7 6.4 15.3 4.2 34.8 44.0 11.2 6.4 5.6 
Hong KongHong Kong1.3 12.3 3.9 21.8 4.2 30.2 39.3 13.6 1.7 1.5 Hong Kong0.7 14.9 3.5 20.6 4.1 33.7 39.7 13.7 1.5 1.3 
ChinaChina3.1 18.8 1.9 13.2 8.3 31.2 37.0 5.8 8.9 8.6 
BrazilBrazil2.4 14.5 2.8 14.4 5.8 25.1 34.1 3.4 5.5 5.1 
IndiaIndia1.4 13.5 6.7 12.7 2.6 24.2 34.3 8.8 1.4 1.2 
CanadaCanada6.6 13.3 7.4 4.0 4.0 23.4 31.3 11.6 6.8 6.8 
AustraliaAustralia3.9 14.2 5.7 12.8 7.3 22.9 36.6 13.6 4.0 3.9 Australia3.0 13.2 8.7 3.4 5.7 24.2 28.3 5.0 3.5 3.1 
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 
NetherlandsNetherlands3.9 10.6 5.8 4.6 4.0 19.1 24.9 9.2 31.8 31.0 
SwitzerlandSwitzerland2.1 13.7 1.1 4.7 2.0 18.5 21.6 8.8 19.4 19.2 
IrelandIreland0.1 3.6 13.0 4.3 2.7 19.8 21.0 6.8 2.7 2.6 
TaiwanTaiwan0.5 7.0 1.7 15.8 4.8 21.1 25.0 14.6 — 0.1 Taiwan0.6 5.6 1.4 12.7 2.2 16.4 20.3 12.9 — — 
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 
December 31, 2020
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(6)
$16.0 $26.0 $50.5 $17.5 $14.2 $73.5 $110.0 $25.8 $76.2 $75.3 
Cayman Islands— — 85.8 12.7 8.0 69.7 98.5 11.9 0.3 0.2 
Japan32.9 35.5 12.1 6.6 16.2 63.3 87.1 6.6 16.1 15.1 
Germany(6)
7.1 51.8 15.9 9.6 11.3 58.6 84.4 14.1 49.7 48.1 
Mexico3.9 31.5 9.5 28.8 6.0 44.4 73.7 21.7 7.3 6.6 
France11.0 9.7 39.3 9.5 13.3 58.7 69.5 68.2 61.3 56.4 
Singapore2.5 25.6 10.7 17.5 2.8 46.5 56.3 13.8 1.9 1.5 
South Korea3.3 18.2 1.8 24.9 1.5 35.6 48.2 14.7 10.8 10.7 
Hong Kong1.5 13.8 3.9 19.8 7.2 33.2 39.0 13.1 2.1 1.7 
Australia5.1 16.4 4.0 13.0 9.6 31.6 38.5 13.0 5.7 5.2 
China4.5 16.3 3.3 14.1 9.7 33.4 38.2 5.8 10.5 10.0 
India1.9 14.0 2.5 12.9 2.3 22.1 31.3 11.3 1.8 1.6 
Taiwan0.4 7.8 2.0 16.5 5.1 23.7 26.7 14.1 — — 
Netherlands7.8 10.4 3.4 4.8 5.2 18.2 26.4 10.4 28.5 27.4 
Brazil2.8 11.3 1.6 9.9 5.2 20.0 25.6 2.7 6.0 6.0 
Italy2.5 19.1 0.6 1.9 15.0 16.1 24.1 2.7 42.3 41.3 
Switzerland1.8 14.3 1.4 4.9 2.6 20.0 22.4 7.3 18.0 17.4 
Canada4.5 6.3 5.9 4.5 3.4 15.1 21.2 14.5 3.9 4.0 

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.
(6)    Exposures for the United Kingdom and Germany for the December 31, 2020 period have been revised by $(5.4) billion and $4.8 billion, respectively, as compared to those previously reported, with the balance in the U.S. This revision reflects a correction in the domicile for Non-Bank Financial Institutions counterparties.
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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. A substantial portion of
these assets and liabilities is reflected at fair value on Citi’s
Consolidated Balance Sheet as Trading account assets, Available-for-sale securities and Trading account liabilities.
Citi purchases securities under agreements to resell (reverse repos or resale agreements) and sells securities under agreements to repurchase (repos), a substantial portion of which is 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 Citi’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 in active markets 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 on 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. The fair value of these instruments is reported on Citi’s Consolidated Balance Sheet with the changes in fair value 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, theany portion of the loss relatedthat 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 other comprehensive income.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.

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Citi’s Allowance for Credit Losses (ACL)
The table below shows Citi’s allowance for credit losses on loans (ACLL) and total ACL as of the fourth quarter of 2021.2022. For information on the drivers of Citi’s ACL releasebuild 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), see Note 1 to the Consolidated Financial Statements below..

 Allowance for credit losses (ACL)
In millions of dollarsBalance Dec. 31, 2020Build (release)
2021 FX/Other(1)
Balance Dec. 31, 2021
ACLL/EOP loans Dec. 31, 2021(2)
1Q212Q213Q214Q212021
Cards(2)
$16,805 $(1,523)$(1,106)$(906)$(957)$(4,492)$(322)$11,991 7.90 %
All other GCB
2,419 (283)(292)(125)18 (682)(149)1,588 
Global Consumer Banking$19,224 $(1,806)$(1,398)$(1,031)$(939)$(5,174)$(471)$13,579 5.08 %
Institutional Clients Group5,402 (1,312)(949)(65)(207)(2,533)(30)2,839 0.73 
Corporate/Other330 (109)(99)(53)(30)(291)(2)37 
Allowance for credit losses on loans (ACLL)$24,956 $(3,227)$(2,446)$(1,149)$(1,176)$(7,998)$(503)$16,455 2.49 %
Allowance for credit losses on unfunded lending commitments2,655 (626)44 (13)(193)(788)4 1,871 
Other146 1 1 (13)11 — 2 148 
Total allowance for credit losses (ACL)$27,757 $(3,852)$(2,401)$(1,175)$(1,358)$(8,786)$(497)$18,474 
 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 in Australia and the Philippines.businesses. See Notes 2 and 15 to the Consolidated Financial Statements.15.
(2)    As of December 31, 2021,2022, in North America GCB, brandedU.S. Personal Banking, Branded cards ACLL/EOP loans was 7.10%6.2% and retailRetail services ACLL/EOP loans was 10.0%10.3%.
(3)    Includes ACL on HTM securities and Other assets.

Citi’s reserves for expected credit losses on funded loans and for unfunded lending commitments, standby letters of credit and financial guarantees are reflected on the Consolidated Balance Sheet in the Allowance for credit losses on loans (ACLL) and 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.
The ACL is composed of quantitative and qualitative management adjustment components. The quantitative component uses athree forward-looking macroeconomic forecast scenarios—base, macroeconomic forecast.upside and downside. The
qualitative management adjustment component reflects economic uncertainty using alternative downside macroeconomic scenarios and portfolio characteristicsrisks and current economic conditions not captured in the quantitative component, such as adjustments to reflect uncertainty around the estimated impact of the pandemic on credit losses.component. Both the quantitative and qualitative management adjustment 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) a reasonable and supportable forecastR&S forecasts of macroeconomic conditions.
For its consumer and corporate portfolios, Citi’s expected credit losses are determined primarily by utilizing models that consider the borrowers’ probability of default (PD), loss given default (LGD) and exposure at default (EAD). The loss likelihood and severity models used for estimating expected credit losses are sensitive to changes in macroeconomic variables, that inform the forecasts,including housing prices, unemployment and real GDP, and cover a wide range of geographic, industry, product and operatingbusiness segments.
In addition, Citi’s models determine expected credit losses based on leading credit indicators, including loan delinquencies, changes in portfolio size, default frequency,
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risk ratings and loss recovery rates, (among other things), as well as other current economic factors and credit trends, including housing prices, unemployment and gross domestic product (GDP). This methodology is applied separately for each product within each geographic region in which these portfolios exist.
This evaluation process is subject to numerous estimates and judgments. The frequency of default, risk ratings, loss recovery rates, size and diversity of individual large credits and 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.
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Changes in these estimates could have a direct impact on Citi’s credit costs and the allowance in any period.trends.

Qualitative Component
The qualitative management adjustment component includes among other things, management adjustments to reflect economic uncertainty based on the likelihood and severity of downside scenarios and certain portfolio characteristicsrisks not fully captured in the quantitative component, such as concentrations, collateral valuation, model limitations, idiosyncratic events and other factors as required by banking supervisory guidance for the ACL. The qualitative management adjustment component also reflectsACL, including, but not limited to:

•Concentrations and collateral valuation risk with obligors in the uncertainty around the estimated impact of the pandemic on credit loss estimates. The ultimate extent of the pandemic’s impact on Citi’s ACL will depend on, among other things, (i) how consumers respondglobal portfolio
•Emerging macroeconomic risks due to uncertainties related to the conclusionwar 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 assistance programs, (ii) the impact on unemployment, (iii) the timing and extent of the economic recovery, (iv) the severity and duration of any resurgence of COVID-19, (v) the rate of distribution and administration of vaccines and (vi) the extent of any market volatility.liquidity

4Q21 ChangesCiti’s qualitative component declined year-over-year, primarily driven by the incorporation of multiple macroeconomic scenarios in the ACL
Inquantitative component and releases of COVID-19–related uncertainty reserves as the fourth quarter of 2021, Citi released $1.0 billionportfolio continues to normalize toward pre-pandemic levels and as these risks are captured in the quantitative component of the ACL for its consumer portfolios and $0.4 billion of the ACL for its corporate portfolios, for a total release of $1.4 billion. The releases in the consumer and corporate ACLs were driven primarily by the continued improvement in the macroeconomic outlook, as well as continued improvements in credit quality. The overall qualitative management adjustments declined compared to the previous quarter. 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, 2021.ACL.


Macroeconomic Variables
Citi considers a multitude of global macroeconomic variables for both the base, upside and downside probability-weighted macroeconomic scenario forecasts it uses to estimate the ACL, including domestic and international variables for its global portfolios and exposures.ACL. Citi’s forecasts of the U.S. unemployment rate and U.S. Realreal 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. Realreal GDP growth rate used in determining the base macroeconomic forecast for Citi’s ACL for each quarterly reporting period from 4Q204Q21 to 4Q21:4Q22:

Quarterly average
U.S. unemployment4Q212Q224Q22
13-quarter average(1)
Citi forecast at 4Q206.3 6.1 5.7 6.1 
Citi forecast at 1Q214.9 4.1 3.8 4.3 
Citi forecast at 2Q214.6 4.1 3.9 4.1 
Citi forecast at 3Q214.5 4.1 3.9 4.0 
Citi forecast at 4Q214.3 4.0 3.8 3.8 
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 13eight quarters in the forecast horizon.

Year-over-year growth rate(1)
Full year
U.S. Real GDP202120222023
Citi forecast at 4Q203.7 2.7 2.6 
Citi forecast at 1Q216.2 4.1 1.9 
Citi forecast at 2Q216.5 3.7 2.0 
Citi forecast at 3Q215.9 3.9 2.1 
Citi forecast at 4Q215.5 4.0 2.2 
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 Realreal (inflation adjusted) GDP level.
Under the base macroeconomic forecast as of 4Q21,4Q22, U.S. Realreal GDP growth is expected to remain strongdecline during 2022,2023, and the unemployment rate is expected to continueincrease modestly over the forecast horizon, broadly returning to improve as the U.S. moves past the peakpre-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, among other factors, takes into consideration key macroeconomic drivers of the pandemic-related healthACL, 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 crisis.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 analysis does not incorporate any impacts or changes to the qualitative component of the ACL. These factors could decrease the outcome of the sensitivity analysis based on historical experience and current conditions at the time of the assessment. 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 December 31, 2022.

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4Q22 Changes in the 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 release 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 consumer ACLL is largely driven by U.S. Cards in U.S. Personal Banking. As discussed above, Citi’s total consumer ACLL release (including Corporate/Other) of $1.0build was $0.7 billion in the fourth quarter of 2021 reduced2022, primarily driven by U.S. Cards loan growth and a deterioration in macroeconomic assumptions, which increased the ACLL balance to $13.6$14.1 billion, or 5.0%3.84% of total funded consumer loans as of December 31, 2021. The release was primarily driven by the continued improvement in the macroeconomic outlook, as well as continued improvements in credit quality. Citi’s consumer ACLL is largely driven by the cards businesses.loans.
For cards, including Citi’s international businesses,U.S. Cards, the level of reserves relative to EOPtotal funded loans decreasedincreased to 7.9%7.56% as of December 31, 2021,2022, compared to 9.1%7.53% at September 30, 2021, primarily driven by by the continued improvement in the macroeconomic outlook, as well as continued improvements
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in credit quality.2022. For the remaining consumer exposures, the level of reserves relative to EOPtotal funded loans was 1.4%1.3% at December 31, 2021, essentially2022, unchanged from September 30, 2021.2022.

Corporate
Citi’sCiti had a corporate ACLL release of $0.2$0.1 billion in the fourth quarter of 2021 reduced the ACLL reserve balance to $2.8 billion, or 0.73% of total funded loans.2022. The release was primarily driven by improvementsthe reduction of direct exposures in portfolio credit quality, as well as improvement inRussia, partially offset by the deterioration of macroeconomic outlook.assumptions. Including FX/Other, the ACLL reserve balance decreased $93 million to $2.9 billion, or 1.01% of total funded corporate loans.
The
ACLUC
Allowance for credit losses on unfunded lending commitments (ACLUC) releaseCiti had an ACLUC build of $191$47 million in the fourth quarter of 2021 decreased2022, which increased the total ACLUC reserve balance, included in Other liabilities, to $1.9 billion at December 31, 2021.$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, 2021,2022, the ratio of the allowance for credit lossesACLL to total funded loans was 2.49% (5.02%2.60% (3.84% for consumer loans and 0.73%1.01% for corporate loans) compared to 2.69%2.54% at September 30, 2021 (5.55%2022 (3.74% for consumer loans and 0.77%1.04% for corporate loans).
Citi’s total non-accrual loans were $3.4$2.4 billion at December 31, 2021,2022, down $610$447 million from September 30, 2021.2022. Consumer non-accrual loans decreased $87$84 million to $1.5$1.3 billion at December 31, 20212022, from $1.6$1.4 billion at
September 30, 2021,2022, while corporate non-accrual loans decreased $523$363 million to $1.9$1.1 billion at December 31, 20212022, from $2.4$1.5 billion at September 30, 2021.2022. In addition, the ratio of non-accrual loans to total loans was 0.39% and 0.36% for corporate and consumer loans, was 0.55% and non-accrual loans to total corporate loans was 0.47%,respectively, at December 31, 2021.2022 (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 has elected to phase in the modified CECL impacttransition provision for regulatory capital purposes. The transition provisions were recently modified to deferpurposes provided by the phase-in. After two years with no impact onU.S. banking agencies’ final rule. Accordingly, the Day One regulatory capital effects resulting from the adoption of CECL, transition impact will phase in over a three-year transition period withas well as the ongoing adjustments for 25% of the impact (net of deferred taxes) recognizedchange in CECL-based allowances in each quarter between January 1, 2020 and December 31, 2021, started to be phased in on the first day of each subsequent year, commencing January 1, 2022 and will be fully implemented onreflected in Citi’s regulatory capital as of January 1, 2025. In addition, 25% of the impact of the build (pretax) in 2020
See Notes 1 and 2021 were deferred and being amortized over the same timeframe.
For15 for a further description of the ACL and related accounts, see Notes 1 and 15 to the Consolidated Financial Statements.
For a discussion of the adoption of the CECL accounting pronouncement, see Note 1 to the Consolidated Financial Statements.accounts.

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 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, 2021,2022, Citigroup’s activities were conducted through the Global ConsumerInstitutional Clients Group, Personal Banking and Wealth Management and Institutional Clients GroupLegacy Franchises business operating 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
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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 reporting 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 a reporting unit can be supported by its 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 2020,2021, Citi engaged an independent valuation specialist in 20212022 to assist in Citi’s valuation of all the reporting units, 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, 2021.2022. 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 as 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 JulyOctober 1, 2021.2022, 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 125%111% to 153%, resulting in no impairment. 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
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environments continue to evolve as Citi’s management implements its strategic refresh, which includes, among others, the exits of consumer businesses in 13 markets in Asia and EMEA, as well as the exit of the Mexico consumer, small business and middle-market banking operations.refresh. If management’s future estimateestimates of key economic and market assumptions were to differ from its current assumptions, Citi could potentially experience material goodwill impairment
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charges in the future. Citi expects that the implementation of its new operating segments and reporting units in the first quarter of 2022, as well as the timing and sequencing of the sales of its Asia consumer banking businesses, may result in goodwill impairment. 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 segments’ goodwill balances as of December 31, 2021.2022.

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 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. Non-U.S. branches also continue to be subject to U.S. 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 residual U.S. tax on such earnings since it currently has sufficient branch tax carry-forwards.With respect to non-U.S. subsidiaries, dividends from these subsidiaries are 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 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.

Deferred Tax Assets and Valuation Allowances
At December 31, 2021, Citi had net DTAs of $24.8 billion. In the fourth quarter of 2021, Citi’s DTAs increased by $0.3 billion, primarily as a result of losses in Other comprehensive income. On a full-year basis, Citi’s DTAs at December 31, 2021 were essentially unchanged from $24.8 billion at December 31, 2020.
Of Citi’s total net DTAs of $24.8 billion as of December 31, 2021, $9.5 billion, primarily related to tax carry-forwards, was deducted in calculating Citi’s regulatory capital. 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, 2021, Citi did not have any such DTAs. Accordingly, the remaining $15.3 billion of net DTAs as of December 31, 2021 was not deducted in calculating regulatory capital pursuant to Basel III standards, and was appropriately risk weighted under those rules.
Citi’s total VA at December 31, 2021 was $4.2 billion, a decrease of $1.0 billion from $5.2 billion at December 31, 2020. The decrease was primarily driven by usage of carry-forwards and expirations in the FTC branch basket. Citi’s VA of $4.2 billion is composed of $2.5 billion on its FTC carry-forwards, $1.0 billion on its U.S. residual DTA related to its non-U.S. branches, $0.6 billion on local non-U.S. DTAs and $0.1 billion on state net operating loss carry-forwards.
In 2021, Citi reduced its VA for DTAs related to FTCs in its branch basket for 2021 and future periods. 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 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. In addition, during 2021, the global interest rate environment and balance sheet requirements in non-U.S. branches resulted in a lower relative allocation of interest expense to non-U.S. branches. The combination of the factors enumerated resulted in a VA release of $0.2 billion. Citi also released branch basket VA of $0.1 billion with respect to future years, based upon Citi’s operating plan and estimates of future branch basket factors, as outlined above.
Citi’s VA of $0.8 billion against FTC carry-forwards in its general basket was reduced by $0.2 billion in 2021, primarily as a result of audit adjustments made to prior years’ returns. In Citi’s general basket for FTCs, changes in the forecasted amount of income in U.S. locations derived from sources outside the U.S., in addition to tax examination changes from prior years, could alter the amount of valuation allowance that is needed against such FTCs.Citi continues to look for additional actions that may become prudent and feasible, taking into account client, regulatory and operational
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considerations. (See Note 9 to the Consolidated Financial Statements.)
Recognized FTCs comprised approximately $2.8 billion of Citi’s DTAs as of December 31, 2021, compared to approximately $4.4 billion as of December 31, 2020. The decrease in FTCs year-over-year was primarily due to current-year usage. The FTC carry-forward period represents the most time-sensitive component of Citi’s DTAs.
Citi has an ODL of approximately $15 billion at December 31, 2021, which allows Citi 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.)
The majority of Citi’s U.S. federal net operating loss carry-forward and all of its New York State and City net operating loss carry-forwards are subject to a carry-forward period of 20 years. This provides enough time to fully utilize the net DTAs pertaining to these 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.
Although realization is not assured, Citi believes that the realization of its recognized net DTAs of $24.8 billion at December 31, 2021 is more-likely-than-not, based upon management’s expectations of 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 allowances into consideration.
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, 2021 (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 and Note 9 to the Consolidated Financial Statements.


Potential U.S. Tax Legislation
On January 4, 2022, final 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. Citi is examining the extent to which these regulations will impact its effective tax rate. Any adoption effect on Citi’s DTAs, including its valuation allowance against FTC carry-forwards, will be reported in the first quarter of 2022. Citi does not expect a significant impact on its 2022 effective tax rate. However, the U.S. president’s proposed legislation discussed below, if enacted, could exacerbate the impact of these regulations.
The president has proposed the Build Back Better Act, which makes substantial changes to the taxation of multinational corporations. While the Act does not presently contain an increase to the U.S. corporate tax rate, it would impose a minimum level of U.S. taxation, computed on a jurisdiction by jurisdiction basis. The Organization for Economic Cooperation and Development (OECD) Inclusive Framework (140 countries) similarly proposed a minimum tax that could impact Citi.




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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 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$18,045 $(6,798)$(22,594)$15,796 $2,249 14 %
Diluted earnings per share:
  Income from continuing operations6.69 (2.94)(8.31)5.37 1.32 25 
  Net income6.68 (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 Statements29 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 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. Non-U.S. branches also continue to be subject to U.S. 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 residual U.S. tax on such earnings. With respect to non-U.S. subsidiaries, dividends from these subsidiaries are 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 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, 2022, Citi had net DTAs of $27.7 billion. In the fourth quarter of 2022, Citi’s DTAs increased by $0.6 billion, primarily as a result of losses in Other comprehensive income. On a full-year basis, Citi’s DTAs increased by $2.9 billion from $24.8 billion at December 31, 2021.
Of Citi’s total net DTAs of $27.7 billion as of December 31, 2022, $10.9 billion, primarily related to tax carry-forwards, was deducted in calculating Citi’s regulatory capital. 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, 2022, Citi had $0.3 billion of disallowed temporary difference DTAs (included in the $10.9 billion above). The remaining $16.8 billion of net DTAs as of December 31, 2022 was not deducted in calculating regulatory capital pursuant to Basel III standards, and was appropriately risk weighted under those rules.
Citi’s total VA at December 31, 2022 was $2.4 billion, a decrease of $1.8 billion from $4.2 billion at December 31, 2021. The decrease was primarily driven by a release of the remaining general basket FTC VA and expirations in the FTC branch basket. Citi’s VA of $2.4 billion is composed of $0.9 billion on its FTC branch basket carry-forwards, $1.0 billion on its U.S. residual DTA related to its non-U.S. branches, $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 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 VA against FTC carry-forwards in its general basket was fully reversed in 2022 from $0.8 billion in 2021, primarily as a result of the effect of higher interest rates on the projections of future interest income. See Note 9.
Recognized FTCs comprised approximately $1.9 billion of Citi’s DTAs as of December 31, 2022, compared to
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approximately $2.8 billion as of December 31, 2021. The decrease in FTCs year-over-year was primarily due to current-year usage, net of the VA release. The FTC carry-forward period represents the most time-sensitive component of Citi’s DTAs.
Citi had an ODL of approximately $8 billion at December 31, 2022, which allows it to elect a percentage between 50% and 100% of future years’ domestic source income to be reclassified as foreign source income. (See Note 9 for a description of the ODL.)
The 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 years. This provides enough time to fully utilize the net DTAs pertaining to these 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 the City of New York.
Although realization is not assured, Citi believes that the realization of its recognized net DTAs of $27.7 billion at December 31, 2022 is more-likely-than-not, based upon management’s expectations of 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 VAs into consideration.
See 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, 2022 (including the FTCs and applicable expiration dates of the FTCs). For information on Citi’s ability to use its DTAs, see “Risk Factors—Strategic Risks” above and Note 9.

Accounting Changes
See Note 1 to the Consolidated Financial Statements for a discussion of changes in accounting standards.

130127


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, 2021.2022. Based on that evaluation, the CEO and CFO have concluded that at that date Citigroup’s disclosure controls and procedures were effective.

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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.
Citi’s management assessed the effectiveness of Citigroup’s internal control over financial reporting as of December 31, 20212022 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, 2021,2022, 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, 20212022 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, 20212022 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, 2021.2022.

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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 U.S. Private Securities Litigation Reform Act of 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.


133130


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 sheets of Citigroup Inc. and subsidiaries (the Company) as of December 31, 20212022 and 2020,2021, 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, 2021,2022, 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, 2021,2022, based on criteria established in Internal 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, 20212022 and 2020,2021, and the results of its operations and its cash flows for each of the years in the three-year period ended December 31, 2021,2022, 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, 20212022 based on criteria established in Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission.

Change in Accounting Principle
As discussed in Note 1 to the consolidated financial statements, the Company has changed its method of accounting for the recognition and measurement of credit losses as of January 1, 2020 due to the adoption of ASC Topic 326, Financial Instruments – Credit Losses.

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
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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 thatthat: (1) relate to accounts or disclosures that are material to the consolidated financial statements and (2) involved our especially
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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 certain Level 3 assets and liabilities measured on a recurring basis
As described in Notes 1, 246, 25 and 2526 to the consolidated financial statements, the Company’s net assets and liabilities recorded at fair value on a recurring basis were $856.6$840.9 billion and $313.4$360.1 billion, respectively at December 31, 2021.2022. The Company estimated the fair value of Level 3 assets and liabilities measured on a recurring basis ($14.715.8 billion and $35.2$46.5 billion, respectively at December 31, 2021)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, alternative pricing procedures or comparables analysis and discounted cash flows.
We identified the assessment of the measurement of fair value for certain Level 3 assets and liabilities recorded at fair value on a recurring basis as a critical audit matter. A high degree of effort, including specialized skills and knowledge, and subjective and complex auditor judgment was involved in the assessment of the Level 3 fair values due to measurement uncertainty. Specifically, the assessment encompassed the evaluation of the fair value methodology, including methods, models and significant assumptions and inputs used to estimate fair value. Significant assumptions include proxy data, forecast data, the extrapolation and inputs include interest rate, price, yield, credit spread, volatilities, correlationsinterpolation of proxy data, forecast data, and forward prices.historic data as well as certain model assumptions. The assessment also included an evaluation of the conceptual soundness and performance of the valuation models.
The following are the primary procedures we performed to address this critical audit matter. We involved valuation professionals with specialized skills and knowledge who assisted in evaluating the 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 inputs and assumptions
•independent price verification
•evaluating that significant model assumptions and inputs reflected those which a market participant
would use to determine an exit price in the current market environment
•the valuation models used were mathematically accurate and appropriate to value the financial instruments and
•relevant information used within the Company’s models that was reasonably available was considered in the fair value determination.

We evaluated the Company’s methodology for compliance with U.S. generally accepted accounting principles. We involved valuation professionals with specialized skills and knowledge who assisted in developing an independent fair value estimate for a selection of certain Level 3 assets and liabilities recorded at fair value on a recurring basis, based on independently developed valuation models and assumptions, as applicable, using market data sources we determined to be relevant and reliable, and compared our independent expectation to the Company’s fair value measurements.

Assessment of the allowance for credit losses collectively evaluated for impairment
As discusseddescribed in Notes 1 and 15 to the consolidated financial statements, the Company’s allowance for credit losses was $19.1 billion as of December 31, 2022, which includes the allowance related to loans and unfunded lending commitments collectively evaluated for impairment (the collective ACLL) was $18.3 billion as of December 31, 2021.. The expected 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 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 the 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 Company’s models utilize a single forward-lookingcredit loss factors applied are determined based on three macroeconomic forecastscenarios (base, downside and upside) multiplied by their respective scenario probability weights, that take into consideration both internal and external forecasted macroeconomic assumptions over reasonablevariables, the most significant of which are U.S. unemployment and supportable forecast periods. Reasonable and supportable forecast periods vary by product. For consumer loan models, the Company uses a 13-quarter reasonable and supportable period and reverts to historical loss experience thereafter. For corporate loan models, the Company uses a nine-quarter reasonable and supportable period followed by a three-quarter transition to historical loss experience.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 factors. For corporate loans, these models consider the credit quality as measured by risk ratings and economic factors. The qualitative component considers idiosyncratic events and the uncertainty of forward-looking economic scenarios.
We identified the assessment of the collective ACLL, specifically for consumer U.S. credit cards and corporate portfolios as a critical audit matter. TheAuditing the assessment involved significant measurement uncertainty requiring complex
135

auditor judgment, and specialized skills and knowledge as well as experience in the industry. ThisOur assessment encompassed the evaluation of the various components of the collective 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 components. Key assumptions and inputs for consumer loans included loan delinquencies, certain credit indicators, reasonable and supportable forecast periods,forecasts, expected life as well as economic factors, including unemployment rates, gross domestic product (GDP)GDP, and housing prices which are considered in the model. For corporate loans, key assumptions and inputs included risk ratings, reasonable and supportable forecasts,forecast, credit conversion factor for unfunded lending commitments, and economic factors, including GDP and unemployment ratesrate considered in the model. Key assumptions and inputs for the qualitative component for both consumer U.S. credit card loans include the expected normalization in portfolio performance and corporate loan portfolios included the likelihood and severity of a downside scenario and consideration of uncertainties due to idiosyncratic eventsconsumer behavior, after lower losses observed as a result of government stimulus and market liquidity. Key
132


assumptions and inputs for the COVID-19 pandemic.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 the:

•approval of the collective ACLL methodologies
•determination of the key assumptions and inputs used to estimate the quantitative and qualitative components of the collective ACLL
•performance monitoring of the PD, LGD, and EAD models.

We evaluated the Company’s process to develop the collective ACLL estimate by testing certain sources of data and assumptions that the Company used and considered the relevance and reliability of such data and assumptions. In addition, we involved credit risk professionals with specialized skills and knowledge, who assisted in:

•reviewing the Company’s collective ACLL methodologies and key assumptions for compliance with U.S. generally accepted accounting principles
•assessing the conceptual soundness and performance testing of the PD, LGD, and EAD models by inspecting the model documentation to determine whether the models are suitable for their intended use
•evaluating judgments made by the Company relative to the development and 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 methodologies used to develop certain economic forecast scenarios by comparing themit to relevant industry practices
•testing corporate loan risk ratings for a selection of borrowers by evaluating 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 those componentsthat component on the collective ACLL compared with
relevant credit risk factors and consistency with credit trends.

We also assessed the sufficiency of the audit evidence obtained related to the collective ACLL by evaluating the:

•cumulative results of the audit procedures
•qualitative aspects of the 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 16 to the consolidated financial statements, the goodwill balance as of December 31, 2022 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 reporting unit likely exceeds its fair value. This involves estimating the fair value of the reporting units using both discounted cash flow analyses and a market multiples approach.
We identified the evaluation of the goodwill impairment analysis for the ICG Banking and PBWM United States Personal Banking reporting units, one of the three reporting units within the ICG segment and one of the two reporting units in the PBWM segment, as a critical audit matter. The estimated fair value of the 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 a high degree of subjective auditor judgment. Specifically, the assessment encompassed the evaluation of the key assumptions used in estimating the fair value of the ICG Banking and PBWM United States Personal Banking reporting units, which include the long-term growth rate, discount rate, exit multiple assumptions, certain forecasted macroeconomic assumptions used to inform the forecasted income by reporting unit, and forecasted revenues and operating expenses by reporting unit used in the 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 related to the Company’s determination of the estimated fair value of the ICG Banking and PBWM United States Personal Banking reporting units, including controls related to management’s process for assessing the appropriateness of:
•certain assumptions including the long-term growth rate, discount rate and exit multiple assumptions used in the discounted cash flow analyses
133


•certain forecasted macroeconomic assumptions used to inform the forecasted income by reporting unit
•forecasted revenues and operating expenses by reporting unit.

We compared the Company’s historical forecasts to actual results at a consolidated level to assess the Company’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 Company’s forecasts by comparing to analyst reports.
In addition, we involved a valuation professional with specialized skills and knowledge, who assisted in:

•developing an independent range of long-term growth rate assumptions by reviewing publicly available data and comparable industries and comparing it to the Company’s assumption
•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 the 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 market multiple approaches and comparing the results to the Company’s fair value estimate
•assessing the reasonableness of the market capitalization reconciliation.




/s/ KPMG LLP)LLP
We have served as the Company’s auditor since 1969.

New York, New York
(PCAOB ID # 185)February 24, 2023
February 25, 2022


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FINANCIAL STATEMENTS AND NOTES TABLE OF CONTENTS


CONSOLIDATED FINANCIAL STATEMENTS 
Consolidated Statement of Income—
For the Years Ended December 31, 2022, 2021 2020 and 20192020
138137
Consolidated Statement of Comprehensive Income—
For the Years Ended December 31, 2022, 2021 2020 and 20192020
139138
Consolidated Balance Sheet—December 31, 20212022 and 20202021
140139
Consolidated Statement of Changes in Stockholders’ Equity—For the Years Ended December 31, 2022, 2021 2020 and 20192020
142141
Consolidated Statement of Cash Flows—
For the Years Ended December 31, 2022, 2021 2020 and 20192020
144143

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Note 1—Summary of Significant Accounting Policies
146145
Note 2—Discontinued Operations, Significant Disposals and
Other Business Exits
159
Note 3—Operating Segments
161162
Note 4—Interest Revenue and Expense
162164
Note 5—Commissions and Fees; Administration and Other
Fiduciary Fees
163165
Note 6—Principal Transactions
166168
Note 7—Incentive Plans
167169
Note 8—Retirement Benefits
171172
Note 9—Income Taxes
183184
Note 10—Earnings per Share
187188
Note 11—Securities Borrowed, Loaned and
Subject to Repurchase Agreements
188189
Note 12—Brokerage Receivables and Brokerage Payables
192193
Note 13—Investments
193194
Note 14—Loans
204
Note 15—Allowance for Credit Losses
219221

Note 16—Goodwill and Intangible Assets
224226
Note 17—Debt
226
Note 18—Regulatory Capital
228
Note 19—Changes in Accumulated Other Comprehensive
Income (Loss) (AOCI)Deposits
229
Note 20—Preferred Stock18—Debt
230
Note 19—Regulatory Capital
232
Note 21—Securitizations and Variable Interest Entities20—Changes in Accumulated Other Comprehensive
                 Income (Loss) (AOCI)
234233
Note 21—Preferred Stock
236
Note 22—DerivativesSecuritizations and Variable Interest Entities
246237
Note 23—Derivatives
250
Note 24—Concentrations of Credit Risk
262265
Note 24—25—Fair Value Measurement
263266
Note 25—26—Fair Value Elections
285
Note 26—27—Pledged Assets, Restricted Cash, Collateral,
Guarantees and
Commitments
289
Note 27—Contingencies28—Leases
296
Note 28—29—Contingencies
297
Note 30—Condensed Consolidating Financial Statements
305
Note 29—Selected Quarterly Financial Data (Unaudited)
314304

137136


CONSOLIDATED FINANCIAL STATEMENTS
CONSOLIDATED STATEMENT OF INCOME     Citigroup Inc. and Subsidiaries

Years ended December 31,Years ended December 31,
In millions of dollars, except per share amountsIn millions of dollars, except per share amounts202120202019In millions of dollars, except per share amounts202220212020
RevenuesRevenues Revenues 
Interest revenueInterest revenue$50,475 $58,089 $76,510 Interest revenue$74,408 $50,475 $58,089 
Interest expenseInterest expense7,981 13,338 28,382 Interest expense25,740 7,981 13,338 
Net interest incomeNet interest income$42,494 $44,751 $48,128 Net interest income$48,668 $42,494 $44,751 
Commissions and feesCommissions and fees$13,672 $11,385 $11,746 Commissions and fees$9,175 $13,672 $11,385 
Principal transactionsPrincipal transactions10,154 13,885 8,892 Principal transactions14,159 10,154 13,885 
Administration and other fiduciary feesAdministration and other fiduciary fees3,943 3,472 3,411 Administration and other fiduciary fees3,784 3,943 3,472 
Realized gains on sales of investments, netRealized gains on sales of investments, net665 1,756 1,474 Realized gains on sales of investments, net67 665 1,756 
Impairment losses on investments:Impairment losses on investments:Impairment losses on investments:
Impairment losses on investments and other assetsImpairment losses on investments and other assets(206)(165)(32)Impairment losses on investments and other assets(499)(206)(165)
Provision for credit losses on AFS debt securities(1)
Provision for credit losses on AFS debt securities(1)
(3)(3)— 
Provision for credit losses on AFS debt securities(1)
5 (3)(3)
Net impairment losses recognized in earningsNet impairment losses recognized in earnings$(209)$(168)$(32)Net impairment losses recognized in earnings$(494)$(209)$(168)
Other revenueOther revenue$1,165 $420 $1,448 Other revenue$(21)$1,165 $420 
Total non-interest revenuesTotal non-interest revenues$29,390 $30,750 $26,939 Total non-interest revenues$26,670 $29,390 $30,750 
Total revenues, net of interest expenseTotal revenues, net of interest expense$71,884 $75,501 $75,067 Total revenues, net of interest expense$75,338 $71,884 $75,501 
Provisions for credit losses and for benefits and claimsProvisions for credit losses and for benefits and claims Provisions for credit losses and for benefits and claims 
Provision for credit losses on loansProvision for credit losses on loans$(3,103)$15,922 $8,218 Provision for credit losses on loans$4,745 $(3,103)$15,922 
Provision for credit losses on held-to-maturity (HTM) debt securitiesProvision for credit losses on held-to-maturity (HTM) debt securities(3)7 — Provision for credit losses on held-to-maturity (HTM) debt securities33 (3)7 
Provision for credit losses on other assetsProvision for credit losses on other assets— 7 — Provision for credit losses on other assets76 — 7 
Policyholder benefits and claimsPolicyholder benefits and claims116 113 73 Policyholder benefits and claims94 116 113 
Provision for credit losses on unfunded lending commitmentsProvision for credit losses on unfunded lending commitments(788)1,446 92 Provision for credit losses on unfunded lending commitments291 (788)1,446 
Total provisions for credit losses and for benefits and claims(2)
Total provisions for credit losses and for benefits and claims(2)
$(3,778)$17,495 $8,383 
Total provisions for credit losses and for benefits and claims(2)
$5,239 $(3,778)$17,495 
Operating expensesOperating expenses Operating expenses 
Compensation and benefitsCompensation and benefits$25,134 $22,214 $21,433 Compensation and benefits$26,655 $25,134 $22,214 
Premises and equipmentPremises and equipment2,314 2,333 2,328 Premises and equipment2,320 2,314 2,333 
Technology/communicationTechnology/communication7,828 7,383 7,077 Technology/communication8,587 7,828 7,383 
Advertising and marketingAdvertising and marketing1,490 1,217 1,516 Advertising and marketing1,556 1,490 1,217 
Other operatingOther operating11,427 11,227 10,429 Other operating12,174 11,427 11,227 
Total operating expensesTotal operating expenses$48,193 $44,374 $42,783 Total operating expenses$51,292 $48,193 $44,374 
Income from continuing operations before income taxesIncome from continuing operations before income taxes$27,469 $13,632 $23,901 Income from continuing operations before income taxes$18,807 $27,469 $13,632 
Provision for income taxesProvision for income taxes5,451 2,525 4,430 Provision for income taxes3,642 5,451 2,525 
Income from continuing operationsIncome from continuing operations$22,018 $11,107 $19,471 Income from continuing operations$15,165 $22,018 $11,107 
Discontinued operationsDiscontinued operations Discontinued operations 
Income (loss) from discontinued operationsIncome (loss) from discontinued operations$7 $(20)$(31)Income (loss) from discontinued operations$(272)$7 $(20)
Benefit for income taxesBenefit for income taxes— — (27)Benefit for income taxes(41)— — 
Income (loss) from discontinued operations, net of taxesIncome (loss) from discontinued operations, net of taxes$7 $(20)$(4)Income (loss) from discontinued operations, net of taxes$(231)$7 $(20)
Net income before attribution of noncontrolling interestsNet income before attribution of noncontrolling interests$22,025 $11,087 $19,467 Net income before attribution of noncontrolling interests$14,934 $22,025 $11,087 
Noncontrolling interestsNoncontrolling interests73 40 66 Noncontrolling interests89 73 40 
Citigroup’s net incomeCitigroup’s net income$21,952 $11,047 $19,401 Citigroup’s net income$14,845 $21,952 $11,047 
Basic earnings per share(3)
Basic earnings per share(3)
 
Basic earnings per share(3)
 
Income from continuing operationsIncome from continuing operations$10.21 $4.75 $8.08 Income from continuing operations$7.16 $10.21 $4.75 
Loss from discontinued operations, net of taxesLoss from discontinued operations, net of taxes— (0.01)— Loss from discontinued operations, net of taxes(0.12)— (0.01)
Net incomeNet income$10.21 $4.74 $8.08 Net income$7.04 $10.21 $4.74 
Weighted average common shares outstanding (in millions)
Weighted average common shares outstanding (in millions)
2,033.0 2,085.8 2,249.2 
Weighted average common shares outstanding (in millions)
1,946.7 2,033.0 2,085.8 
Diluted earnings per share(3)
Diluted earnings per share(3)
 
Diluted earnings per share(3)
 
Income from continuing operationsIncome from continuing operations$10.14 $4.73 $8.04 Income from continuing operations$7.11 $10.14 $4.73 
Loss from discontinued operations, net of taxesLoss from discontinued operations, net of taxes— (0.01)— Loss from discontinued operations, net of taxes(0.12)— (0.01)
Net incomeNet income$10.14 $4.72 $8.04 Net income$7.00 $10.14 $4.72 
Adjusted weighted average common shares outstanding
(in millions)
2,049.4 2,099.0 2,265.3 
Adjusted weighted average diluted common shares outstanding
(in millions)
Adjusted weighted average diluted common shares outstanding
(in millions)
1,964.3 2,049.4 2,099.0 

138137


(1)    This presentation is inIn accordance with ASC 326, which requires the provision for credit losses on AFS securities to be included in revenue.
(2)    This total excludes the provision for credit losses on AFS securities, which is disclosed separately above.
(3)    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,Years ended December 31,
In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
Citigroup’s net incomeCitigroup’s net income$21,952 $11,047 $19,401 Citigroup’s net income$14,845 $21,952 $11,047 
Add: Citigroup’s other comprehensive income (loss)(1)Add: Citigroup’s other comprehensive income (loss)(1)Add: Citigroup’s other comprehensive income (loss)(1)
Net change in unrealized gains and losses on debt securities, net of taxes(1)(2)
Net change in unrealized gains and losses on debt securities, net of taxes(1)(2)
$(3,934)$3,585 $1,985 
Net change in unrealized gains and losses on debt securities, net of taxes(1)(2)
$(5,384)$(3,934)$3,585 
Net change in debt valuation adjustment (DVA), net of taxes(1)(3)
Net change in debt valuation adjustment (DVA), net of taxes(1)(3)
232 (475)(1,136)
Net change in debt valuation adjustment (DVA), net of taxes(1)(3)
2,029 232 (475)
Net change in cash flow hedges, net of taxesNet change in cash flow hedges, net of taxes(1,492)1,470 851 Net change in cash flow hedges, net of taxes(2,623)(1,492)1,470 
Benefit plans liability adjustment, net of taxes(2)(4)
Benefit plans liability adjustment, net of taxes(2)(4)
1,012 (55)(552)
Benefit plans liability adjustment, net of taxes(2)(4)
97 1,012 (55)
Net change in foreign currency translation adjustment, net of taxes and hedges(2,525)(250)(321)
Net change in CTA, net of taxes and hedgesNet change in CTA, net of taxes and hedges(2,471)(2,525)(250)
Net change in excluded component of fair value hedges, net of taxesNet change in excluded component of fair value hedges, net of taxes— (15)25 Net change in excluded component of fair value hedges, net of taxes55 — (15)
Citigroup’s total other comprehensive income (loss)Citigroup’s total other comprehensive income (loss)$(6,707)$4,260 $852 Citigroup’s total other comprehensive income (loss)$(8,297)$(6,707)$4,260 
Citigroup’s total comprehensive incomeCitigroup’s total comprehensive income$15,245 $15,307 $20,253 Citigroup’s total comprehensive income$6,548 $15,245 $15,307 
Add: Other comprehensive income (loss) attributable to noncontrolling interestsAdd: Other comprehensive income (loss) attributable to noncontrolling interests$(99)$26 $— Add: Other comprehensive income (loss) attributable to noncontrolling interests$(58)$(99)$26 
Add: Net income attributable to noncontrolling interestsAdd: Net income attributable to noncontrolling interests73 40 66 Add: Net income attributable to noncontrolling interests89 73 40 
Total comprehensive incomeTotal comprehensive income$15,219 $15,373 $20,319 Total comprehensive income$6,579 $15,219 $15,373 

(1)     See Note 1 to the Consolidated Financial Statements.20.
(2)    See Note 8 to the Consolidated Financial Statements.1.
(3)    See Note 25.
(4)    See Note 8.

The Notes to the Consolidated Financial Statements are an integral part of these Consolidated Financial Statements.

139138


CONSOLIDATED BALANCE SHEETCitigroup Inc. and Subsidiaries
December 31,
In millions of dollars20212020
Assets  
Cash and due from banks (including segregated cash and other deposits)$27,515 $26,349 
Deposits with banks, net of allowance234,518 283,266 
Securities borrowed and purchased under agreements to resell (including $216,466 and $185,204 as of December 31, 2021 and 2020, respectively, at fair value), net of allowance327,288 294,712 
Brokerage receivables, net of allowance54,340 44,806 
Trading account assets (including $133,828 and $168,967 pledged to creditors at December 31, 2021 and 2020, respectively)331,945 375,079 
Investments:
Available-for-sale debt securities (including $9,226 and $5,921 pledged to creditors as of December 31, 2021 and 2020, respectively), net of allowance288,522 335,084 
Held-to-maturity debt securities (including $1,460 and $547 pledged to creditors as of December 31, 2021 and 2020, respectively), net of allowance216,963 104,943 
Equity securities (including $1,032 and $1,066 as of December 31, 2021 and 2020, respectively, at fair value)7,337 7,332 
Total investments$512,822 $447,359 
Loans:  
Consumer (including $12 and $14 as of December 31, 2021 and 2020, respectively, at fair value)271,236 288,839 
Corporate (including 6,070 and 6,840 as of December 31, 2021 and 2020, respectively, at fair value)396,531 387,044 
Loans, net of unearned income$667,767 $675,883 
Allowance for credit losses on loans (ACLL)(16,455)(24,956)
Total loans, net$651,312 $650,927 
Goodwill21,299 22,162 
Intangible assets (including MSRs of $404 and $336 as of December 31, 2021 and 2020,
  respectively, at fair value)
4,495 4,747 
Other assets (including $12,342 and $14,6130 as of December 31, 2021 and 2020, respectively,
  at fair value), net of allowance
125,879 110,683 
Total assets$2,291,413 $2,260,090 

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 

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 dollars20212020
Assets of consolidated VIEs to be used to settle obligations of consolidated VIEs  
Cash and due from banks$260 $281 
Trading account assets10,038 8,104 
Investments844 837 
Loans, net of unearned income 
Consumer34,677 37,561 
Corporate14,312 17,027 
Loans, net of unearned income$48,989 $54,588 
Allowance for credit losses on loans (ACLL)(2,668)(3,794)
Total loans, net$46,321 $50,794 
Other assets1,174 43 
Total assets of consolidated VIEs to be used to settle obligations of consolidated VIEs$58,637 $60,059 

Statement continues on the next page.
140139


CONSOLIDATED BALANCE SHEET                             Citigroup Inc. and Subsidiaries
(Continued)
December 31,
In millions of dollars, except shares and per share amounts20212020
Liabilities  
Non-interest-bearing deposits in U.S. offices$158,552 $126,942 
Interest-bearing deposits in U.S. offices (including $879 and $879 as of December 31, 2021 and 2020, respectively, at fair value)543,283 503,213 
Non-interest-bearing deposits in offices outside the U.S.97,270 100,543 
Interest-bearing deposits in offices outside the U.S. (including $787 and $1,079 as of December 31, 2021 and 2020, respectively, at fair value)518,125 549,973 
Total deposits$1,317,230 $1,280,671 
Securities loaned and sold under agreements to repurchase (including $56,694 and $60,206 as of December 31, 2021 and 2020, respectively, at fair value)191,285 199,525 
Brokerage payables (including $3,575 and $6,835 as of December 31, 2021 and 2020, respectively,
  at fair value), including allowance
61,430 50,484 
Trading account liabilities161,529 168,027 
Short-term borrowings (including $7,358 and $4,683 as of December 31, 2021 and 2020, respectively,
  at fair value)
27,973 29,514 
Long-term debt (including $82,609 and $67,063 as of December 31, 2021 and 2020, respectively,
  at fair value)
254,374 271,686 
Other liabilities74,920 59,983 
Total liabilities$2,088,741 $2,059,890 
Stockholders’ equity  
Preferred stock ($1.00 par value; authorized shares: 30 million), issued shares: 759,800 as of December 31, 2021 and 779,200 as of December 31, 2020, at aggregate liquidation value
$18,995 $19,480 
Common stock ($0.01 par value; authorized shares: 6 billion), issued shares: 3,099,651,835 as of December 31, 2021 and 3,099,633,160 as of December 31, 2020
31 31 
Additional paid-in capital108,003 107,846 
Retained earnings184,948 168,272 
Treasury stock, at cost: 1,115,296,641 shares as of December 31, 2021 and 1,017,543,951 shares as of
    December 31, 2020
(71,240)(64,129)
Accumulated other comprehensive income (loss) (AOCI)
(38,765)(32,058)
Total Citigroup stockholders’ equity$201,972 $199,442 
Noncontrolling interests700 758 
Total equity$202,672 $200,200 
Total liabilities and equity$2,291,413 $2,260,090 

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 dollars20212020
Liabilities of consolidated VIEs for which creditors or beneficial interest holders
do not have recourse to the general credit of Citigroup		  
Short-term borrowings$8,376 $9,278 
Long-term debt12,579 20,405 
Other liabilities694 463 
Total liabilities of consolidated VIEs for which creditors or beneficial interest holders
do not have recourse to the general credit of Citigroup		$21,649 $30,146 
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 

The Notes to the Consolidated Financial Statements are an integral part of these Consolidated Financial Statements.

141
140


CONSOLIDATED STATEMENT OF CHANGES IN STOCKHOLDERS’ EQUITYCitigroup Inc. and Subsidiaries
Years ended December 31,Years ended December 31,
AmountsSharesAmountsShares
In millions of dollars, except shares in thousandsIn millions of dollars, except shares in thousands202120202019202120202019In millions of dollars, except shares in thousands202220212020202220212020
Preferred stock at aggregate liquidation valuePreferred stock at aggregate liquidation value   Preferred stock at aggregate liquidation value   
Balance, beginning of yearBalance, beginning of year$19,480 $17,980 $18,460 779 719 738 Balance, beginning of year$18,995 $19,480 $17,980 760 779 719 
Issuance of new preferred stockIssuance of new preferred stock3,300 3,000 1,500 132 120 60 Issuance of new preferred stock— 3,300 3,000 — 132 120 
Redemption of preferred stockRedemption of preferred stock(3,785)(1,500)(1,980)(151)(60)(79)Redemption of preferred stock— (3,785)(1,500)— (151)(60)
Balance, end of yearBalance, end of year$18,995 $19,480 $17,980 760 779 719 Balance, end of year$18,995 $18,995 $19,480 760 760 779 
Common stock and additional paid-in capital (APIC)Common stock and additional paid-in capital (APIC)   Common stock and additional paid-in capital (APIC)   
Balance, beginning of yearBalance, beginning of year$107,877 $107,871 $107,953 3,099,633 3,099,603 3,099,567 Balance, beginning of year$108,034 $107,877 $107,871 3,099,652 3,099,633 3,099,603 
Employee benefit plansEmployee benefit plans85 5 (112)19 30 36 Employee benefit plans455 85 5 17 19 30 
Preferred stock issuance costs (new issuances, net of reclassifications to retained earnings for redemptions)Preferred stock issuance costs (new issuances, net of reclassifications to retained earnings for redemptions)25 (4)(4)— — — Preferred stock issuance costs (new issuances, net of reclassifications to retained earnings for redemptions)— 25 (4)— — — 
OtherOther47 5 34 — — — Other— 47 5 — — — 
Balance, end of yearBalance, end of year$108,034 $107,877 $107,871 3,099,652 3,099,633 3,099,603 Balance, end of year$108,489 $108,034 $107,877 3,099,669 3,099,652 3,099,633 
Retained earningsRetained earnings   Retained earnings   
Balance, beginning of yearBalance, beginning of year$168,272 $165,369 $151,347 Balance, beginning of year$184,948 $168,272 $165,369 
Adjustments to opening balance, net of taxes(1)
Adjustments to opening balance, net of taxes(1)
Adjustments to opening balance, net of taxes(1)
Financial instruments—credit losses (CECL adoption)Financial instruments—credit losses (CECL adoption)— (3,076)— Financial instruments—credit losses (CECL adoption)— — (3,076)
Variable post-charge-off third-party collection costsVariable post-charge-off third-party collection costs— 330 — Variable post-charge-off third-party collection costs— — 330 
Lease accounting, intra-entity transfers of assets— — 151 
Adjusted balance, beginning of yearAdjusted balance, beginning of year$168,272 $162,623 $151,498   Adjusted balance, beginning of year$184,948 $168,272 $162,623   
Citigroup’s net incomeCitigroup’s net income21,952 11,047 19,401   Citigroup’s net income14,845 21,952 11,047   
Common dividends(2)
Common dividends(2)
(4,196)(4,299)(4,403)  
Common dividends(2)
(4,028)(4,196)(4,299)  
Preferred dividendsPreferred dividends(1,040)(1,095)(1,109)  Preferred dividends(1,032)(1,040)(1,095)  
Other (primarily reclassifications from APIC for preferred
issuance costs on redemptions)		Other (primarily reclassifications from APIC for preferred
issuance costs on redemptions)		(40)(4)(18)Other (primarily reclassifications from APIC for preferred
issuance costs on redemptions)		1 (40)(4)
Balance, end of yearBalance, end of year$184,948 $168,272 $165,369   Balance, end of year$194,734 $184,948 $168,272   
Treasury stock, at costTreasury stock, at cost   Treasury stock, at cost   
Balance, beginning of yearBalance, beginning of year$(64,129)$(61,660)$(44,370)(1,017,544)(985,480)(731,100)Balance, beginning of year$(71,240)$(64,129)$(61,660)(1,115,297)(1,017,544)(985,480)
Employee benefit plans(3)
Employee benefit plans(3)
489 456 585 7,745 8,676 9,872 
Employee benefit plans(3)
523 489 456 8,190 7,745 8,676 
Treasury stock acquired(4)
Treasury stock acquired(4)
(7,600)(2,925)(17,875)(105,498)(40,740)(264,252)
Treasury stock acquired(4)
(3,250)(7,600)(2,925)(55,576)(105,498)(40,740)
Balance, end of yearBalance, end of year$(71,240)$(64,129)$(61,660)(1,115,297)(1,017,544)(985,480)Balance, end of year$(73,967)$(71,240)$(64,129)(1,162,683)(1,115,297)(1,017,544)
Citigroup’s accumulated other comprehensive income (loss)Citigroup’s accumulated other comprehensive income (loss)   Citigroup’s accumulated other comprehensive income (loss)   
Balance, beginning of yearBalance, beginning of year$(32,058)$(36,318)$(37,170)  Balance, beginning of year$(38,765)$(32,058)$(36,318)  
Citigroup’s total other comprehensive income (loss)Citigroup’s total other comprehensive income (loss)(6,707)4,260 852   Citigroup’s total other comprehensive income (loss)(8,297)(6,707)4,260   
Balance, end of yearBalance, end of year$(38,765)$(32,058)$(36,318)  Balance, end of year$(47,062)$(38,765)$(32,058)  
Total Citigroup common stockholders’ equityTotal Citigroup common stockholders’ equity$182,977 $179,962 $175,262 1,984,355 2,082,089 2,114,123 Total Citigroup common stockholders’ equity$182,194 $182,977 $179,962 1,936,986 1,984,355 2,082,089 
Total Citigroup stockholders’ equityTotal Citigroup stockholders’ equity$201,972 $199,442 $193,242  Total Citigroup stockholders’ equity$201,189 $201,972 $199,442  
Noncontrolling interestsNoncontrolling interests   Noncontrolling interests   
Balance, beginning of yearBalance, beginning of year$758 $704 $854   Balance, beginning of year$700 $758 $704   
Transactions between noncontrolling-interest shareholders
and the related consolidated subsidiary
— — — 
Transactions between Citigroup and the noncontrolling-interest shareholdersTransactions between Citigroup and the noncontrolling-interest shareholders(10)(4)(169)  Transactions between Citigroup and the noncontrolling-interest shareholders(34)(10)(4)  
Net income attributable to noncontrolling-interest shareholdersNet income attributable to noncontrolling-interest shareholders73 40 66   Net income attributable to noncontrolling-interest shareholders89 73 40   
Distributions paid to noncontrolling-interest shareholdersDistributions paid to noncontrolling-interest shareholders(10)(2)(40)  Distributions paid to noncontrolling-interest shareholders(51)(10)(2)  
Other comprehensive income (loss) attributable to
noncontrolling-interest shareholders
Other comprehensive income (loss) attributable to
noncontrolling-interest shareholders
(99)26 —   
Other comprehensive income (loss) attributable to
noncontrolling-interest shareholders
(58)(99)26   
OtherOther(12)(6)(7)  Other3 (12)(6)  
Net change in noncontrolling interestsNet change in noncontrolling interests$(58)$54 $(150)  Net change in noncontrolling interests$(51)$(58)$54   
Balance, end of yearBalance, end of year$700 $758 $704   Balance, end of year$649 $700 $758   
Total equityTotal equity$202,672 $200,200 $193,946 Total equity$201,838 $202,672 $200,200 
142

(1)    See Note 1 to the Consolidated Financial Statements 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; $0.45 per share in the first and second quarters of 2019 and $0.51 per share in the third and fourth quarters of 2019.2020.
141


(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 programs.program.

The Notes to the Consolidated Financial Statements are an integral part of these Consolidated Financial Statements.
143142


CONSOLIDATED STATEMENT OF CASH FLOWSCitigroup Inc. and Subsidiaries
Years ended December 31,
In millions of dollars202120202019
Cash flows from operating activities of continuing operations   
Net income before attribution of noncontrolling interests$22,025 $11,087 $19,467 
Net income attributable to noncontrolling interests73 40 66 
Citigroup’s net income$21,952 $11,047 $19,401 
Income (loss) from discontinued operations, net of taxes7 (20)(4)
Income from continuing operations—excluding noncontrolling interests$21,945 $11,067 $19,405 
Adjustments to reconcile net income to net cash provided by (used in) operating activities
of continuing operations
   
Net loss on significant disposals(1)
700 — — 
Depreciation and amortization3,964 3,937 3,905 
Deferred income taxes1,413 (2,333)(610)
Provision for credit losses on loans and unfunded lending commitments(3,891)17,368 8,310 
Realized gains from sales of investments(665)(1,756)(1,474)
Impairment losses on investments and other assets206 165 32 
Change in trading account assets43,059 (98,997)(20,124)
Change in trading account liabilities(6,498)48,133 (24,411)
Change in brokerage receivables net of brokerage payables1,412 (3,066)(20,377)
Change in loans HFS(3,809)1,202 (909)
Change in other assets(2,139)(1,012)4,724 
Change in other liabilities6,839 558 1,737 
Other, net(1,287)4,113 16,955 
Total adjustments$39,304 $(31,688)$(32,242)
Net cash provided by (used in) operating activities of continuing operations$61,249 $(20,621)$(12,837)
Cash flows from investing activities of continuing operations   
Change in securities borrowed and purchased under agreements to resell$(32,576)$(43,390)$19,362 
Change in loans(1,173)14,249 (22,466)
Proceeds from sales and securitizations of loans2,918 1,495 2,878 
Purchases of investments(359,158)(334,900)(274,491)
Proceeds from sales of investments126,728 146,285 137,173 
Proceeds from maturities of investments142,100 124,229 119,051 
Capital expenditures on premises and equipment and capitalized software(4,119)(3,446)(5,336)
Proceeds from sales of premises and equipment, subsidiaries and affiliates
and repossessed assets		190 50 259 
Other, net185 116 196 
Net cash used in investing activities of continuing operations$(124,905)$(95,312)$(23,374)
Cash flows from financing activities of continuing operations   
Dividends paid$(5,198)$(5,352)$(5,447)
Issuance of preferred stock3,300 2,995 1,496 
Redemption of preferred stock(3,785)(1,500)(1,980)
Treasury stock acquired(7,601)(2,925)(17,571)
Stock tendered for payment of withholding taxes(337)(411)(364)
Change in securities loaned and sold under agreements to repurchase(8,240)33,186 (11,429)
Issuance of long-term debt70,658 76,458 59,134 
Payments and redemptions of long-term debt(74,950)(63,402)(51,029)
Change in deposits44,966 210,081 57,420 
Change in short-term borrowings(1,541)(15,535)12,703 

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)
144143


CONSOLIDATED STATEMENT OF CASH FLOWS
(Continued)


CONSOLIDATED STATEMENT OF CASH FLOWS
(Continued)


Citigroup Inc. and Subsidiaries


CONSOLIDATED STATEMENT OF CASH FLOWS
(Continued)


Citigroup Inc. and Subsidiaries


Years ended December 31,Years ended December 31,
In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
Change in securities loaned and sold under agreements to repurchaseChange in securities loaned and sold under agreements to repurchase$11,159 $(8,240)$33,186 
Issuance of long-term debtIssuance of long-term debt104,748 70,658 76,458 
Payments and redemptions of long-term debtPayments and redemptions of long-term debt(57,085)(74,950)(63,402)
Change in depositsChange in deposits68,415 44,966 210,081 
Change in short-term borrowingsChange in short-term borrowings19,123 (1,541)(15,535)
Net cash provided by financing activities of continuing operationsNet cash provided by financing activities of continuing operations$17,272 $233,595 $42,933 Net cash provided by financing activities of continuing operations$137,763 $17,272 $233,595 
Effect of exchange rate changes on cash and due from banksEffect of exchange rate changes on cash and due from banks$(1,198)$(1,966)$(908)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 banksChange in cash, due from banks and deposits with banks(47,582)115,696 5,814 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 yearCash, due from banks and deposits with banks at beginning of year309,615 193,919 188,105 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 yearCash, due from banks and deposits with banks at end of year$262,033 $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)Cash and due from banks (including segregated cash and other deposits)$27,515 $26,349 $23,967 Cash and due from banks (including segregated cash and other deposits)$30,577 $27,515 $26,349 
Deposits with banks, net of allowanceDeposits with banks, net of allowance234,518 283,266 169,952 Deposits with banks, net of allowance311,448 234,518 283,266 
Cash, due from banks and deposits with banks at end of yearCash, due from banks and deposits with banks at end of year$262,033 $309,615 $193,919 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 operationsSupplemental disclosure of cash flow information for continuing operations Supplemental disclosure of cash flow information for continuing operations 
Cash paid during the year for income taxesCash paid during the year for income taxes$4,028 $4,797 $4,888 Cash paid during the year for income taxes$3,733 $4,028 $4,797 
Cash paid during the year for interestCash paid during the year for interest7,143 12,094 27,901 Cash paid during the year for interest22,615 7,143 12,094 
Non-cash investing activities(1)(2)
Decrease in net loans associated with significant disposals reclassified to HFS$9,945 $— $— 
Non-cash investing activities(1)(4)
Non-cash investing activities(1)(4)
Transfer of investment securities from AFS to HTMTransfer of investment securities from AFS to HTM$21,688 $— $— 
Decrease in net loans associated with divestitures reclassified to HFSDecrease in net loans associated with divestitures reclassified to HFS16,956 9,945 — 
Decrease in goodwill associated with divestitures reclassified to HFSDecrease in goodwill associated with divestitures reclassified to HFS876 — — 
Transfers to loans HFS (Other assets) from loans
Transfers to loans HFS (Other assets) from loans
5,582 7,414 2,614 
Non-cash financing activities(1)
Non-cash financing activities(1)
Decrease in long-term debt associated with divestitures reclassified to HFSDecrease in long-term debt associated with divestitures reclassified to HFS$— $479 $— 
Decrease in deposits associated with divestitures reclassified to HFSDecrease in deposits associated with divestitures reclassified to HFS19,691 8,407 — 
Transfers to loans HFS (Other assets) from loans
7,414 2,614 5,500 
Non-cash financing activities(1)
Decrease in long-term debt associated with significant disposals reclassified to HFS$479 $— $— 
Decrease in deposits associated with significant disposals reclassified to HFS8,407 — — 

(1)    See Note 2 to the Consolidated Financial Statements 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 26 to the Consolidated Financial Statements28 for more information and balances.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.
145144


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 notes 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 in 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 investment banking, commercial banking, cash management, trade finance and e-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 entity, at which point such amounts 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.-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.
•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.


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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 held-to-maturity (HTM) or available-for-sale (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 include securities held in HTM or AFS, and equity securities accounted for under the Measurement Alternative or equity method and Federal Reserve Bank, Federal Home Loan Bank stock and certain exchange seats. These securities are subject to evaluation for impairment as described in Note 15 to the Consolidated Financial Statements 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 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 hedgehedging 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 and debt host contract are 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 received or paid for all securities borrowing and lending transactions are recorded in Interest revenue or Interest expense 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
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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
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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, with 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 are charged 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.
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•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.

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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 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. Gains and losses on loans HFS are generally presented in Other revenue. Gains on sales of fully or partially charged-off loans are presented as gross credit recoveries in the Provision for credit losses up to the amount of prior charge-offs.

Allowances for Credit Losses (ACL)
Commencing January 1, 2020, Citi adopted Accounting Standards Update (ASC)ASC 326, Financial Instruments—Credit Losses, using the methodologies described below. For information about Citi’s accounting for loan losses prior to January 1, 2020, see “Superseded Accounting Principles” 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 to the Consolidated Financial Statements for a discussion of impairment on available-for-sale (AFS) securities.
Increases and decreases to the allowances are recorded in Provisions for credit losses. The 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 U.S. GAAP.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. Where the asset’s life extends beyond the R&S forecast period, Citi considers historical experience over the remaining life of the assets in estimating the ACL.
Citi usesconsiders a multitude of variables in itsglobal macroeconomic forecast as part of its calculation of both the qualitative and quantitative components of the ACL, including both domestic and international variables for its global portfoliosthe base, upside and exposures.downside probability-weighted macroeconomic scenario forecasts it uses to estimate the ACL. Citi’s forecasts of the U.S. unemployment rate and U.S. Realreal GDP growth rate represent the key macroeconomic variables that most significantly affect its estimate of its consumer and corporate ACLs.the ACL. Under the quantitativebase 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 estimated using a statistical model, which, 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 4Q21 forecasts are fordownside scenario reflects a more severe recession, including an elevated average U.S. unemployment to continue to improve asrate 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. continues to move pastreal GDP contraction in 2023 of 2.4%, with a peak quarter-over-quarter difference of 3.3% in the peaksecond quarter of the pandemic-related health and economic crisis.2023.

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The following are the main factors and interpretations that Citi considers when estimating the ACL under the CECL methodology:

•The most important reasons for the change in the ACL during 2021 were the ACL releases resulting from the recovery from the pandemic.
•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
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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 the 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 such as(generally credit cards,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 commitments, 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 economic forecasting team (EFT)enterprise scenario group that are approved by senior management. Analysis is performed and documented to determine the necessary qualitative management adjustment (QMA) to capture forward-looking macroeconomic expectationsidiosyncratic events and model uncertainty.
•The portion of the forecast that reflects the EFT’s reasonable and supportable (R&S)enterprise scenario group’s R&S period indicates the maximum length of time its models can produce a R&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 reasonable and supportable (R&S)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 loans is 13 quarters and in most cases, reverts to historically based loss experience either immediately or using a straight-line approach thereafter, while the R&S period for corporate loans is nine quarters with an additional straight-line reversion period of three quarters for ECL parameters.eight quarters.
•The ACL incorporates provisions for accrued interest on products that are not subject to a non-accrual and timely write-off policy (e.g., credit cards, etc.).
•The reserves for TDRs are calculated using thea method that considers discounted cash flow methodflows and considers 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 of the pools, it is evaluated for credit losses individually.

Quantitative and Qualitative Components of the ACL
The loss likelihood and severity models use both internal and external information and are sensitive to forecasts of different macroeconomic conditions. For the quantitative component, Citi uses a single forward-lookingmultiple macroeconomic forecast, complemented byscenarios and associated probabilities to estimate the qualitative component that reflects economic uncertainty due to a different possible more adverse scenario for estimating the ACL.ECL. Estimates of these ECLs are based upon (i) Citigroup’s internal system of credit risk ratings;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 event of default;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: the uncertainty of forward-looking scenarios based on the likelihood and severity of a possible recession; the uncertainty of economic conditions related to an alternative downside scenario; certain portfolio characteristics and concentrations; collateral coverage; model limitations; idiosyncratic events; and other relevant criteria under banking supervisory guidance for loan loss reserves.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.


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Consumer Loans
For consumer loans, most 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 all 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.policy at 90 days past due. As such, only the principal balance is subject to the CECL reserve methodology and interest does not attract a further reserve. FAS 91-deferredDeferred origination costs and fees related to new credit card account originations are amortized within a 12-month period, and an ACL is provided for components in the scope of the ASC.
Separate valuation allowances are determined for impaired smaller-balance homogeneous loans whose terms have been modified in a 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 ACL for TDRs is determined using a discounted cash flow (DCF) approach. When a DCF approach is used, the initial allowance for ECLs is calculated as the expected contractual cash flows discounted at the loan’s original effective interest rate. DCF techniques are applied only 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.due or bankruptcy. As such, the entire customer balance up until write-off, including accrued
including accrued interest and fees, will beis subject to the CECL reserve methodology.

Corporate Loans, and 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, and HTM debt securities.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 life of the financial 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.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.


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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 is 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, credit losses areACLL 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.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 TDRs are included in the life of the asset. A discounting technique or collateral-dependent practical expedient is used for non-accrual and TDR loan exposures that do not share risk characteristics with other loans and are individually assessed. Loans modified in accordance with the 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.
CECL requires the estimation of credit losses to be performed on a pool basis unless 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 date 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 initial 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 recognized as a “gross-up” of the purchase price to arrive at the PCD asset’s (or pool’s) amortized cost. Any difference between the unpaid principal balance and the 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 incurred. Subsequent accounting for acquired PCD assets is the same as the accounting for originated assets; changes in the allowance are recorded in Provisions for credit losses.

Consumer
Citi does not purchase whole portfolios of PCD assets in its retail businesses. However, there may be a 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 more than 30 days past due at the purchase date.

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 significant difference (i.e., 10% or greater) between contractual cash flows, adjusted for prepayments, and expected cash flows at the date of recognition.

Reserve Estimates and Policies
Management provides reserves for an estimate of lifetime ECLs in the funded loan portfolio on the Consolidated Balance Sheet in the form of an 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 risk management and finance representatives for each applicable business area. Applicable business areas include those having classifiably managed portfolios, where internal credit risk ratings are assigned (primarily ICG) and delinquency manageddelinquency-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.


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Estimated Credit Losses in the Delinquency-Managedfor Portfolios forof Performing Exposures
In addition, riskRisk management and finance representatives who cover business areas with delinquency-managed portfolios
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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 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, size and diversity of individual large credits, and 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
Credit 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 reporting date. Off-balance sheet commitments include unfunded exposures, revolving facilities, securities underwriting commitments, letters of 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 quantitative 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 quantitative test.
The quantitative 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, an impairment loss is recognized in an amount equal to that excess, limited to the total amount of goodwill allocated to that reporting 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—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,
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taxes, unfunded lending commitments, repositioning reserves, other payables, and liabilities from businesses classified as HFS that are reclassified from other payables.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.


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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 notes,notes) 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, 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-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
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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.


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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.


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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.


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ACCOUNTING CHANGES

Accounting for Deposit Insurance Expenses
During the fourth quarter of 2021, Citi changed its presentation of accounting for 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 June 2016, the Financial Accounting Standards Board (FASB) issued ASU No. 2016-13, Financial Instruments—Credit Losses (Topic 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, 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, HTM debt securities, receivables and other financial assets measured at amortized cost at the time 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 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 the January 1, 2020 date of adoption, based on forecasts of macroeconomic conditions and exposures at that time, the aggregate impact to Citi was an approximate $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 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.
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 and discounts inputs for the corporate classifiably managed portfolios, 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 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.
The qualitative management adjustment component includes, among other things, management adjustments to reflect economic uncertainty based on the likelihood and severity of downside scenarios and certain portfolio characteristics not captured in the quantitative component, such as concentrations, collateral coverage, model limitations, idiosyncratic events and other factors as required by banking supervisory guidance for the ACL. The qualitative management adjustment component also includes management adjustments to reflect the uncertainty around the estimated impact of the pandemic on credit loss estimates.

Accounting for Variable Post-Charge-Off Third-Party Collection Costs
During the second quarter of 2020, Citi changed its accounting for variable 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
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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 2020, Citi revised the second quarter of 2020 accounting conclusion from a “change in accounting estimate effected by a change in accounting principle” to a “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 revisions were not material to any previously reported quarterly or annual period. As a result, Citi’s full-year and quarterly results were revised to reflect this change as if it were effective as of January 1, 2020 (impacts to 2018 and 2019 were de minimis). Accordingly, Citi recorded an increase to its beginning retained earnings on January 1, 2020 of $330 million and a decrease of $443 million to its ACL. Further, Citi recorded a decrease of $18 million to its provisions for credit losses on loans in the first quarter 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.

Reference 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 March 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. Specifically,In 2021, the guidance permits an entity, whenU.K. Financial Conduct Authority (FCA) delayed the intended cessation date of certain criteria are met,tenors of USD LIBOR to consider amendments to contracts made to comply with reference rate reform to meetJune 30, 2023. To ensure the definitionrelief in Topic 848 covers the period of time during which a modification under U.S. GAAP. It further allows hedge accounting to be maintained and permits a one-time transfer or salesignificant number of qualifying held-to-maturity securities. The expedients and exceptions provided bymodifications may take place, the amendments are permitted to be adopted any time throughASU defers the sunset date of Topic 848 from December 31, 2022 and do not apply to contract modifications made and hedging relationships entered into or evaluated after December 31, 2022, except for certain optional expedients elected for certain hedging relationships existing as of December 31, 2022.2024. The extension allows Citi to transition its remaining contracts and maintain hedge accounting. The ASU was adopted by Citi as of
June 30, 2020 with prospective application and did not impact financial results in 2020.
In January 2021, the FASB issued ASU No. 2021-01, Reference Rate Reform (Topic 848): Scope, which clarifies that the scope of the initial accounting relief issued by the FASB in March 2020 includes derivative instruments that do not reference a rate that is expected to be discontinued but that use an interest rate for margining, discounting or contract price alignment that is modified as a result of reference rate reform (commonly referred to as the “discounting transition”). The amendments do not apply to contract modifications made after December 31, 2022, new hedging relationships entered into after December 31, 2022 and existing hedging relationships evaluated for effectiveness in periods after December 31, 2022, except for hedging relationships existing as of December 31, 2022 that apply certain optional expedients in which the accounting effects are recorded through the end of the hedging relationship. The ASU was adopted by Citi on a full retrospective basis upon issuance and did not impact financial results in 2020.2022.

Lease 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, 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, HTM debt securities, receivables and other financial assets measured at amortized cost at the time 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 increasesgenerally required that a loss be incurred before it was recognized. Within the transparencylife cycle of a loan or other financial asset, the methodology generally results in the earlier recognition of the provision for credit losses and comparabilitythe 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 accounting for lease transactions. The ASU requires lessees to recognize liabilities for operating leasesthe current state of the economy, forecasted macroeconomic conditions and corresponding right-of-use (ROU) assets onquality of Citi’s portfolios. At 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, is largely unchanged.January 1, 2020 date of
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Effective January 1, 2019,
adoption, based on forecasts of macroeconomic conditions and exposures at that time, the aggregate impact to Citi prospectively adoptedwas an approximate $4.1 billion, or an approximate 29%, pretax increase in the provisions of the ASU. At adoption, Citi recognizedAllowance for credit losses, along with a lease liability and a corresponding ROU asset of approximately $4.4$3.1 billion on the Consolidated Balance Sheet related to its future lease payments as a lessee under operating leases. In addition, Citi recorded a $151 million increaseafter-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.

Accounting for Variable Post-Charge-Off Third-Party Collection Costs
During the second quarter of 2020, Citi changed its accounting for variable 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 2020, Citi revised the second quarter of 2020 accounting conclusion from a “change in accounting estimate effected by a change in accounting principle” to a “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 revisions were not material to any previously reported quarterly or annual period. As a result, Citi’s full-year and quarterly results were revised to reflect this change as if it were effective as of January 1, 2020 (impacts to 2018 and 2019 were de minimis). Accordingly, Citi recorded an increase to its beginning retained earnings on January 1, 2020 of $330 million and a decrease of $443 million to its ACL. Further, Citi recorded a decrease of $18 million to its provisions for credit losses on loans in the first quarter 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 cumulative effectyear 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.


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Statement of recognizing previously deferred gainsCash 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 sale/leaseback transactions. Adoption of the ASU did not have a material impact on theits accounting policy during those periods. As such, Citi revised its 2021 and 2020 cash flows within its 2022 Consolidated Statement of Income. See Notes 14Cash 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 26($30) million of net NCD cash flows presented within operating activities for additional details.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 elected not to separate leaseadjusted both 2021 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 in2020 cash flows within the 2022 Consolidated Statement of Income on a straight-line basis overCash Flows in accordance with this change in presentation. After considering the lease term. In addition, Citi appliesimpact of the portfolio approach to account for certain equipment leases with nearly identical contractual terms.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.

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. Citi uses its incremental borrowing rate, factoring in the lease term, to
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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.FUTURE ACCOUNTING CHANGES

Lessor AccountingTDRs and Vintage Disclosures
LessorIn March 2022, the FASB issued ASU No. 2022-02, Financial Instruments—Credit Losses (Topic 326): Troubled Debt Restructurings and Vintage Disclosures. Citi adopted the ASU on January 1, 2023. The ASU eliminates the accounting is largely unchangedand disclosure requirements for TDRs, including the requirement to measure the ACLL for TDRs using a discounted cash flow (DCF) approach. Citi adopted the guidance on the recognition and measurement of TDRs under the ASU.modified retrospective approach. Upon adoption, Citi acts asdiscontinued the use of a lessorDCF approach for power, railcar, shippingconsumer 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 aircraftexposure at default. This change resulted in a decrease to the ACLL and deferred tax assets where Citi has executed operating, direct financingof approximately $350 million and leveraged leasing arrangements. In$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 direct financingterm extension 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 controlcombination 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. Underthose types of modifications. In addition, the ASU leveraged lease accounting is grandfathered and may continuerequires the disclosure of current-period gross write-offs by year of loan origination (vintage). The amendments related to disclosures are required to be applied untilprospectively beginning as of the leveraged lease is terminated or modified.date of adoption. Citi will present the new disclosures for periods beginning on and after January 1, 2023.

Fair Value Hedging—Portfolio Layer Method
In March 2022, the FASB issued ASU No. 2022-01, Derivatives and Hedging (Topic 815): Fair Value Hedging—Portfolio Layer Method, intended to better align hedge accounting with an organization’s risk management strategies. Specifically, the guidance expands the current single-layer method to allow multiple hedge layers of a single closed portfolio of qualifying assets, which include both prepayable and non-prepayable assets. Upon modification, the lease must be classified as an operating, direct finance or sales-type leaseadoption of the guidance, entities may elect to reclassify securities held-to-maturity to the available-for-sale category provided that the reclassified securities are designated in accordancea portfolio hedge. Coincident with the ASU.
Separately,adoption of this ASU, on January 1, 2023, Citi transferred HTM mortgage-backed securities with an amortized cost and fair value of approximately $3.3 billion and $3.4 billion, respectively, into AFS as part of managing its real estate footprint, Citi subleases excess real estate space via operating lease arrangements.permitted under the guidance, and hedged them under the portfolio layer method.


FUTURE ACCOUNTING CHANGESFair Value Measurement of Equity Securities Subject to Contractual Sale Restrictions

In June 2022, the FASB issued ASU No. 2022-3, Fair Value Measurement (Topic 820): Fair Value Measurement of Equity Securities Subject to Contractual Sale Restrictions. The ASU was 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 disclose the fair value of equity securities subject to contractual sale restrictions, the nature and remaining duration of the restrictions and the circumstances that could cause a lapse in the restrictions.
The ASU is to be adopted on a prospective basis and will be effective for Citi on January 1, 2024, although early adoption is permitted. Adoption of the accounting standard is not expected to have an impact on Citi’s operating results or financial position, as the Company excludes such restrictions when valuing equity securities.
Long-Duration Insurance Contracts
In August 2018, the FASB issued ASU No. 2018-12, Financial Services—Insurance: Targeted Improvements to the Accounting for 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 will beare impacted by the requirements of ASU 2018-12.
The effective date of ASU 2018-12 was deferred for all insurance entities by ASU 2019-09, Finance Services—Insurance: Effective Date (issued in October 2019) and by ASU 2020-11, Financial Services—Insurance: Effective Date and Early Application (issued in November 2020). Citi plans to adoptadopted the targeted improvements in ASU 2018-12 on January 1, 20232023. There was no material impact to Citi’s financial position upon adoption, and is currently evaluating the impact of the standard on its insurance subsidiaries. Citi does not expect aexpects no material impact to its results of operations as a result of adopting the standard.

SUPERSEDED ACCOUNTING PRINCIPLES

The following accounting principle was in effect for 2019 since ASU No. 2016-13, Financial Instruments—Credit Losses (Topic 326) became effective beginning on January 1, 2020.
Allowance for Credit Losses
The allowance for credit losses on loans represents management’s best estimate of probable credit losses inherent in the portfolio, including probable losses related to large individually evaluated impaired loans and troubled debt restructurings. Additions to the allowance are made through the Provision for credit losses on loans. Loan losses are deducted from the allowance and subsequent recoveries are added. Assets received in exchange for loan claims in a restructuring are initially recorded at fair value, with any gain or loss reflected as a recovery or charge-off in the provision.



amendments.

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2. DISCONTINUED OPERATIONS, 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 Egg Banking plc credit card business in 2011 and the German retail 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 dollarsIn millions of dollars202120202019In millions of dollars202220212020
Total revenues, net of interest expenseTotal revenues, net of interest expense$— $— $— Total revenues, net of interest expense$(260)$— $— 
Income (loss) from discontinued operationsIncome (loss) from discontinued operations$7 $(20)$(31)Income (loss) from discontinued operations$(272)$7 $(20)
Benefit for income taxesBenefit for income taxes— — (27)Benefit for income taxes(41)— — 
Income (loss) from discontinued operations, net of taxesIncome (loss) from discontinued operations, net of taxes$7 $(20)$(4)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 any period presented.


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Significant Disposals
The following transactionsAs 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 thatas of December 31, 2022. The Taiwan and India sales have yet to close and are recorded within the GCB segment, including the assets and liabilities that were reclassified to held-for-sale within Other assets and Other liabilities on the Consolidated Balance Sheet and the Income (loss) before taxes (benefits) related to each business.

Agreement to Sell Australia Consumer Banking Business
On August 9, 2021, Citi entered into an agreement to sell its Australia consumer banking business, which is part of Asia GCB. The sale, which is subject to regulatory approvals and other closing conditions, is expected to close inas are the first halfpotential sales of 2022. Asthe Poland and Mexico consumer 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, 2021,2022 includes $64 million and $37 million for Taiwan and India, respectively.
(2)    On June 1, 2022, Citi reportedcompleted the sale of its Australia consumer banking business, as held-for-sale, resultingwhich was part of Legacy Franchises. The 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 $700$760 million recorded in Other revenue($600640 million after-tax), subject to closing adjustments.adjustments, recorded in Other revenue. The loss on sale primarily reflected the impact of aan approximate pretax $625$620 million currency translation adjustment (CTA)CTA loss (net of hedges) ($475470 million after-tax) already reflected in the Accumulated other comprehensive income (AOCI)AOCI component of equity. Upon closing,The sale closed on June 1, 2022, and the CTA-related balance will bewas removed from the AOCI component of equity,, resulting in a neutral CTA impact to Citi’s Common Equity Tier 1CET1 Capital. IncomeThe income before taxes excludingshown in the above referenced pretax loss on sale,table for the Australia consumer banking business was as follows:reflects Citi’s ownership through June 1, 2022.

In millions of dollars202120202019
Income before taxes$306 $181 $302 

The following assets and liabilities for(3)    On August 1, 2022, Citi completed the Australia consumer banking business were identified and reclassified to held-for-sale within Other assets and Other liabilities on the Consolidated Balance Sheet at December 31, 2021:

In millionssale of dollarsDecember 31, 2021
Assets
Cash and deposits with banks$24
Loans (net of allowance of $242 millionat December 31, 2021)
8,813
Goodwill and intangible assets257
Other assets81
Total assets$9,175
Liabilities
Deposits$7,034
Long-term debt479
Other liabilities171
Total liabilities$7,684

Agreement to Sell Philippines Consumer Banking Business
On December 23, 2021, Citi entered into an agreement to sell its Philippines consumer banking business, which iswas part of Asia GCBLegacy 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 which isresulted in a pretax gain on sale of approximately $618 million ($290 million after-tax), subject to regulatory approvals and other closing conditions, is expected to closeadjustments, recorded in Other revenue. The income before taxes shown in the second halfabove table for the Philippines reflects Citi’s ownership through August 1, 2022.
(4)    On November 1, 2022, Citi completed the sale of 2022its Thailand consumer banking business, which was part of Legacy Franchises. The business had approximately $2.7 billion in assets, including $2.4 billion of loans (net of allowance of $67 million) and excluding goodwill. The total amount of liabilities was $1.0 billion, including $0.8 billion in deposits. The sale resulted in a pretax gain on sale of approximately $209 million ($115 million after-tax), subject to closing adjustments, recorded in Other revenue. The income before taxes shown in 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 period in which the individually significant component was classified as held-for-sale andHFS for all prior periods was as follows:presented. For Australia, excludes                  the pretax loss on sale. For the Philippines and Thailand, excludes the pretax gain on sale.

In millions of dollars202120202019
Income before taxes$145 $42 $196 
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.

The following assets and liabilities for the Philippines consumer banking business were identified and reclassified to held-for-sale within Other assets and Other liabilities on the Consolidated Balance Sheet at December 31, 2021:

In millions of dollarsDecember 31, 2021
Assets
Cash and deposits with banks$20
Loans (net of allowance of $96 millionat December 31, 2021)
1,132
Goodwill244
Other assets, advances to/from subs588
Other assets63
Total assets$2,047
Liabilities
Deposits$1,373
Other liabilities76
Total liabilities$1,449

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159

Sale of Mexico Asset Management Business
On September 21, 2018, Citi completed the sale of its Mexico asset management business, which was part of Latin America GCB. As part of 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 million (approximately $150 million after-tax) 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 before taxes for the divested business, excluding the pretax gain on sale, was as follows:

In millions of dollars202120202019
Income before taxes$— $— $123 

Other Business Exits

Wind-Down of Korea Consumer Banking Business
On October 25, 2021, Citi announceddisclosed its decision to wind down and close its Korea consumer banking business, which is part ofreported in the Asia GCBLegacy Franchises .operating segment. In connection with the announcement, Citibank Korea Inc. (CKI) commenced a voluntary early termination program (VERP)(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.
ForDuring the year ended December 31, 2021, Citigroupfirst quarter of 2022, Citi recorded an additional pretax chargescharge of approximately $1.1 billion,$31 million, composed of gross charges connected to the Korea voluntary termination program.VERP.
The following table summarizes the reserve charges related to the voluntary termination programKorea VERP and other initiatives reported in the GCBLegacy Franchises business segment:operating segment and Corporate/Other:

In millions of dollars2021Employee termination costs
Employee termination costsTotal Citigroup (pretax)
Original reserve 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 termination programwind-down are approximately $1.1 billion, most of which most are alreadywere recognized in 2021.
See Note 8 for details on the pension impact of 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 wind-down, Citi is also actively pursuing sales of certain Russian consumer banking portfolios.
On October 14, 2022, Citi disclosed 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 December 12, 2022, Citi completed the sale of a portfolio of ruble-denominated personal installment loans, totaling approximately $240 million in outstanding loan balances, to Uralsib, a Russian commercial bank, resulting in a pretax net loss of approximately $12 million. The net loss on sale of the loan portfolio included a $32 million adjustment to record the loans at lower of cost or fair value recognized in Other revenue. 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 operating segment and Institutional Clients Group.
In connection with the wind-down plans of the Russia consumer and institutional banking businesses, Citi expects to recognizeincur approximately $190 million in costs, primarily through 2024, largely driven by restructuring, vendor termination fees and other related charges. These costs do not include the remaining charges throughout 2022, as voluntary retirements are phased in and irrevocably accepted in order to minimize business and operational impacts.impact of any potential portfolio sales.
160161


3. OPERATING SEGMENTS
As of December 31, 2021, Citigroup’s primary activities were conducted through
Effective January 1, 2022, Citi changed its management structure resulting in changes in its operating segments and reporting units to reflect how the followingCEO, who is the chief operating decision maker, manages the Company, including allocating resources and measuring performance. Citi reorganized its reporting into three operating segments: Institutional 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 Banking (GCB)and Mexico Consumer/SBMM businesses that Citi intends to exit, and its remaining Legacy Holdings Assets. Activities
Corporate/Other includes activities not assigned to the operating segments, as well as certain North America legacy consumer loan portfolios, discontinued operations and other legacy assets, were included in Corporate/Other.
The operating segments are determined based on how management allocates resources and measures financial performance to make business decisions, and are reflective of the types of customers served, and products and services provided.
ICG consisted of Banking and Markets and securities services, providing institutional, public sector and high-net-worth clients in 95 countries and jurisdictions with a broad range of banking and financial products and services.
GCB included 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 consisted of three GCB reporting units: North America, Latin America and Asia (including consumer banking activities in certain EMEA countries).
Corporate/Other included certain unallocated costs of global functions, other corporate expenses and net treasury results, offsets to certain line-item reclassifications and eliminations, and unallocated taxes.taxes, as well as discontinued operations.

BeginningRevenues and expenses directly associated with each respective business segment or component are included in 2021, Citi changed its allocation for certain recurringdetermining respective operating results. Other revenues and expenses that are not directly attributable to the operating segmentsa particular business segment or component are generally allocated from Corporate/Other to GCB and ICG. Thesebased on respective net revenues, non-interest expenses include incremental investments related to risks and controls, technology capabilities and information security initiatives, as well as some incremental spend related to the pandemic. The prior-period reportable operating segment results have been revised to conform to the current-year presentation for all periods to reflect this revised allocation methodology. Citi’s consolidated results were unchanged for all periods presented asor other relevant measures.
As a result of revenues and expenses from transactions with other operating segments or component being treated as transactions with external parties for purposes of segment disclosures, the changes discussed above.Company includes intersegment eliminations within
As part of its strategic refresh, Citi is making management reporting changesCorporate/Other to align with its vision and strategy, includingreconcile the business segment results to assist Citi in decisions about resources and capital allocation and to assess business performance. In the first quarter of 2022, Citi plans to revise its financial reporting structure to align with these management reporting changes.Citi’s consolidated results.
The accounting policies of these operating segments are the same as those disclosed in Note 1 to the Consolidated Financial Statements.1.



162


The following table presents certain information regarding the Company’s continuing operations by operating segment and Corporate/Other:






Revenues,
net of interest expense(1)
Provision (benefits)
for income taxes
Income (loss) from
continuing operations(2)
Identifiable assets
In millions of dollars, except identifiable assets in billions20212020201920212020201920212020201920212020
Institutional Clients Group$43,887 $45,088 $39,824 $4,524 $3,303 $3,524 $15,763 $11,553 $12,776 $1,762 $1,730 
Global Consumer Banking27,330 30,342 33,221 1,745 143 1,708 6,046 663 5,579 432 434 
Corporate/Other667 71 2,022 (818)(921)(802)209 (1,109)1,116 97 96 
Total$71,884 $75,501 $75,067 $5,451 $2,525 $4,430 $22,018 $11,107 $19,471 $2,291 $2,260 
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 $34.2$34.4 billion, $36.8$34.4 billion and $34.1$37.1 billion; in EMEA of $13.1$14.9 billion, $13.0$13.4 billion and $12.2$13.4 billion; in Latin America of $9.9 billion, $9.2 billion $9.4 billion and $10.6$9.4 billion; and in Asia of $14.7 billion, $16.2$14.4 billion and $16.2$15.8 billion in 2022, 2021 2020 and 2019,2020, respectively. These regional numbers exclude Corporate/Other, which largely reflects U.S. activities.
(2)    Includes pretax provisions for credit losses and for benefits and claimstotal Citi identifiable assets (excluding Corporate/Other), in the ICG resultsNorth America of $(2.9)$776 billion, $5.6$709 billion and $0.6$741 billion; in the GCB resultsEMEA of $(0.5)$773 billion, $11.7$742 billion and $7.9$684 billion; in Latin America of $184 billion, $179 billion and $180 billion; and in theAsia of $588 billion, $572 billion and $572 billion in 2022, 2021 and 2020, respectively. These regional numbers exclude Corporate/Other results, 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 $(0.4) billion, $0.2 billion and $(0.1) billionCiti’s long-lived assets are located in 2021, 2020 and 2019, respectively.

the U.S.
161163


4.  INTEREST REVENUE AND EXPENSE

Interest revenue and Interest expense consisted of the following:

In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
Interest revenueInterest revenue Interest revenue 
Consumer loansConsumer loans$28,391 $26,408 $27,763 
Corporate loansCorporate loans12,851 9,032 12,422 
Loan interest, including feesLoan interest, including fees$35,440 $40,185 $47,751 Loan interest, including fees$41,242 $35,440 $40,185 
Deposits with banksDeposits with banks577 928 2,682 Deposits with banks4,515 577 928 
Securities borrowed and purchased under agreements to resellSecurities borrowed and purchased under agreements to resell1,052 2,283 6,872 Securities borrowed and purchased under agreements to resell7,154 1,052 2,283 
Investments, including dividendsInvestments, including dividends7,388 7,989 9,860 Investments, including dividends11,214 7,388 7,989 
Trading account assets(2)
5,365 6,125 7,672 
Other interest-bearing assets653 579 1,673 
Trading account assets(1)
Trading account assets(1)
7,418 5,365 6,125 
Other interest-bearing assets(2)
Other interest-bearing assets(2)
2,865 653 579 
Total interest revenueTotal interest revenue$50,475 $58,089 $76,510 Total interest revenue$74,408 $50,475 $58,089 
Interest expenseInterest expense Interest expense 
Deposits(1)
$2,896 $5,334 $11,852 
DepositsDeposits$11,559 $2,896 $5,334 
Securities loaned and sold under agreements to repurchaseSecurities loaned and sold under agreements to repurchase1,012 2,077 6,263 Securities loaned and sold under agreements to repurchase4,455 1,012 2,077 
Trading account liabilities(2)
482 628 1,308 
Short-term borrowings and other interest-bearing liabilities121 630 2,465 
Trading account liabilities(1)
Trading account liabilities(1)
1,437 482 628 
Short-term borrowings and other interest-bearing liabilities(3)
Short-term borrowings and other interest-bearing liabilities(3)
2,488 121 630 
Long-term debtLong-term debt3,470 4,669 6,494 Long-term debt5,801 3,470 4,669 
Total interest expenseTotal interest expense$7,981 $13,338 $28,382 Total interest expense$25,740 $7,981 $13,338 
Net interest incomeNet interest income$42,494 $44,751 $48,128 Net interest income$48,668 $42,494 $44,751 
Provision for credit losses on loans(3,103)15,922 8,218 
Provision (benefit) for credit losses on loansProvision (benefit) for credit losses on loans4,745 (3,103)15,922 
Net interest income after provision for credit losses on loansNet interest income after provision for credit losses on loans$45,597 $28,829 $39,910 Net interest income after provision for credit losses on loans$43,923 $45,597 $28,829 

(1)During 2021, Citi reclassified deposit insurance expenses from Interest expense to Other operating expenses for all periods presented. Amounts reclassified for each year were $1,207 million for 2021, $1,203 million for 2020 and $781 million for 2019. For additional information, see Note 1 to the Consolidated Financial Statements.
(2)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.

162164


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. 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 $538 million, $639 million $495 million and $485$495 million of revenue related to such variable consideration for the years ended December 31, 2022, 2021 2020 and 2019,2020, 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. Citi’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, and,which, to the extent that the increase in net credit losses reduces Citi’s liability for the partners’ share for a given program year, it 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 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 $201 million, $260 million $290 million and $322$290 million of revenue related to such variable consideration for the years ended December 31, 2022, 2021 2020 and 2019,2020, 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











163

The following table presents Commissions and fees revenue:

202120202019202220212020
In millions of dollarsIn millions of dollarsICGGCBCorp/OtherTotalICGGCBCorp/OtherTotalICGGCBCorp/OtherTotalIn millions of dollarsICGPBWMLFTotalICGPBWMLFTotalICGPBWMLFTotal
Investment bankingInvestment banking$6,007 $— $— $6,007 $4,483 $— $— $4,483 $3,767 $— $— $3,767 Investment banking$3,084 $— $— $3,084 $6,007 $— $— $6,007 $4,483 $— $— $4,483 
Brokerage commissionsBrokerage commissions2,080 1,156 — 3,236 1,986 974 — 2,960 1,771 841 — 2,612 Brokerage commissions1,570 767 209 2,546 1,770 1,035 431 3,236 1,700 874 386 2,960 
Credit card and bank card income
Credit and bank card incomeCredit and bank card income
Interchange feesInterchange fees817 9,004 — 9,821 703 7,301 — 8,004 1,222 8,621 — 9,843 Interchange fees1,207 9,452 846 11,505 817 8,119 885 9,821 704 6,526 774 8,004 
Card-related loan feesCard-related loan fees28 667 — 695 23 626 — 649 60 718 — 778 Card-related
loan fees		44 256 289 589 27 292 376 695 22 241 386 649 
Card rewards and partner payments(1)
Card rewards and partner payments(1)
(405)(9,830)— (10,235)(380)(8,293)— (8,673)(691)(8,883)— (9,574)
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)
Deposit-related fees(2)
1,044 287 — 1,331 958 376 — 1,334 1,048 470 — 1,518 
Deposit-related fees(2)
1,061 157 56 1,274 1,034 196 101 1,331 936 255 143 1,334 
Transactional service feesTransactional service fees1,003 95 — 1,098 886 88 — 974 824 123 — 947 Transactional service fees1,057 17 95 1,169 968 22 108 1,098 857 20 97 974 
Corporate finance(3)
Corporate finance(3)
709 — — 709 457 — — 457 616 — — 616 
Corporate finance(3)
454 4 — 458 705 4 — 709 453 4 — 457 
Insurance distribution revenueInsurance distribution revenue11 462 — 473 11 492 — 503 12 524 — 536 Insurance distribution revenue— 217 129 346 — 309 164 473 — 318 185 503 
Insurance premiumsInsurance premiums— 94 — 94 — 125 — 125 — 186 — 186 Insurance premiums— 4 87 91 — 10 84 94 — 6 119 125 
Loan servicingLoan servicing43 40 15 98 82 30 25 137 78 55 21 154 Loan servicing39 48 16 103 43 38 17 98 80 28 29 137 
OtherOther104 237 4 345 118 310 4 432 99 261 3 363 Other20 185 141 346 20 186 139 345 15 300 117 432 
Total commissions and fees(4)
Total commissions and fees(4)
$11,441 $2,212 $19 $13,672 $9,327 $2,029 $29 $11,385 $8,806 $2,916 $24 $11,746 
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-sharingpartner 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-sharingpartner sharing agreements, program expenses include net credit losses and, to the extent that thean 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 $100 million and $127$100 million for the years ended December 31, 2022, 2021 2020 and 2019,2020, 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 $(7,160) million and $(7,695)$(7,160) million not accounted for under ASC 606, Revenue from Contracts with Customers, for the years ended December 31, 2022, 2021 2020 and 2019,2020, 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

164166


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 assets 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:

202120202019202220212020
In millions of dollarsIn millions of dollarsICGGCBCorp/OtherTotalICGGCBCorp/OtherTotalICGGCBCorp/OtherTotalIn millions of dollarsICGPBWMLFTotalICGPBWMLFTotalICGPBWMLFTotal
Custody fees(1)Custody fees(1)$1,872 $25 $1 $1,898 $1,590 $29 $38 $1,657 $1,453 $16 $73 $1,542 Custody fees(1)$1,781 $87 $9 $1,877 $1,793 $91 $14 $1,898 $1,557 $80 $20 $1,657 
Fiduciary feesFiduciary fees798 659 7 1,464 668 602 4 1,274 647 621 28 1,296 Fiduciary fees284 752 314 1,350 250 778 436 1,464 234 623 417 1,274 
Guarantee feesGuarantee fees569 8 4 581 529 7 5 541 558 8 7 573 Guarantee fees508 43 6 557 528 45 8 581 495 38 8 541 
Total administration and other fiduciary fees(1)(2)
Total administration and other fiduciary fees(1)(2)
$3,239 $692 $12 $3,943 $2,787 $638 $47 $3,472 $2,658 $645 $108 $3,411 
Total administration and other fiduciary fees(1)(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 $541 million and $573$541 million for the years ended December 31, 2022, 2021 2020 and 2019,2020, respectively, that are not accounted for under ASC 606, Revenue from Contracts with Customers. These generally include guarantee fees.
LF    Legacy Franchises

165167


6. PRINCIPAL TRANSACTIONS

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 each trading desk.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 income 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 income 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 dollarsIn millions of dollars202120202019In millions of dollars202220212020
Interest rate risks(1)
Interest rate risks(1)
$2,790 $5,561 $3,831 
Interest rate risks(1)
$3,940 $1,993 $4,668 
Foreign exchange risks(2)
Foreign exchange risks(2)
3,886 4,158 3,850 
Foreign exchange risks(2)
6,593 4,668 4,923 
Equity risks(3)
Equity risks(3)
2,197 1,343 808 
Equity risks(3)
1,858 2,197 1,431 
Commodity and other risks(4)
Commodity and other risks(4)
1,123 1,133 546 
Commodity and other risks(4)
1,801 1,123 1,140 
Credit products and risks(5)
Credit products and risks(5)
158 1,690 (143)
Credit products and risks(5)
(33)173 1,723 
TotalTotal$10,154 $13,885 $8,892 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.
166168


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.
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 are subject to mandatory deferrals of incentive pay and generally receive 25%15%–60% of their awards in the form of deferred stock andor deferred cash stock 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).
For incentive awards granted in 2022, Citigroup changed the annual deferred compensation structure from granting deferred cash awards for certain regulated employees to deferred stock awards. Certain employees located in countries that have regulations or tax advantages for offering deferred cash or deferred cash stock units received those types of awards as a part of 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 deferred annual 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- 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 may be subject to performance conditions and are subject to one or more cancellation and clawback provisions that apply in certain circumstances, including gross misconduct.












Outstanding (Unvested) Stock Awards
A summary of the status of unvested stock awards granted as discretionary annual incentive or sign-on and replacement awards is presented below:

Unvested stock awardsUnvested stock awardsSharesWeighted-
average grant
date fair
value per share		Unvested stock awardsSharesWeighted-
average grant
date fair
value per share
Unvested at December 31, 202028,226,292 $69.25 
Unvested at December 31, 2021Unvested at December 31, 202131,644,684 $66.22 
Granted(1)
Granted(1)
17,535,978 62.10 
Granted(1)
25,729,643 65.07 
CanceledCanceled(1,453,029)67.01 Canceled(2,007,260)65.94 
Vested(2)
Vested(2)
(12,664,557)67.17 
Vested(2)
(13,458,860)67.17 
Unvested at December 31, 202131,644,684 $66.22 
Unvested at December 31, 2022Unvested at December 31, 202241,908,207 $65.23 

(1)The weighted-average fair value of the shares granted during 2021 and 2020 was $62.10 and 2019 was $76.68, and $61.78, respectively.
(2)The weighted-average fair value of the shares vesting during 20212022 was approximately $64.23$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 $654$862 million at December 31, 2021.2022. The cost is expected to be recognized over a weighted-average period of 1.61.7 years.

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Performance Share Units
Executive officers were awarded performance share units (PSUs) every February from 20182019 to 2021,2022, for performance in the year prior to the award date based on two performance metrics. For PSUs awarded in 2018, 2019 and 2020, those metrics were return on tangible common equity and earnings per share. For PSUs awards in 2021 and 2022, the 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 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 are accrued and paid on the number of earned PSUs after the end of the performance period.
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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 assumptionsValuation assumptions202120202019Valuation assumptions202220212020
Expected volatilityExpected volatility40.88 %22.26 %25.33 %Expected volatility37.01 %40.88 %22.26 %
Expected dividend yieldExpected dividend yield4.21 2.82 2.67 Expected dividend yield2.96 4.21 2.82 

A summary of the performance share unit activity for 20212022 is presented below:

Performance share unitsPerformance share unitsUnitsWeighted-
average grant
date fair
value per unit		Performance share unitsUnitsWeighted-
average grant
date fair
value per unit
Outstanding, beginning of yearOutstanding, beginning of year1,333,803 $79.39 Outstanding, beginning of year1,274,273 $77.67 
Granted(1)
Granted(1)
418,098 78.55 
Granted(1)
531,824 71.04 
CanceledCanceled(344,131)83.24 Canceled(62,875)72.83 
Payments(133,497)83.24 
Payments(2)
Payments(2)
(461,087)72.83 
Outstanding, end of yearOutstanding, end of year1,274,273 $77.67 Outstanding, end of year1,282,135 $76.90 

(1)     The weighted-average grant date fair value per unit awarded in 2021 and 2020 was $78.55 and 2019$83.45, respectively.
(2)    The value of the payments was $83.45 and $72.83, respectively.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. Eligible employees were notified of their award under the program in November 2021. Performance under the program is divided into three consecutive periods, ending on December 31, 2022, 2023 and 2024. The awards will beare subject to variable accounting, pursuant to which the associated value of the award will fluctuate with the attainment of the performance conditions for each tranche and changes to Citigroup’s stock price. The amortization commenced afterprice for the service inception date of November 2021.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 isare provided for in the event of misconduct and certain other circumstances. The 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 Program
All outstanding options were fully vested at December 31, 2020 and exercised during 2021, with none outstanding at December 31, 2022 and 2021.

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Stock Option Programs
All outstanding stock options are 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: 

 202120202019
 OptionsWeighted-
average
exercise
price		Intrinsic
value
per share		OptionsWeighted-
average
exercise
price		Intrinsic
value
per share		OptionsWeighted-
average
exercise
price		Intrinsic
value
per share
Outstanding, beginning of year166,650 $47.42 $14.24 166,650 $47.42 $32.47 762,225 $101.84 $— 
Canceled— — — — — — (11,365)40.80 — 
Expired— — — — — — (449,916)142.30 — 
Exercised(166,650)52.50 20.49 — — — (134,294)39.00 23.50 
Outstanding, end of year— $— $— 166,650 $47.42 $14.24 166,650 $47.42 $32.47 
Exercisable, end of year—  166,650   166,650   

As of December 31, 2021, Citigroup no longer has any stock options outstanding.


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 expense each year equal to the grant date fair value of the awards that it estimates will be granted in the 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 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 stock 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 sale-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 P&CCPC Committee (or its predecessor), which is composed entirely of independent non-employee directors.
AtOn December 31, 2021,2022, approximately 39.048.0 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.
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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 2018 to 2021, and for the first quarter of 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.























169

Incentive Compensation Cost
The following table shows components of compensation expense, relating to certain of the incentive compensation programs described above:

In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
Charges for estimated awards to retirement-eligible colleagues$807 $748 $683 
Charges for estimated awards to retirement-eligible employeesCharges for estimated awards to retirement-eligible employees$742 $807 $748 
Amortization of deferred cash awards, deferred cash stock units and performance stock unitsAmortization of deferred cash awards, deferred cash stock units and performance stock units384 201 355 Amortization of deferred cash awards, deferred cash stock units and performance stock units463 384 201 
Immediately vested stock award expense(1)
Immediately vested stock award expense(1)
99 95 82 
Immediately vested stock award expense(1)
101 99 95 
Amortization of restricted and deferred stock awards(2)
Amortization of restricted and deferred stock awards(2)
395 420 404 
Amortization of restricted and deferred stock awards(2)
533 395 420 
Other variable incentive compensationOther variable incentive compensation435 627 666 Other variable incentive compensation304 435 627 
TotalTotal$2,120 $2,091 $2,190 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 colleagues.


employees.

170171


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, 2021.2022. 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 Pension plansPostretirement benefit plans
U.S. plansNon-U.S. plansU.S. plansNon-U.S. plans U.S. plansNon-U.S. plansU.S. plansNon-U.S. plans
In millions of dollarsIn millions of dollars202120202019202120202019202120202019202120202019In millions of dollars202220212020202220212020202220212020202220212020
Benefits earned during the year$— $— $1 $149 $147 $146 $— $— $— $6 $7 $8 
Service costService cost$— $— $— $116 $149 $147 $— $— $— $2 $6 $7 
Interest cost on benefit obligationInterest cost on benefit obligation351 378 469 268 246 287 13 17 24 96 93 104 Interest cost on benefit obligation442 351 378 329 268 246 16 13 17 90 96 93 
Expected return on assetsExpected return on assets(683)(824)(821)(253)(245)(281)(13)(17)(18)(84)(77)(84)Expected return on assets(612)(683)(824)(263)(253)(245)(11)(13)(17)(69)(84)(77)
Amortization of unrecognized:Amortization of unrecognized:        Amortization of unrecognized:        
Prior service cost (benefit)Prior service cost (benefit)2 2 2 (6)5 (4)(9)(2)— (9)(9)(10)Prior service cost (benefit)2 2 2 (7)(6)5 (9)(9)(2)(8)(9)(9)
Net actuarial loss (gain)Net actuarial loss (gain)228 233 200 62 70 61 (3)— — 13 20 23 Net actuarial loss (gain)162 228 233 58 62 70 (9)(3)— 6 13 20 
Curtailment loss (gain)(1)
Curtailment loss (gain)(1)
— — 1 1 (8)(6)— — — — — — 
Curtailment loss (gain)(1)
— — — (22)1 (8)— — — — — — 
Settlement loss (gain)(1)
Settlement loss (gain)(1)
— — — 10 (1)6 — — — — — — 
Settlement loss (gain)(1)
— — — (15)10 (1)— — — — — — 
Total net (benefit) expenseTotal net (benefit) expense$(102)$(211)$(148)$231 $214 $209 $(12)$(2)$6 $22 $34 $41 Total net (benefit) expense$(6)$(102)$(211)$196 $231 $214 $(13)$(12)$(2)$21 $22 $34 

(1)Losses (gains) due to curtailmentCurtailment and settlement relate to repositioning and 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 20212022 or 2020.2021.
The following table summarizes the Company’s actual contributions for the years ended December 31, 20212022 and 2020,2021, as well as expected Company contributions for 2022.2023. 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)
Pension plans(1)
Postretirement benefit plans(1)
U.S. plans(2)
Non-U.S. plansU.S. plansNon-U.S. plans
U.S. plans(2)
Non-U.S. plansU.S. plansNon-U.S. plans
In millions of dollarsIn millions of dollars202220212020202220212020202220212020202220212020In millions of dollars202320222021202320222021202320222021202320222021
Contributions made by the CompanyContributions made by the Company$— $— $— $74 $104 $115 $— $— $— $3 $3 $4 Contributions made by the Company$— $— $— $71 $158 $104 $— $— $— $4 $4 $3 
Benefits paid directly by (reimbursements to) the Company(3)
Benefits paid directly by (reimbursements to) the Company(3)
57 56 56 413 51 43 5 22 (15)6 5 5 
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 20222023 are expected amounts.
(2)     The U.S. pension plans include benefits paid directly by the Company for the nonqualified pension plans.
(3)    Estimated 2022 benefit payments have increased due to the wind-down of Citi’s consumer banking business in Korea, as it is expected that employees who elected the VERP plan will be withdrawing their pension plan assets.Korea. See Note 2 to the Consolidated Financial Statements for additional information.

171172


Funded Status and Accumulated Other Comprehensive Income (AOCI)
The following table summarizes the funded status and amounts recognized on the Consolidated Balance Sheet for the Company’s pension and postretirement plans:

Pension plansPostretirement benefit plans Pension plansPostretirement benefit plans
U.S. plansNon-U.S. plansU.S. plansNon-U.S. plansU.S. plansNon-U.S. plansU.S. plansNon-U.S. plans
In millions of dollarsIn millions of dollars20212020202120202021202020212020In millions of dollars20222021202220212022202120222021
Change in projected benefit obligation       
Change in benefit obligationChange in benefit obligation       
Projected benefit obligation at beginning of year$13,815 $13,453 $8,629 $8,105 $559 $692 $1,390 $1,384 
Benefit obligation at beginning of yearBenefit obligation at beginning of year$12,766 $13,815 $8,001 $8,629 $501 $559 $1,169 $1,390 
Benefits earned during the year— — 149 147 — — 6 7 
Service costService cost— — 116 149 — — 2 6 
Interest cost on benefit obligationInterest cost on benefit obligation351 378 268 246 13 17 96 93 Interest cost on benefit obligation442 351 329 268 16 13 90 96 
Plan amendments(1)
Plan amendments(1)
— — 6 (4)— (104)— — 
Plan amendments(1)
— — — 6 — — — — 
Actuarial (gain) loss(2)
(447)950 (344)518 (28)(18)(110)30 
Benefits paid, net of participants’ contributions and government subsidy(3)
(953)(966)(345)(298)(43)(28)(78)(64)
Actuarial (gain)(2)
Actuarial (gain)(2)
(2,522)(447)(1,168)(344)(95)(28)(100)(110)
Benefits paid, net of participants’ contributionsBenefits paid, net of participants’ contributions(945)(953)(397)(345)(47)(43)(72)(78)
Settlement gain(4)
— — (124)(110)— — — — 
Curtailment gain(4)
— — (30)(14)— — — — 
DivestituresDivestitures— — (22)— — — — — 
Settlement(4)
Settlement(4)
— — (364)(124)— — — — 
Curtailment(4)
Curtailment(4)
— — (35)(30)— — — — 
Foreign exchange impact and otherForeign exchange impact and other— — (208)39 — — (135)(60)Foreign exchange impact and other— — (85)(208)— — (76)(135)
Projected benefit obligation at year end$12,766 $13,815 $8,001 $8,629 $501 $559 $1,169 $1,390 
Benefit obligation at year endBenefit obligation at year end$9,741 $12,766 $6,375 $8,001 $375 $501 $1,013 $1,169 
Change in plan assetsChange in plan assets       Change in plan assets       
Plan assets at fair value at beginning of yearPlan assets at fair value at beginning of year$13,309 $12,717 $7,831 $7,556 $331 $345 $1,146 $1,127 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)
Actual return on assets(2)
565 1,502 217 584 9 29 97 129 
Actual return on assets(2)
(1,942)565 (1,212)217 (33)9 (75)97 
Company contributions (reimbursements)56 56 155 158 22 (15)8 9 
Company contributions, net of reimbursementsCompany contributions, net of reimbursements55 56 495 155 14 22 9 8 
Benefits paid, net of participants’ contributions and government subsidy(3)
(953)(966)(345)(298)(43)(28)(78)(64)
Settlement gain(4)
— — (124)(110)— — — — 
Benefits paid, net of participants’ contributionsBenefits paid, net of participants’ contributions(945)(953)(397)(345)(47)(43)(72)(78)
DivestituresDivestitures— — (11)— — — — — 
Settlement(4)
Settlement(4)
— — (364)(124)— — — — 
Foreign exchange impact and otherForeign exchange impact and other— — (120)(59)— — (130)(55)Foreign exchange impact and other— — (39)(120)— — (50)(130)
Plan assets at fair value at year endPlan assets at fair value at year end$12,977 $13,309 $7,614 $7,831 $319 $331 $1,043 $1,146 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 plansFunded status of the plansFunded status of the plans
Qualified plans(5)
Qualified plans(5)
$894 $230 $(387)$(798)$(182)$(228)$(126)$(244)
Qualified plans(5)
$949 $894 $(289)$(387)$(122)$(182)$(158)$(126)
Nonqualified plans(6)(3)
Nonqualified plans(6)(3)
(683)(736)— — — — — — 
Nonqualified plans(6)(3)
(545)(683)— — — — — — 
Funded status of the plans at year endFunded status of the plans at year end$211 $(506)$(387)$(798)$(182)$(228)$(126)$(244)Funded status of the plans at year end$404 $211 $(289)$(387)$(122)$(182)$(158)$(126)
Net amount recognized        
Net amount recognized at year endNet amount recognized at year end        
Qualified plansQualified plansQualified plans
Benefit assetBenefit asset$894 $230 $963 $741 $— $— $165 $25 Benefit asset$949 $894 $799 $963 $— $— $28 $165 
Benefit liabilityBenefit liability— — (1,350)(1,539)(182)(228)(291)(269)Benefit liability— — (1,088)(1,350)(122)(182)(186)(291)
Qualified plansQualified plans$894 $230 $(387)$(798)$(182)$(228)$(126)$(244)Qualified plans$949 $894 $(289)$(387)$(122)$(182)$(158)$(126)
Nonqualified plansNonqualified plans(683)(736)— — — — — — Nonqualified plans(545)(683)— — — — — — 
Net amount recognized on the balance sheetNet amount recognized on the balance sheet$211 $(506)$(387)$(798)$(182)$(228)$(126)$(244)Net amount recognized on the balance sheet$404 $211 $(289)$(387)$(122)$(182)$(158)$(126)
Amounts recognized in AOCI(7)
    
Amounts recognized in AOCI at year end(1)
Amounts recognized in AOCI at year end(1)
    
Net transition obligationNet transition obligation$— $— $— $— $— $— $— $— Net transition obligation$— $— $— $— $— $— $— $— 
Prior service (cost) benefitPrior service (cost) benefit(8)(10)5 12 92 101 47 63 Prior service (cost) benefit(6)(8)7 5 82 92 36 47 
Net actuarial (loss) gainNet actuarial (loss) gain(6,575)(7,132)(1,400)(1,863)77 56 (182)(348)Net actuarial (loss) gain(6,445)(6,575)(1,671)(1,400)120 77 (206)(182)
Net amount recognized in equity (pretax)Net amount recognized in equity (pretax)$(6,583)$(7,142)$(1,395)$(1,851)$169 $157 $(135)$(285)Net amount recognized in equity (pretax)$(6,451)$(6,583)$(1,664)$(1,395)$202 $169 $(170)$(135)
Accumulated benefit obligation at year endAccumulated benefit obligation at year end$12,765 $13,812 $7,559 $8,116 $501 $559 $1,169 $1,390 Accumulated benefit obligation at year end$9,740 $12,765 $6,051 $7,559 $375 $501 $1,013 $1,169 

(1)The U.S. postretirement benefit plan was amended in 2020 to move grandfathered Medicare-eligible retirees to the Medicare individual marketplace.
(2)During 2021, the actuarial gain was primarily due to the increase in global discount rates partially offset by lower than expected asset returns. During 2020, the actuarial loss was primarily due to the decline in global discount rates partially offset by favorable asset returns.
(3)U.S. postretirement benefit plans were net of Employer Group Waiver Plan subsidies of $11 million and $40 million in 2021 and 2020, respectively.
(4)Curtailment and settlement gains relate to repositioning and divestiture activities.
(5)The U.S. qualified pension plan was fully funded under specified Employee Retirement Income Security Act (ERISA) funding rules as of January 1, 2022 and no minimum required funding is expected for 2022.
(6)The nonqualified plans of the Company are unfunded.
172

(7)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 plansSignificant 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.
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The following table shows the change in AOCI related to the Company’s pension, postretirement and post employment plans:

In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
Beginning of year balance, net of tax(1)(2)
Beginning of year balance, net of tax(1)(2)
$(6,864)$(6,809)$(6,257)
Beginning of year balance, net of tax(1)(2)
$(5,852)$(6,864)$(6,809)
Actuarial assumptions changes and plan experienceActuarial assumptions changes and plan experience963 (1,464)(2,300)Actuarial assumptions changes and plan experience3,923 963 (1,464)
Net asset gain (loss) due to difference between actual and expected returnsNet asset gain (loss) due to difference between actual and expected returns(148)1,076 1,427 Net asset gain (loss) due to difference between actual and expected returns(4,225)(148)1,076 
Net amortizationNet amortization280 318 274 Net amortization198 280 318 
Prior service credit (cost)Prior service credit (cost)(7)108 (7)Prior service credit (cost)— (7)108 
Curtailment/settlement gain(3)
11 (8)1 
Curtailment/settlement gain (loss)(3)
Curtailment/settlement gain (loss)(3)
(37)11 (8)
Foreign exchange impact and otherForeign exchange impact and other153 (108)(66)Foreign exchange impact and other172 153 (108)
Change in deferred taxes, netChange in deferred taxes, net(240)23 119 Change in deferred taxes, net66 (240)23 
Change, net of taxChange, net of tax$1,012 $(55)$(552)Change, net of tax$97 $1,012 $(55)
End of year balance, net of tax(1)(2)
End of year balance, net of tax(1)(2)
$(5,852)$(6,864)$(6,809)
End of year balance, net of tax(1)(2)
$(5,755)$(5,852)$(6,864)

(1)See Note 19 to the Consolidated Financial Statements20 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 repositioning and divestiture activities.

At December 31, 20212022 and 2020,2021, 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 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
U.S. plans(1)
Non-U.S. plans
U.S. plans(1)
Non-U.S. plans
In millions of dollarsIn millions of dollars20212020202120202021202020212020In millions of dollars20222021202220212022202120222021
Projected benefit obligationProjected benefit obligation$683 $736 $3,966 $4,849 $683 $736 $3,809 $4,723 Projected benefit obligation$545 $683 $3,463 $3,966 $545 $683 $3,315 $3,809 
Accumulated benefit obligationAccumulated benefit obligation682 734 3,574 4,400 682 734 3,477 4,329 Accumulated benefit obligation545 683 3,179 3,574 545 682 3,088 3,477 
Fair value of plan assetsFair value of plan assets— — 2,616 3,310 — — 2,486 3,212 Fair value of plan assets— — 2,374 2,616 — — 2,252 2,486 

(1)As of December 31, 20212022 and 2020,2021, 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.

173174


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 endAt year end20212020At year end20222021
Discount rateDiscount rate Discount rate 
U.S. plansU.S. plans  U.S. plans  
Qualified pensionQualified pension2.80%2.45%Qualified pension5.50%2.80%
Nonqualified pensionNonqualified pension2.802.35Nonqualified pension5.552.80
PostretirementPostretirement2.752.20Postretirement5.602.75
Non-U.S. pension plansNon-U.S. pension plansNon-U.S. pension plans
Range(1)
Range(1)
 -0.10 to 11.95 -0.25 to 11.15
Range(1)
 1.75 to 25.20 -0.10 to 11.95
Weighted averageWeighted average3.963.14Weighted average6.663.96
Non-U.S. postretirement plansNon-U.S. postretirement plansNon-U.S. postretirement plans
RangeRange1.05 to 10.000.80 to 8.55Range3.25 to 10.601.05 to 10.00
Weighted averageWeighted average8.287.42Weighted average9.808.28
Future compensation increase rate(2)
Future compensation increase rate(2)
Future compensation increase rate(2)
Non-U.S. pension plansNon-U.S. pension plansNon-U.S. pension plans
RangeRange1.30 to 11.251.20 to 11.25Range1.30 to 23.111.30 to 11.25
Weighted averageWeighted average3.103.10Weighted average3.763.10
Expected return on assetsExpected return on assetsExpected return on assets
U.S. plansU.S. plansU.S. plans
Qualified pensionQualified pension5.005.80Qualified pension5.705.00
Postretirement(3)
Postretirement(3)
5.00/1.505.80/1.50
Postretirement(3)
5.70/3.005.00/1.50
Non-U.S. pension plansNon-U.S. pension plansNon-U.S. pension plans
RangeRange0.00 to 11.500.00 to 11.50Range1.00 to 11.500.00 to 11.50
Weighted averageWeighted average3.693.39Weighted average6.053.69
Non-U.S. postretirement plansNon-U.S. postretirement plansNon-U.S. postretirement plans
RangeRange6.00 to 8.005.95 to 8.00Range8.70 to 9.106.00 to 8.00
Weighted averageWeighted average7.997.99Weighted average8.707.99

(1)    In 2021, Duedue 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 20212022 and 2020,2021, the expected return on assets for the VEBA Trust was 3.00% and 1.50%.


, respectively.
During the yearDuring the year202120202019During the year202220212020
Discount rateDiscount rate Discount rate 
U.S. plansU.S. plans U.S. plans 
Qualified pensionQualified pension2.45%/3.10%/ 2.75%/2.80%3.25%/3.20%/ 2.60%/2.55%4.25%/3.85%/ 3.45%/3.10%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 pensionNonqualified pension2.35/3.00/ 2.70/2.753.25/3.25/ 2.55/2.504.25/3.90/ 3.50/3.10Nonqualified pension2.80/3.85/ 4.80/5.602.35/3.00/ 2.70/2.753.25/3.25/ 2.55/2.50
PostretirementPostretirement2.20/2.85/ 2.60/2.653.15/3.20/ 2.45/2.354.20/3.80/ 3.35/3.00Postretirement2.75/3.85/ 4.75/5.652.20/2.85/ 2.60/2.653.15/3.20/ 2.45/2.35
Non-U.S. pension plans(1)
Non-U.S. pension plans(1)
Non-U.S. pension plans(1)
Range(2)
Range(2)
-0.25 to 11.15 -0.10 to 11.30-0.05 to 12.00
Range(2)
-0.10 to 11.95 -0.25 to 11.15-0.10 to 11.30
Weighted averageWeighted average3.143.654.47Weighted average3.963.143.65
Non-U.S. postretirement plans(1)
Non-U.S. postretirement plans(1)
Non-U.S. postretirement plans(1)
RangeRange0.80 to 9.800.90 to 9.751.75 to 10.75Range1.05 to 11.250.80 to 9.800.90 to 9.75
Weighted averageWeighted average7.427.769.05Weighted average8.287.427.76
Future compensation increase rate(3)
Future compensation increase rate(3)
Future compensation increase rate(3)
Non-U.S. pension plans(1)
Non-U.S. pension plans(1)
Non-U.S. pension plans(1)
RangeRange1.20 to 11.251.50 to 11.501.30 to 13.67Range1.30 to 11.251.20 to 11.251.50 to 11.50
Weighted averageWeighted average3.103.173.16Weighted average3.103.103.17
Expected return on assetsExpected return on assetsExpected return on assets
U.S. plansU.S. plansU.S. plans
Qualified pension(4)
Qualified pension(4)
5.80/5.60/5.60/5.006.706.70
Qualified pension(4)
5.005.80/5.60/ 5.60/5.006.70
Postretirement(4)
Postretirement(4)
5.80/1.506.70/3.00
Postretirement(4)
5.00/1.505.80/5.60/ 5.00/1.506.70/3.00
Non-U.S. pension plans(1)
Non-U.S. pension plans(1)
Non-U.S. pension plans(1)
RangeRange0.00 to 11.500.00 to 11.501.00 to 11.50Range0.00 to 11.500.00 to 11.50
Weighted averageWeighted average3.393.954.30Weighted average3.693.393.95
Non-U.S. postretirement plans(1)
Non-U.S. postretirement plans(1)
Non-U.S. postretirement plans(1)
RangeRange5.95 to 8.006.20 to 8.008.00 to 9.20Range6.00 to 8.005.95 to 8.006.20 to 8.00
Weighted averageWeighted average7.997.998.01Weighted average7.997.99

(1)    Reflects rates utilized to determine the quarterly expense for Significant non-U.S. pension and postretirement plans.
(2)    DueIn 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 loweredadjusted 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 to reflect the change in target asset allocation.2021.

175


174

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. Effective December 31, 2019,Where available, the established rounding convention is to the nearest 5 bpsresulting plan yields by jurisdiction are compared with published, high-quality corporate bond indices for all countries.reasonableness.

Expected Return on Assets
The Company determines its assumptions for the expected return on 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 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 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 return on assets used in determining the Company’s pension expense compared to the actual return on assets during 2022, 2021 2020 and 20192020 for the U.S. pension and postretirement plans:

U.S. plans
(During the year)
U.S. plans
(During the year)
202120202019
U.S. plans
(During the year)
202220212020
Expected return on assetsExpected return on assetsExpected return on assets
U.S. pension and postretirement trustU.S. pension and postretirement trust5.80%/5.60%/5.60%/5.00%6.70%U.S. pension and postretirement trust5.00%5.80%/5.60%/5.60%/5.00%6.70%
VEBA trust1.503.00
VEBA Trust(2)
VEBA Trust(2)
1.501.503.00
Actual return on assets(1)
Actual return on assets(1)
Actual return on assets(1)
U.S. pension and postretirement trustU.S. pension and postretirement trust5.1412.8415.20U.S. pension and postretirement trust(15.52)5.1412.84
VEBA trust1.522.111.91 to 2.76
VEBA TrustVEBA Trust1.401.522.11

(1)Actual return on assets is presented net of fees.

(2)The expected return on assets for the VEBA Trust was adjusted from 1.50% to 3.00% effective January 1, 2023 to reflect significant change in economic condition.

Sensitivities of Certain Key Assumptions
The following tables summarize the effect on pension expense:

Discount rateDiscount rate
One-percentage-point increase One-percentage-point increase
In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
U.S. plansU.S. plans$35 $34 $28 U.S. plans$27 $35 $34 
Non-U.S. plansNon-U.S. plans(4)(16)(19)Non-U.S. plans(5)(4)(16)
One-percentage-point decrease One-percentage-point decrease
In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
U.S. plansU.S. plans$(49)$(52)$(44)U.S. plans$(34)$(49)$(52)
Non-U.S. plansNon-U.S. plans25 25 32 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 costs 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 therefore 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 return on assetsExpected return on assets
One-percentage-point increase One-percentage-point increase
In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
U.S. plansU.S. plans$(124)$(123)$(123)U.S. plans$(123)$(124)$(123)
Non-U.S. plansNon-U.S. plans(70)(66)(64)Non-U.S. plans(60)(70)(66)
One-percentage-point decrease One-percentage-point decrease
In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
U.S. plansU.S. plans$124 $123 $123 U.S. plans$123 $124 $123 
Non-U.S. plansNon-U.S. plans70 66 64 Non-U.S. plans60 70 66 

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Health Care Cost Trend Rate
Assumed health care cost trend rates were as follows:

20212020 20222021
Health care cost increase rate for
U.S. plans		Health care cost increase rate for
U.S. plans		  Health care cost increase rate for
U.S. plans		  
Following yearFollowing year6.25%6.50%Following year7.00%6.25%
Ultimate rate to which cost increase is assumed to declineUltimate rate to which cost increase is assumed to decline5.005.00Ultimate rate to which cost increase is assumed to decline5.005.00
Year in which the ultimate rate is
reached		Year in which the ultimate rate is
reached		20272027Year in which the ultimate rate is
reached		20312027
Health care cost increase rate for
non-U.S. plans (weighted average)		Health care cost increase rate for
non-U.S. plans (weighted average)		 Health care cost increase rate for
non-U.S. plans (weighted average)		 
Following yearFollowing year6.92%6.85%Following year7.05%6.92%
Ultimate rate to which cost increase is
assumed to decline		Ultimate rate to which cost increase is
assumed to decline		6.926.85Ultimate rate to which cost increase is
assumed to decline		7.056.92
Year in which the ultimate rate
is reached		Year in which the ultimate rate
is reached		20222021Year 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 rateWeighted average interest crediting rate
At year endAt year end202120202019At year end202220212020
U.S. plansU.S. plans1.80%1.45%2.25%U.S. plans4.50%1.80%1.45%
Non-U.S. plansNon-U.S. plans1.611.601.61Non-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,		 Target asset
allocation		U.S. pension assets
at December 31,		U.S. postretirement assets
at December 31,
Asset category(1)
Asset category(1)
20222021202020212020
Asset category(1)
20232022202120222021
Equity securities(2)
Equity securities(2)
0–22%7 %16 %7 %16 %
Equity securities(2)
0–22%7 %7 %7 %7 %
Debt securities(3)
Debt securities(3)
55–11472 59 72 59 
Debt securities(3)
55–11471 72 71 72 
Real estateReal estate0–42 4 2 4 Real estate0–43 2 3 2 
Private equityPrivate equity0–56 3 6 3 Private equity0–57 6 7 6 
Other investmentsOther investments0–2313 18 13 18 Other investments0–2312 13 12 13 
TotalTotal 100 %100 %100 %100 %Total 100 %100 %100 %100 %

(1)AssetTarget asset allocations for the U.S. plans are set by investment strategy, not bywhereas pension and postretirement assets as of December 31, 2022 and 2021 are based on the underlying investment product. For example, the private equities with anequity 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 are classifiedis reflected in the real estate asset 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 20212022 and 2020.2021.
(3)The VEBA Trust for postretirement benefits is primarily invested in cash equivalents and debt securities in 20212022 and 20202021 and is not reflected in the table above.


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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)
20222021202020212020
Equity securities0–100%0–100%0–100%16 %15 %
Debt securities0–1000–1000–10076 77 
Real estate0–150–140–121 1 
Other investments0–1000–1000–1007 7 
Total100 %100 %













 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.

176
178

 Non-U.S. postretirement plans
 Target asset
allocation		Actual range
at December 31,		Weighted-average
at December 31,
Asset category(1)
20222021202020212020
Equity securities0–42%0–42%0–38%41 %38 %
Debt securities54–10053–10056–10053 56 
Other investments0–40–60–66 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.

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.25. Investments measured using the NAV per share practical 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 
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$635 $75 $— $710 
Other investment liabilities(7)(17)— (24)
Net investments at fair value$3,415 $6,988 $29 $10,432 
Other investment liabilities redeemed at NAV$(87)
Securities valued at NAV2,951 
Total net assets$13,296 

(1)The investments of the U.S. pension and postretirement plans are commingled in one trust. At December 31, 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.
177179


U.S. pension and postretirement benefit plans(1)
Non-U.S. pension and postretirement benefit plans
In millions of dollarsIn millions of dollarsFair value measurement at December 31, 2020In millions of dollarsFair value measurement at December 31, 2022
Asset categoriesAsset categoriesLevel 1Level 2Level 3TotalAsset categoriesLevel 1Level 2Level 3Total
U.S. equitiesU.S. equities$813 $— $— $813 U.S. equities$121 $10 $— $131 
Non-U.S. equitiesNon-U.S. equities725 — — 725 Non-U.S. equities718 19 — 737 
Mutual funds and other registered investment companiesMutual funds and other registered investment companies447 — — 447 Mutual funds and other registered investment companies2,416 296 — 2,712 
Commingled fundsCommingled funds— 1,056 — 1,056 Commingled funds13 — — 13 
Debt securitiesDebt securities1,275 4,430 — 5,705 Debt securities2,959 980 — 3,939 
Real estateReal estate— 2 2 4 
Annuity contractsAnnuity contracts— — 1 1 Annuity contracts— — 2 2 
DerivativesDerivatives8 6 — 14 Derivatives— 1,490 — 1,490 
Other investmentsOther investments16 — 57 73 Other investments— — 258 258 
Total investmentsTotal investments$3,284 $5,492 $58 $8,834 Total investments$6,227 $2,797 $262 $9,286 
Cash and short-term investmentsCash and short-term investments$72 $1,035 $— $1,107 Cash and short-term investments$69 $6 $— $75 
Other investment liabilitiesOther investment liabilities(2)(10)— (12)Other investment liabilities— (2,436)— (2,436)
Net investments at fair valueNet investments at fair value$3,354 $6,517 $58 $9,929 Net investments at fair value$6,296 $367 $262 $6,925 
Other investment receivables redeemed at NAV$99 
Securities valued at NAV Securities valued at NAV 3,612 Securities valued at NAV $16 
Total net assetsTotal net assets$13,640 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 

(1)The investments of the U.S. pension and postretirement plans are commingled in one trust. At December 31, 2020, 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 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 
178180

Non-U.S. pension and postretirement benefit plans
In millions of dollarsFair value measurement at December 31, 2020
Asset categoriesLevel 1Level 2Level 3Total
U.S. equities$5 $16 $— $21 
Non-U.S. equities105 670 — 775 
Mutual funds and other registered investment companies3,137 73 — 3,210 
Commingled funds24 — — 24 
Debt securities6,705 1,420 — 8,125 
Real estate— 2 2 4 
Annuity contracts— — 5 5 
Derivatives— 1,005 — 1,005 
Other investments— — 312 312 
Total investments$9,976 $3,186 $319 $13,481 
Cash and short-term investments$129 $3 $— $132 
Other investment liabilities— (4,650)— (4,650)
Net investments at fair value$10,105 $(1,461)$319 $8,963 
Securities valued at NAV $14 
Total net assets$8,977 


179

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 plansIn millions of dollarsU.S. pension and postretirement benefit plans
Asset categoriesAsset categoriesBeginning Level 3 fair value at
Dec. 31, 2020		Realized (losses)Unrealized gainsPurchases, sales and issuancesTransfers in and/or out of Level 3Ending Level 3 fair value at
Dec. 31, 2021		Asset 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$1 $— $— $3 $— $4 Annuity contracts$4 $— $— $(1)$— $3 
Other investmentsOther investments57 (6)2 (28)— 25 Other investments25 (3)2 (20)— 4 
Total investmentsTotal investments$58 $(6)$2 $(25)$— $29 Total investments$29 $(3)$2 $(21)$— $7 
 
In millions of dollarsIn millions of dollarsU.S. pension and postretirement benefit plansIn millions of dollarsU.S. pension and postretirement benefit plans
Asset categoriesAsset categoriesBeginning Level 3 fair value at
Dec. 31, 2019		Realized (losses)Unrealized (losses)Purchases, sales and
issuances		Transfers in and/or out of Level 3Ending Level 3 fair value at
Dec. 31, 2020		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 contractsAnnuity contracts$1 $— $— $— $— $1 Annuity contracts$1 $— $— $3 $— $4 
Other investmentsOther investments75 (3)3 (18)— 57 Other investments57 (6)2 (28)— 25 
Total investmentsTotal investments$76 $(3)$3 $(18)$— $58 Total investments$58 $(6)$2 $(25)$— $29 
 In millions of dollarsNon-U.S. pension and postretirement benefit plans
Asset categoriesBeginning Level 3 fair value at
Dec. 31, 2020		Unrealized gainsPurchases, sales and issuancesTransfers in and/or out of Level 3Ending Level 3
fair value at
Dec. 31, 2021
Debt securities$— $— $— $— $— 
Real estate2 — — — 2 
Annuity contracts5 — (3)— 2 
Other investments312 4 2 — 318 
Total investments$319 $4 $(1)$— $322 

In millions of dollars In millions of dollarsNon-U.S. pension and postretirement benefit plans In millions of dollarsNon-U.S. pension and postretirement benefit plans
Asset categoriesAsset categoriesBeginning Level 3 fair value at
Dec. 31, 2019		Unrealized (losses)Purchases, sales and issuancesTransfers in and/or out of Level 3Ending Level 3
fair value at
Dec. 31, 2020		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
Debt securities$10 $— $(10)$— $— 
Real estateReal estate1 1 — — 2 Real estate$2 $— $— $— $2 
Annuity contractsAnnuity contracts5 — — — 5 Annuity contracts2 — — — 2 
Other investmentsOther investments274 23 15 — 312 Other investments318 — (60)— 258 
Total investmentsTotal investments$290 $24 $5 $— $319 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 


180181


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, 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. plans
Non-U.S. plans(1)
U.S. plansNon-U.S. plans
2022$956 $958 $64 $71 
2023837 452 50 74 
2024844 460 47 78 
2025846 462 44 82 
2026838 467 41 86 
2027–20313,946 2,428 164 493 

(1)Estimated 2022 benefit payments have increased due to the wind-down of Citi’s consumer banking business in Korea, as it is expected that employees who elected the VERP plan will be withdrawing their pension plan assets. See Note 2 to the Consolidated Financial Statements for additional information.

 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 

181182


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.
The following table summarizes the funded status and amounts recognized on the Company’s Consolidated Balance Sheet:

In millions of dollarsIn millions of dollars20212020In millions of dollars20222021
Funded status of the plan at year endFunded status of the plan at year end$(41)$(40)Funded status of the plan at year end$(48)$(41)
Net amount recognized in AOCI (pretax)
Net amount recognized in AOCI (pretax)
$(15)$(17)
Net amount recognized in AOCI (pretax)
$(16)$(15)

The following table summarizes the net expense recognized in the Consolidated Statement of Income for the Company’s U.S. post employment plans:

In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
Net expenseNet expense$10 $9 $9 Net expense$11 $10 $9 

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 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 20212022 and 2020,2021, 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 U.S. plans
In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
Company contributionsCompany contributions$436 $414 $404 Company contributions$471 $436 $414 
Non-U.S. plans Non-U.S. plans
In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
Company contributionsCompany contributions$364 $304 $281 Company contributions$399 $364 $304 
182183


9. INCOME TAXES

Income Tax Provision
Details of the Company’s income tax provision are presented below:

In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
CurrentCurrent Current 
FederalFederal$522 $305 $365 Federal$407 $522 $305 
Non-U.S.Non-U.S.3,288 4,113 4,352 Non-U.S.4,106 3,288 4,113 
StateState228 440 323 State270 228 440 
Total current income taxesTotal current income taxes$4,038 $4,858 $5,040 Total current income taxes$4,783 $4,038 $4,858 
DeferredDeferred Deferred 
FederalFederal$1,059 $(1,430)$(907)Federal$(807)$1,059 $(1,430)
Non-U.S.Non-U.S.8 (690)10 Non-U.S.353 8 (690)
StateState346 (213)287 State(687)346 (213)
Total deferred income taxesTotal deferred income taxes$1,413 $(2,333)$(610)Total deferred income taxes$(1,141)$1,413 $(2,333)
Provision for income tax on continuing operations before noncontrolling interests(1)
Provision for income tax on continuing operations before noncontrolling interests(1)
$5,451 $2,525 $4,430 
Provision for income tax on continuing operations before noncontrolling interests(1)
$3,642 $5,451 $2,525 
Provision (benefit) for income taxes on discontinued operations— — (27)
Provision (benefit) for income taxes on:Provision (benefit) for income taxes on:
Discontinued operationsDiscontinued operations$(41)$— $— 
Income tax expense (benefit) reported in stockholders’ equity related to: 
FX translation(146)23 (11)
Investment securities(1,367)1,214 648 
Gains (losses) included in AOCI, but excluded from net income
Gains (losses) included in AOCI, but excluded from net income
(1,573)(1,684)1,520 
Employee stock plansEmployee stock plans(6)(4)(16)Employee stock plans(8)(6)(4)
Cash flow hedges(476)455 269 
Benefit plans240 (23)(119)
FVO DVA64 (141)(337)
Excluded fair value hedges2 (8)8 
Retained earnings(2)
— (911)46 
Income taxes before noncontrolling interests$3,762 $3,130 $4,891 
Opening adjustment to Retained earnings(2)
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, and $373 million and $(9) million in 2019, respectively.
(2)2020 reflects the tax effect of ASU 2016-13 for current expected credit losses (CECL). 2019 reflects the tax effect of the accounting change for ASU 2016-02 for lease transactions.

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:

202120202019 202220212020
Federal statutory rateFederal statutory rate21.0 %21.0 %21.0 %Federal statutory rate21.0 %21.0 %21.0 %
State income taxes, net of federal benefitState income taxes, net of federal benefit2.1 1.3 1.9 State income taxes, net of federal benefit2.0 2.1 1.3 
Non-U.S. income tax rate differentialNon-U.S. income tax rate differential1.6 3.5 1.3 Non-U.S. income tax rate differential4.3 1.6 3.5 
Tax audit resolutionsTax audit resolutions(3.2)(0.4)0.3 
Nondeductible FDIC premiumsNondeductible FDIC premiums0.6 1.3 0.4 Nondeductible FDIC premiums1.0 0.6 1.3 
Tax advantaged investmentsTax advantaged investments(2.3)(4.4)(2.3)Tax advantaged investments(3.0)(2.3)(4.4)
Valuation allowance releases(1)
Valuation allowance releases(1)
(1.7)(4.4)(3.0)
Valuation allowance releases(1)
(2.3)(1.7)(4.4)
Other, netOther, net(1.5)0.2 (0.8)Other, net(0.4)(1.1)(0.1)
Effective income tax rateEffective income tax rate19.8 %18.5 %18.5 %Effective income tax rate19.4 %19.8 %18.5 %

(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 20212022 was 19.8%19.4%, compared to 18.5%19.8% in 2020, primarily due to the reduced effect of permanent differences, including the valuation allowance releases, on a much higher level of pretax income.2021.

Deferred Income Taxes
Deferred income taxes at December 31 related to the following:

In millions of dollarsIn millions of dollars20212020In millions of dollars20222021
Deferred tax assetsDeferred tax assets Deferred tax assets 
Credit loss deductionCredit loss deduction$5,330 $6,791 Credit loss deduction$5,162 $5,330 
Deferred compensation and employee benefitsDeferred compensation and employee benefits2,335 2,510 Deferred compensation and employee benefits2,059 2,335 
U.S. tax on non-U.S. earningsU.S. tax on non-U.S. earnings1,138 1,195 U.S. tax on non-U.S. earnings1,191 1,138 
Investment and loan basis differencesInvestment and loan basis differences2,970 1,486 Investment and loan basis differences5,149 2,970 
Tax credit and net operating loss carry-forwardsTax credit and net operating loss carry-forwards15,620 17,416 Tax credit and net operating loss carry-forwards14,623 15,620 
Fixed assets and leasesFixed assets and leases3,064 2,935 Fixed assets and leases3,551 3,064 
Other deferred tax assetsOther deferred tax assets3,549 3,832 Other deferred tax assets4,055 3,549 
Gross deferred tax assetsGross deferred tax assets$34,006 $36,165 Gross deferred tax assets$35,790 $34,006 
Valuation allowanceValuation allowance$4,194 $5,177 Valuation allowance$2,438 $4,194 
Deferred tax assets after valuation allowanceDeferred tax assets after valuation allowance$29,812 $30,988 Deferred tax assets after valuation allowance$33,352 $29,812 
Deferred tax liabilitiesDeferred tax liabilities  Deferred tax liabilities 
Intangibles and leasesIntangibles and leases$(2,446)$(2,526)Intangibles and leases$(2,271)$(2,446)
Non-U.S. withholding taxesNon-U.S. withholding taxes(987)(921)Non-U.S. withholding taxes(1,142)(987)
Interest-related items— (597)
Debt issuancesDebt issuances(595)(126)
Other deferred tax liabilitiesOther deferred tax liabilities(1,590)(2,104)Other deferred tax liabilities(1,672)(1,464)
Gross deferred tax liabilitiesGross deferred tax liabilities$(5,023)$(6,148)Gross deferred tax liabilities$(5,680)$(5,023)
Net deferred tax assetsNet deferred tax assets$24,789 $24,840 Net deferred tax assets$27,672 $24,789 
183184


Unrecognized Tax Benefits
The following is a rollforward of the Company’s unrecognized tax benefits:

In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
Total unrecognized tax benefits at January 1Total unrecognized tax benefits at January 1$861 $721 $607 Total unrecognized tax benefits at January 1$1,296 $861 $721 
Net amount of increases for current year’s tax positions97 51 50 
Gross amount of increases for prior years’ tax positions515 217 151 
Gross amount of decreases for prior years’ tax positions(107)(74)(44)
Increases for current year’s tax positionsIncreases for current year’s tax positions55 97 51 
Increases for prior years’ tax positionsIncreases for prior years’ tax positions168 515 217 
Decreases for prior years’ tax positionsDecreases for prior years’ tax positions(119)(107)(74)
Amounts of decreases relating to settlementsAmounts of decreases relating to settlements(64)(40)(21)Amounts of decreases relating to settlements(50)(64)(40)
Reductions due to lapse of statutes of limitationReductions due to lapse of statutes of limitation(2)(13)(23)Reductions due to lapse of statutes of limitation(26)(2)(13)
Foreign exchange, acquisitions and dispositionsForeign exchange, acquisitions and dispositions(4)(1)1 Foreign exchange, acquisitions and dispositions(13)(4)(1)
Total unrecognized tax benefits at December 31Total unrecognized tax benefits at December 31$1,296 $861 $721 Total unrecognized tax benefits at December 31$1,311 $1,296 $861 

The portions of the total unrecognized tax benefits at December 31, 2022, 2021 2020 and 20192020 that, if recognized, would affect Citi’s tax expense are $1.0 billion, $0.7$1.0 billion and $0.6$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 unrecognized tax benefits above) are a component of Provision for income taxes. 
 202120202019
In millions of dollarsPretaxNet of taxPretaxNet of taxPretaxNet of tax
Total interest and penalties on the Consolidated Balance Sheet at January 1$118 $96 $100 $82 $103 $85 
Total interest and penalties in the Consolidated Statement of Income32 24 14 10 (4)(4)
Total interest and penalties on the Consolidated Balance Sheet at December 31(1)
214 164 118 96 100 82 






























 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, $4$3 million and $3$4 million for non-U.S. penalties in 2022, 2021 2020 and 2019,2020, respectively. Also includes $0 million, $1$0 million and $1 million for state penalties in 2022, 2021 2020 and 2019,2020, respectively.


As of December 31, 2021,2022, 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. The potential range of amounts that could affect Citi’s effective tax 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
Mexico20162017
New York State and City2009
United Kingdom2016
India20172021
Singapore20192021
Hong Kong20152016
Ireland20172018
185


Non-U.S. Earnings
Non-U.S. pretax earnings approximated $16.2 billion in 2022, $12.9 billion in 2021 and $13.8 billion in 2020 and $16.7 billion in 2019.2020. 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, 2021, $6.52022, $5.9 billion of basis differences of non-U.S. entities was indefinitely invested. At the existing tax rates (including withholding taxes), additional taxes (net of U.S. FTCs and valuation allowances) of $1.8$2.4 billion would have to be provided if such assertions were reversed.
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, 2021, the amount of the base year reserves totaled approximately $358 million (subject to a tax of $75 million).
184

Deferred Tax Assets
As of December 31, 2021,2022, Citi had a valuation allowance of $4.2$2.4 billion, composed of valuation allowances of $0.8 billion on its general basket FTC carry-forwards, $1.7$0.9 billion on its branch basket FTC carry-forwards, $1.0 billion on its U.S. residual DTA related to its non-U.S. branches, $0.6$0.4 billion on local non-U.S. DTAs and $0.1 billion on state net operating loss carry-forwards. There was a decrease of $1.0$1.8 billion from the December 31, 20202021 balance of $5.2$4.2 billion. The amount of Citi’s valuation allowances (VA) may change in future years.
In 2021,2022, Citi’s VA for carry-forward FTCs in its branch basket decreased by $0.7$0.8 billion, and the related VA for the U.S. tax effect on non-U.S. branch temporary differences was unchanged. Of this total branch-related change of $0.7 billion, $0.3 billion impacted the tax provision as discussed below. The remainder of the branch basket-related VA decrease of $0.4 billion was primarily due to carry-forward expirations.
The level of branch pretax income, the local branch tax rate and the allocations of overall domestic losses (ODL) and expenses for U.S. tax purposes to the branch basket are the main factors in determining the branch VA. The allocated ODLThere was enhanced by significant taxable income generated in the current year. In addition, the global interest rate environment and balance sheet requirements in non-U.S. branches resulted in a lower relative allocation of interest expense to non-U.S. branches. The combination of the factors enumerated resulted in a VA release of $0.2 billion in Citi’s full-year effective tax rate. Citi also releasedno branch basket VA of $0.1 billion with respect to future years, based upon Citi’s Operating Plan and estimates of future branch basket factors, as outlined above.release in 2022.
In Citi’s general basket for FTCs, changes in the forecasted amount of income in U.S. locations derived from sources outside the U.S., in addition to tax examination changes from prior years, could alter the amount of VA that is needed against such FTCs. The remaining VA for the general basket of $0.8 billion was released, primarily due to increases in interest rates and prior-year audit adjustments.
The non-U.S. local VA decreased by $0.2 billion to $0.8 billion, primarily due to audit adjustments. Citi continues to look for additional actions that may become prudent and feasible, taking into account client, regulatory and operational considerations.billion.


The VA for U.S. residual DTA related to its non-U.S. branches was unchanged at $1.0 billion. In addition, the non-U.S. local VA was unchanged at $0.6 billion.
The following table summarizes Citi’s DTAs:

In billions of dollarsIn billions of dollarsIn billions of dollars
Jurisdiction/component(1)
Jurisdiction/component(1)
DTAs balance December 31, 2021DTAs balance December 31, 2020
Jurisdiction/component(1)
DTAs balance December 31, 2022DTAs balance December 31, 2021
U.S. federal(2)
U.S. federal(2)
 
U.S. federal(2)
 
Net operating losses (NOLs)(3)
Net operating losses (NOLs)(3)
$3.2 $3.0 
Net operating losses (NOLs)(3)
$3.3 $3.2 
Foreign tax credits (FTCs)Foreign tax credits (FTCs)2.8 4.4 Foreign tax credits (FTCs)1.9 2.8 
General business credits (GBCs)General business credits (GBCs)4.5 3.6 General business credits (GBCs)5.2 4.5 
Future tax deductions and creditsFuture tax deductions and credits8.4 7.9 Future tax deductions and credits10.1 8.4 
Total U.S. federalTotal U.S. federal$18.9 $18.9 Total U.S. federal$20.5 $18.9 
State and localState and local State and local
New York NOLsNew York NOLs$1.2 $1.5 New York NOLs$1.9 $1.2 
Other state NOLsOther state NOLs0.2 0.1 Other state NOLs0.2 0.2 
Future tax deductionsFuture tax deductions1.8 1.7 Future tax deductions2.2 1.8 
Total state and localTotal state and local$3.2 $3.3 Total state and local$4.3 $3.2 
Non-U.S.Non-U.S. Non-U.S. 
NOLsNOLs$0.5 $0.6 NOLs$0.7 $0.5 
Future tax deductionsFuture tax deductions2.2 2.0 Future tax deductions2.2 2.2 
Total non-U.S.Total non-U.S.$2.7 $2.6 Total non-U.S.$2.9 $2.7 
TotalTotal$24.8 $24.8 Total$27.7 $24.8 

(1)All amounts are net of valuation allowances.
(2)Included in the net U.S. federal DTAs of $18.9$20.5 billion as of December 31, 20212022 were deferred tax liabilities of $2.7$3.3 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. 

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The following table summarizes the amounts of tax carry-forwards and their expiration dates: 

In billions of dollarsIn billions of dollarsIn billions of dollars
Year of expirationYear of expirationDecember 31, 2021December 31, 2020Year of expirationDecember 31, 2022December 31, 2021
U.S. tax return general basket foreign tax credit carry-forwards(1)
U.S. tax return general basket foreign tax credit carry-forwards(1)
 
U.S. tax return general basket foreign tax credit carry-forwards(1)
 
20222022$0.5 $2.3 2022$— $0.5 
202320230.4 0.4 2023— 0.4 
202520251.5 1.4 20250.8 1.5 
202720271.1 1.2 20271.1 1.1 
Total U.S. tax return general basket foreign tax credit carry-forwardsTotal U.S. tax return general basket foreign tax credit carry-forwards$3.5 $5.3 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)
U.S. tax return branch basket foreign tax credit carry-forwards(1)
 
U.S. tax return branch basket foreign tax credit carry-forwards(1)
 
2021$— $0.7 
202220221.0 1.0 2022$— $1.0 
202820280.6 0.6 20280.7 0.6 
202920290.2 0.2 20290.2 0.2 
Total U.S. tax return branch basket foreign tax credit carry-forwardsTotal U.S. tax return branch basket foreign tax credit carry-forwards$1.8 $2.5 Total U.S. tax return branch basket foreign tax credit carry-forwards$0.9 $1.8 
U.S. tax return general business credit carry-forwardsU.S. tax return general business credit carry-forwardsU.S. tax return general business credit carry-forwards
20322032$0.4 $0.3 2032$0.4 $0.4 
203320330.3 0.3 20330.3 0.3 
203420340.2 0.2 20340.2 0.2 
203520350.2 0.2 20350.2 0.2 
203620360.2 0.2 20360.2 0.2 
203720370.5 0.5 20370.5 0.5 
203820380.5 0.5 20380.5 0.5 
203920390.7 0.7 20390.7 0.7 
204020400.7 0.7 20400.7 0.7 
204120410.8 — 20410.8 0.8 
204220420.7 — 
Total U.S. tax return general business credit carry-forwardsTotal U.S. tax return general business credit carry-forwards$4.5 $3.6 Total U.S. tax return general business credit carry-forwards$5.2 $4.5 
U.S. subsidiary separate federal NOL carry-forwardsU.S. subsidiary separate federal NOL carry-forwards U.S. subsidiary separate federal NOL carry-forwards 
20272027$0.1 $0.1 2027$0.1 $0.1 
202820280.1 0.1 20280.1 0.1 
203020300.3 0.3 20300.3 0.3 
203320331.6 1.5 20331.6 1.6 
203420342.0 2.0 20342.0 2.0 
203520353.3 3.3 20353.3 3.3 
203620362.1 2.1 20362.1 2.1 
203720371.0 1.0 20371.0 1.0 
Unlimited carry-forward periodUnlimited carry-forward period4.6 3.9 Unlimited carry-forward period5.3 4.6 
Total U.S. subsidiary separate federal NOL carry-forwards(2)
Total U.S. subsidiary separate federal NOL carry-forwards(2)
$15.1 $14.3 
Total U.S. subsidiary separate federal NOL carry-forwards(2)
$15.8 $15.1 
New York State NOL carry-forwards(2)
New York State NOL carry-forwards(2)
 
New York State NOL carry-forwards(2)
 
20342034$6.6 $8.1 2034$11.5 $6.6 
New York City NOL carry-forwards(2)
New York City NOL carry-forwards(2)
 
New York City NOL carry-forwards(2)
 
20342034$7.2 $8.7 2034$10.3 $7.2 
Non-U.S. NOL carry-forwards(1)
Non-U.S. NOL carry-forwards(1)
 
Non-U.S. NOL carry-forwards(1)
 
VariousVarious$1.1 $1.2 Various$1.1 $1.1 

(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 $24.8$27.7 billion at December 31, 20212022 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).
The majority of Citi’s U.S. federal net operating loss carry-forward and all of its New York State and City net operating loss carry-forwards are subject to a carry-forward period of 20 years. This provides enough time to fully utilize the DTAs pertaining to these existing NOL carry-forwards. This is due to Citi’s forecast of sufficient U.S. taxable income and because 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, ODL that Citi has incurred of approximately $15$8 billion as of December 31, 20212022 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 support the realization of the FTC carry-forwards after VA. As noted in the tables above, Citi’s FTC carry-forwards were $1.9 billion ($2.8 billion before VA) as of December 31, 2022, compared to $2.8 billion ($5.3 billion before VA) as of December 31, 2021, compared to $4.4 billion as of December 31, 2020.2021. 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 VA, after considering any FTCs produced in the tax return for such period, which must be used prior to any carry-forward utilization.

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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 amountsIn millions of dollars, except per share amounts202120202019In millions of dollars, except per share amounts202220212020
Earnings per common shareEarnings per common shareEarnings per common share
Income from continuing operations before attribution of noncontrolling interestsIncome from continuing operations before attribution of noncontrolling interests$22,018 $11,107 $19,471 Income from continuing operations before attribution of noncontrolling interests$15,165 $22,018 $11,107 
Less: Noncontrolling interests from continuing operationsLess: Noncontrolling interests from continuing operations73 40 66 Less: Noncontrolling interests from continuing operations89 73 40 
Net income from continuing operations (for EPS purposes)Net income from continuing operations (for EPS purposes)$21,945 $11,067 $19,405 Net income from continuing operations (for EPS purposes)$15,076 $21,945 $11,067 
Loss from discontinued operations, net of taxesLoss from discontinued operations, net of taxes7 (20)(4)Loss from discontinued operations, net of taxes(231)7 (20)
Citigroup’s net incomeCitigroup’s net income$21,952 $11,047 $19,401 Citigroup’s net income$14,845 $21,952 $11,047 
Less: Preferred dividends(1)
Less: Preferred dividends(1)
1,040 1,095 1,109 
Less: Preferred dividends(1)
1,032 1,040 1,095 
Net income available to common shareholdersNet income available to common shareholders$20,912 $9,952 $18,292 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
Less: Dividends and undistributed earnings allocated to employee restricted and deferred shares
with rights to dividends, applicable to basic EPS
154 73 121 
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 EPSNet income allocated to common shareholders for basic EPS$20,758 $9,879 $18,171 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)
Weighted-average common shares outstanding applicable to basic EPS (in millions)
2,033.0 2,085.8 2,249.2 
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)
Basic earnings per share(2)
  
Basic earnings per share(2)
  
Income from continuing operationsIncome from continuing operations$10.21 $4.75 $8.08 Income from continuing operations$7.16 $10.21 $4.75 
Discontinued operationsDiscontinued operations— (0.01)— Discontinued operations(0.12)— (0.01)
Net income per share—basicNet income per share—basic$10.21 $4.74 $8.08 Net income per share—basic$7.04 $10.21 $4.74 
Diluted earnings per shareDiluted earnings per share  Diluted earnings per share  
Net income allocated to common shareholders for basic EPSNet income allocated to common shareholders for basic EPS$20,758 $9,879 $18,171 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		Add back: Dividends allocated to employee restricted and deferred shares with rights to dividends
that are forfeitable		31 30 33 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 EPSNet income allocated to common shareholders for diluted EPS$20,789 $9,909 $18,204 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)
Weighted-average common shares outstanding applicable to basic EPS (in millions)
$2,033.0 $2,085.8 $2,249.2 
Weighted-average common shares outstanding applicable to basic EPS (in millions)
$1,946.7 $2,033.0 $2,085.8 
Effect of dilutive securitiesEffect of dilutive securitiesEffect of dilutive securities
Options(3)
Options(3)
— 0.1 0.1 
Options(3)
— — 0.1 
Other employee plans Other employee plans16.4 13.1 16.0 Other employee plans17.6 16.4 13.1 
Adjusted weighted-average common shares outstanding applicable to diluted EPS (in millions)(4)
Adjusted weighted-average common shares outstanding applicable to diluted EPS (in millions)(4)
2,049.4 2,099.0 2,265.3 
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)
Diluted earnings per share(2)
Diluted earnings per share(2)
Income from continuing operationsIncome from continuing operations$10.14 $4.73 $8.04 Income from continuing operations$7.11 $10.14 $4.73 
Discontinued operationsDiscontinued operations— (0.01)— Discontinued operations(0.12)— (0.01)
Net income per share—dilutedNet income per share—diluted$10.14 $4.72 $8.04 Net income per share—diluted$7.00 $10.14 $4.72 

(1)See Note 20 to the Consolidated Financial Statements21 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 2021, no significant options to purchase shares of common stock were 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.


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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,
In millions of dollarsIn millions of dollars20212020In millions of dollars20222021
Securities purchased under agreements to resellSecurities purchased under agreements to resell$236,252 $204,655 Securities purchased under agreements to resell$291,272 $236,252 
Deposits paid for securities borrowedDeposits paid for securities borrowed91,042 90,067 Deposits paid for securities borrowed74,165 91,042 
Total, net(1)
Total, net(1)
$327,294 $294,722 
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)
(6)(10)
Allowance for credit losses on securities purchased and borrowed(2)
(36)(6)
Total, net of allowanceTotal, net of allowance$327,288 $294,712 Total, 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 dollarsIn millions of dollars20212020In millions of dollars20222021
Securities sold under agreements to repurchaseSecurities sold under agreements to repurchase$174,255 $181,194 Securities sold under agreements to repurchase$183,827 $174,255 
Deposits received for securities loanedDeposits received for securities loaned17,030 18,331 Deposits received for securities loaned18,617 17,030 
Total, net(1)
Total, net(1)
$191,285 $199,525 
Total, net(1)
$202,444 $191,285 

(1)     The above tables do not include securities-for-securities lending transactions of $3.6$4.4 billion and $6.8$3.6 billion at December 31, 20212022 and 2020,2021, 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 to the Consolidated Financial Statements for further information.

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.
188189


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, 2021 As of December 31, 2022
In millions of dollarsIn 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
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 resellSecurities purchased under agreements to resell$367,594 $131,342 $236,252 $205,349 $30,903 Securities purchased under agreements to resell$403,663 $112,391 $291,272 $204,077 $87,195 
Deposits paid for securities borrowedDeposits paid for securities borrowed107,041 15,999 91,042 17,326 73,716 Deposits paid for securities borrowed88,817 14,652 74,165 13,844 60,321 
TotalTotal$474,635 $147,341 $327,294 $222,675 $104,619 Total$492,480 $127,043 $365,437 $217,921 $147,516 
In millions of dollarsIn 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)
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 repurchaseSecurities sold under agreements to repurchase$305,597 $131,342 $174,255 $85,184 $89,071 Securities sold under agreements to repurchase$296,218 $112,391 $183,827 $71,635 $112,192 
Deposits received for securities loanedDeposits received for securities loaned33,029 15,999 17,030 2,868 14,162 Deposits received for securities loaned33,269 14,652 18,617 2,542 16,075 
TotalTotal$338,626 $147,341 $191,285 $88,052 $103,233 Total$329,487 $127,043 $202,444 $74,177 $128,267 

As of December 31, 2020 As of December 31, 2021
In millions of dollarsIn 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
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 resellSecurities purchased under agreements to resell$362,025 $157,370 $204,655 $159,232 $45,423 Securities purchased under agreements to resell$367,594 $131,342 $236,252 $205,349 $30,903 
Deposits paid for securities borrowedDeposits paid for securities borrowed96,425 6,358 90,067 13,474 76,593 Deposits paid for securities borrowed107,041 15,999 91,042 17,326 73,716 
TotalTotal$458,450 $163,728 $294,722 $172,706 $122,016 Total$474,635 $147,341 $327,294 $222,675 $104,619 
189190


In millions of dollarsIn 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)
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 repurchaseSecurities sold under agreements to repurchase$338,564 $157,370 $181,194 $95,563 $85,631 Securities sold under agreements to repurchase$305,597 $131,342 $174,255 $85,184 $89,071 
Deposits received for securities loanedDeposits received for securities loaned24,689 6,358 18,331 7,982 10,349 Deposits received for securities loaned33,029 15,999 17,030 2,868 14,162 
TotalTotal$363,253 $163,728 $199,525 $103,545 $95,980 Total$338,626 $147,341 $191,285 $88,052 $103,233 

(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.

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, 2021As of December 31, 2022
In millions of dollarsIn millions of dollarsOpen and overnightUp to 30 days31–90 daysGreater than 90 daysTotalIn millions of dollarsOpen and overnightUp to 30 days31–90 daysGreater than 90 daysTotal
Securities sold under agreements to repurchaseSecurities sold under agreements to repurchase$127,679 $93,257 $32,908 $51,753 $305,597 Securities sold under agreements to repurchase$138,710 $86,819 $25,119 $45,570 $296,218 
Deposits received for securities loanedDeposits received for securities loaned23,387 6 1,392 8,244 33,029 Deposits received for securities loaned25,388 267 2,121 5,493 33,269 
TotalTotal$151,066 $93,263 $34,300 $59,997 $338,626 Total$164,098 $87,086 $27,240 $51,063 $329,487 

As of December 31, 2020As of December 31, 2021
In millions of dollarsIn millions of dollarsOpen and overnightUp to 30 days31–90 daysGreater than 90 daysTotalIn millions of dollarsOpen and overnightUp to 30 days31–90 daysGreater than 90 daysTotal
Securities sold under agreements to repurchaseSecurities sold under agreements to repurchase$160,754 $98,226 $41,679 $37,905 $338,564 Securities sold under agreements to repurchase$127,679 $93,257 $32,908 $51,753 $305,597 
Deposits received for securities loanedDeposits received for securities loaned17,038 3 2,770 4,878 24,689 Deposits received for securities loaned23,387 6 1,392 8,244 33,029 
TotalTotal$177,792 $98,229 $44,449 $42,783 $363,253 Total$151,066 $93,263 $34,300 $59,997 $338,626 

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, 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 

190

As of December 31, 2020As of December 31, 2022
In millions of dollarsIn millions of dollarsRepurchase agreementsSecurities lending agreementsTotalIn millions of dollarsRepurchase agreementsSecurities lending agreementsTotal
U.S. Treasury and federal agency securitiesU.S. Treasury and federal agency securities$112,437 $— $112,437 U.S. Treasury and federal agency securities$99,979 $106 $100,085 
State and municipal securitiesState and municipal securities664 2 666 State and municipal securities1,911 — 1,911 
Foreign government securitiesForeign government securities130,017 194 130,211 Foreign government securities123,826 13 123,839 
Corporate bondsCorporate bonds20,149 78 20,227 Corporate bonds14,308 45 14,353 
Equity securitiesEquity securities21,497 24,149 45,646 Equity securities9,749 33,096 42,845 
Mortgage-backed securitiesMortgage-backed securities45,566 — 45,566 Mortgage-backed securities36,225 — 36,225 
Asset-backed securitiesAsset-backed securities3,307 — 3,307 Asset-backed securities1,755 — 1,755 
OtherOther4,927 266 5,193 Other8,465 9 8,474 
TotalTotal$338,564 $24,689 $363,253 Total$296,218 $33,269 $329,487 

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,December 31,
In millions of dollarsIn millions of dollars20212020In millions of dollars20222021
Receivables from customers, net$26,403 $18,097 
Receivables from customersReceivables from customers$15,462 $26,403 
Receivables from brokers, dealers and clearing organizationsReceivables from brokers, dealers and clearing organizations27,937 26,709 Receivables from brokers, dealers and clearing organizations38,730 27,937 
Total brokerage receivables(1)
Total brokerage receivables(1)
$54,340 $44,806 
Total brokerage receivables(1)
$54,192 $54,340 
Payables to customersPayables to customers$52,158 $39,319 Payables to customers$55,747 $52,158 
Payables to brokers, dealers and clearing organizationsPayables to brokers, dealers and clearing organizations9,272 11,165 Payables to brokers, dealers and clearing organizations13,471 9,272 
Total brokerage payables(1)
Total brokerage payables(1)
$61,430 $50,484 
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.
192193


13.  INVESTMENTS

The following table presents Citi’s investments by category:

December 31,December 31,
In millions of dollarsIn millions of dollars20212020In millions of dollars20222021
Debt securities available-for-sale (AFS)Debt securities available-for-sale (AFS)$288,522 $335,084 Debt securities available-for-sale (AFS)$249,679 $288,522 
Debt securities held-to-maturity (HTM)(1)
Debt securities held-to-maturity (HTM)(1)
216,963 104,943 
Debt securities held-to-maturity (HTM)(1)
268,863 216,963 
Marketable equity securities carried at fair value(2)
Marketable equity securities carried at fair value(2)
543 515 
Marketable equity securities carried at fair value(2)
429 543 
Non-marketable equity securities carried at fair value(2)(5)
Non-marketable equity securities carried at fair value(2)(5)
489 551 
Non-marketable equity securities carried at fair value(2)(5)
466 489 
Non-marketable equity securities measured using the measurement alternative(3)
Non-marketable equity securities measured using the measurement alternative(3)
1,413 962 
Non-marketable equity securities measured using the measurement alternative(3)
1,676 1,413 
Non-marketable equity securities carried at cost(4)
Non-marketable equity securities carried at cost(4)
4,892 5,304 
Non-marketable equity securities carried at cost(4)
5,469 4,892 
Total investments(6)Total investments(6)$512,822 $447,359 Total investments(6)$526,582 $512,822 

(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 dollarsIn millions of dollars202120202019In millions of dollars202220212020
Taxable interestTaxable interest$6,975 $7,554 $9,269 Taxable interest$10,643 $6,975 $7,554 
Interest exempt from U.S. federal income taxInterest exempt from U.S. federal income tax279 301 404 Interest exempt from U.S. federal income tax348 279 301 
Dividend incomeDividend income134 134 187 Dividend income223 134 134 
Total interest and dividend income on investmentsTotal interest and dividend income on investments$7,388 $7,989 $9,860 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 impairment losses:

In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
Gross realized investment gainsGross realized investment gains$860 $1,895 $1,599 Gross realized investment gains$323 $860 $1,895 
Gross realized investment lossesGross realized investment losses(195)(139)(125)Gross realized investment losses(256)(195)(139)
Net realized gains on sales of investmentsNet realized gains on sales of investments$665 $1,756 $1,474 Net realized gains on sales of investments$67 $665 $1,756 

193194


Debt Securities Available-for-Sale
The amortized cost and fair value of AFS debt securities were as follows:

December 31, 2021December 31, 2020 December 31, 2022December 31, 2021
In millions of dollarsIn 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		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 AFSDebt securities AFS     Debt securities AFS     
Mortgage-backed securities(1)
Mortgage-backed securities(1)
     
Mortgage-backed securities(1)
     
U.S. government-sponsored agency guaranteed(2)U.S. government-sponsored agency guaranteed(2)$33,064 $453 $301 $— $33,216 $42,836 $1,134 $52 $— $43,918 U.S. government-sponsored agency guaranteed(2)$12,009 $8 $755 $— $11,262 $33,064 $453 $301 $— $33,216 
Non-U.S. residential380 1 1 — 380 568 3 — — 571 
ResidentialResidential488 — 3 — 485 380 1 1 — 380 
CommercialCommercial25 — — — 25 49 1 — — 50 Commercial2 — — — 2 25 — — — 25 
Total mortgage-backed securitiesTotal mortgage-backed securities$33,469 $454 $302 $— $33,621 $43,453 $1,138 $52 $— $44,539 Total mortgage-backed securities$12,499 $8 $758 $— $11,749 $33,469 $454 $302 $— $33,621 
U.S. Treasury and federal agency securitiesU.S. Treasury and federal agency securitiesU.S. Treasury and federal agency securities
U.S. TreasuryU.S. Treasury$122,669 $615 $844 $— $122,440 $144,094 $2,108 $49 $— $146,153 U.S. Treasury$94,732 $50 $2,492 $— $92,290 $122,669 $615 $844 $— $122,440 
Agency obligationsAgency obligations— — — — — 50 1 — — 51 Agency obligations— — — — — — — — — — 
Total U.S. Treasury
and federal agency securities		Total U.S. Treasury
and federal agency securities		$122,669 $615 $844 $— $122,440 $144,144 $2,109 $49 $— $146,204 Total U.S. Treasury
and federal agency securities		$94,732 $50 $2,492 $— $92,290 $122,669 $615 $844 $— $122,440 
State and municipal(2)State and municipal(2)$2,643 $79 $101 $— $2,621 $3,753 $123 $157 $— $3,719 State and municipal(2)$2,363 $19 $159 $— $2,223 $2,643 $79 $101 $— $2,621 
Foreign governmentForeign government119,426 337 1,023 — 118,740 123,467 1,623 122 — 124,968 Foreign government135,648 569 2,940 — 133,277 119,426 337 1,023 — 118,740 
CorporateCorporate5,972 33 77 8 5,920 10,444 152 91 5 10,500 Corporate5,146 19 246 3 4,916 5,972 33 77 8 5,920 
Asset-backed securities(1)
Asset-backed securities(1)
304 — 1 — 303 277 5 4 — 278 
Asset-backed securities(1)
1,022 12 4 — 1,030 304 — 1 — 303 
Other debt securitiesOther debt securities4,880 1 4 — 4,877 4,871 5 — — 4,876 Other debt securities4,198 1 5 — 4,194 4,880 1 4 — 4,877 
Total debt securities AFSTotal debt securities AFS$289,363 $1,519 $2,352 $8 $288,522 $330,409 $5,155 $475 $5 $335,084 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, 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. ForSee Note 22 for mortgage- and asset-backed securitizations in which the Company has other involvement, see Note 21involvement.
(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 Consolidated Financial Statements.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, 2021,2022, the amortized cost of AFS fixed income securities for those in a loss position exceeded their fair value by $2,352$6,604 million. Of the $2,352$6,604 million, $1,895$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, 77%73% were rated investment grade; and $457$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, 99% were rated investment grade. Of the $457$2,607 million, $197$1,491 million represents foreign governmentU.S. Treasury and federal agency securities.
    
194195


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 Less than 12 months12 months or longerTotal
In millions of dollarsIn millions of dollarsFair
value		Gross
unrealized
losses		Fair
value		Gross
unrealized
losses		Fair
value		Gross
unrealized
losses		In millions of dollarsFair
value		Gross
unrealized
losses		Fair
value		Gross
unrealized
losses		Fair
value		Gross
unrealized
losses
December 31, 2021     
December 31, 2022December 31, 2022     
Debt securities AFSDebt securities AFS     Debt securities AFS     
Mortgage-backed securitiesMortgage-backed securities     Mortgage-backed securities     
U.S. government-sponsored agency guaranteedU.S. government-sponsored agency guaranteed$17,039 $270 $698 $31 $17,737 $301 U.S. government-sponsored agency guaranteed$7,908 $412 $3,290 $343 $11,198 $755 
Non-U.S. residential96 1 1 — 97 1 
ResidentialResidential158 3 1 — 159 3 
CommercialCommercial— — — — — — Commercial1 — 1 — 2 — 
Total mortgage-backed securitiesTotal mortgage-backed securities$17,135 $271 $699 $31 $17,834 $302 Total mortgage-backed securities$8,067 $415 $3,292 $343 $11,359 $758 
U.S. Treasury and federal agency securitiesU.S. Treasury and federal agency securities    U.S. Treasury and federal agency securities    
U.S. TreasuryU.S. Treasury$56,448 $713 $6,310 $131 $62,758 $844 U.S. Treasury$40,701 $1,001 $34,692 $1,491 $75,393 $2,492 
Agency obligationsAgency obligations— — — — — — Agency obligations— — — — — — 
Total U.S. Treasury and federal agency securitiesTotal U.S. Treasury and federal agency securities$56,448 $713 $6,310 $131 $62,758 $844 Total U.S. Treasury and federal agency securities$40,701 $1,001 $34,692 $1,491 $75,393 $2,492 
State and municipalState and municipal$229 $3 $874 $98 $1,103 $101 State and municipal$896 $31 $707 $128 $1,603 $159 
Foreign governmentForeign government64,319 826 9,924 197 74,243 1,023 Foreign government82,900 2,332 14,220 608 97,120 2,940 
CorporateCorporate2,655 77 22 — 2,677 77 Corporate3,082 209 784 37 3,866 246 
Asset-backed securitiesAsset-backed securities108 1 — — 108 1 Asset-backed securities708 4 — — 708 4 
Other debt securitiesOther debt securities3,439 4 — — 3,439 4 Other debt securities2,213 5 — — 2,213 5 
Total debt securities AFSTotal debt securities AFS$144,333 $1,895 $17,829 $457 $162,162 $2,352 Total debt securities AFS$138,567 $3,997 $53,695 $2,607 $192,262 $6,604 
December 31, 2020     
December 31, 2021December 31, 2021     
Debt securities AFSDebt securities AFS     Debt securities AFS     
Mortgage-backed securitiesMortgage-backed securities     Mortgage-backed securities     
U.S. government-sponsored agency guaranteedU.S. government-sponsored agency guaranteed$3,588 $30 $298 $22 $3,886 $52 U.S. government-sponsored agency guaranteed$17,039 $270 $698 $31 $17,737 $301 
Non-U.S. residential1 — — — 1 — 
ResidentialResidential96 1 1 — 97 1 
CommercialCommercial7 — 4 — 11 — Commercial— — — — — — 
Total mortgage-backed securitiesTotal mortgage-backed securities$3,596 $30 $302 $22 $3,898 $52 Total mortgage-backed securities$17,135 $271 $699 $31 $17,834 $302 
U.S. Treasury and federal agency securitiesU.S. Treasury and federal agency securities U.S. Treasury and federal agency securities 
U.S. TreasuryU.S. Treasury$25,031 $49 $— $— $25,031 $49 U.S. Treasury$56,448 $713 $6,310 $131 $62,758 $844 
Agency obligationsAgency obligations50 — — — 50 — Agency obligations— — — — — — 
Total U.S. Treasury and federal agency securitiesTotal U.S. Treasury and federal agency securities$25,081 $49 $— $— $25,081 $49 Total U.S. Treasury and federal agency securities$56,448 $713 $6,310 $131 $62,758 $844 
State and municipalState and municipal$836 $34 $893 $123 $1,729 $157 State and municipal$229 $3 $874 $98 $1,103 $101 
Foreign governmentForeign government29,344 61 3,502 61 32,846 122 Foreign government64,319 826 9,924 197 74,243 1,023 
CorporateCorporate1,083 90 24 1 1,107 91 Corporate2,655 77 22 — 2,677 77 
Asset-backed securitiesAsset-backed securities194 3 39 1 233 4 Asset-backed securities108 1 — — 108 1 
Other debt securitiesOther debt securities182 — — — 182 — Other debt securities3,439 4 — — 3,439 4 
Total debt securities AFSTotal debt securities AFS$60,316 $267 $4,760 $208 $65,076 $475 Total debt securities AFS$144,333 $1,895 $17,829 $457 $162,162 $2,352 

195196


The following table presents the amortized cost and fair value of AFS debt securities by contractual maturity dates:

December 31,December 31,
20212020 20222021
In millions of dollarsIn millions of dollarsAmortized
cost		Fair
value
Weighted average yield(1)
Amortized
cost		Fair
value		In millions of dollarsAmortized
cost		Fair
value
Weighted average yield(1)
Amortized
cost		Fair
value
Weighted average yield(1)
Mortgage-backed securities(2)
Mortgage-backed securities(2)
   
Mortgage-backed securities(2)
   
Due within 1 yearDue within 1 year$188 $189 0.79 %$27 $27 Due within 1 year$42 $44 2.02 %$188 $189 0.79 %
After 1 but within 5 yearsAfter 1 but within 5 years211 211 1.07 567 571 After 1 but within 5 years523 513 2.31 211 211 1.07 
After 5 but within 10 yearsAfter 5 but within 10 years523 559 3.41 688 757 After 5 but within 10 years468 440 3.46 523 559 3.41 
After 10 yearsAfter 10 years32,547 32,662 2.73 42,171 43,184 After 10 years11,466 10,752 3.46 32,547 32,662 2.73 
TotalTotal$33,469 $33,621 2.72 %$43,453 $44,539 Total$12,499 $11,749 3.41 %$33,469 $33,621 2.72 %
U.S. Treasury and federal agency securitiesU.S. Treasury and federal agency securities   U.S. Treasury and federal agency securities   
Due within 1 yearDue within 1 year$34,321 $34,448 1.05 %$34,834 $34,951 Due within 1 year$25,935 $25,829 2.81 %$34,321 $34,448 1.05 %
After 1 but within 5 yearsAfter 1 but within 5 years87,987 87,633 0.81 108,160 110,091 After 1 but within 5 years68,455 66,166 1.17 87,987 87,633 0.81 
After 5 but within 10 yearsAfter 5 but within 10 years361 359 1.42 1,150 1,162 After 5 but within 10 years342 295 2.53 361 359 1.42 
After 10 yearsAfter 10 years— — — — — After 10 years— — — — — — 
TotalTotal$122,669 $122,440 0.87 %$144,144 $146,204 Total$94,732 $92,290 1.62 %$122,669 $122,440 0.87 %
State and municipalState and municipal   State and municipal   
Due within 1 yearDue within 1 year$40 $40 2.09 %$427 $428 Due within 1 year$19 $18 1.79 %$40 $40 2.09 %
After 1 but within 5 yearsAfter 1 but within 5 years121 124 3.16 189 198 After 1 but within 5 years94 92 3.07 121 124 3.16 
After 5 but within 10 yearsAfter 5 but within 10 years156 161 3.18 276 267 After 5 but within 10 years305 302 3.55 156 161 3.18 
After 10 yearsAfter 10 years2,326 2,296 3.15 2,861 2,826 After 10 years1,945 1,811 3.51 2,326 2,296 3.15 
TotalTotal$2,643 $2,621 3.14 %$3,753 $3,719 Total$2,363 $2,223 3.49 %$2,643 $2,621 3.14 %
Foreign governmentForeign government   Foreign government   
Due within 1 yearDue within 1 year$49,263 $49,223 2.53 %$48,133 $48,258 Due within 1 year$64,795 $64,479 4.25 %$49,263 $49,223 2.53 %
After 1 but within 5 yearsAfter 1 but within 5 years64,555 63,961 3.14 67,365 68,586 After 1 but within 5 years67,935 66,150 4.80 64,555 63,961 3.14 
After 5 but within 10 yearsAfter 5 but within 10 years3,736 3,656 1.72 5,908 6,011 After 5 but within 10 years2,491 2,250 2.86 3,736 3,656 1.72 
After 10 yearsAfter 10 years1,872 1,900 1.52 2,061 2,113 After 10 years427 398 3.80 1,872 1,900 1.52 
TotalTotal$119,426 $118,740 2.82 %$123,467 $124,968 Total$135,648 $133,277 4.50 %$119,426 $118,740 2.82 %
All other(3)
All other(3)
   
All other(3)
   
Due within 1 yearDue within 1 year$5,175 $5,180 0.94 %$6,661 $6,665 Due within 1 year$4,452 $4,441 1.52 %$5,175 $5,180 0.94 %
After 1 but within 5 yearsAfter 1 but within 5 years5,177 5,149 1.91 7,814 7,891 After 1 but within 5 years5,162 4,988 4.82 5,177 5,149 1.91 
After 5 but within 10 yearsAfter 5 but within 10 years750 750 2.08 1,018 1,034 After 5 but within 10 years695 693 11.35 750 750 2.08 
After 10 yearsAfter 10 years54 21 4.28 99 64 After 10 years57 18 3.81 54 21 4.28 
TotalTotal$11,156 $11,100 1.48 %$15,592 $15,654 Total$10,366 $10,140 3.83 %$11,156 $11,100 1.48 %
Total debt securities AFSTotal debt securities AFS$289,363 $288,522 1.94 %$330,409 $335,084 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.



196197


Debt Securities Held-to-Maturity

The carrying value and fair value of debt securities HTM were as follows:

In millions of dollarsIn millions of dollars
Amortized
cost, net(1)
Gross
unrealized
gains		Gross
unrealized
losses		Fair
value		In millions of dollars
Amortized
cost, net(1)
Gross
unrealized
gains		Gross
unrealized
losses		Fair
value
December 31, 2022December 31, 2022  
Debt securities HTMDebt securities HTM  
Mortgage-backed securities(2)
Mortgage-backed securities(2)
  
U.S. government-sponsored agency guaranteed(3)
U.S. government-sponsored agency guaranteed(3)
$90,063 $58 $10,033 $80,088 
Non-U.S. residentialNon-U.S. residential445 — — 445 
CommercialCommercial1,114 5 1 1,118 
Total mortgage-backed securitiesTotal mortgage-backed securities$91,622 $63 $10,034 $81,651 
U.S. Treasury securitiesU.S. Treasury securities$134,961 $— $13,722 $121,239 
State and municipal(3)(4)
State and municipal(3)(4)
9,237 34 764 8,507 
Foreign governmentForeign government2,075 — 93 1,982 
Asset-backed securities(2)
Asset-backed securities(2)
30,968 4 703 30,269 
Total debt securities HTM, netTotal debt securities HTM, net$268,863 $101 $25,316 $243,648 
December 31, 2021December 31, 2021  December 31, 2021  
Debt securities HTMDebt securities HTM  Debt securities HTM  
Mortgage-backed securities(2)
Mortgage-backed securities(2)
  
Mortgage-backed securities(2)
  
U.S. government-sponsored agency guaranteedU.S. government-sponsored agency guaranteed$63,885 $1,076 $925 $64,036 U.S. government-sponsored agency guaranteed$63,885 $1,076 $925 $64,036 
Non-U.S. residentialNon-U.S. residential736 3 — 739 Non-U.S. residential736 3 — 739 
CommercialCommercial1,070 4 2 1,072 Commercial1,070 4 2 1,072 
Total mortgage-backed securitiesTotal mortgage-backed securities$65,691 $1,083 $927 $65,847 Total mortgage-backed securities$65,691 $1,083 $927 $65,847 
U.S. Treasury securitiesU.S. Treasury securities$111,819 $30 $1,632 $110,217 U.S. Treasury securities$111,819 $30 $1,632 $110,217 
State and municipal(3)(4)
8,923 589 12 9,500 
State and municipalState and municipal8,923 589 12 9,500 
Foreign governmentForeign government1,651 4 36 1,619 Foreign government1,651 4 36 1,619 
Asset-backed securities(2)
Asset-backed securities(2)
28,879 8 32 28,855 
Asset-backed securities(2)
28,879 8 32 28,855 
Total debt securities HTM, netTotal debt securities HTM, net$216,963 $1,714 $2,639 $216,038 Total debt securities HTM, net$216,963 $1,714 $2,639 $216,038 
December 31, 2020  
Debt securities HTM  
Mortgage-backed securities(2)
  
U.S. government-sponsored agency guaranteed$49,004 $2,162 $15 $51,151 
Non-U.S. residential1,124 3 1 1,126 
Commercial825 1 1 825 
Total mortgage-backed securities$50,953 $2,166 $17 $53,102 
U.S. Treasury securities(4)
$21,293 $4 $55 $21,242 
State and municipal9,185 755 11 9,929 
Foreign government1,931 91 — 2,022 
Asset-backed securities(2)
21,581 6 92 21,495 
Total debt securities HTM$104,943 $3,022 $175 $107,790 

(1)Amortized cost is reported net of ACL of $87$120 million and $86$87 million at December 31, 20212022 and December 31, 2020,2021, 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. ForSee Note 22 for mortgage- and asset-backed securitizations in which the Company has other involvement, see Note 21 to the Consolidated Financial Statements.involvement.
(3)In February 2021, the Company2022, Citibank transferred $237$21.5 billion of agency residential mortgage-backed securities and $165 million of state and 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 gainloss position of $14 million.$2.3 billion and $12 million, respectively. The gain amounts will remain in AOCI and will be amortized over the remaining life of the securities.
(4)In August 2020, Citibank transferred $13.1 billion of investments in U.S. Treasury securities from AFS classification to HTM classification in accordance with ASC 320. At the time of transfer, the securities were in an unrealized gain position of $144 million. The gainloss amounts will remain in AOCI and will be amortized over the remaining life of the securities.securities and bonds.

The Company has the positive intent and ability to hold these securities to maturity or, where applicable, until the exercise of any issuer call 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.
197198


The following table presents the carrying value and fair value of HTM debt securities by contractual maturity dates:

December 31,December 31,
20212020 20222021
In millions of dollarsIn millions of dollars
Amortized cost(1)
Fair value
Weighted average yield(2)
Amortized cost(1)
Fair valueIn millions of dollars
Amortized cost(1)
Fair value
Weighted average yield(2)
Amortized cost(1)
Fair value
Weighted average yield(2)
Mortgage-backed securitiesMortgage-backed securities   Mortgage-backed securities   
Due within 1 yearDue within 1 year$152 $151 1.70 %$81 $81 Due within 1 year$27 $27 2.93 %$152 $151 1.70 %
After 1 but within 5 yearsAfter 1 but within 5 years684 725 3.01 463 477 After 1 but within 5 years520 505 3.84 684 725 3.01 
After 5 but within 10 yearsAfter 5 but within 10 years1,655 1,739 2.74 1,699 1,873 After 5 but within 10 years1,496 1,374 2.74 1,655 1,739 2.74 
After 10 yearsAfter 10 years63,200 63,232 2.55 48,710 50,671 After 10 years89,579 79,745 2.89 63,200 63,232 2.55 
TotalTotal$65,691 $65,847 2.56 %$50,953 $53,102 Total$91,622 $81,651 2.90 %$65,691 $65,847 2.56 %
U.S. Treasury securitiesU.S. Treasury securitiesU.S. Treasury securities
Due within 1 yearDue within 1 year$3,148 $3,017 0.18 %$— $— — %
After 1 but within 5 yearsAfter 1 but within 5 years$65,498 $64,516 0.69 %$18,955 $19,127 After 1 but within 5 years86,617 79,104 1.04 65,498 64,516 0.69 
After 5 but within 10 yearsAfter 5 but within 10 years46,321 45,701 1.15 2,338 2,115 After 5 but within 10 years45,196 39,118 1.16 46,321 45,701 1.15 
After 10 yearsAfter 10 years— — — — — After 10 years— — — — — — 
TotalTotal$111,819 $110,217 0.88 %$21,293 $21,242 Total$134,961 $121,239 1.06 %$111,819 $110,217 0.88 %
State and municipalState and municipal State and municipal 
Due within 1 yearDue within 1 year$51 $50 3.82 %$6 $6 Due within 1 year$22 $21 2.73 %$51 $50 3.82 %
After 1 but within 5 yearsAfter 1 but within 5 years166 170 2.82 139 142 After 1 but within 5 years102 100 2.99 166 170 2.82 
After 5 but within 10 yearsAfter 5 but within 10 years908 951 3.23 818 869 After 5 but within 10 years1,002 967 3.16 908 951 3.23 
After 10 yearsAfter 10 years7,798 8,329 2.65 8,222 8,912 After 10 years8,111 7,419 3.32 7,798 8,329 2.65 
TotalTotal$8,923 $9,500 2.72 %$9,185 $9,929 Total$9,237 $8,507 3.30 %$8,923 $9,500 2.72 %
Foreign governmentForeign government Foreign government 
Due within 1 yearDue within 1 year$292 $291 7.86 %$361 $360 Due within 1 year$143 $139 10.83 %$292 $291 7.86 %
After 1 but within 5 yearsAfter 1 but within 5 years1,359 1,328 6.30 1,570 1,662 After 1 but within 5 years1,932 1,843 9.94 1,359 1,328 6.30 
After 5 but within 10 yearsAfter 5 but within 10 years— — — — — After 5 but within 10 years— — — — — — 
After 10 yearsAfter 10 years— — — — — After 10 years— — — — — — 
TotalTotal$1,651 $1,619 6.58 %$1,931 $2,022 Total$2,075 $1,982 10.00 %$1,651 $1,619 6.58 %
All other(3)
All other(3)
 
All other(3)
 
Due within 1 yearDue within 1 year$— $— — %$— $— Due within 1 year$— $— — %$— $— — %
After 1 but within 5 yearsAfter 1 but within 5 years— — — — — After 1 but within 5 years— — — — — — 
After 5 but within 10 yearsAfter 5 but within 10 years11,520 11,515 2.78 11,795 15,020 After 5 but within 10 years11,751 11,583 2.81 11,520 11,515 2.78 
After 10 yearsAfter 10 years17,359 17,340 1.34 9,786 6,475 After 10 years19,217 18,686 1.53 17,359 17,340 1.34 
TotalTotal$28,879 $28,855 1.92 %$21,581 $21,495 Total$30,968 $30,269 2.02 %$28,879 $28,855 1.92 %
Total debt securities HTMTotal debt securities HTM$216,963 $216,038 1.65 %$104,943 $107,790 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 $87$120 million and $86$87 million at December 31, 20212022 and December 30, 2020,2021, 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 notnot have any HTM debt securities that were delinquent or on non-accrual status at December 31, 20212022 and 2020.2021.

There were no purchased credit-deteriorated HTM debt
securities held by the Company as of December 31, 20212022 and 2020.2021.
198199


Evaluating Investments for Impairment

AFS Debt Securities

Overview—AFS Debt Securities
The Company conducts periodic reviews of all AFS debt securities with unrealized losses to evaluate whether the impairment resulted from expected credit losses or from other factors and to evaluate the Company’s intent to sell such securities.
An AFS debt security is impaired when the current fair value of an individual AFS debt security is less than its amortized cost basis.
The Company recognizes the entire difference between amortized cost basis and fair value in earnings for impaired AFS debt securities that Citi has an intent to sell or for which Citi 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 by 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 losses exist where Citi 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 expected credit impairments for debt security types that have the most significant unrealized losses as of December 31, 2021.2022.

Agency Mortgage-Backed Securities
Citi records no allowances for credit losses on U.S. government-agency-guaranteed mortgage-backed securities, because the Company expects to incur no credit losses in the event of default due to a history of incurring no credit losses and due to the nature of the counterparties.

State and Municipal Securities
The process for estimating credit losses in Citigroup’s AFS state and municipal bonds is primarily based on a credit analysis that incorporates third-party credit ratings. Citi monitors the bond issuers and any insurers providing default protection in the form of financial guarantee insurance. The average external credit rating, disregarding any insurance, is 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 Citi plans to sell or would more-likely-than-not be 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 not 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 less than their respective carrying values for 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 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.

199200


Recognition and Measurement of Impairment
The following tables presenttable presents total impairment on InvestmentsAFS investments recognized in earnings:

Year ended
December 31, 2021
In millions of dollarsAFSOther
assets		Total
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 exercise181 — 181 
Total impairment losses recognized in earnings$181 $— $181 

Year ended
December 31, 2020
In millions of dollarsAFSHTMOther
assets		Total
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 exercise109 — — 109 
Total impairment losses recognized in earnings$109 $— $— $109 

Year ended
December 31, 2019		Year ended
In millions of dollarsIn millions of dollarsAFSHTMOther
assets		TotalIn millions of dollars202220212020
Impairment losses related to debt securities that the Company does not intend to sell nor will likely be required to sell:Impairment losses related to debt securities that the Company does not intend to sell nor will likely be required to sell: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 periodTotal impairment losses recognized during the period$1 $— $1 $2 Total impairment losses recognized during the period$— $— $— 
Less: portion of impairment loss recognized in AOCI (before taxes)
Less: portion of impairment loss recognized in AOCI (before taxes)
— — — — 
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 sellNet 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 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 exerciseImpairment 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 exercise20 — 1 21 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 earningsTotal impairment losses recognized in earnings$21 $— $2 $23 Total impairment losses recognized in earnings$360 $181 $109 







200

The following presents the credit-related impairments recognized in earnings for AFS securities held that the Company does not intend to sell nor will likely be required to sell at December 31, 20212022 and 2020:2021:

Allowance for Credit Losses on AFS Debt Securities

Year ended December 31, 2021Year ended December 31, 2022
In millions of dollarsIn millions of dollarsMortgage-backedU.S. Treasury and federal agencyState and municipalForeign governmentCorporateTotal AFSIn millions of dollarsMortgage-backedU.S. Treasury and federal agencyState and municipalForeign governmentCorporateTotal AFS
Allowance for credit losses at beginning of yearAllowance for credit losses at beginning of year$— $— $— $— $5 $5 Allowance for credit losses at beginning of year$— $— $— $— $8 $8 
Gross write-offsGross write-offs— — — — — — Gross write-offs— — — — — — 
Gross recoveriesGross recoveries— — — — — — Gross recoveries— — — — 5 5 
Net credit losses (NCLs)Net credit losses (NCLs)$— $— $— $— $— $— Net credit losses (NCLs)$— $— $— $— $5 $5 
NCLsNCLs$— $— $— $— $— $— NCLs$— $— $— $— $(5)$(5)
Credit losses on securities without previous credit lossesCredit losses on securities without previous credit losses— — — — 3 3 Credit losses on securities without previous credit losses— — — — 2 2 
Net reserve builds (releases) on securities with previous credit lossesNet reserve builds (releases) on securities with previous credit losses— — — — — — Net reserve builds (releases) on securities with previous credit losses— — — — (2)(2)
Total provision for credit lossesTotal provision for credit losses$— $— $— $— $3 $3 Total provision for credit losses$— $— $— $— $(5)$(5)
Initial allowance on newly purchased credit-deteriorated securities during the yearInitial allowance on newly purchased credit-deteriorated securities during the year— — — — — — Initial allowance on newly purchased credit-deteriorated securities during the year— — — — — — 
Allowance for credit losses at end of yearAllowance for credit losses at end of year$— $— $— $— $8 $8 Allowance for credit losses at end of year$— $— $— $— $3 $3 

Year ended December 31, 2020Year ended December 31, 2021
In millions of dollarsIn millions of dollarsMortgage-backedU.S. Treasury and federal agencyState and municipalForeign governmentCorporateTotal AFSIn millions of dollarsMortgage-backedU.S. Treasury and federal agencyState and municipalForeign governmentCorporateTotal AFS
Allowance for credit losses at beginning of yearAllowance for credit losses at beginning of year$— $— $— $— $— $— Allowance for credit losses at beginning of year$— $— $— $— $5 $5 
Gross write-offsGross write-offs— — — — — — Gross write-offs— — — — — — 
Gross recoveriesGross recoveries— — — — 2 2 Gross recoveries— — — — — — 
Net credit losses (NCLs)Net credit losses (NCLs)$— $— $— $— $2 $2 Net credit losses (NCLs)$— $— $— $— $— $— 
NCLsNCLs$— $— $— $— $(2)$(2)NCLs$— $— $— $— $— $— 
Credit losses on securities without previous credit lossesCredit losses on securities without previous credit losses— — — 3 5 8 Credit losses on securities without previous credit losses— — — — 3 3 
Net reserve builds (releases) on securities with previous credit lossesNet reserve builds (releases) on securities with previous credit losses— — — (3)— (3)Net reserve builds (releases) on securities with previous credit losses— — — — — — 
Total provision for credit lossesTotal provision for credit losses$— $— $— $— $3 $3 Total provision for credit losses$— $— $— $— $3 $3 
Initial allowance on newly purchased credit-deteriorated securities during the yearInitial allowance on newly purchased credit-deteriorated securities during the year— — — — — — Initial allowance on newly purchased credit-deteriorated securities during the year— — — — — — 
Allowance for credit losses at end of yearAllowance for credit losses at end of year$— $— $— $— $5 $5 Allowance for credit losses at end of year$— $— $— $— $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 
201202


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.
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, 20212022 and 2020:2021:

In millions of dollarsIn millions of dollarsDecember 31, 2021December 31, 2020In millions of dollarsDecember 31, 2022December 31, 2021
Measurement alternative:Measurement alternative:Measurement alternative:
Carrying valueCarrying value$1,413 $962 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,Years ended December 31,
In millions of dollarsIn millions of dollars20212020In millions of dollars20222021
Measurement alternative(1):
Measurement alternative(1):
Measurement alternative(1):
Impairment lossesImpairment losses$25 $56 Impairment losses$139 $25 
Downward changes for observable pricesDownward changes for observable prices— 19 Downward changes for observable prices3 — 
Upward changes for observable pricesUpward changes for observable prices406 144 Upward changes for observable prices177 406 

(1)     See Note 24 to the Consolidated Financial Statements25 for additional information on these nonrecurring fair value measurements.


Life-to-date amounts on securities still held
In millions of dollarsDecember 31, 20212022
Measurement alternative:
Impairment losses$87219 
Downward changes for observable prices36 
Upward changes for observable prices699867 

A similar impairment analysis is performed for non-marketable equity securities carried at cost. For the years ended December 31, 20212022 and 2020,2021, there was no impairmentimpairment loss recognized in earnings for non-marketable equity securities carried at cost.
202

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.

Fair valueUnfunded
commitments		Redemption frequency
(if currently eligible)
monthly, quarterly, annually		Redemption 
notice
period
In millions of dollarsDecember 31, 2021December 31, 2020December 31, 2021December 31, 2020
Private equity funds(1)(2)
$123 $123 $60 $62 ——
Real estate funds(2)(3)
2 9 1 20 ——
Mutual/collective investment funds20 20 — — 
Total$145 $152 $61 $82 ——

(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.

203


14.  LOANS

Citigroup loans are reported in 2two categories: consumercorporate and corporate.consumer. These categories are classified primarily according to the operating segment and businesscomponent that manage the loans.loans in addition to the nature of the obligor, with corporate loans generally made for corporate institutional and public sector clients around the world and consumer loans to retail and small business customers.

Consumer Loans
Consumer loans represent loans and leases managed primarily by GCB and Corporate/Other.
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 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 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.









































204

The following tables provide Citi’s consumer loans by type:


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)
≥ 90 days
past 
due(3)(4)
Past due
government
guaranteed(5)
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(6)
      
Residential first mortgages(7)
$42,894 $245 $280 $394 $43,813 $134 $339 $473 $282 
Home equity loans(8)(9)
4,899 43 159 — 5,101 63 206 269 — 
Credit cards132,050 947 871 — 133,868 — — — 871 
Personal, small business and other3,091 19 10 38 3,158 2 15 17 28 
Total$182,934 $1,254 $1,320 $432 $185,940 $199 $560 $759 $1,181 
In offices outside North America(6)
       
Residential mortgages(7)
$34,289 $159 $153 $— $34,601 $— $403 $403 $— 
Credit cards17,428 192 188 — 17,808 — 140 140 120 
Personal, small business and other32,662 144 81 — 32,887 — 200 200 22 
Total$84,379 $495 $422 $— $85,296 $— $743 $743 $142 
Total Citigroup(10)
$267,313 $1,749 $1,742 $432 $271,236 $199 $1,303 $1,502 $1,323 

Consumer Loans, Delinquencies and Non-Accrual Status at December 31, 2020

In millions of dollars
Total
current(1)(2)
30–89
 days past
 due(3)(4)
≥ 90 days
past
 due(3)(4)
Past due
government
guaranteed(5)
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(6)
       
Residential first mortgages(7)
$46,471 $402 $381 $524 $47,778 $136 $509 $645 $332 
Home equity loans(8)(9)
6,829 78 221 — 7,128 72 307 379 — 
Credit cards127,827 1,228 1,330 — 130,385 — — — 1,330 
Personal, small business and other4,472 27 10 — 4,509 2 33 35 — 
Total$185,599 $1,735 $1,942 $524 $189,800 $210 $849 $1,059 $1,662 
In offices outside North America(6)
       
Residential mortgages(7)
$39,557 $213 $199 $— $39,969 $— $486 $486 $— 
Credit cards21,718 429 545 — 22,692 — 384 384 324 
Personal, small business and other35,925 319 134 — 36,378 — 212 212 52 
Total$97,200 $961 $878 $— $99,039 $— $1,082 $1,082 $376 
Total Citigroup(10)
$282,799 $2,696 $2,820 $524 $288,839 $210 $1,931 $2,141 $2,038 

(1)Loans less than 30 days past due are presented as current.
(2)Includes $12 million and $14 million at December 31, 2021 and 2020, respectively, of residential first mortgages recorded at fair value.
(3)Excludes loans guaranteed by U.S. government-sponsored agencies.
(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 by the customer). Consumer relief programs in Asia and Mexico largely expired during the fourth quarter of 2020 and began to age at that time.
(5)Consists of loans that are guaranteed by U.S. government-sponsored agencies that are 30–89 days past due of $0.1 billion and $0.2 billion and 90 days or more past due of $0.3 billion and $0.3 billion at December 31, 2021 and 2020, respectively.
(6)North America includes the U.S., Canada and Puerto Rico. Mexico is included in offices outside North America.
(7)Includes approximately $0.1 billion and $0.1 billion at December 31, 2021 and 2020, respectively, of residential first mortgage loans in process of foreclosure.
(8)Includes approximately $0.1 billion and $0.1 billion at December 31, 2021 and 2020, respectively, of home equity loans in process of foreclosure.
(9)Fixed-rate home equity loans and loans extended under home equity lines of credit, which are typically in junior lien positions.
(10)Consumer loans are net of unearned income of $659 million and $749 million at December 31, 2021 and 2020, respectively. Unearned income on consumer loans primarily represents unamortized origination fees and costs, premiums and discounts.



205


Interest Income Recognized for Non-Accrual Consumer Loans

For the years ended
In millions of dollarsDecember 31, 2021December 31, 2020
In North America offices(1)
Residential first mortgages$13 $15 
Home equity loans7 8 
Credit cards— — 
Personal, small business and other— — 
Total$20 $23 
In offices outside North America(1)
Residential mortgages$1 $— 
Credit cards— — 
Personal, small business and other— — 
Total$1 $— 
Total Citigroup$21 $23 

(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, 2021 and 2020, the Company sold and/or reclassified to HFS $1,473 million and $414 million of consumer loans, respectively. Loans of businesses that are HFS are not included in the above. For additional information, see Note 2 to the Consolidated Financial Statements.
206

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.

FICO score distribution in U.S. portfolio(1)(2)
December 31, 2021
In millions of dollarsLess than
680		680
to 760		Greater
than 760		FICO not availableTotal loans
Residential first mortgages
2021$201 $3,415 $7,363 
20202002,7327,339
20191401,1783,082
2018196431747
20172406251,143
Prior1,5073,8177,903
Total residential first mortgages$2,484 $12,198 $27,577 $1,554 $43,813 
Home equity loans (pre-reset)$222 $836 $1,309 
Home equity loans (post-reset)609 989 1,095 
Total home equity loans$831 $1,825 $2,404 $41 $5,101 
Credit cards(3)
$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$284 $517 $640 $1,717 $3,158 
Total$26,714 $67,447 $85,758 $5,504 $185,423 
207

FICO score distribution in U.S. portfolio(1)(2)
December 31, 2020
In millions of dollarsLess than
680		680
to 760		Greater
than 760		FICO not availableTotal
loans
Residential first mortgages
2020$187 $3,741 $9,052 
20191501,8575,384
20182466551,227
20172988461,829
20163231,3683,799
Prior1,7084,1339,105
Total residential first mortgages$2,912 $12,600 $30,396 $1,870 $47,778 
Home equity loans (pre-reset)$292 $1,014 $1,657 
Home equity loans (post-reset)1,055 1,569 1,524 
Total home equity loans$1,347 $2,583 $3,181 $17 $7,128 
Credit cards(3)
$26,227 $52,778 $49,767 $1,041 $129,813 
Personal, small business and other
2020$23 $58 $95 
201979 106 134 
201882 80 84 
201726 27 30 
201610 9 8 
Prior214 393 529 
Total personal, small business and other$434 $673 $880 $2,522 $4,509 
Total$30,920 $68,634 $84,224 $5,450 $189,228 

(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)Excludes $517 million and $572 million of balances related to Canada for December 31, 2021 and December 31, 2020, respectively.


208

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 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 in 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 availableTotal
Residential first mortgages
2021$10,515 $474 $1 
202010,206 75 — 
20194,372 35 1 
20181,300 74 5 
20171,986 27 2 
Prior13,271 34 8 
Total residential first mortgages$41,650 $719 $17 $1,427 $43,813 
Home equity loans (pre-reset)$2,315 $26 $9 
Home equity loans (post-reset)2,608 48 25 
Total home equity loans$4,923 $74 $34 $70 $5,101 
Total$46,573 $793 $51 $1,497 $48,914 
LTV distribution in U.S. portfolioDecember 31, 2020
In millions of dollarsLess than
or equal
to 80%		> 80% but less
than or equal
to 100%		Greater
than
100%		LTV not availableTotal
Residential first mortgages
2020$11,447 $1,543 $— 
20197,029 376 2 
20181,617 507 11 
20172,711 269 4 
20165,423 84 2 
Prior14,966 66 16 
Total residential first mortgages$43,193 $2,845 $35 $1,705 $47,778 
Home equity loans (pre-reset)$2,876 $50 $16 
Home equity loans (post-reset)3,782 290 58 
Total home equity loans$6,658 $340 $74 $56 $7,128 
Total$49,851 $3,185 $109 $1,761 $54,906 



209

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, 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$1,457 $1,531 $87 $1,548 $87 
Home equity loans188 342 (1)335 9 
Credit cards1,582 1,609 594 1,795 116 
Personal, small business and other454 461 120 505 52 
Total$3,681 $3,943 $800 $4,183 $264 
 At and for the year ended December 31, 2020
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$1,787 $1,962 $157 $1,661 $68 
Home equity loans478 651 60 527 13 
Credit cards1,982 2,135 918 1,926 106 
Personal, small business and other552 552 210 463 63 
Total$4,799 $5,300 $1,345 $4,577 $250 

(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, 2021, $190 million of residential first mortgages and $94 million of home equity loans do not have a specific allowance. For December 31, 2020, $211 million of residential first mortgages and $147 million of home equity loans do not have a specific allowance.
(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 4 quarters and does not include the related specific allowance.
(6)    Includes amounts recognized on both an accrual and cash basis.



210

Consumer Troubled Debt Restructurings(1)

 
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)(3)
Deferred
principal(4)
Contingent
principal
forgiveness(5)
Principal
forgiveness(6)
Average
interest rate
reduction
North America      
Residential first mortgages1,333 $227 $— $— $— 1 %
Home equity loans187 12 — — — 1 
Credit cards165,098 794 — — — 18 
Personal, small business and other1,000 13 — — — 3 
Total(7)
167,618 $1,046 $— $— $— 
International      
Residential mortgages1,975 $86 $— $— $— — %
Credit cards74,202 339 — — 13 13 
Personal, small business and other28,206 201 — — 7 10 
Total(7)
104,383 $626 $— $— $20  
 
For the year ended December 31, 2020(1)
In millions of dollars, except number of loans modifiedNumber of
loans modified
Post-
modification
recorded
investment(2)(8)
Deferred
principal(4)
Contingent
principal
forgiveness(5)
Principal
forgiveness(6)
Average
interest rate
reduction
North America      
Residential first mortgages1,225 $209 $— $— $— — %
Home equity loans296 27 — — — 1 
Credit cards215,466 1,038 — — — 17 
Personal, small business and other2,452 28 — — — 5 
Total(7)
219,439 $1,302 $— $— $— 
International      
Residential mortgages2,542 $141 $3 $— $— 2 %
Credit cards90,694 401 — — 12 15 
Personal, small business and other41,079 301 — — 8 10 
Total(7)
134,315 $843 $3 $— $20 

(1)The above tables do 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 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.
(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)    The above tables reflect activity for restructured loans that were considered TDRs during the year.
(8)    Post-modification balances in North America include $13 million of residential first mortgages to borrowers who have gone through Chapter 7 bankruptcy in the year ended December 31, 2020. These amounts include $9 million of residential first mortgages that were newly classified as TDRs during 2020, based on previously received OCC guidance.


211

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 dollars20212020
North America  
Residential first mortgages$57 $71 
Home equity loans8 14 
Credit cards252 317 
Personal, small business and other4 4 
Total$321 $406 
International  
Residential mortgages$38 $26 
Credit cards152 178 
Personal, small business and other96 78 
Total$286 $282 

Purchased Credit-Deteriorated Assets

Years ended December 31,
 20212020
In millions of dollarsCredit
cards
Mortgages(1)
Installment and otherCredit
cards
Mortgages(1)
Installment and other
Purchase price$— $23 $— $4 $49 $— 
Allowance for credit losses at acquisition date— — — 4 — — 
Discount or premium attributable to non-credit factors— — — — — — 
Par value (amortized cost basis)$— $23 $— $8 $49 $— 


(1)    Includes loans sold to agencies that were bought back at par due to repurchase agreements.

212

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 dollarsIn millions of dollarsDecember 31,
2021		December 31,
2020		In millions of dollarsDecember 31,
2022		December 31,
2021
In North America offices(1)
In North America offices(1)
 
In North America offices(1)
 
Commercial and industrialCommercial and industrial$51,999 $57,731 Commercial and industrial$56,176 $48,364 
Financial institutionsFinancial institutions66,936 55,809 Financial institutions43,399 49,804 
Mortgage and real estate(2)
Mortgage and real estate(2)
63,357 60,675 
Mortgage and real estate(2)
17,829 15,965 
Installment and otherInstallment and other29,143 26,744 Installment and other23,767 20,143 
Lease financingLease financing413 673 Lease financing308 415 
TotalTotal$211,848 $201,632 Total$141,479 $134,691 
In offices outside North America(1)
In offices outside North America(1)
 
In offices outside North America(1)
 
Commercial and industrialCommercial and industrial$103,167 $104,072 Commercial and industrial$93,967 $102,735 
Financial institutionsFinancial institutions32,203 32,334 Financial institutions21,931 22,158 
Mortgage and real estate(2)
Mortgage and real estate(2)
10,412 11,371 
Mortgage and real estate(2)
4,179 4,374 
Installment and otherInstallment and other34,436 33,759 Installment and other23,347 22,812 
Lease financingLease financing42 65 Lease financing46 40 
Governments and official institutionsGovernments and official institutions4,423 3,811 Governments and official institutions4,205 4,423 
TotalTotal$184,683 $185,412 Total$147,675 $156,542 
Corporate loans, net of unearned income(3)(5)
Corporate loans, net of unearned income(3)(5)
$396,531 $387,044 
Corporate loans, net of unearned income(3)(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 ($799)$($797) million and ($844)770) million at December 31, 20212022 and 2020,2021, 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 $5.9$5.0 billion and $2.2$5.9 billion of corporate loans during the years ended December 31, 20212022 and 2020,2021, respectively. The Company did not have significant purchases of corporate loans classified as held-for-investment for the years ended December 31, 20212022 or 2020.
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 $0.5$0.4 billion of lease financing receivables, as of December 31, 2021,2022, 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, 20212022 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 $0.2 billion as of December 31, 2021, while the amount covered by residual value guarantees is nil.
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.
213204


Corporate Loan Delinquencies and Non-Accrual Details at December 31, 20212022

In millions of dollarsIn 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)
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 industrialCommercial and industrial$1,100 $249 $1,349 $1,264 $148,459 $151,072 Commercial and industrial$763 $594 $1,357 $860 $145,586 $147,803 
Financial institutionsFinancial institutions505 233 738 33 98,172 98,943 Financial institutions233 102 335 152 64,420 64,907 
Mortgage and real estateMortgage and real estate283 1 284 419 73,066 73,769 Mortgage and real estate30 12 42 33 21,874 21,949 
Lease financingLease financing— — — 14 441 455 Lease financing— 1 1 10 343 354 
OtherOther128 26 154 147 65,921 66,222 Other145 18 163 67 48,788 49,018 
Loans at fair valueLoans at fair value6,070 Loans at fair value5,123 
TotalTotal$2,016 $509 $2,525 $1,877 $386,059 $396,531 Total$1,171 $727 $1,898 $1,122 $281,011 $289,154 

Corporate Loan Delinquencies and Non-Accrual Details at December 31, 20202021

In millions of dollarsIn 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)
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 industrialCommercial and industrial$400 $109 $509 $2,795 $153,036 $156,340 Commercial and industrial$1,072 $239 $1,311 $1,263 $144,430 $147,004 
Financial institutionsFinancial institutions668 65 733 92 86,864 87,689 Financial institutions320 166 486 2 71,279 71,767 
Mortgage and real estateMortgage and real estate450 247 697 505 70,836 72,038 Mortgage and real estate1 1 2 136 20,153 20,291 
Lease financingLease financing62 12 74 24 640 738 Lease financing— — — 14 441 455 
OtherOther112 19 131 111 63,157 63,399 Other77 19 96 138 45,412 45,646 
Loans at fair valueLoans at fair value6,840 Loans at fair value6,070 
TotalTotal$1,692 $452 $2,144 $3,527 $374,533 $387,044 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 includecolumn includes loans at fair value, which are not included in the various delinquency columns.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-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 loss will have risk ratings within the non-investment-grade categories.
205








214

Corporate Loans Credit Quality Indicators

Recorded investment in loans(1)
Recorded investment in loans(1)
Term loans by year of origination
Revolving line
of credit arrangements(2)
December 31,
2021		Term loans by year of origination
Revolving line
of credit arrangements(2)
December 31,
2022
In millions of dollarsIn millions of dollars20212020201920182017PriorIn millions of dollars20222021202020192018Prior
Investment grade(3)
Investment grade(3)
 
Investment grade(3)
 
Commercial and industrial(4)
Commercial and industrial(4)
$42,730 $5,744 $4,762 $3,825 $3,060 $8,928 $32,894 $101,943 
Commercial and industrial(4)
$50,086 $5,716 $2,454 $2,348 $1,129 $1,776 $38,359 $101,868 
Financial institutions(4)
Financial institutions(4)
14,096 1,985 1,290 1,118 599 2,536 67,184 88,808 
Financial institutions(4)
13,547 3,174 813 593 284 713 37,463 56,587 
Mortgage and real estateMortgage and real estate4,423 6,013 5,421 3,630 1,801 3,561 1,341 26,190 Mortgage and real estate7,321 3,876 3,379 1,205 577 775 152 17,285 
Other(5)
Other(5)
11,928 3,993 1,392 2,974 524 6,321 32,807 59,939 
Other(5)
12,257 1,171 494 148 688 3,496 26,807 45,061 
Total investment gradeTotal investment grade$73,177 $17,735 $12,865 $11,547 $5,984 $21,346 $134,226 $276,880 Total investment grade$83,211 $13,937 $7,140 $4,294 $2,678 $6,760 $102,781 $220,801 
Non-investment grade(3)
Non-investment grade(3)
 
Non-investment grade(3)
 
AccrualAccrual Accrual 
Commercial and industrial(4)
Commercial and industrial(4)
$16,814 $2,313 $2,466 $2,024 $1,412 $3,987 $18,849 $47,865 
Commercial and industrial(4)
$21,877 $3,114 $1,371 $800 $661 $402 $16,850 $45,075 
Financial institutions(4)
Financial institutions(4)
4,471 399 571 107 74 586 3,894 10,102 
Financial institutions(4)
5,110 626 247 65 36 11 2,073 8,168 
Mortgage and real estateMortgage and real estate1,819 980 1,842 1,163 640 761 644 7,849 Mortgage and real estate1,081 989 470 556 562 501 472 4,631 
Other(5)
Other(5)
1,517 399 594 384 148 383 3,152 6,577 
Other(5)
1,938 360 466 107 7 64 1,292 4,234 
Non-accrualNon-accrualNon-accrual
Commercial and industrial(4)
Commercial and industrial(4)
54 119 64 104 94 117 712 1,264 
Commercial and industrial(4)
80 31 90 53 44 83 479 860 
Financial institutionsFinancial institutions— — — — — — 33 33 Financial institutions41 35 — — — — 76 152 
Mortgage and real estateMortgage and real estate13 10 2 49 10 25 310 419 Mortgage and real estate2 11 — — 2 18 — 33 
Other(5)
Other(5)
19 5 19 19 — 90 9 161 
Other(5)
7 26 1 8 10 9 16 77 
Total non-investment gradeTotal non-investment grade$24,707 $4,225 $5,558 $3,850 $2,378 $5,949 $27,603 $74,270 Total non-investment grade$30,136 $5,192 $2,645 $1,589 $1,322 $1,088 $21,258 $63,230 
Non-rated private bank loans managed on a delinquency basis(3)(6)
$9,984 $8,901 $5,926 $2,895 $2,925 $8,680 $— $39,311 
Loans at fair value(7)
6,070 
Loans at fair value(6)
Loans at fair value(6)
$5,123 
Corporate loans, net of unearned incomeCorporate loans, net of unearned income$107,868 $30,861 $24,349 $18,292 $11,287 $35,975 $161,829 $396,531 Corporate loans, net of unearned income$113,347 $19,129 $9,785 $5,883 $4,000 $7,848 $124,039 $289,154 
215206


Recorded investment in loans(1)
Recorded investment in loans(1)
Term loans by year of origination
Revolving line
of credit arrangements(2)
December 31, 2020Term loans by year of origination
Revolving line
of credit arrangements(2)
December 31, 2021
In millions of dollarsIn millions of dollars20202019201820172016PriorIn millions of dollars20212020201920182017Prior
Revolving line
of credit arrangements(2)
December 31, 2021
Investment grade(3)
Investment grade(3)
 
Investment grade(3)
 
Commercial and industrial(4)
Commercial and industrial(4)
$38,398 $7,607 $5,929 $3,909 $2,094 $8,670 $25,819 $92,426 
Commercial and industrial(4)
$42,422 $5,529 $4,642 $3,757 $2,911 $8,392 $30,588 $98,241 
Financial institutions(4)
Financial institutions(4)
10,560 2,964 2,106 782 681 2,030 56,239 75,362 
Financial institutions(4)
12,862 1,678 1,183 1,038 419 1,354 43,630 62,164 
Mortgage and real estateMortgage and real estate6,793 6,714 5,174 2,568 1,212 1,719 1,557 25,737 Mortgage and real estate2,423 3,660 3,332 2,015 1,212 1,288 141 14,071 
Other(5)
Other(5)
10,874 3,566 4,597 952 780 5,290 31,696 57,755 
Other(5)
9,037 3,099 1,160 2,789 330 4,601 18,727 39,743 
Total investment gradeTotal investment grade$66,625 $20,851 $17,806 $8,211 $4,767 $17,709 $115,311 $251,280 Total investment grade$66,744 $13,966 $10,317 $9,599 $4,872 $15,635 $93,086 $214,219 
Non-investment grade(3)
Non-investment grade(3)
 
Non-investment grade(3)
AccrualAccrual Accrual
Commercial and industrial(4)
Commercial and industrial(4)
$19,683 $4,794 $4,645 $2,883 $1,182 $4,533 $23,400 $61,120 
Commercial and industrial(4)
$16,783 $2,281 $2,343 $2,024 $1,412 $3,981 $18,676 $47,500 
Financial institutions(4)
Financial institutions(4)
7,413 700 654 274 141 197 2,855 12,234 
Financial institutions(4)
4,325 347 567 101 71 511 3,679 9,601 
Mortgage and real estateMortgage and real estate1,882 1,919 2,058 1,457 697 837 551 9,401 Mortgage and real estate1,275 869 1,228 1,018 493 586 615 6,084 
Other(5)
Other(5)
1,407 918 725 370 186 657 1,986 6,249 
Other(5)
1,339 349 554 364 119 245 3,236 6,206 
Non-accrualNon-accrualNon-accrual
Commercial and industrial(4)
Commercial and industrial(4)
260 203 192 143 57 223 1,717 2,795 
Commercial and industrial(4)
53 119 64 104 94 117 712 1,263 
Financial institutionsFinancial institutions1 — — — — — 91 92 Financial institutions— — — — — — 2 2 
Mortgage and real estateMortgage and real estate13 4 3 18 8 32 427 505 Mortgage and real estate11 8 2 49 10 25 31 136 
Other(5)
Other(5)
15 3 12 29 2 65 9 135 
Other(5)
19 5 19 19 — 90 — 152 
Total non-investment gradeTotal non-investment grade$30,674 $8,541 $8,289 $5,174 $2,273 $6,544 $31,036 $92,531 Total non-investment grade$23,805 $3,978 $4,777 $3,679 $2,199 $5,555 $26,951 $70,944 
Non-rated private bank loans managed on a delinquency basis(3)(6)
$9,823 $7,121 $3,533 $3,674 $4,300 $7,942 $— $36,393 
Loans at fair value(7)
6,840 
Loans at fair value(6)
Loans at fair value(6)
6,070 
Corporate loans, net of unearned incomeCorporate loans, net of unearned income$107,122 $36,513 $29,628 $17,059 $11,340 $32,195 $146,347 $387,044 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)Non-rated private bank loans mainly include mortgage and real estate loans to private banking clients.
(7)Loans at fair value include loans to commercial and industrial, financial institutions, mortgage and real estate and other.

Impaired collateral-dependentCollateral-dependent loans and leases, where repayment is expected to be provided solely by the sale of the underlying collateral with 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












216

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, 2021At and for the year ended December 31, 2022
In millions of dollarsIn 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 loansNon-accrual corporate loans  Non-accrual corporate loans  
Commercial and industrialCommercial and industrial$1,264 $1,863 $198 $1,840 $37 Commercial and industrial$860 $1,440 $268 $1,210 $56 
Financial institutionsFinancial institutions33 98 4 40 — Financial institutions152 205 51 115 — 
Mortgage and real estateMortgage and real estate419 582 15 448 — Mortgage and real estate33 33 4 85 4 
Lease financingLease financing14 14 — 20 — Lease financing10 10 — 12 — 
OtherOther147 241 8 142 18 Other67 89 — 111 6 
Total non-accrual corporate loansTotal non-accrual corporate loans$1,877 $2,798 $225 $2,490 $55 Total non-accrual corporate loans$1,122 $1,777 $323 $1,533 $66 
At and for the year ended December 31, 2020At and for the year ended December 31, 2021
In millions of dollarsIn 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 loansNon-accrual corporate loans Non-accrual corporate loans 
Commercial and industrialCommercial and industrial$2,795 $3,664 $442 $2,649 $14 Commercial and industrial$1,263 $1,858 $198 $1,839 $37 
Financial institutionsFinancial institutions92 181 17 132 — Financial institutions2 55 — 4 — 
Mortgage and real estateMortgage and real estate505 803 38 413 — Mortgage and real estate136 285 10 163 — 
Lease financingLease financing24 24 — 34 — Lease financing14 14 — 21 — 
OtherOther111 235 18 174 21 Other138 165 4 134 17 
Total non-accrual corporate loansTotal non-accrual corporate loans$3,527 $4,907 $515 $3,402 $35 Total non-accrual corporate loans$1,553 $2,377 $212 $2,161 $54 
December 31, 2021December 31, 2020 December 31, 2022December 31, 2021
In millions of dollarsIn millions of dollars
Recorded
investment(1)
Related specific
allowance
Recorded
investment(1)
Related specific
allowance		In millions of dollars
Recorded
investment(1)
Related specific
allowance
Recorded
investment(1)
Related specific
allowance
Non-accrual corporate loans with specific allowancesNon-accrual corporate loans with specific allowances   Non-accrual corporate loans with specific allowances   
Commercial and industrialCommercial and industrial$638 $198 $1,523 $442 Commercial and industrial$583 $268 $637 $198 
Financial institutionsFinancial institutions27 4 90 17 Financial institutions149 51 — — 
Mortgage and real estateMortgage and real estate294 15 246 38 Mortgage and real estate33 4 29 10 
Lease financing— — — — 
OtherOther37 8 68 18 Other— — 37 4 
Total non-accrual corporate loans with specific allowancesTotal non-accrual corporate loans with specific allowances$996 $225 $1,927 $515 Total non-accrual corporate loans with specific allowances$765 $323 $703 $212 
Non-accrual corporate loans without specific allowancesNon-accrual corporate loans without specific allowances   Non-accrual corporate loans without specific allowances   
Commercial and industrialCommercial and industrial$626 $1,272  Commercial and industrial$277 $626  
Financial institutionsFinancial institutions6 2  Financial institutions3 2  
Mortgage and real estateMortgage and real estate125 259  Mortgage and real estate— 107  
Lease financingLease financing14 24  Lease financing10 14  
OtherOther110 43  Other67 101  
Total non-accrual corporate loans without specific allowancesTotal non-accrual corporate loans without specific allowances$881 N/A$1,600 N/ATotal 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.
(2)Average carrying value represents the average recorded investment balance and does not include related specific allowances.
(3)Interest income recognized for the year ended December 31, 20192020 was $42$35 million.
N/A Not applicable

217208


Corporate Troubled Debt Restructurings(1)

For the year ended December 31, 20212022

In millions of dollarsIn 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		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 industrialCommercial and industrial$82 $— $— $82 Commercial and industrial$61 $— $— $61 
Mortgage and real estateMortgage and real estate8 — — 8 Mortgage and real estate2 1 — 1 
OtherOther10 1 09 Other30 — 30 
TotalTotal$100 $1 $— $99 Total$93 $1 $— $92 

For the year ended December 31, 20202021(1)

In millions of dollarsIn 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		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 industrialCommercial and industrial$247 $— $— $247 Commercial and industrial$82 $— $— $82 
Mortgage and real estateMortgage and real estate19 — — 19 Mortgage and real estate4 — — 4 
OtherOther19 6 — 13 Other6 — 6 
TotalTotal$285 $6 $— $279 Total$92 $— $— $92 

(1)The above tables do2021 table does not include loan modifications that meet the TDR relief criteria in the CARES Act or the interagency guidance.
(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 dollarsIn millions of dollarsTDR balances at December 31, 2021TDR loans that re-defaulted in 2021 within one year of modificationTDR balances at
December 31, 2020		TDR loans that re-defaulted in 2020 within one year of modificationIn 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 industrialCommercial and industrial$236 $— $325 $— Commercial and industrial$85 $— $236 $— 
Financial institutions— — — — 
Mortgage and real estateMortgage and real estate73 — 92 — Mortgage and real estate13 — 20 — 
Lease financing— — — — 
OtherOther41 — 33 — Other12 — 28 — 
Total(1)
Total(1)
$350 $— $450 $— 
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.
















218
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 dollarsIn millions of dollars202120202019In millions of dollars202220212020
Allowance for credit losses on loans (ACLL) at beginning of yearAllowance for credit losses on loans (ACLL) at beginning of year$24,956 $12,783 $12,315 Allowance for credit losses on loans (ACLL) at beginning of year$16,455 $24,956 $12,783 
Adjustments to opening balance(1):
Adjustments to opening balance(1):
Adjustments to opening balance(1):
Financial instruments—credit losses (CECL) adoptionFinancial instruments—credit losses (CECL) adoption— 4,201 — Financial instruments—credit losses (CECL) adoption— — 4,201 
Variable post-charge-off third-party collection costsVariable post-charge-off third-party collection costs— (443)— Variable post-charge-off third-party collection costs— — (443)
Adjusted ACLL at beginning of yearAdjusted ACLL at beginning of year$24,956 $16,541 $12,315 Adjusted ACLL at beginning of year$16,455 $24,956 $16,541 
Gross credit losses on loansGross credit losses on loans$(6,720)$(9,263)$(9,341)Gross credit losses on loans$(5,156)$(6,720)$(9,263)
Gross recoveries on loansGross recoveries on loans1,825 1,652 1,573 Gross recoveries on loans1,367 1,825 1,652 
Net credit losses on loans (NCLs)Net credit losses on loans (NCLs)$(4,895)$(7,611)$(7,768)Net credit losses on loans (NCLs)$(3,789)$(4,895)$(7,611)
Replenishment of NCLsReplenishment of NCLs$4,895 $7,611 $7,768 Replenishment of NCLs$3,789 $4,895 $7,611 
Net reserve builds (releases) for loansNet reserve builds (releases) for loans(7,283)7,635 364 Net reserve builds (releases) for loans937 (7,283)7,635 
Net specific reserve builds (releases) for loansNet specific reserve builds (releases) for loans(715)676 86 Net specific reserve builds (releases) for loans19 (715)676 
Total provision for credit losses on loans (PCLL)Total provision for credit losses on loans (PCLL)$(3,103)$15,922 $8,218 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 periodInitial allowance for credit losses on newly purchased credit-deteriorated assets during the period— 4 — Initial allowance for credit losses on newly purchased credit-deteriorated assets
during the period		— — 4 
Other, net (see table below)Other, net (see table below)(503)100 18 Other, net (see table below)(437)(503)100 
ACLL at end of yearACLL at end of year$16,455 $24,956 $12,783 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)
Allowance for credit losses on unfunded lending commitments (ACLUC) at beginning of year(2)
$2,655 $1,456 $1,367 
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)
Adjustment to opening balance for CECL adoption(1)
— (194)— 
Adjustment to opening balance for CECL adoption(1)
— — (194)
Provision (release) for credit losses on unfunded lending commitmentsProvision (release) for credit losses on unfunded lending commitments(788)1,446 92 Provision (release) for credit losses on unfunded lending commitments291 (788)1,446 
Other, net(3)
Other, net(3)
4 (53)(3)
Other, net(3)
(11)4 (53)
ACLUC at end of year(2)
ACLUC at end of year(2)
$1,871 $2,655 $1,456 
ACLUC at end of year(2)
$2,151 $1,871 $2,655 
Total allowance for credit losses on loans, leases and unfunded lending commitmentsTotal allowance for credit losses on loans, leases and unfunded lending commitments$18,326 $27,611 $14,239 Total allowance for credit losses on loans, leases and unfunded lending commitments$19,125 $18,326 $27,611 

Other, net detailsOther, net detailsOther, net details
In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
Sales or transfers of various consumer loan portfolios to HFS(4)Sales or transfers of various consumer loan portfolios to HFS(4)Sales or transfers of various consumer loan portfolios to HFS(4)
Reclass of Thailand, India, Malaysia, Taiwan, Indonesia, Bahrain and Vietnam consumer ACLL to HFSReclass of Thailand, India, Malaysia, Taiwan, Indonesia, Bahrain and Vietnam consumer ACLL to HFS$(350)$— $— 
Reclass of Australia consumer ACLL to HFSReclass of Australia consumer ACLL to HFS$(280)$— $— Reclass of Australia consumer ACLL to HFS— (280)— 
Reclass of the Philippines consumer ACLL to HFSReclass of the Philippines consumer ACLL to HFS(90)— — Reclass of the Philippines consumer ACLL to HFS— (90)— 
Transfer of real estate loan portfoliosTransfer of real estate loan portfolios— (4)(42)Transfer of real estate loan portfolios— — (4)
Sales or transfers of various consumer loan portfolios to HFS$(370)$(4)$(42)
Reclasses of consumer ACLL to HFS(4)
Reclasses of consumer ACLL to HFS(4)
$(350)$(370)$(4)
FX translation and otherFX translation and other(133)104 60 FX translation and other(87)(133)104 
Other, netOther, net$(503)$100 $18 Other, net$(437)$(503)$100 

(1)See “Accounting Changes” in Note 1 to the Consolidated Financial Statements for additional details.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 Sheet beginning in 2020.
(4)See Note 2.




219221


Allowance for Credit Losses on Loans and End-of-Period Loans at December 31, 2022

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.


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, 2021

In millions of dollarsIn millions of dollarsCorporateConsumerTotalIn millions of dollarsCorporateConsumerTotal
ACLL at beginning of yearACLL at beginning of year$5,402 $19,554 $24,956 ACLL at beginning of year$4,776 $20,180 $24,956 
Gross credit losses on loansGross credit losses on loans(522)$(6,198)$(6,720)Gross credit losses on loans(500)(6,220)(6,720)
Gross recoveries on loansGross recoveries on loans127 1,698 1,825 Gross recoveries on loans114 1,711 1,825 
Replenishment of NCLsReplenishment of NCLs395 4,500 4,895 Replenishment of NCLs386 4,509 4,895 
Net reserve builds (releases)Net reserve builds (releases)(2,254)(5,029)(7,283)Net reserve builds (releases)(2,075)(5,208)(7,283)
Net specific reserve builds (releases)Net specific reserve builds (releases)(278)(437)(715)Net specific reserve builds (releases)(255)(460)(715)
Initial allowance for credit losses on newly purchased credit-deteriorated assets
during the year		Initial allowance for credit losses on newly purchased credit-deteriorated assets
during the year		— — — Initial allowance for credit losses on newly purchased credit-deteriorated assets
during the year		— — — 
OtherOther(31)(472)(503)Other(31)(472)(503)
Ending balanceEnding balance$2,839 $13,616 $16,455 Ending balance$2,415 $14,040 $16,455 
ACLLACLL  ACLL  
Collectively evaluatedCollectively evaluated$2,614 $12,816 $15,430 Collectively evaluated$2,203 $13,227 $15,430 
Individually evaluatedIndividually evaluated225 800 1,025 Individually evaluated212 813 1,025 
Purchased credit deterioratedPurchased credit deteriorated— — — Purchased credit deteriorated— — — 
Total ACLLTotal ACLL$2,839 $13,616 $16,455 Total ACLL$2,415 $14,040 $16,455 
Loans, net of unearned incomeLoans, net of unearned incomeLoans, net of unearned income
Collectively evaluatedCollectively evaluated$388,584 $267,424 $656,008 Collectively evaluated$283,610 $372,655 $656,265 
Individually evaluatedIndividually evaluated1,877 3,681 5,558 Individually evaluated1,553 3,748 5,301 
Purchased credit deterioratedPurchased credit deteriorated— 119 119 Purchased credit deteriorated— 119 119 
Held at fair valueHeld at fair value6,070 12 6,082 Held at fair value6,070 12 6,082 
Total loans, net of unearned incomeTotal loans, net of unearned income$396,531 $271,236 $667,767 Total loans, net of unearned income$291,233 $376,534 $667,767 



220

Allowance for Credit Losses on Loans and End-of-Period Loans at December 31, 2020

In millions of dollarsCorporateConsumerTotal
ACLL at beginning of year$2,886 $9,897 $12,783 
Adjustments to opening balance:
   Financial instruments—credit losses (CECL)(1)
(721)4,922 4,201 
  Variable post-charge-off third-party collection costs(1)
— (443)(443)
Adjusted ACLL at beginning of year$2,165 $14,376 $16,541 
Gross credit losses on loans$(1,072)$(8,191)$(9,263)
Gross recoveries on loans86 1,566 1,652 
Replenishment of NCLs986 6,625 7,611 
Net reserve builds (releases)2,890 4,745 7,635 
Net specific reserve builds (releases)282 394 676 
Initial allowance for credit losses on newly purchased credit-deteriorated assets
during the year		— 4 4 
Other65 35 100 
Ending balance$5,402 $19,554 $24,956 
ACLL   
Collectively evaluated$4,887 $18,207 $23,094 
Individually evaluated515 1,345 1,860 
Purchased credit deteriorated— 2 2 
Total ACLL$5,402 $19,554 $24,956 
Loans, net of unearned income
Collectively evaluated$376,677 $283,885 $660,562 
Individually evaluated3,527 4,799 8,326 
Purchased credit deteriorated— 141 141 
Held at fair value6,840 14 6,854 
Total loans, net of unearned income$387,044 $288,839 $675,883 

(1)See “Accounting Changes” in Note 1 to the Consolidated Financial Statements for additional details.

Allowance for Credit Losses on Loans at December 31, 20192020

In millions of dollarsIn millions of dollarsCorporateConsumerTotalIn millions of dollarsCorporateConsumerTotal
ACLL at beginning of yearACLL at beginning of year$2,811 $9,504 $12,315 ACLL at beginning of year$2,727 $10,056 $12,783 
Adjustments to opening balance:Adjustments to opening balance:
Financial instruments—credit losses (CECL)(1)
Financial instruments—credit losses (CECL)(1)
(816)5,017 4,201 
Variable post-charge-off third-party collection costs(1)
Variable post-charge-off third-party collection costs(1)
— (443)(443)
Adjusted ACLL at beginning of yearAdjusted ACLL at beginning of year1,911 14,630 16,541 
Gross credit losses on loansGross credit losses on loans(487)(8,854)(9,341)Gross credit losses on loans(976)(8,287)(9,263)
Gross recoveries on loansGross recoveries on loans95 1,478 1,573 Gross recoveries on loans76 1,576 1,652 
Replenishment of NCLsReplenishment of NCLs392 7,376 7,768 Replenishment of NCLs900 6,711 7,611 
Net reserve builds (releases)Net reserve builds (releases)96 268 364 Net reserve builds (releases)2,551 5,084 7,635 
Net specific reserve builds (releases)Net specific reserve builds (releases)(21)107 86 Net specific reserve builds (releases)249 427 676 
Initial allowance for credit losses on newly purchased credit-deteriorated assets
during the year		Initial allowance for credit losses on newly purchased credit-deteriorated assets
during the year		— 4 4 
OtherOther— 18 18 Other65 35 100 
Ending balanceEnding balance$2,886 $9,897 $12,783 Ending balance$4,776 $20,180 $24,956 


(1)See “Accounting Changes” in Note 1 for additional details.
223

221

Allowance for Credit Losses on HTM Debt Securities

Year ended December 31, 2021Year ended December 31, 2022
In millions of dollarsIn millions of dollarsMortgage-backedState and municipalForeign governmentAsset-backedAll other debt securitiesTotal HTMIn millions of dollarsMortgage-backedState and municipalForeign governmentAsset-backedAll other debt securitiesTotal HTM
Allowance for credit losses on HTM debt securities at beginning of yearAllowance for credit losses on HTM debt securities at beginning of year$3 $74 $6 $3 $— $86 Allowance for credit losses on HTM debt securities at beginning of year$6 $75 $4 $2 $— $87 
Gross credit lossesGross credit losses— — — — — — Gross credit losses— — — — — — 
Gross recoveriesGross recoveries3 — — — — 3 Gross recoveries— — — — — — 
Net credit losses (NCLs)Net credit losses (NCLs)$3 $— $— $— $— $3 Net credit losses (NCLs)$— $— $— $— $— $— 
Replenishment of NCLsReplenishment of NCLs$(3)$— $— $— $— $(3)Replenishment of NCLs$— $— $— $— $— $— 
Net reserve builds (releases)Net reserve builds (releases)7 1 (2)(2)— 4 Net reserve builds (releases)(5)37 — 1 — 33 
Net specific reserve builds (releases)Net specific reserve builds (releases)(4)— — — — (4)Net specific reserve builds (releases)— — — — — — 
Total provision for credit losses on HTM debt securitiesTotal provision for credit losses on HTM debt securities$— $1 $(2)$(2)$— $(3)Total provision for credit losses on HTM debt securities$(5)$37 $— $1 $— $33 
Other, netOther, net$— $— $— $1 $— $1 Other, net$— $1 $(1)$— $— $— 
Initial allowance for credit losses on newly purchased credit-deteriorated securities during the year— — — — — — 
Allowance for credit losses on HTM debt securities at end of yearAllowance for credit losses on HTM debt securities at end of year$6 $75 $4 $2 $— $87 Allowance for credit losses on HTM debt securities at end of year$1 $113 $3 $3 $— $120 

Allowance for Credit Losses on HTM Debt Securities
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, 2020Year ended December 31, 2020
In millions of dollarsIn millions of dollarsMortgage-backedState and municipalForeign governmentAsset-
backed		All other debt securitiesTotal HTMIn millions of dollarsMortgage-backedState and municipalForeign governmentAsset-
backed		All other debt securitiesTotal HTM
Allowance for credit losses on HTM debt securities at beginning of yearAllowance for credit losses on HTM debt securities at beginning of year$— $— $— $— $— $— Allowance for credit losses on HTM debt securities at beginning of year$— $— $— $— $— $— 
Adjustment to opening balance for CECL adoptionAdjustment to opening balance for CECL adoption— 61 4 5 070 Adjustment to opening balance for CECL adoption— 61 4 5 — 70 
Gross credit lossesGross credit losses— — — — — — Gross credit losses— — — — — — 
Gross recoveriesGross recoveries— — — — — — Gross recoveries— — — — — — 
Net credit losses (NCLs)Net credit losses (NCLs)$— $— $— $— $— $— Net credit losses (NCLs)$— $— $— $— $— $— 
Replenishment of NCLsReplenishment of NCLs$— $— $— $— $— $— Replenishment of NCLs$— $— $— $— $— $— 
Net reserve builds (releases)Net reserve builds (releases)(2)10 (2)1 — 7 Net reserve builds (releases)(2)10 (2)1 — 7 
Net specific reserve builds (releases)Net specific reserve builds (releases)— — — — — — Net specific reserve builds (releases)— — — — — — 
Total provision for credit losses on HTM debt securitiesTotal provision for credit losses on HTM debt securities$(2)$10 $(2)$1 $— $7 Total provision for credit losses on HTM debt securities$(2)$10 $(2)$1 $— $7 
Other, netOther, net$5 $3 $4 $(3)$— $9 Other, net$5 $3 $4 $(3)$— $9 
Initial allowance for credit losses on newly purchased credit-deteriorated securities during the year— — — — — — 
Allowance for credit losses on HTM debt securities at
end of year		Allowance for credit losses on HTM debt securities at
end of year		$3 $74 $6 $3 $— $86 Allowance for credit losses on HTM debt securities at
end of year		$3 $74 $6 $3 $— $86 
224




222

Allowance for Credit Losses on Other Assets

Year ended December 31, 2021Year ended December 31, 2022
In millions of dollarsIn millions of dollarsCash and due from banksDeposits with banksSecurities borrowed and purchased under agreements
to resell		Brokerage receivables
All other assets(1)
TotalIn 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 yearAllowance for credit losses on other assets at beginning of year$— $20 $10 $— $25 $55 Allowance for credit losses on other assets at beginning of year$21 $6 $— $26 $53 
Gross credit lossesGross credit losses— — — — (2)(2)Gross credit losses— — — (24)(24)
Gross recoveriesGross recoveries— — — — — — Gross recoveries— — — 3 3 
Net credit losses (NCLs)Net credit losses (NCLs)$— $— $— $— $(2)$(2)Net credit losses (NCLs)$— $— $— $(21)$(21)
Replenishment of NCLsReplenishment of NCLs$— $— $— $— $2 $2 Replenishment of NCLs$— $— $— $21 $21 
Net reserve builds (releases)Net reserve builds (releases)— 2 (4)— — (2)Net reserve builds (releases)30 14 — 11 55 
Total provision for credit lossesTotal provision for credit losses$— $2 $(4)$— $2 $— Total provision for credit losses$30 $14 $— $32 $76 
Other, net(2)Other, net(2)$— $(1)$— $— $1 $— Other, net(2)$— $16 $— $(1)$15 
Allowance for credit losses on other assets at
end of year		Allowance for credit losses on other assets at
end of year		$— $21 $6 $— $26 $53 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.

Allowance for Credit Losses on Other Assets
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 to the Consolidated Financial Statements.13.
223225


16.  GOODWILL AND INTANGIBLE ASSETS

Goodwill
The changes in Goodwill were as follows:

In millions of dollarsIn millions of dollarsInstitutional Clients GroupGlobal Consumer BankingTotalIn millions of dollarsInstitutional Clients GroupPersonal Banking and Wealth ManagementLegacy FranchisesTotal
Balance at December 31, 2018$9,959 $12,087 $22,046 
Foreign exchange translation65 15 80 
Balance at December 31, 2019Balance at December 31, 2019$10,024 $12,102 $22,126 Balance at December 31, 2019$9,482 $10,015 $2,629 $22,126 
Foreign exchange translationForeign exchange translation(4)40 36 Foreign exchange translation(1)7 30 36 
Balance at December 31, 2020Balance at December 31, 2020$10,020 $12,142 $22,162 Balance at December 31, 2020$9,481 $10,022 $2,659 $22,162 
Foreign exchange translationForeign exchange translation(267)(116)(383)Foreign exchange translation(266)(296)179 (383)
Divestitures(1)
Divestitures(1)
— (480)(480)
Divestitures(1)
— (9)(471)(480)
Balance at December 31, 2021Balance at December 31, 2021$9,753 $11,546 $21,299 Balance at December 31, 2021$9,215 $9,717 $2,367 $21,299 
Foreign exchange translationForeign exchange translation(229)24 5 (200)
Divestitures(1)
Divestitures(1)
— — (873)(873)
Impairment of goodwill(2)
Impairment of goodwill(2)
— — (535)(535)
Balance at December 31, 2022Balance at December 31, 2022$8,986 $9,741 $964 $19,691 

(1)    GoodwillRepresents goodwill allocated primarilyto the Asia Consumer banking exit markets upon the signing of the respective sales agreements: in 2021, related to the Australia and the Philippines consumer banking businesses, which were reclassified as HFS during 2021.2021; 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 22.
(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 Consolidated Financial Statements.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 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 upon the signing of the respective sale agreements. See Note 2 for a discussion of Citi’s divestiture activities.
The Companyreorganization 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 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.
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
companies 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 end of that time horizon, are discounted to their present value using an appropriate rate that is commensurate with the risk inherent within the reporting unit.
The key 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 using data as of July 1 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 atand the level below each operating segment (referredannual test to asbe 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 reporting unit). The fair valueschange 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 unitsunit for triggering events for purposes of goodwill impairment testing.
226


The change in accounting principle did not result in any delay, acceleration or avoidance of an impairment charge.
Citi performed its annual goodwill impairment test as a percentage of their carrying values ranged from approximately 125% to 153%, resultingOctober 1, 2022, which resulted in no impairment.impairment of any of Citi’s reporting units. While the inherent risk related toof 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, which includes, among others, the exits of consumer businesses in 13 markets in Asia and EMEA, as well as the exit of the Mexico consumer, small business and middle-market banking operations, and Citi’s implementation of its new operating segment and reporting unit structure in the first quarter of 2022.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. Citi expects that the implementation of its new operating segments and reporting units in the first quarter of 2022, as well as the timing and sequencing of the sales of its Asia consumer banking businesses, may result in goodwill impairment.
For additional information 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 Note 3 for a description of Citi’s operating segments.

224227


Intangible Assets
The components of intangible assets were as follows:

December 31, 2021December 31, 2020 December 31, 2022December 31, 2021
In millions of dollarsIn millions of dollarsGross
carrying
amount		Accumulated
amortization		Net
carrying
amount		Gross
carrying
amount		Accumulated
amortization		Net
carrying
amount		In millions of dollarsGross
carrying
amount		Accumulated
amortization		Net
carrying
amount		Gross
carrying
amount		Accumulated
amortization		Net
carrying
amount
Purchased credit card relationshipsPurchased credit card relationships$5,579 $4,348 $1,231 $5,648 $4,229 $1,419 Purchased credit card relationships$5,513 $4,426 $1,087 $5,579 $4,348 $1,231 
Credit card contract-related intangibles(1)
Credit card contract-related intangibles(1)
3,912 1,372 2,540 3,929 1,276 2,653 
Credit card contract-related intangibles(1)
3,903 1,518 2,385 3,912 1,372 2,540 
Core deposit intangiblesCore deposit intangibles39 39 — 45 44 1 Core deposit intangibles37 37 — 39 39 — 
Other customer relationshipsOther customer relationships429 305 124 455 314 141 Other customer relationships373 283 90 429 305 124 
Present value of future profitsPresent value of future profits31 29 2 32 30 2 Present value of future profits32 31 1 31 29 2 
Indefinite-lived intangible assetsIndefinite-lived intangible assets183 — 183 190 — 190 Indefinite-lived intangible assets192 — 192 183 — 183 
OtherOther37 26 11 72 67 5 Other28 20 8 37 26 11 
Intangible assets (excluding MSRs)Intangible assets (excluding MSRs)$10,210 $6,119 $4,091 $10,371 $5,960 $4,411 Intangible assets (excluding MSRs)$10,078 $6,315 $3,763 $10,210 $6,119 $4,091 
Mortgage servicing rights (MSRs)(2)
Mortgage servicing rights (MSRs)(2)
404 — 404 336 — 336 
Mortgage servicing rights (MSRs)(2)
665 — 665 404 — 404 
Total intangible assetsTotal intangible assets$10,614 $6,119 $4,495 $10,707 $5,960 $4,747 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, 2021.2022.
(2)    ForSee Note 22 for additional information on Citi’s MSRs, see Note 21 to the Consolidated Financial Statements.MSRs.

Intangible assets amortization expense was $352 million, $360 million and $419 million for 2022, 2021 and $564 million for 2021, 2020, and 2019, respectively. Intangible assets amortization expense is estimated to be $345 million in 2022, $347$373 million in 2023, $367$381 million in 2024, $371$388 million in 2025, and $342$348 million in 2026.2026 and $341 million in 2027.
The changes in intangible assets were as follows:


Net carrying
amount at		Acquisitions/Net carrying
amount at		Net carrying
amount at		Acquisitions/renewals/divestituresNet carrying
amount at
In millions of dollarsIn millions of dollarsDecember 31, 2020renewals/ divestituresAmortizationImpairmentsFX translation and otherDecember 31,
2021		In millions of dollarsDecember 31, 2021AmortizationImpairmentsFX translation and otherDecember 31,
2022
Purchased credit card relationships(1)
Purchased credit card relationships(1)
$1,419 $(15)$(171)$— $(2)$1,231 
Purchased credit card relationships(1)
$1,231 $3 $(140)$— $(7)$1,087 
Credit card contract-related intangibles(2)
Credit card contract-related intangibles(2)
2,653 29 (140)(1)(1)2,540 
Credit card contract-related intangibles(2)
2,540 — (154)— (1)2,385 
Core deposit intangiblesCore deposit intangibles1 — (1)— — — Core deposit intangibles— — — — — — 
Other customer relationshipsOther customer relationships141 20 (24)— (13)124 Other customer relationships124 10 (24)— (20)90 
Present value of future profitsPresent value of future profits2 — — — — 2 Present value of future profits2 — (1)— — 1 
Indefinite-lived intangible assetsIndefinite-lived intangible assets190 — — — (7)183 Indefinite-lived intangible assets183 — — — 9 192 
OtherOther5 29 (24)— 1 11 Other11 33 (33)— (3)8 
Intangible assets (excluding MSRs)Intangible assets (excluding MSRs)$4,411 $63 $(360)$(1)$(22)$4,091 Intangible assets (excluding MSRs)$4,091 $46 $(352)$— $(22)$3,763 
Mortgage servicing rights (MSRs)(3)
Mortgage servicing rights (MSRs)(3)
336 404 
Mortgage servicing rights (MSRs)(3)
404 665 
Total intangible assetsTotal intangible assets$4,747 $4,495 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, credit card program agreements, which represent 97% and 96%97% of the aggregate net carrying amount at December 31, 20212022 and 2020,2021, respectively.
(3)ForSee Note 22 for additional information on Citi’s MSRs, including the rollforward from 20202021 to 2021, see Note 21 to the Consolidated Financial Statements.2022.

225228


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 
17.229


18.  DEBT

Short-Term Borrowings

December 31,December 31,
2021202020222021
In millions of dollarsIn millions of dollarsBalanceWeighted average couponBalanceWeighted average couponIn millions of dollarsBalanceWeighted average couponBalanceWeighted average coupon
Commercial paperCommercial paperCommercial paper
Bank(1)
Bank(1)
$9,026 $10,022 
Bank(1)
$11,185 $9,026 
Broker-dealer and other(2)
Broker-dealer and other(2)
6,992 7,988 
Broker-dealer and other(2)
14,345 6,992 
Total commercial paperTotal commercial paper$16,018 0.22 %$18,010 0.24 %Total commercial paper$25,530 4.29 %$16,018 0.22 %
Other borrowings(3)
Other borrowings(3)
11,955 0.91 11,504 0.48 
Other borrowings(3)
21,566 4.23 11,955 0.91 
TotalTotal$27,973 $29,514 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 Federal Home Loan Banks and other market participants. At December 31, 20212022 and 2020,2021, collateralized short-term advances from Federal Home Loan Banks were $0.0$12.0 billion and $4.0$0.0 billion, respectively.

Borrowings under bank lines of credit may be at interest rates based on LIBOR, CD rates, the prime rate or bids submitted by the banks. Citigroup pays commitment fees for its lines of credit.
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 dollarsIn millions of dollars
Weighted
average
coupon(1)
Maturities20212020In millions of dollars
Weighted
average
coupon(1)
Maturities20222021
Citigroup Inc.(2)
Citigroup Inc.(2)
Citigroup Inc.(2)
Senior debtSenior debt2.88 %
2022–2098
$137,651 $142,197 Senior debt3.38 %
2023–2098
$141,893 $137,651 
Subordinated debt(3)
Subordinated debt(3)
4.65 
2022–2046
25,560 26,636 
Subordinated debt(3)
4.77 
2023–2046
22,758 25,560 
Trust preferred securitiesTrust preferred securities6.30 
2036–2067
1,734 1,730 Trust preferred securities10.53 
2036–2040
1,606 1,734 
Bank(4)
Bank(4)
Bank(4)
Senior debtSenior debt1.54 
2022–2039
23,567 44,742 Senior debt3.98 
2023–2039
21,113 23,567 
Broker-dealer(5)
Broker-dealer(5)
Broker-dealer(5)
Senior debtSenior debt0.84 
2022–2070
65,652 55,896 Senior debt3.95 
2023–2070
84,236 65,862 
Subordinated debt(3)
— 
2022–2046
210 485 
TotalTotal2.94 %$254,374 $271,686 Total3.72 %$271,606 $254,374 
Senior debtSenior debt$226,870 $242,835 Senior debt$247,242 $227,080 
Subordinated debt(3)
Subordinated debt(3)
25,770 27,121 
Subordinated debt(3)
22,758 25,560 
Trust preferred securitiesTrust preferred securities1,734 1,730 Trust preferred securities1,606 1,734 
TotalTotal$254,374 $271,686 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, 20212022 and 2020,2021, collateralized long-term advances from Federal Home Loan Banks were $5.3$7.3 billion and $10.9$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, 2021,2022, the Company’s overall weighted average interest rate for long-term debt, excluding structured notes accounted for at fair value, was 2.94%3.72% on a contractual basis and 3.12%4.10% including the effects of derivative contracts.


226230


Aggregate annual maturities of long-term debt obligations (based on final maturity dates) including trust preferred securities are as follows:

In millions of dollarsIn millions of dollars20222023202420252026ThereafterTotalIn millions of dollars20232024202520262027ThereafterTotal
Citigroup Inc.Citigroup Inc.$9,955 $14,440 $12,475 $16,798 $21,483 $89,794 $164,945 Citigroup Inc.$6,887 $12,321 $19,124 $27,913 $12,601 $87,411 $166,257 
BankBank9,839 4,227 5,028 473 68 3,932 23,567 Bank7,029 8,152 1,867 197 788 3,080 21,113 
Broker-dealerBroker-dealer13,199 11,813 8,066 3,995 5,499 23,290 65,862 Broker-dealer18,543 20,043 11,758 4,680 7,383 21,829 84,236 
TotalTotal$32,993 $30,480 $25,569 $21,266 $27,050 $117,016 $254,374 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, 2021:2022:

 Junior subordinated debentures owned by trust  Junior subordinated debentures owned by trust
TrustTrustIssuance
date		Securities
issued
Liquidation
value(1)
Coupon
rate(2)
Common
shares
issued
to parent		AmountMaturityRedeemable
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 IIICitigroup 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 XIIICitigroup Capital XIIISept. 201089,840,000 2,246 3 mo LIBOR + 637 bps1,000 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 200799,901 135 3 mo sterling LIBOR + 88.75 bps50 135 June 28, 2067June 28, 2017
Total obligatedTotal obligated $2,575  $2,581  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.
227231


18.19. 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 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 ratiosStated
minimum
Citigroup(4)
Citibank(4)
Well-
capitalized
minimum		December 31, 2021December 31, 2020Well-
capitalized
minimum		December 31, 2021December 31, 2020
Common Equity Tier 1 Capital  $149,305 $147,274  $148,548 $142,854 
Tier 1 Capital  169,568 167,053  150,679 144,962 
Total Capital (Tier 1 Capital + Tier 2 Capital)—Standardized Approach
203,838 205,002 175,427 169,449 
Total Capital (Tier 1 Capital + Tier 2 Capital)—Advanced Approaches
194,006 196,051 166,921 161,447 
Total risk-weighted assets—Standardized Approach1,219,175 1,242,381 1,066,015 1,054,056 
Total risk-weighted assets—Advanced Approaches1,209,374 1,278,977 1,017,774 1,047,088 
Quarterly adjusted average total assets(1)
 2,351,434 2,265,615 1,716,596 1,667,105 
Total Leverage Exposure(2)
2,957,764 2,391,033 2,236,839 2,172,052 
Common Equity Tier 1 Capital ratio(3)
4.5 %    N/A12.25 %11.51 %6.5 %13.93 %13.55 %
Tier 1 Capital ratio(3)
6.0 6.0 %13.91 13.06 8.0 14.13 13.75 
Total Capital ratio(3)
8.0 10.0 16.04 15.33 10.0 16.40 15.42 
Tier 1 Leverage ratio4.0 N/A7.21 7.37 5.0 8.78 8.70 
Supplementary Leverage ratio3.0 N/A5.73 6.99 6.0 6.74 6.67 


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)Citigroup’s reportable Common Equity Tier 1Citi’s binding CET1 Capital and Tier 1 Capital ratios were the lower derived under the Basel III Standardized Approach as of December 31, 2022 and the reportable2021, whereas Citi’s binding Total Capital ratio was derived under the lowerBasel 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, 2021, whereas Citigroup’s reportable Common Equity Tier 1 Capital, Tier 1 Capital2022, and Total Capital ratioswere derived under the Basel III Standardized Approach as of December 31, 2020 were the lower2021. Citibank’s binding Total Capital ratio was derived under the Basel III Advanced Approaches framework. As of December 31, 2021 and 2020, Citibank’s reportable Common Equity Tier 1 Capital and Tier 1 Capital ratios were the lower derived under the Basel III Standardized Approach, whereas the Total Capital ratios were the lower derived under the Basel III Advanced Approaches framework.
(4)Certain of the above prior-period amounts have been revised to conform with enhancements made in the current period.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, 20212022 and 2020.

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 $6.2$8.5 billion and $2.3$6.2 billion in dividends indirectly from Citibank through its holding company during 20212022 and 2020,2021, respectively.
228232


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 dollarsIn millions of dollarsNet
unrealized
gains (losses)
on debt securities
Debt valuation adjustment (DVA)(1)
Cash flow hedges(2)
Benefit plans(3)
Foreign
currency
translation
adjustment (CTA), net of hedges(4)(5)
Excluded component of fair value hedgesAccumulated
other
comprehensive income (loss)		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, 2018$(2,250)$192 $(728)$(6,257)$(28,070)$(57)$(37,170)
Other comprehensive income before reclassifications3,065 (1,151)549 (758)(321)25 1,409 
Increase (decrease) due to amounts
reclassified from AOCI
(1,080)15 302 206 — — (557)
Change, net of taxes
$1,985 $(1,136)$851 $(552)$(321)$25 $852 
Balance, December 31, 2019Balance, December 31, 2019$(265)$(944)$123 $(6,809)$(28,391)$(32)$(36,318)Balance, December 31, 2019$(265)$(944)$123 $(6,809)$(28,391)$(32)$(36,318)
Other comprehensive income before reclassificationsOther comprehensive income before reclassifications4,837 (490)2,027 (287)(250)(15)5,822 Other comprehensive income before reclassifications4,837 (490)2,027 (287)(250)(15)5,822 
Increase (decrease) due to amounts
reclassified from AOCI
Increase (decrease) due to amounts
reclassified from AOCI
(1,252)15 (557)232 — — (1,562)
Increase (decrease) due to amounts
reclassified from AOCI
(1,252)15 (557)232 — — (1,562)
Change, net of taxes
Change, net of taxes
$3,585 $(475)$1,470 $(55)$(250)$(15)$4,260 
Change, net of taxes
$3,585 $(475)$1,470 $(55)$(250)$(15)$4,260 
Balance, December 31, 2020Balance, December 31, 2020$3,320 $(1,419)$1,593 $(6,864)$(28,641)$(47)$(32,058)Balance, December 31, 2020$3,320 $(1,419)$1,593 $(6,864)$(28,641)$(47)$(32,058)
Other comprehensive income before reclassificationsOther comprehensive income before reclassifications(3,556)121 (679)797 (2,537)(11)(5,865)Other comprehensive income before reclassifications(3,556)121 (679)797 (2,537)(11)(5,865)
Increase (decrease) due to amounts
reclassified from AOCI
Increase (decrease) due to amounts
reclassified from AOCI
(378)111 (813)215 12 11 (842)
Increase (decrease) due to amounts
reclassified from AOCI
(378)111 (813)215 12 11 (842)
Change, net of taxesChange, net of taxes$(3,934)$232 $(1,492)$1,012 $(2,525)$— $(6,707)
Change, net of taxes
$(3,934)$232 $(1,492)$1,012 $(2,525)$— $(6,707)
Balance, December 31, 2021Balance, December 31, 2021$(614)$(1,187)$101 $(5,852)$(31,166)$(47)$(38,765)Balance, December 31, 2021$(614)$(1,187)$101 $(5,852)$(31,166)$(47)$(38,765)
Other comprehensive income before reclassificationsOther comprehensive income before reclassifications(5,599)2,047 (2,718)(19)(2,855)49 (9,095)
Increase (decrease) due to amounts
reclassified from AOCI
Increase (decrease) due to amounts
reclassified from AOCI
215 (18)95 116 384 6 798 
Change, net of taxesChange, net of taxes$(5,384)$2,029 $(2,623)$97 $(2,471)$55 $(8,297)
Balance, December 31, 2022Balance, December 31, 2022$(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 24 to the Consolidated Financial Statements.25.
(2)Primarily driven by Citi’s pay fixed/floating/receive floatingfixed interest rate swap programs that hedge thecertain floating rates on liabilities.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. 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. 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, 2021 includes2022 reflects a reduction from an approximate $475$470 million (after-tax) ($625620 million pretax) currency translation adjustment (CTA)CTA loss (net of hedges) recorded in June 2022, associated with the closing of Citi’s agreement to sellsale of its consumer banking business in Australia (see Note 2 to the Consolidated Financial Statements)2). The loss on sale primarily reflects the impact of the CTA loss (net of hedges) already reflected in AOCI. Upon closing, the CTA-related balance will be removedreduction from AOCI, resulting in had a neutral impact from CTA toon Citi’s Common Equity Tier 1CET1 Capital.

229233


The pretax and after-tax changes in each component of Accumulated other comprehensive income (loss) were as follows:

In millions of dollarsIn millions of dollarsPretaxTax effectAfter-taxIn millions of dollarsPretax
Tax effect(1)
After-tax
Balance, December 31, 2018$(44,082)$6,912 $(37,170)
Change in net unrealized gains (losses) on 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)$852 
Balance, December 31, 2019Balance, December 31, 2019$(42,772)$6,454 $(36,318)Balance, December 31, 2019$(42,772)$6,454 $(36,318)
Change in net unrealized gains (losses) on debt securitiesChange in net unrealized gains (losses) on debt securities4,799 (1,214)3,585 Change in net unrealized gains (losses) on debt securities4,799 (1,214)3,585 
Debt valuation adjustment (DVA)Debt valuation adjustment (DVA)(616)141 (475)Debt valuation adjustment (DVA)(616)141 (475)
Cash flow hedgesCash flow hedges1,925 (455)1,470 Cash flow hedges1,925 (455)1,470 
Benefit plansBenefit plans(78)23 (55)Benefit plans(78)23 (55)
Foreign currency translation adjustment(227)(23)(250)
CTACTA(227)(23)(250)
Excluded component of fair value hedgesExcluded component of fair value hedges(23)8 (15)Excluded component of fair value hedges(23)8 (15)
ChangeChange$5,780 $(1,520)$4,260 Change$5,780 $(1,520)$4,260 
Balance, December 31, 2020Balance, December 31, 2020$(36,992)$4,934 $(32,058)Balance, December 31, 2020$(36,992)$4,934 $(32,058)
Change in net unrealized gains (losses) on debt securitiesChange in net unrealized gains (losses) on debt securities(5,301)1,367 (3,934)Change in net unrealized gains (losses) on debt securities(5,301)1,367 (3,934)
Debt valuation adjustment (DVA)Debt valuation adjustment (DVA)296 (64)232 Debt valuation adjustment (DVA)296 (64)232 
Cash flow hedgesCash flow hedges(1,969)477 (1,492)Cash flow hedges(1,969)477 (1,492)
Benefit plansBenefit plans1,252 (240)1,012 Benefit plans1,252 (240)1,012 
Foreign currency translation adjustment(2,671)146 (2,525)
CTACTA(2,671)146 (2,525)
Excluded component of fair value hedgesExcluded component of fair value hedges2 (2)— Excluded component of fair value hedges2 (2)— 
ChangeChange$(8,391)$1,684 $(6,707)Change$(8,391)$1,684 $(6,707)
Balance, December 31, 2021Balance, December 31, 2021$(45,383)$6,618 $(38,765)Balance, December 31, 2021$(45,383)$6,618 $(38,765)
Change in net unrealized gains (losses) on debt securitiesChange in net unrealized gains (losses) on debt securities(7,178)1,794 (5,384)
Debt valuation adjustment (DVA)Debt valuation adjustment (DVA)2,685 (656)2,029 
Cash flow hedgesCash flow hedges(3,477)854 (2,623)
Benefit plansBenefit plans31 66 97 
CTACTA(2,004)(467)(2,471)
Excluded component of fair value hedgesExcluded component of fair value hedges73 (18)55 
ChangeChange$(9,870)$1,573 $(8,297)
Balance, December 31, 2022Balance, December 31, 2022$(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

230

The Company recognized pretax (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 IncomeIncrease (decrease) in AOCI due to amounts reclassified to Consolidated Statement of Income
Year ended December 31,Year ended December 31,
In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
Realized (gains) losses on sales of investmentsRealized (gains) losses on sales of investments$(665)$(1,756)$(1,474)Realized (gains) losses on sales of investments$(67)$(665)$(1,756)
Gross impairment lossesGross impairment losses181 109 23 Gross impairment losses360 181 109 
Subtotal, pretaxSubtotal, pretax$(484)$(1,647)$(1,451)Subtotal, pretax$293 $(484)$(1,647)
Tax effectTax effect106 395 371 Tax effect(78)106 395 
Net realized (gains) losses on investments, after-tax(1)
Net realized (gains) losses on investments, after-tax(1)
$(378)$(1,252)$(1,080)
Net realized (gains) losses on investments, after-tax(1)
$215 $(378)$(1,252)
Realized DVA (gains) losses on fair value option liabilities, pretaxRealized DVA (gains) losses on fair value option liabilities, pretax$144 $20 $20 Realized DVA (gains) losses on fair value option liabilities, pretax$(25)$144 $20 
Tax effectTax effect(33)(5)(5)Tax effect7 (33)(5)
Net realized DVA, after-taxNet realized DVA, after-tax$111 $15 $15 Net realized DVA, after-tax$(18)$111 $15 
Interest rate contractsInterest rate contracts$(1,075)$(734)$384 Interest rate contracts$125 $(1,075)$(734)
Foreign exchange contractsForeign exchange contracts4 4 7 Foreign exchange contracts4 4 4 
Subtotal, pretaxSubtotal, pretax$(1,071)$(730)$391 Subtotal, pretax$129 $(1,071)$(730)
Tax effectTax effect258 173 (89)Tax effect(34)258 173 
Amortization of cash flow hedges, after-tax(2)
Amortization of cash flow hedges, after-tax(2)
$(813)$(557)$302 
Amortization of cash flow hedges, after-tax(2)
$95 $(813)$(557)
Amortization of unrecognized:Amortization of unrecognized:Amortization of unrecognized:
Prior service cost (benefit)Prior service cost (benefit)$(23)$(5)$(12)Prior service cost (benefit)$(23)$(23)$(5)
Net actuarial lossNet actuarial loss302 322 286 Net actuarial loss221 302 322 
Curtailment/settlement impact(3)
Curtailment/settlement impact(3)
11 (8)1 
Curtailment/settlement impact(3)
(37)11 (8)
Subtotal, pretaxSubtotal, pretax$290 $309 $275 Subtotal, pretax$161 $290 $309 
Tax effectTax effect(75)(77)(69)Tax effect(45)(75)(77)
Amortization of benefit plans, after-tax(3)
Amortization of benefit plans, after-tax(3)
$215 $232 $206 
Amortization of benefit plans, after-tax(3)
$116 $215 $232 
Excluded component of fair value hedges, pretaxExcluded component of fair value hedges, pretax$15 $— $— Excluded component of fair value hedges, pretax$9 $15 $— 
Tax effectTax effect(4)— — Tax effect(3)(4)— 
Excluded component of fair value hedges, after-taxExcluded component of fair value hedges, after-tax$11 $— $— Excluded component of fair value hedges, after-tax$6 $11 $— 
Foreign currency translation adjustment, pretax$19 $— $— 
CTA, pretaxCTA, pretax$438 $19 $— 
Tax effectTax effect(7)— — Tax effect(54)(7)— 
Foreign currency translation adjustment, after-tax$12 $— $— 
CTA, after-tax(4)
CTA, after-tax(4)
$384 $12 $— 
Total amounts reclassified out of AOCI, pretax
Total amounts reclassified out of AOCI, pretax
$(1,087)$(2,048)$(765)
Total amounts reclassified out of AOCI, pretax
$1,005 $(1,087)$(2,048)
Total tax effectTotal tax effect245 486 208 Total tax effect(207)245 486 
Total amounts reclassified out of AOCI, after-tax
Total amounts reclassified out of AOCI, after-tax
$(842)$(1,562)$(557)
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 to the Consolidated Financial Statements for additional details.
(2)See Note 22 to the Consolidated Financial Statements23 for additional details.
(3)See Note 8 for additional details.
(4)The pretax amount is reclassified toDiscontinued operations and Other revenue in the Consolidated Financial StatementsStatement 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.

231235


20.21.  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,
2021		December 31,
2020
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 Q(8)
August 12, 2015August 15, 20204.316 1,000 1,250,000 — 1,250 
Series R(9)
November 13, 2015November 15, 20204.699 1,000 1,500,000 — 1,500 
Series S(10)
February 2, 2016February 12, 20216.300 25 41,400,000 — 1,035 
Series T(11)
April 25, 2016August 15, 20266.250 1,000 1,500,000 1,500 1,500 
Series U(12)
September 12, 2019September 12, 20245.000 1,000 1,500,000 1,500 1,500 
Series V(13)
January 23, 2020January 30, 20254.700 1,000 1,500,000 1,500 1,500 
Series W(14)
December 10, 2020December 10, 20254.000 1,000 1,500,000 1,500 1,500 
Series X(15)
February 18, 2021February 18, 20263.875 1,000 2,300,000 2,300 — 
Series Y(16)
October 20, 2021October 20, 20264.150 1,000 1,000,000 1,000 — 
  $18,995 $19,480 
   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)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, 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 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, 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 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, 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 Citi 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 November 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 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)The Series Q preferred stock was redeemed in full on May 17, 2021.
(9)The Series R preferred stock was redeemed in full on May 17, 2021.
(10)The Series S preferred stock was redeemed in full on February 12, 2021.
(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, 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.
(12)(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.
(13)(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.
(14)(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.
232

(15)(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.
(16)(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






233

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 assist clients in securitizing their financial assets and to create investment products for 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).

Variable Interest Entities
VIEs are described in Note 1 to the Consolidated Financial Statements.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.
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 (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.

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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, 2021As 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 dollarsIn 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		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 securitizationsCredit card securitizations$31,518 $31,518 $— $— $— $— $— $— Credit card securitizations$32,021 $32,021 $— $— $— $— $— $— 
Mortgage securitizations(4)
Mortgage securitizations(4)
Mortgage securitizations(4)
U.S. agency-sponsoredU.S. agency-sponsored113,641 — 113,641 1,582 — — 43 1,625 U.S. agency-sponsored117,358 — 117,358 2,052 — — 48 2,100 
Non-agency-sponsoredNon-agency-sponsored60,851 632 60,219 2,479 — 5 — 2,484 Non-agency-sponsored67,704 — 67,704 3,294 — — — 3,294 
Citi-administered asset-backed commercial paper conduitsCiti-administered asset-backed commercial paper conduits14,018 14,018 — — — — — — Citi-administered asset-backed commercial paper conduits19,621 19,621 — — — — — — 
Collateralized loan obligations (CLOs)Collateralized loan obligations (CLOs)8,302 — 8,302 2,636 — — — 2,636 Collateralized loan obligations (CLOs)7,600 — 7,600 2,601 — — — 2,601 
Asset-based financing(5)
Asset-based financing(5)
246,632 11,085 235,547 32,242 1,139 12,189 — 45,570 
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)Municipal securities tender option bond trusts (TOBs)3,251 905 2,346 2 — 1,498 — 1,500 Municipal securities tender option bond trusts (TOBs)2,155 672 1,483 2 — 1,108 — 1,110 
Municipal investmentsMunicipal investments20,597 3 20,594 2,512 3,617 3,562 — 9,691 Municipal investments22,167 3 22,164 2,731 3,143 3,420 — 9,294 
Client intermediationClient intermediation904 297 607 75 — — 224 299 Client intermediation482 121 361 58 — — 13 71 
Investment fundsInvestment funds498 179 319 — — 12 1 13 Investment funds534 91 443 2 5 68 — 75 
OtherOther— — — — — — — — Other— — — — — — — — 
TotalTotal$500,212 $58,637 $441,575 $41,528 $4,756 $17,266 $268 $63,818 Total$511,990 $62,201 $449,789 $50,861 $4,170 $15,322 $61 $70,414 
As of December 31, 2020As of December 31, 2021
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 dollarsIn 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		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 securitizationsCredit card securitizations$32,423 $32,423 $— $— $— $— $— $— Credit card securitizations$31,518 $31,518 $— $— $— $— $— $— 
Mortgage securitizations(4)
Mortgage securitizations(4)
Mortgage securitizations(4)
U.S. agency-sponsoredU.S. agency-sponsored123,999 — 123,999 1,948 — — 61 2,009 U.S. agency-sponsored113,641 — 113,641 1,582 — — 43 1,625 
Non-agency-sponsoredNon-agency-sponsored46,132 939 45,193 2,550 — 2 1 2,553 Non-agency-sponsored60,851 632 60,219 2,479 — 5 — 2,484 
Citi-administered asset-backed commercial paper conduitsCiti-administered asset-backed commercial paper conduits16,730 16,730 — — — — — — Citi-administered asset-backed commercial paper conduits14,018 14,018 — — — — — — 
Collateralized loan obligations (CLOs)Collateralized loan obligations (CLOs)18,332 — 18,332 4,273 — — — 4,273 Collateralized loan obligations (CLOs)8,302 — 8,302 2,636 — — — 2,636 
Asset-based financing(5)
Asset-based financing(5)
222,274 8,069 214,205 25,153 1,587 9,114 — 35,854 
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)Municipal securities tender option bond trusts (TOBs)3,349 835 2,514 0 — 1,611 — 1,611 Municipal securities tender option bond trusts (TOBs)3,251 905 2,346 2 — 1,498 — 1,500 
Municipal investmentsMunicipal investments20,335 — 20,335 2,569 4,056 3,041 — 9,666 Municipal investments20,597 3 20,594 2,512 3,617 3,562 — 9,691 
Client intermediationClient intermediation1,352 910 442 88 — — 56 144 Client intermediation904 297 607 75 — — 224 299 
Investment fundsInvestment funds488 153 335 — — 15 — 15 Investment funds498 179 319 — — 12 1 13 
OtherOther0 0 0 0 — — — 0 Other— — — — — — — — 
TotalTotal$485,414 $60,059 $425,355 $36,581 $5,643 $13,783 $118 $56,125 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, 20212022 and 20202021 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 re-securitization SPEs are not consolidated. See “Re-securitizations” below for further discussion.
(5)    Included within this line are loans to third-party sponsoredthird-party-sponsored private equity funds, which represent $100$69 billion and $78$100 billion in unconsolidated VIE assets and $497$498 million and $425$497 million in maximum exposure to loss as of December 31, 20212022 and 2020,2021, respectively.
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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. As of December 31, 20212022 and 2020,2021, the Company’s maximum exposure to loss related to these dealstransactions was $33.6 billion and $55.6 billion, respectively (see Notes 14 and $57.0 billion, respectively (for26 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 (for(see Notes 13 and 25 for more information on these positions, see Notes 13 and 24 to the Consolidated Financial Statements)positions);
•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 classification of the asset (e.g., loan or security) and the associated accounting 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.
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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, 2021December 31, 2020December 31, 2022December 31, 2021
In millions of dollarsIn millions of dollarsLiquidity
facilities		Loan/equity
commitments		Liquidity
facilities		Loan/equity
commitments		In millions of dollarsLiquidity
facilities		Loan/equity
commitments		Liquidity
facilities		Loan/equity
commitments
Non-agency-sponsored mortgage securitizationsNon-agency-sponsored mortgage securitizations$— $5 $— $2 Non-agency-sponsored mortgage securitizations$— $— $— $5 
Asset-based financingAsset-based financing— 12,189 — 9,114 Asset-based financing— 10,726 — 12,189 
Municipal securities tender option bond trusts (TOBs)Municipal securities tender option bond trusts (TOBs)1,498 — 1,611 — Municipal securities tender option bond trusts (TOBs)1,108 — 1,498 — 
Municipal investmentsMunicipal investments— 3,562 — 3,041 Municipal investments— 3,420 — 3,562 
Investment fundsInvestment funds— 12 — 15 Investment funds— 68 — 12 
OtherOther— — — — Other— — — — 
Total funding commitmentsTotal funding commitments$1,498 $15,768 $1,611 $12,172 Total funding commitments$1,108 $14,214 $1,498 $15,768 

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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. 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 dollarsIn billions of dollarsDecember 31, 2021December 31, 2020In billions of dollarsDecember 31, 2022December 31, 2021
CashCash$— $— Cash$— $— 
Trading account assetsTrading account assets1.4 2.0 Trading account assets1.6 1.4 
InvestmentsInvestments8.8 10.6 Investments8.6 8.8 
Total loans, net of allowanceTotal loans, net of allowance35.4 29.3 Total loans, net of allowance44.2 35.4 
OtherOther0.8 0.3 Other0.6 0.8 
Total assetsTotal assets$46.4 $42.2 Total assets$55.0 $46.4 
237241


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 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 no 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, 2021December 31, 2020
Ownership interests in principal amount of trust credit card receivables
Sold to investors via trust-issued securities$9.7 $15.7 
Retained by Citigroup as trust-issued securities7.2 7.9 
Retained by Citigroup via non-certificated interests16.1 11.1 
Total$33.0 $34.7 


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 dollarsIn billions of dollars202120202019In billions of dollars202220212020
Proceeds from new securitizationsProceeds from new securitizations$— $0.3 $— Proceeds from new securitizations$0.3 $— $0.3 
Pay down of maturing notesPay down of maturing notes(6.0)(4.3)(7.6)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 3.5 years as of December 31, 2022 and 3.6 years as of December 31, 2021 and 2.9 years as of December 31, 2020.2021.

In billions of dollarsIn billions of dollarsDec. 31, 2021Dec. 31, 2020In billions of dollarsDec. 31, 2022Dec. 31, 2021
Term notes issued to third partiesTerm notes issued to third parties$8.4 $13.9 Term notes issued to third parties$6.3 $8.4 
Term notes retained by Citigroup affiliatesTerm notes retained by Citigroup affiliates2.2 2.7 Term notes retained by Citigroup affiliates1.6 2.2 
Total Master Trust liabilitiesTotal Master Trust liabilities$10.6 $16.6 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, 2021 and 1.1 years as of December 31, 2020.2021.

In billions of dollarsIn billions of dollarsDec. 31, 2021Dec. 31, 2020In billions of dollarsDec. 31, 2022Dec. 31, 2021
Term notes issued to third partiesTerm notes issued to third parties$1.3 $1.8 Term notes issued to third parties$1.6 $1.3 
Term notes retained by Citigroup affiliatesTerm notes retained by Citigroup affiliates5.0 5.2 Term notes retained by Citigroup affiliates4.8 5.0 
Total Omni Trust liabilitiesTotal Omni Trust liabilities$6.3 $7.0 Total Omni Trust liabilities$6.4 $6.3 

238242


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:

202120202019202220212020
In billions of dollarsIn 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 securitizedPrincipal securitized$6.1 $25.2 $9.4 $11.3 $5.3 $15.6 Principal securitized$6.9 $13.9 $6.1 $25.2 $9.4 $11.3 
Proceeds from new securitizations(1)
Proceeds from new securitizations(1)
6.4 25.4 10.0 11.4 5.5 15.5 
Proceeds from new securitizations(1)
6.7 13.4 6.4 25.4 10.0 11.4 
Contractual servicing fees receivedContractual servicing fees received0.1 — 0.1 — 0.1 —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— 0.1 — — — —Cash flows received on retained interests and other net cash flows— 0.2 — 0.1 — —
Purchases of previously transferred financial assetsPurchases of previously transferred financial assets0.2 — 0.4 — 0.2 —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, 20212022 were $3.9$1.3 million and $493.4$154.8 million, respectively.
Agency and non-agency securitization gains for the year ended December 31, 20202021 were $3.9 million and $493.4 million, respectively, and $88.4 million and $139.4 million, respectively, and $16 million and $73.4 million, respectively, for the year ended December 31, 2019.2020.

2021202020222021
Non-agency-sponsored mortgages(1)
Non-agency-sponsored mortgages(1)
Non-agency-sponsored mortgages(1)
Non-agency-sponsored mortgages(1)
In millions of dollarsIn millions of dollarsU.S. agency-
sponsored mortgages
Senior
interests(2)
Subordinated
interests		U.S. agency-
sponsored mortgages		Senior
interests		Subordinated
interests		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)
Carrying value of retained interests(3)
$374 $1,452 $955 $315 $1,210 $145 
Carrying value of retained interests(3)
$659 $1,119 $943 $374 $1,452 $955 

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(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 $73$28 million related to personal loan securitizations at December 31, 2021.2022.
(3)    Retained interests consist of Level 2 and Level 3 assets depending on the observability of significant inputs. See Note 24 to the Consolidated Financial Statements25 for more information about fair value measurements.

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, 2021December 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 rateWeighted average discount rate8.7 %2.2 %2.8 %Weighted average discount rate8.8 %3.2 %4.1 %
Weighted average constant prepayment rateWeighted average constant prepayment rate5.5 %6.3 %11.0 %Weighted average constant prepayment rate2.7 %6.0 %11.4 %
Weighted average anticipated net credit losses(2)
Weighted average anticipated net credit losses(2)
   NM1.8 %1.0 %
Weighted average anticipated net credit losses(2)
  NM2.0 %0.4 %
Weighted average lifeWeighted average life7.4 years3.9 years5.4 yearsWeighted average life9.0 years5.5 years5.6 years
December 31, 2020December 31, 2021
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 rateWeighted average discount rate5.4 %1.7 %3.0 %Weighted average discount rate8.7 %2.2 %2.8 %
Weighted average constant prepayment rateWeighted average constant prepayment rate25.8 %3.4 %25.0 %Weighted average constant prepayment rate5.5 %6.3 %11.0 %
Weighted average anticipated net credit losses(2)
Weighted average anticipated net credit losses(2)
   NM1.7 %0.5 %
Weighted average anticipated net credit losses(2)
  NM1.8 %1.0 %
Weighted average lifeWeighted average life4.8 years3.8 years2.3 yearsWeighted average life7.4 years3.9 years5.4 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.

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 were as follows:

December 31, 2021December 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 rateWeighted average discount rate3.7 %16.2 %4.0 %Weighted average discount rate5.3 %13.8 %NM
Weighted average constant prepayment rateWeighted average constant prepayment rate14.5 %6.8 %9.0 %Weighted average constant prepayment rate5.8 %4.0 %NM
Weighted average anticipated net credit losses(2)
Weighted average anticipated net credit losses(2)
NM1.0 %2.0 %
Weighted average anticipated net credit losses(2)
NM1.0 %NM
Weighted average lifeWeighted average life5.1 years8.8 years18.0 yearsWeighted average life7.7 years10.3 yearsNM
December 31, 2020December 31, 2021
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 rateWeighted average discount rate5.9 %7.2 %4.3 %Weighted average discount rate3.7 %16.2 %4.0 %
Weighted average constant prepayment rateWeighted average constant prepayment rate22.7 %5.3 %4.7 %Weighted average constant prepayment rate14.5 %6.8 %9.0 %
Weighted average anticipated net credit losses(2)
Weighted average anticipated net credit losses(2)
   NM1.2 %1.4 %
Weighted average anticipated net credit losses(2)
  NM1.0 %2.0 %
Weighted average lifeWeighted average life4.5 years5.3 years4.7 yearsWeighted 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.
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(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.

The sensitivity of the fair value to adverse changes of 10% and 20% in each of the key assumptions is 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, 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)$— 
Adverse change of 20%(11)(1)— 
Constant prepayment rate
Adverse change of 10%(19)— — 
Adverse change of 20%(37)— — 
Anticipated net credit losses
Adverse change of 10%NM— — 
Adverse change of 20%NM— — 
December 31, 2022
Non-agency-sponsored mortgages
In millions of dollars
U.S. agency-
sponsored mortgages
Senior
interests
Subordinated
interests
Discount rate
Adverse change of 10%$(19)$—$—
Adverse change of 20%(37)——
Constant prepayment rate
Adverse change of 10%(15)——
Adverse change of 20%(30)——
Anticipated net credit losses
Adverse change of 10%NM——
Adverse change of 20%NM——
December 31, 2020December 31, 2021
Non-agency-sponsored mortgagesNon-agency-sponsored mortgages
In millions of dollarsIn millions of dollars
U.S. agency-
sponsored mortgages
Senior
interests
Subordinated
interests
In millions of dollars
U.S. agency-
sponsored mortgages
Senior
interests
Subordinated
interests
Discount rateDiscount rateDiscount rate
Adverse change of 10%Adverse change of 10%$(8)$— $(1)Adverse change of 10%$(6)$(1)$— 
Adverse change of 20%Adverse change of 20%(15)(1)(1)Adverse change of 20%(11)(1)— 
Constant prepayment rateConstant prepayment rateConstant prepayment rate
Adverse change of 10%Adverse change of 10%(21)— — Adverse change of 10%(19)— — 
Adverse change of 20%Adverse change of 20%(40)— — Adverse change of 20%(37)— — 
Anticipated net credit lossesAnticipated net credit lossesAnticipated net credit losses
Adverse change of 10%Adverse change of 10%NM— — Adverse change of 10%NM— — 
Adverse change of 20%Adverse change of 20%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 lossesSecuritized assets90 days past dueLiquidation losses
In billions of dollars, except liquidation losses in millionsIn billions of dollars, except liquidation losses in millions202120202021202020212020In billions of dollars, except liquidation losses in millions202220212022202120222021
Securitized assetsSecuritized assetsSecuritized assets
Residential mortgages(1)
Residential mortgages(1)
$29.2 $16.9 $0.4 $0.5 $10.6 $26.2 
Residential mortgages(1)
$30.8 $29.2 $0.5 $0.4 $2.9 $10.6 
Commercial and otherCommercial and other26.2 23.9 — — — — Commercial and other28.8 26.2 — — — — 
TotalTotal$55.4 $40.8 $0.4 $0.5 $10.6 $26.2 Total$59.6 $55.4 $0.5 $0.4 $2.9 $10.6 

(1)     Securitized assets include $0.2$0.1 billion of personal loan securitizations as of December 31, 2021.


2022.

241245


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 $404$665 million and $336$404 million at December 31, 20212022 and 2020,2021, respectively. The MSRs correspond to principal loan balances of $47$51 billion and $53$47 billion as of December 31, 20212022 and 2020,2021, respectively.
The following table summarizes the changes in capitalized MSRs:

In millions of dollarsIn millions of dollars20212020In millions of dollars20222021
Balance, beginning of yearBalance, beginning of year$336 $495 Balance, beginning of year$404 $336 
OriginationsOriginations92 123 Originations120 92 
Changes in fair value of MSRs due to changes in inputs and assumptionsChanges in fair value of MSRs due to changes in inputs and assumptions43 (204)Changes in fair value of MSRs due to changes in inputs and assumptions201 43 
Other changes(1)
Other changes(1)
(67)(78)
Other changes(1)
(60)(67)
Sales of MSRsSales of MSRs— — Sales of MSRs— — 
Balance, as of December 31Balance, as of December 31$404 $336 Balance, as of December 31$665 $404 

(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 dollarsIn millions of dollars202120202019In millions of dollars202220212020
Servicing feesServicing fees$131 $142 $148 Servicing fees$122 $131 $142 
Late feesLate fees3 58Late fees4 35
Ancillary fees— — 1
Total MSR feesTotal MSR fees$134 $147 $157 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, 20212022 and 2020.2021. These securities are
backed by either residential or commercial mortgages and are often structured on behalf of clients.
As of December 31, 20212022 and December 31, 2020,2021, Citi held no retained interests in private label re-securitization transactions structured by Citi.
The Company also re-securitizes U.S. government-agency-guaranteed mortgage-backed (agency) securities. During the years ended December 31, 20212022 and 2020,2021, Citi transferred agency securities with a fair value of approximately $46.6$24.1 billion and $42.8$46.6 billion, respectively, to re-securitization entities.
As of December 31, 2021,2022, the fair value of Citi-retained interests in agency re-securitization transactions structured by Citi totaled approximately $1.4 billion (including $802 million related to re-securitization transactions executed in 2022) compared to $1.2 billion as of December 31, 2021 (including $641 million related to re-securitization transactions executed in 2021) compared to $1.6 billion as of December 31, 2020 (including $916 million related to re-securitization transactions executed in 2020), which is recorded in Trading account assets. The original fair values of agency re-securitization transactions in which Citi holds a retained interest as of December 31, 20212022 and 20202021 were approximately $78.4$79.4 billion and $83.6$78.4 billion, respectively.
As of December 31, 20212022 and 2020,2021, 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.
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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, 20212022 and 2020,2021, the commercial paper conduits administered by Citi had approximately $14.0$19.6 billion and $16.7$14 billion of purchased assets outstanding, respectively, and had incremental funding commitments with clients of approximately $18.3$13.9 billion and $17.1$18.3 billion, respectively.
Substantially all of the funding of the conduits is in the form of short-term commercial paper. At December 31, 20212022 and 2020,2021, the weighted average remaining lives of the commercial paper issued by the conduits were approximately 7064 and 5470 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 letters of credit from the Company, which equal 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 $1.9 billion as of December 31, 2022 and $1.3 billion as of December 31, 2021 and $1.5 billion as of December 31, 2020.2021. 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, 20212022 and 2020,2021, the Company owned $4.9$8.6 billion and $6.6$4.9 billion, respectively, of the commercial paper issued by its administered conduits. The Company’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
243

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-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 billions of dollarsIn billions of dollars202120202019In billions of dollars202220212020
Principal securitizedPrincipal securitized$— $0.1 $— Principal securitized$— $— $0.1 
Proceeds from new securitizationsProceeds from new securitizations— 0.1 — Proceeds from new securitizations— — 0.1 
Cash flows received on retained interests and other net cash flowsCash flows received on retained interests and other net cash flows1.1 — — Cash flows received on retained interests and other net cash flows0.3 1.1 — 
Purchases of previously transferred financial assetsPurchases of previously transferred financial assets0.2 — — Purchases of previously transferred financial assets— 0.2 — 
In millions of dollarsIn millions of dollarsDec. 31, 2021Dec. 31, 2020Dec. 31, 2019In millions of dollarsDec. 31, 2022Dec. 31, 2021Dec. 31, 2020
Carrying value of retained interestsCarrying value of retained interests$921 $1,611 $1,404 Carrying value of retained interests$681 $921 $1,611 

    All of Citi’s retained interests were held-to-maturity securities as of December 31, 20212022 and 2020.2021.

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, 2021December 31, 2022
In millions of dollarsIn millions of dollars
Total
unconsolidated
VIE assets
Maximum
exposure to
unconsolidated VIEs
In millions of dollars
Total
unconsolidated
VIE assets
Maximum
exposure to
unconsolidated VIEs
TypeTypeType
Commercial and other real estateCommercial and other real estate$32,932 $7,461 Commercial and other real estate$43,236 $8,806 
Corporate loansCorporate loans18,257 12,581 Corporate loans23,120 15,077 
Other (including investment funds, airlines and shipping)Other (including investment funds, airlines and shipping)184,358 25,528 Other (including investment funds, airlines and shipping)166,320 27,986 
TotalTotal$235,547 $45,570 Total$232,676 $51,869 
December 31, 2020December 31, 2021
In millions of dollarsIn millions of dollars
Total
unconsolidated
VIE assets
Maximum
exposure to
unconsolidated VIEs
In millions of dollars
Total
unconsolidated
VIE assets
Maximum
exposure to
unconsolidated VIEs
TypeTypeType
Commercial and other real estateCommercial and other real estate$34,570 $7,758 Commercial and other real estate$32,932 $7,461 
Corporate loansCorporate loans12,022 7,654 Corporate loans18,257 12,581 
Other (including investment funds, airlines and shipping)Other (including investment funds, airlines and shipping)167,613 20,442 Other (including investment funds, airlines and shipping)184,358 25,528 
TotalTotal$214,205 $35,854 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, 2021,2022, Citi had no outstanding voluntary advances to customer TOB trusts.
For certain non-customer trusts, the Company also provides credit enhancement. At December 31, 20212022 and 2020,2021, none of the municipal bonds owned by non-customer TOB trusts were subject to a credit guarantee provided by the Company.
244248


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, 20212022 and 2020,2021, liquidity agreements provided with respect to customer TOB trusts totaled $1.5$1.1 billion and $1.6$1.5 billion, respectively, of which $0.6$0.7 billion and $0.8$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 $1.4 billion as of December 31, 2022 and $2 billion as of December 31, 2021 and $3.6 billion as of December 31, 2020.2021. 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 (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 colleaguesemployees to invest in private equity investments. The Company acts as investment manager for these funds and may provide colleaguesemployees with financing on both recourse and non-recourse bases for a portion of the colleagues’employees’ investment commitments.

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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.

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-
denominatednon-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 becoming materially weaker 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
246

example, this may be the case for certain sovereigns, municipalities, central banks and U.S. pension plans.
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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.
Information pertaining to Citigroup’s derivatives 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.

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Derivative Notionals

Hedging instruments under
ASC 815		Trading derivative instruments Hedging instruments under
ASC 815		Trading derivative instruments
In millions of dollarsIn millions of dollarsDecember 31,
2021		December 31,
2020		December 31,
2021		December 31,
2020		In millions of dollarsDecember 31,
2022		December 31,
2021		December 31,
2022		December 31,
2021
Interest rate contractsInterest rate contracts   Interest rate contracts   
SwapsSwaps$267,035 $334,351 $21,873,538 $17,724,147 Swaps$255,280 $267,035 $23,780,711 $21,873,538 
Futures and forwardsFutures and forwards— — 2,383,702 4,142,514 Futures and forwards— — 2,966,025 2,383,702 
Written optionsWritten options— — 1,584,451 1,573,483 Written options— — 1,937,025 1,584,451 
Purchased optionsPurchased options— — 1,428,376 1,418,255 Purchased options— — 1,881,291 1,428,376 
Total interest rate contractsTotal interest rate contracts$267,035 $334,351 $27,270,067 $24,858,399 Total interest rate contracts$255,280 $267,035 $30,565,052 $27,270,067 
Foreign exchange contractsForeign exchange contractsForeign exchange contracts
SwapsSwaps$47,298 $65,709 $6,288,193 $6,567,304 Swaps$48,678 $47,298 $6,746,070 $6,288,193 
Futures, forwards and spotFutures, forwards and spot50,926 37,080 4,316,242 3,945,391 Futures, forwards and spot43,666 50,926 3,350,341 4,316,242 
Written optionsWritten options— 47 664,942 907,338 Written options— — 789,077 664,942 
Purchased optionsPurchased options— 53 651,958 900,626 Purchased options— — 783,591 651,958 
Total foreign exchange contractsTotal foreign exchange contracts$98,224 $102,889 $11,921,335 $12,320,659 Total foreign exchange contracts$92,344 $98,224 $11,669,079 $11,921,335 
Equity contractsEquity contractsEquity contracts
SwapsSwaps$— $— $269,062 $274,098 Swaps$— $— $266,115 $269,062 
Futures and forwardsFutures and forwards— — 71,363 67,025 Futures and forwards— — 76,935 71,363 
Written optionsWritten options— — 492,433 441,003 Written options— — 482,266 492,433 
Purchased optionsPurchased options— — 398,129 328,202 Purchased options— — 387,766 398,129 
Total equity contractsTotal equity contracts$— $— $1,230,987 $1,110,328 Total equity contracts$— $— $1,213,082 $1,230,987 
Commodity and other contractsCommodity and other contractsCommodity and other contracts
SwapsSwaps$— $— $91,962 $80,127 Swaps$— $— $90,884 $91,962 
Futures and forwardsFutures and forwards2,096 924 157,195 143,175 Futures and forwards1,571 2,096 165,314 157,195 
Written optionsWritten options— — 51,224 71,376 Written options— — 45,862 51,224 
Purchased optionsPurchased options— — 47,868 67,849 Purchased options— — 48,197 47,868 
Total commodity and other contractsTotal commodity and other contracts$2,096 $924 $348,249 $362,527 Total commodity and other contracts$1,571 $2,096 $350,257 $348,249 
Credit derivatives(1)
Credit derivatives(1)
Credit derivatives(1)
Protection soldProtection sold$— $— $572,486 $543,607 Protection sold$— $— $593,136 $572,486 
Protection purchasedProtection purchased— — 645,996 612,770 Protection purchased— — 641,639 645,996 
Total credit derivativesTotal credit derivatives$— $— $1,218,482 $1,156,377 Total credit derivatives$— $— $1,234,775 $1,218,482 
Total derivative notionalsTotal derivative notionals$367,355 $438,164 $41,989,120 $39,808,290 Total derivative notionals$349,195 $367,355 $45,032,245 $41,989,120 

(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.

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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, 20212022 and 2020.2021. 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 rulesrule 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 $340 billion and $280 billion as of December 31, 2021 and 2020, 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.
249253


Derivative Mark-to-Market (MTM) Receivables/Payables

In millions of dollars at December 31, 2021
Derivatives classified in
Trading account assets/liabilities(1)(2)
In millions of dollars at December 31, 2022In millions of dollars at December 31, 2022
Derivatives classified in
Trading account assets/liabilities(1)(2)
Derivatives instruments designated as ASC 815 hedgesDerivatives instruments designated as ASC 815 hedgesAssetsLiabilitiesDerivatives instruments designated as ASC 815 hedgesAssetsLiabilities
Over-the-counterOver-the-counter$1,167 $6 Over-the-counter$468 $1 
ClearedCleared122 89 Cleared129 101 
Interest rate contractsInterest rate contracts$1,289 $95 Interest rate contracts$597 $102 
Over-the-counterOver-the-counter$1,338 $1,472 Over-the-counter$2,288 $1,766 
ClearedCleared6 — Cleared3 3 
Foreign exchange contractsForeign exchange contracts$1,344 $1,472 Foreign exchange contracts$2,291 $1,769 
Total derivatives instruments designated as ASC 815 hedgesTotal derivatives instruments designated as ASC 815 hedges$2,633 $1,567 Total derivatives instruments designated as ASC 815 hedges$2,888 $1,871 
Derivatives instruments not designated as ASC 815 hedgesDerivatives instruments not designated as ASC 815 hedgesDerivatives instruments not designated as ASC 815 hedges
Over-the-counterOver-the-counter$152,524 $138,114 Over-the-counter$126,844 $119,854 
ClearedCleared11,579 11,821 Cleared50,515 52,566 
Exchange tradedExchange traded96 44 Exchange traded248 98 
Interest rate contractsInterest rate contracts$164,199 $149,979 Interest rate contracts$177,607 $172,518 
Over-the-counterOver-the-counter$133,357 $133,548 Over-the-counter$184,869 $183,578 
ClearedCleared848 278 Cleared502 643 
Exchange tradedExchange traded1 5 
Foreign exchange contractsForeign exchange contracts$134,205 $133,826 Foreign exchange contracts$185,372 $184,226 
Over-the-counterOver-the-counter$23,452 $28,352 Over-the-counter$19,674 $21,871 
ClearedCleared19 — Cleared1 4 
Exchange tradedExchange traded21,781 21,332 Exchange traded22,732 21,908 
Equity contractsEquity contracts$45,252 $49,684 Equity contracts$42,407 $43,783 
Over-the-counterOver-the-counter$29,279 $29,833 Over-the-counter$27,285 $24,912 
Exchange tradedExchange traded1,065 1,546 Exchange traded1,039 1,406 
Commodity and other contractsCommodity and other contracts$30,344 $31,379 Commodity and other contracts$28,324 $26,318 
Over-the-counterOver-the-counter$6,896 $6,959 Over-the-counter$6,836 $5,807 
ClearedCleared3,322 4,056 Cleared1,553 1,970 
Credit derivativesCredit derivatives$10,218 $11,015 Credit derivatives$8,389 $7,777 
Total derivatives instruments not designated as ASC 815 hedgesTotal derivatives instruments not designated as ASC 815 hedges$384,218 $375,883 Total derivatives instruments not designated as ASC 815 hedges$442,099 $434,622 
Total derivativesTotal derivatives$386,851 $377,450 Total derivatives$444,987 $436,493 
Less: Netting agreements(3)
Less: Netting agreements(3)
$(292,628)$(292,628)
Less: Netting agreements(3)
$(346,545)$(346,545)
Less: Netting cash collateral received/paid(4)
Less: Netting cash collateral received/paid(4)
(24,447)(29,306)
Less: Netting cash collateral received/paid(4)
(23,136)(30,032)
Net receivables/payables included on the Consolidated Balance Sheet(5)
Net receivables/payables included on the Consolidated Balance Sheet(5)
$69,776 $55,516 
Net receivables/payables included on the Consolidated Balance Sheet(5)
$75,306 $59,916 
Additional amounts subject to an enforceable master netting agreement,
but not offset on the Consolidated Balance Sheet
Additional amounts subject to an enforceable master netting agreement,
but not offset on the Consolidated Balance Sheet
Additional amounts subject to an enforceable master netting agreement,
but not offset on the Consolidated Balance Sheet
Less: Cash collateral received/paidLess: Cash collateral received/paid$(907)$(538)Less: Cash collateral received/paid$(1,455)$(2,272)
Less: Non-cash collateral received/paidLess: Non-cash collateral received/paid(5,777)(13,607)Less: Non-cash collateral received/paid(5,923)(13,475)
Total net receivables/payables(5)
Total net receivables/payables(5)
$63,092 $41,371 
Total net receivables/payables(5)
$67,928 $44,169 

(1)The derivatives fair values are also presented in Note 2425.
(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 Consolidated Financial Statements.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.
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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.
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255

In millions of dollars at December 31, 2020
Derivatives classified in
Trading account assets/liabilities(1)(2)
Derivatives instruments designated as ASC 815 hedgesAssetsLiabilities
Over-the-counter$1,781 $161 
Cleared74 319 
Interest rate contracts$1,855 $480 
Over-the-counter$2,037 $2,042 
Foreign exchange contracts$2,037 $2,042 
Total derivatives instruments designated as ASC 815 hedges$3,892 $2,522 
Derivatives instruments not designated as ASC 815 hedges
Over-the-counter$228,519 $209,330 
Cleared11,041 12,563 
Exchange traded46 38 
Interest rate contracts$239,606 $221,931 
Over-the-counter$153,791 $152,784 
Cleared842 1,239 
Exchange traded— 1 
Foreign exchange contracts$154,633 $154,024 
Over-the-counter$29,244 $41,036 
Cleared1 18 
Exchange traded21,274 22,515 
Equity contracts$50,519 $63,569 
Over-the-counter$13,659 $17,076 
Exchange traded879 1,017 
Commodity and other contracts$14,538 $18,093 
Over-the-counter$7,826 $7,951 
Cleared1,963 2,178 
Credit derivatives$9,789 $10,129 
Total derivatives instruments not designated as ASC 815 hedges$469,085 $467,746 
Total derivatives$472,977 $470,268 
Less: Netting agreements(3)
$(364,879)$(364,879)
Less: Netting cash collateral received/paid(4)
(31,137)(37,432)
Net receivables/payables included on the Consolidated Balance Sheet(5)
$76,961 $67,957 
Additional amounts subject to an enforceable master netting agreement,
but not offset on the Consolidated Balance Sheet
Less: Cash collateral received/paid$(1,567)$(473)
Less: Non-cash collateral received/paid(7,408)(13,087)
Total net receivables/payables(5)
$67,986 $54,397 

(1)The derivatives fair values are also 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)Represents the netting of balances with the same counterparty under enforceable netting agreements. Approximately $336 billion, $9 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 $6 billion of derivative asset and $8 billion of derivative liability fair values not subject to enforceable master netting agreements, respectively.
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For the years ended December 31, 2022, 2021 2020 and 2019,2020, 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		 Gains (losses) included in
Other revenue
Year ended December 31,Year ended December 31,
In millions of dollarsIn millions of dollars202120202019In millions of dollars202220212020
Interest rate contractsInterest rate contracts$(70)$63 $57 Interest rate contracts$141 $(70)$63 
Foreign exchangeForeign exchange(102)(57)(29)Foreign exchange(56)(102)(57)
TotalTotal$(172)$6 $28 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. 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.

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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.
Citigroup has 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
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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 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 it isthey are generally reflected directly in earnings over the life of the hedge. Under other hedge programs, Citi also excludes changes in the fair value of forward ratespoints from the assessment of hedge effectiveness and records itthem in Other comprehensive income.
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The following table summarizes the gains (losses) on the Company’s fair value hedges:

Gains (losses) on fair value hedges(1)
Gains (losses) on fair value hedges(1)
Year ended December 31,Year ended December 31,
202120202019202220212020
In millions of dollarsIn millions of dollarsOther revenueNet interest incomeOther
revenue		Net interest incomeOther
revenue		Net interest incomeIn 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 hedgesGain (loss) on the hedging derivatives included in assessment of the effectiveness of fair value hedgesGain (loss) on the hedging derivatives included in assessment of the effectiveness of fair value hedges
Interest rate hedgesInterest rate hedges$— $(5,425)$— $4,189 $— $2,273 Interest rate hedges$— $(8,322)$— $(5,425)$— $4,189 
Foreign exchange hedgesForeign exchange hedges(627)— 1,442 — 337 — Foreign exchange hedges(1,375)— (627)— 1,442 — 
Commodity hedgesCommodity hedges(3,983)— (164)— (33)— Commodity hedges(1,870)— (3,983)— (164)— 
Total gain (loss) on the hedging derivatives included in assessment of the effectiveness of fair value hedgesTotal gain (loss) on the hedging derivatives included in assessment of the effectiveness of fair value hedges$(4,610)$(5,425)$1,278 $4,189 $304 $2,273 Total gain (loss) on the hedging derivatives included in assessment of the effectiveness of fair value hedges$(3,245)$(8,322)$(4,610)$(5,425)$1,278 $4,189 
Gain (loss) on the hedged item in designated and qualifying fair value hedgesGain (loss) on the hedged item in designated and qualifying fair value hedgesGain (loss) on the hedged item in designated and qualifying fair value hedges
Interest rate hedgesInterest rate hedges$— $5,043 $— $(4,537)$— $(2,085)Interest rate hedges$— $8,087 $— $5,043 $— $(4,537)
Foreign exchange hedgesForeign exchange hedges628 — (1,442)— (337)— Foreign exchange hedges1,372 — 628 — (1,442)— 
Commodity hedgesCommodity hedges3,973 — 164 — 33 — Commodity hedges1,870 — 3,973 — 164 — 
Total gain (loss) on the hedged item in designated and qualifying fair value hedgesTotal gain (loss) on the hedged item in designated and qualifying fair value hedges$4,601 $5,043 $(1,278)$(4,537)$(304)$(2,085)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 hedgesNet gain (loss) on the hedging derivatives excluded from assessment of the effectiveness of fair value hedgesNet gain (loss) on the hedging derivatives excluded from assessment of the effectiveness of fair value hedges
Interest rate hedgesInterest rate hedges$— $(9)$— $(23)$— $3 Interest rate hedges$— $— $— $(9)$— $(23)
Foreign exchange hedges(2)
Foreign exchange hedges(2)
79 — (73)— (109)— 
Foreign exchange hedges(2)
171 — 79 — (73)— 
Commodity hedges5 — 131 — 41 — 
Commodity hedges (3)
Commodity hedges (3)
94 — 5 — 131 — 
Total net gain (loss) on the hedging derivatives excluded from assessment of the effectiveness of fair value hedgesTotal net gain (loss) on the hedging derivatives excluded from assessment of the effectiveness of fair value hedges$84 $(9)$58 $(23)$(68)$3 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 relaterelated to the premium associated with forward contracts (differential between spot and contractual forward rates)points (i.e., the spot-forward difference) that are excluded from the assessment of hedge effectiveness and are generally reflected directly in earnings.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 $2$73 million and $(23)$2 million for the years ended December 31, 20212022 and 2020,2021, 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.


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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. This cumulative hedge basis adjustment becomes part of the carrying valueamount 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, 20212022 and 2020,2021, 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 dollarsIn millions of dollarsIn millions of dollars
Balance sheet line item in which hedged item is recordedBalance sheet line item in which hedged item is recordedCarrying amount of hedged asset/ liabilityCumulative fair value hedging adjustment increasing (decreasing) the carrying amountBalance sheet line item in which hedged item is recordedCarrying amount of hedged asset/ liabilityCumulative basis adjustment increasing (decreasing) the carrying amount
ActiveDe-designatedActiveDe-designated
As of December 31, 2021
As of December 31, 2022As of December 31, 2022
Debt securities AFS(1)(3)
Debt securities AFS(1)(3)
$62,733 $149 $212 
Debt securities AFS(1)(3)
$98,837 $(2,976)$(333)
Long-term debtLong-term debt149,305 623 3,936 Long-term debt144,549 (5,040)(3,399)
As of December 31, 2020
As of December 31, 2021As of December 31, 2021
Debt securities AFS(2)(3)
Debt securities AFS(2)(3)
$81,082 $28 $342 
Debt securities AFS(2)(3)
$62,733 $149 $212 
Long-term debtLong-term debt169,026 5,554 4,989 Long-term debt149,305 623 3,936 

(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.
(2)    These amounts include a cumulative basis adjustment of $(18) million for active hedges and $62 million for de-designated hedges as of December 31, 2020, 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 $19 billion as of December 31, 2020) in a last-of-layer hedging relationship.
(3)    Carrying amount represents the amortized cost.

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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.

CitigroupFor cash flow hedges, the variability from changes in a contractually specified rate and recognizes the entire change in the fair value of the cash flow hedging instruments in AOCI. The full change in the value of the hedging instrumentderivative is required to be recognized in AOCI, and then recognized inreclassified 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 dollarsIn millions of dollars202120202019In millions of dollars202220212020
Amount of gain (loss) recognized in AOCI on derivatives
Amount of gain (loss) recognized in AOCI on derivatives
Amount of gain (loss) recognized in AOCI on derivatives
Interest rate contractsInterest rate contracts$(847)$2,670 $746 Interest rate contracts$(3,640)$(847)$2,670 
Foreign exchange contractsForeign exchange contracts(51)(15)(17)Foreign exchange contracts34 (51)(15)
Total gain (loss) recognized in AOCI
Total gain (loss) recognized in AOCI
$(898)$2,655 $729 
Total gain (loss) recognized in AOCI
$(3,606)$(898)$2,655 


Other revenueNet interest incomeOther
revenue		Net interest
income		Other
revenue		Net interest
income

Other revenueNet interest incomeOther
revenue		Net interest
income		Other
revenue		Net interest
income
Amount of gain (loss) reclassified from AOCI to earnings(1)
Amount of gain (loss) reclassified from AOCI to earnings(1)
Amount of gain (loss) reclassified from AOCI to earnings(1)
Interest rate contractsInterest rate contracts$— $1,075 $— $734 $— $(384)Interest rate contracts$— $(125)$— $1,075 $— $734 
Foreign exchange contractsForeign exchange contracts(4)— (4)— (7)— Foreign exchange contracts(4)— (4)— (4)— 
Total gain (loss) reclassified from AOCI into earnings
Total gain (loss) reclassified from AOCI into earnings
$(4)$1,075 $(4)$734 $(7)$(384)
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
Net pretax change in cash flow hedges included within AOCI
$(1,969)$1,925 $1,120 
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 revenue/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.

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 net gain (loss) associated with cash flow hedges expected to be reclassified from AOCI within 12 months of December 31, 20212022 is approximately $614 million.$(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.
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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 these foreign subsidiaries in Foreign currency translation adjustment within AOCI. Simultaneously, the effective portion of the hedge of this exposure is also recorded in Foreign currency translation adjustment and any ineffective portion is immediately recorded in earnings.
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), no ineffectiveness is recorded in earnings.
The pretax gain (loss) recorded in Foreign currency translation adjustment within AOCI, related to net investment hedges, was $370 million, $855 million $(600) million and $(569)$(600) million for the years ended December 31, 2022, 2021 and 2020, and 2019, 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 December 31, 2022 and 2021, approximately 98% and 2020, approximately 99% and 97%, respectively, of the gross receivables are from counterparties with which Citi maintains master netting agreements, collateral 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 entity and are generally limited to the market standard of failure to pay on indebtedness and bankruptcy of the reference entity 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
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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 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.

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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, 2020
Receivable(1)
Payable(2)
Protection
purchased		Protection
sold
By industry of counterparty
Banks$2,902 $3,187 $117,685 $120,739 
Broker-dealers1,770 1,215 46,928 44,692 
Non-financial109 90 5,740 2,217 
Insurance and other financial institutions5,008 5,637 442,417 375,959 
Total by industry of counterparty$9,789 $10,129 $612,770 $543,607 
By instrument
Credit default swaps and options$9,254 $9,254 $599,633 $538,426 
Total return swaps and other535 875 13,137 5,181 
Total by instrument$9,789 $10,129 $612,770 $543,607 
By rating of reference entity
Investment grade$4,136 $4,037 $478,643 $418,147 
Non-investment grade5,653 6,092 134,127 125,460 
Total by rating of reference entity$9,789 $10,129 $612,770 $543,607 
By maturity
Within 1 year$914 $1,355 $134,080 $125,464 
From 1 to 5 years6,022 5,991 421,682 374,376 
After 5 years2,853 2,783 57,008 43,767 
Total by maturity$9,789 $10,129 $612,770 $543,607 

(1)The fair value amount receivable is composed of $3,514 million under protection purchased and $6,275 million under protection sold.
(2)The fair value amount payable is composed of $7,037 million under protection purchased and $3,092 million under protection sold.
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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-grade reference entity represent greater payment risk to the Company. The non-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 December 31, 2022 and 2021 and 2020 was $19$18 billion and $25$19 billion, respectively. The Company posted $16$15 billion and $22$16 billion as collateral for this exposure in the normal course of business as of December 31, 20212022 and 2020,2021, 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, 2021,2022, the Company could be required to post an additional $1.3$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 $0.1 billion$15.0 million upon the single notch downgrade, resulting in aggregate cash obligations and collateral requirements of approximately $1.4$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
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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 $2.9$1.4 billion and $2.0$2.9 billion as of December 31, 20212022 and 2020,2021, respectively.
At December 31, 2022, the fair value of these previously derecognized assets was $1.4 billion. The fair value of the total return swaps as of December 31, 2022 was $27 million recorded as gross derivative assets and $32 million recorded as gross derivative liabilities. At December 31, 2021 the fair value of these previously derecognized assets was $2.9 billion. The fair value of the total return swaps as of December 31, 2021 was $13 million recorded as gross derivative assets and $58 million recorded as gross derivative liabilities. At December 31, 2020, the fair value of these previously derecognized assets was $2.2 billion, and the fair value of the total return swaps was $135$13 million recorded as gross derivative assets and $7$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.

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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, 2021,2022, 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 $414.5$431.6 billion and $370.1$414.5 billion at December 31, 20212022 and 2020,2021, respectively. The German, Japanese and United Kingdom and Japanese 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 Germany amounted to $48.9$48.3 billion and $51.8$48.9 billion at December 31, 2022 and 2021, respectively. The Company’s exposure to Japan amounted to $40.0 billion and 2020,$30.1 billion at December 31, 2022 and 2021, respectively. The Company’s exposure to the United Kingdom amounted to $31.1$31.7 billion and $26.0$31.1 billion at December 31, 20212022 and 2020, respectively. The Company’s exposure to Japan amounted to $30.1 billion and $35.5 billion at December 31, 2021, and 2020, respectively. The foreign government exposures are composed of investment securities, loans and trading assets.
The Company’s exposure to states and municipalities amounted to $22.0$20.1 billion and $26.1$22.0 billion at December 31, 20212022 and 2020,2021, respectively, and was composed of trading assets, investment securities, derivatives and lending activities.

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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 is factored into the valuation of derivative and other positions, and the impact of Citigroup’s own credit risk is 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.

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 drivendata-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 and the quality of independent market data available on the measurement date.
•A Level 2 classification is assigned where there is observability of prices / 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 in the 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 because 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 apply practical expedients (such as matrix pricing) to calculate fair value, in which case the items may be classified as Level 2.
The Company may also apply a price-based methodology that 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. If relevant and observable prices are available, those valuations may be classified as Level 2.However, when there are one or more significant unobservable “price” inputs, those valuations will be classified as Level 3. Furthermore, when a quoted price is considered stale, a significant adjustment to the price of a similar security may be necessary to reflect differences in the terms of the actual security or loan being valued, or alternatively, when prices from independent sources may be insufficient to corroborate a 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. 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
263

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 represents 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 methodologies 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 and term 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 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 spreads is applied to the expected funding 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, 20212022 and 2020:
 Credit and funding valuation adjustments
contra-liability (contra-asset)
In millions of dollarsDecember 31,
2021		December 31,
2020
Counterparty CVA$(705)$(800)
Asset FVA(433)(525)
Citigroup (own credit) CVA379 403 
Liability FVA110 67 
Total CVA and FVA —derivative instruments$(649)$(855)
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)

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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 dollarsIn millions of dollars202120202019In millions of dollars202220212020
Counterparty CVACounterparty CVA$79 $(101)$149 Counterparty CVA$(227)$79 $(101)
Asset FVAAsset FVA96 (95)13 Asset FVA(102)96 (95)
Own credit CVAOwn credit CVA(33)133 (131)Own credit CVA157 (33)133 
Liability FVALiability FVA(22)(6)(63)Liability FVA155 (22)(6)
Total CVA and FVA —derivative instruments$120 $(69)$(32)
Total CVA and FVA—derivative instrumentsTotal CVA and FVA—derivative instruments$(17)$120 $(69)
DVA related to own FVO liabilities(1)
DVA related to own FVO liabilities(1)
$296 $(616)$(1,473)
DVA related to own FVO liabilities(1)
$2,685 $296 $(616)
Total CVA, FVA and FVO DVA$416 $(685)$(1,505)
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.

Note 20.

Securities Purchased Under Agreements to Resell and Securities Sold Under Agreements to Repurchase
No quoted prices exist for these instruments, since 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. 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 the primary inputs to the valuation are unobservable, or prices from independent sources are insufficient to corroborate valuation, a loan or security is
generally classified as Level 3. Fair value estimates from these internal valuation techniques are verified, where possible, to
prices obtained from independent sources, including third-party vendors.
When the Company’s principal exit market for a portfolio of loans is through securitization, the Company uses the securitization price as a key input into the fair value of the loan portfolio. The securitization price is determined from the assumed proceeds of a hypothetical securitization within the current market environment. Where such a price verification is possible, loan portfolios are typically classified as Level 2 in the fair value hierarchy.
For most of the 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 proxies. The valuation of certain asset-backed security (ABS) CDO positions is 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.

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’smanagement judgment, as no quoted prices exist and such securities are not generally 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 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
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equity securities are generally classified as Level 3 of the fair value hierarchy.
265

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 are 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 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.

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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, 20212022 and 2020.2021. 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. The effects of these hedges are presented gross in the following tables:

Fair Value Levels

In millions of dollars at December 31, 2021Level 1Level 2Level 3Gross
inventory
Netting(1)
Net
balance
Assets      
Securities borrowed and purchased under agreements to resell$— $342,030 $231 $342,261 $(125,795)$216,466 
Trading non-derivative assets
Trading mortgage-backed securities
U.S. government-sponsored agency guaranteed— 34,534 496 35,030 — 35,030 
Residential1 643 104 748 — 748 
Commercial— 778 81 859 — 859 
Total trading mortgage-backed securities$1 $35,955 $681 $36,637 $— $36,637 
U.S. Treasury and federal agency securities$44,900 $3,230 $4 $48,134 $— $48,134 
State and municipal— 1,995 37 2,032 — 2,032 
Foreign government39,176 31,485 23 70,684 — 70,684 
Corporate1,544 16,156 412 18,112 — 18,112 
Equity securities53,833 10,047 174 64,054 — 64,054 
Asset-backed securities— 981 613 1,594 — 1,594 
Other trading assets(2)
— 20,346 576 20,922 — 20,922 
Total trading non-derivative assets$139,454 $120,195 $2,520 $262,169 $— $262,169 
Trading derivatives
Interest rate contracts$90 $161,500 $3,898 $165,488 
Foreign exchange contracts— 134,912 637 135,549 
Equity contracts41 43,904 1,307 45,252 
Commodity contracts— 28,547 1,797 30,344 
Credit derivatives— 9,299 919 10,218 
Total trading derivatives—before netting and collateral$131 $378,162 $8,558 $386,851 
Netting agreements$(292,628)
Netting of cash collateral received (3)
(24,447)
Total trading derivatives—after netting and collateral$131 $378,162 $8,558 $386,851 $(317,075)$69,776 
Investments
Mortgage-backed securities
U.S. government-sponsored agency guaranteed$— $33,165 $51 $33,216 $— $33,216 
Residential— 286 94 380 — 380 
Commercial— 25 — 25 — 25 
Total investment mortgage-backed securities$— $33,476 $145 $33,621 $— $33,621 
U.S. Treasury and federal agency securities$122,271 $168 $1 $122,440 $— $122,440 
State and municipal— 1,849 772 2,621 — 2,621 
Foreign government56,842 61,112 786 118,740 — 118,740 
Corporate2,861 2,871 188 5,920 — 5,920 
Marketable equity securities350 177 16 543 — 543 
Asset-backed securities— 300 3 303 — 303 
Other debt securities— 4,877 — 4,877 — 4,877 
Non-marketable equity securities(4)
— 28 316 344 — 344 
Total investments$182,324 $104,858 $2,227 $289,409 $— $289,409 

In millions of dollars at December 31, 2022Level 1Level 2Level 3Gross
inventory
Netting(1)
Net
balance
Assets      
Securities borrowed and purchased under agreements to resell$— $350,145 $149 $350,294 $(110,767)$239,527 
Trading non-derivative assets
Trading mortgage-backed securities
U.S. government-sponsored agency guaranteed— 34,878 600 35,478 — 35,478 
Residential1 1,821 166 1,988 — 1,988 
Commercial— 798 145 943 — 943 
Total trading mortgage-backed securities$1 $37,497 $911 $38,409 $— $38,409 
U.S. Treasury and federal agency securities$63,067 $4,513 $1 $67,581 $— $67,581 
State and municipal— 2,256 7 2,263 — 2,263 
Foreign government38,383 25,850 119 64,352 — 64,352 
Corporate1,593 11,955 394 13,942 — 13,942 
Equity securities43,990 10,179 192 54,361 — 54,361 
Asset-backed securities— 1,597 668 2,265 — 2,265 
Other trading assets(2)
24 14,963 648 15,635 — 15,635 
Total trading non-derivative assets$147,058 $108,810 $2,940 $258,808 $— $258,808 
Trading derivatives
Interest rate contracts$297 $174,156 $3,751 $178,204 
Foreign exchange contracts— 186,897 766 187,663 
Equity contracts20 40,683 1,704 42,407 
Commodity contracts— 26,823 1,501 28,324 
Credit derivatives— 7,484 905 8,389 
Total trading derivatives—before netting and collateral$317 $436,043 $8,627 $444,987 
Netting agreements$(346,545)
Netting of cash collateral received(23,136)
Total trading derivatives—after netting and collateral$317 $436,043 $8,627 $444,987 $(369,681)$75,306 
Investments
Mortgage-backed securities
U.S. government-sponsored agency guaranteed$— $11,232 $30 $11,262 $— $11,262 
Residential— 444 41 485 — 485 
Commercial— 2 — 2 — 2 
Total investment mortgage-backed securities$— $11,678 $71 $11,749 $— $11,749 
U.S. Treasury and federal agency securities$91,851 $439 $— $92,290 $— $92,290 
State and municipal— 1,637 586 2,223 — 2,223 
Foreign government58,419 74,250 608 133,277 — 133,277 
Corporate2,230 2,343 343 4,916 — 4,916 
Marketable equity securities254 165 10 429 — 429 
Asset-backed securities— 1,029 1 1,030 — 1,030 
Other debt securities— 4,194 — 4,194 — 4,194 
Non-marketable equity securities(3)
— 9 430 439 — 439 
Total investments$152,754 $95,744 $2,049 $250,547 $— $250,547 
Table continues on the next page.
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In millions of dollars at December 31, 2021Level 1Level 2Level 3Gross
inventory
Netting(1)
Net
balance
In millions of dollars at December 31, 2022In millions of dollars at December 31, 2022Level 1Level 2Level 3Gross
inventory
Netting(1)
Net
balance
LoansLoans$— $5,371 $711 $6,082 $— $6,082 Loans$— $3,999 $1,361 $5,360 $— $5,360 
Mortgage servicing rightsMortgage servicing rights— — 404 404 — 404 Mortgage servicing rights— — 665 665 — 665 
Non-trading derivatives and other financial assets measured on a recurring basisNon-trading derivatives and other financial assets measured on a recurring basis$4,075 $8,194 $73 $12,342 $— $12,342 Non-trading derivatives and other financial assets measured on a recurring basis$4,310 $6,291 $57 $10,658 $— $10,658 
Total assetsTotal assets$325,984 $958,810 $14,724 $1,299,518 $(442,870)$856,648 Total assets$304,439 $1,001,032 $15,848 $1,321,319 $(480,448)$840,871 
Total as a percentage of gross assets(5)(4)
Total as a percentage of gross assets(5)(4)
25.1 %73.8 %1.1 %
Total as a percentage of gross assets(5)(4)
23.0 %75.8 %1.2 %
LiabilitiesLiabilitiesLiabilities
Interest-bearing depositsInterest-bearing deposits$— $1,483 $183 $1,666 $— $1,666 Interest-bearing deposits$— $1,860 $15 $1,875 $— $1,875 
Securities loaned and sold under agreements to repurchaseSecurities loaned and sold under agreements to repurchase— 174,318 643 174,961 (118,267)56,694 Securities loaned and sold under agreements to repurchase— 155,822 1,031 156,853 (85,967)70,886 
Trading account liabilitiesTrading account liabilitiesTrading account liabilities
Securities sold, not yet purchasedSecurities sold, not yet purchased82,675 23,268 65 106,008 — 106,008 Securities sold, not yet purchased97,559 13,111 50 110,720 — 110,720 
Other trading liabilitiesOther trading liabilities— 5 — 5 — 5 Other trading liabilities— 8 3 11 — 11 
Total trading liabilitiesTotal trading liabilities$82,675 $23,273 $65 $106,013 $— $106,013 Total trading liabilities$97,559 $13,119 $53 $110,731 $— $110,731 
Trading derivativesTrading derivativesTrading derivatives
Interest rate contractsInterest rate contracts$56 $147,846 $2,172 $150,074 Interest rate contracts$175 $169,049 $3,396 $172,620 
Foreign exchange contractsForeign exchange contracts— 134,572 726 135,298 Foreign exchange contracts— 185,279 716 185,995 
Equity contractsEquity contracts60 46,177 3,447 49,684 Equity contracts70 40,905 2,808 43,783 
Commodity contractsCommodity contracts— 30,004 1,375 31,379 Commodity contracts2 25,093 1,223 26,318 
Credit derivativesCredit derivatives— 10,065 950 11,015 Credit derivatives— 6,715 1,062 7,777 
Total trading derivatives—before netting and collateralTotal trading derivatives—before netting and collateral$116 $368,664 $8,670 $377,450 Total trading derivatives—before netting and collateral$247 $427,041 $9,205 $436,493 
Netting agreementsNetting agreements$(292,628)Netting agreements$(346,545)
Netting of cash collateral paid (3)
Netting of cash collateral paid (3)
(29,306)
Netting of cash collateral paid (3)
(30,032)
Total trading derivatives—after netting and collateralTotal trading derivatives—after netting and collateral$116 $368,664 $8,670 $377,450 $(321,934)$55,516 Total trading derivatives—after netting and collateral$247 $427,041 $9,205 $436,493 $(376,577)$59,916 
Short-term borrowingsShort-term borrowings$— $7,253 $105 $7,358 $— $7,358 Short-term borrowings$— $6,184 $38 $6,222 $— $6,222 
Long-term debtLong-term debt— 57,100 25,509 82,609 — 82,609 Long-term debt— 69,878 36,117 105,995 — 105,995 
Total non-trading derivatives and other financial liabilities measured on a recurring basisTotal non-trading derivatives and other financial liabilities measured on a recurring basis$3,574 $— $1 $3,575 $— $3,575 Total non-trading derivatives and other financial liabilities measured on a recurring basis$4,197 $240 $2 $4,439 $— $4,439 
Total liabilitiesTotal liabilities$86,365 $632,091 $35,176 $753,632 $(440,201)$313,431 Total liabilities$102,003 $674,144 $46,461 $822,608 $(462,544)$360,064 
Total as a percentage of gross liabilities(5)(4)
Total as a percentage of gross liabilities(5)(4)
11.5 %83.9 %4.7 %
Total as a percentage of gross liabilities(5)(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 25 to the Consolidated Financial Statements.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 $0.1 billion$27 million 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)(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.

268271


Fair Value Levels
In millions of dollars at December 31, 2020Level 1Level 2Level 3Gross
inventory
Netting(1)
Net
balance
Assets      
Securities borrowed and purchased under agreements to resell$— $335,073 $320 $335,393 $(150,189)$185,204 
Trading non-derivative assets
Trading mortgage-backed securities
U.S. government-sponsored agency guaranteed— 42,903 27 42,930 — 42,930 
Residential— 391 340 731 — 731 
Commercial— 893 136 1,029 — 1,029 
Total trading mortgage-backed securities$— $44,187 $503 $44,690 $— $44,690 
U.S. Treasury and federal agency securities$64,529 $2,269 $— $66,798 $— $66,798 
State and municipal— 1,224 94 1,318 — 1,318 
Foreign government68,195 15,143 51 83,389 — 83,389 
Corporate1,607 18,840 375 20,822 — 20,822 
Equity securities54,117 12,289 73 66,479 — 66,479 
Asset-backed securities— 776 1,606 2,382 — 2,382 
Other trading assets(2)
— 11,295 945 12,240 — 12,240 
Total trading non-derivative assets$188,448 $106,023 $3,647 $298,118 $— $298,118 
Trading derivatives
Interest rate contracts$42 $238,026 $3,393 $241,461 
Foreign exchange contracts2 155,994 674 156,670 
Equity contracts66 48,362 2,091 50,519 
Commodity contracts— 13,546 992 14,538 
Credit derivatives— 8,634 1,155 9,789 
Total trading derivatives—before netting and collateral$110 $464,562 $8,305 $472,977 
Netting agreements$(364,879)
Netting of cash collateral received(3)
(31,137)
Total trading derivatives—after netting and collateral$110 $464,562 $8,305 $472,977 $(396,016)$76,961 
Investments
Mortgage-backed securities
U.S. government-sponsored agency guaranteed$— $43,888 $30 $43,918 $— $43,918 
Residential— 571 — 571 — 571 
Commercial— 50 — 50 — 50 
Total investment mortgage-backed securities$— $44,509 $30 $44,539 $— $44,539 
U.S. Treasury and federal agency securities$146,032 $172 $— $146,204 $— $146,204 
State and municipal— 2,885 834 3,719 — 3,719 
Foreign government77,056 47,644 268 124,968 — 124,968 
Corporate6,326 4,114 60 10,500 — 10,500 
Marketable equity securities287 228 — 515 — 515 
Asset-backed securities— 277 1 278 — 278 
Other debt securities— 4,876 — 4,876 — 4,876 
Non-marketable equity securities(4)
— 50 349 399 — 399 
Total investments$229,701 $104,755 $1,542 $335,998 $— $335,998 

In millions of dollars at December 31, 2021Level 1Level 2Level 3Gross
inventory
Netting(1)
Net
balance
Assets      
Securities borrowed and purchased under agreements to resell$— $342,030 $231 $342,261 $(125,795)$216,466 
Trading non-derivative assets
Trading mortgage-backed securities
U.S. government-sponsored agency guaranteed— 34,534 496 35,030 — 35,030 
Residential1 643 104 748 — 748 
Commercial— 778 81 859 — 859 
Total trading mortgage-backed securities$1 $35,955 $681 $36,637 $— $36,637 
U.S. Treasury and federal agency securities$44,900 $3,230 $4 $48,134 $— $48,134 
State and municipal— 1,995 37 2,032 — 2,032 
Foreign government39,176 31,485 23 70,684 — 70,684 
Corporate1,544 16,156 412 18,112 — 18,112 
Equity securities53,833 10,047 174 64,054 — 64,054 
Asset-backed securities— 981 613 1,594 — 1,594 
Other trading assets(2)
— 20,346 576 20,922 — 20,922 
Total trading non-derivative assets$139,454 $120,195 $2,520 $262,169 $— $262,169 
Trading derivatives
Interest rate contracts$90 $161,500 $3,898 $165,488 
Foreign exchange contracts— 134,912 637 135,549 
Equity contracts41 43,904 1,307 45,252 
Commodity contracts— 28,547 1,797 30,344 
Credit derivatives— 9,299 919 10,218 
Total trading derivatives—before netting and collateral$131 $378,162 $8,558 $386,851 
Netting agreements$(292,628)
Netting of cash collateral received(3)
(24,447)
Total trading derivatives—after netting and collateral$131 $378,162 $8,558 $386,851 $(317,075)$69,776 
Investments
Mortgage-backed securities
U.S. government-sponsored agency guaranteed$— $33,165 $51 $33,216 $— $33,216 
Residential— 286 94 380 — 380 
Commercial— 25 — 25 — 25 
Total investment mortgage-backed securities$— $33,476 $145 $33,621 $— $33,621 
U.S. Treasury and federal agency securities$122,271 $168 $1 $122,440 $— $122,440 
State and municipal— 1,849 772 2,621 — 2,621 
Foreign government56,842 61,112 786 118,740 — 118,740 
Corporate2,861 2,871 188 5,920 — 5,920 
Marketable equity securities350 177 16 543 — 543 
Asset-backed securities— 300 3 303 — 303 
Other debt securities— 4,877 — 4,877 — 4,877 
Non-marketable equity securities(4)
— 28 316 344 — 344 
Total investments$182,324 $104,858 $2,227 $289,409 $— $289,409 

Table continues on the next page.
269272


In millions of dollars at December 31, 2020Level 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
LoansLoans$— $4,869 $1,985$6,854 $— $6,854 Loans$— $5,371 $711$6,082 $— $6,082 
Mortgage servicing rightsMortgage servicing rights— — 336 336 — 336 Mortgage servicing rights— — 404 404 — 404 
Non-trading derivatives and other financial assets measured on a recurring basisNon-trading derivatives and other financial assets measured on a recurring basis$6,230 $8,383 $— $14,613 $— $14,613 Non-trading derivatives and other financial assets measured on a recurring basis$4,075 $8,194 $73 $12,342 $— $12,342 
Total assetsTotal assets$424,489 $1,023,665 $16,135 $1,464,289 $(546,205)$918,084 Total assets$325,984 $958,810 $14,724 $1,299,518 $(442,870)$856,648 
Total as a percentage of gross assets(5)
Total as a percentage of gross assets(5)
29.0 %69.9 %1.1 %
Total as a percentage of gross assets(5)
29.0 %69.9 %1.1 %
LiabilitiesLiabilitiesLiabilities
Interest-bearing depositsInterest-bearing deposits$— $1,752 $206 $1,958 $— $1,958 Interest-bearing deposits$— $1,483 $183 $1,666 $— $1,666 
Securities loaned and sold under agreements to repurchaseSecurities loaned and sold under agreements to repurchase— 156,644 631 157,275 (97,069)60,206 Securities loaned and sold under agreements to repurchase— 174,318 643 174,961 (118,267)56,694 
Trading account liabilitiesTrading account liabilitiesTrading account liabilities
Securities sold, not yet purchasedSecurities sold, not yet purchased85,353 14,477 214 100,044 — 100,044 Securities sold, not yet purchased82,675 23,268 65 106,008 — 106,008 
Other trading liabilitiesOther trading liabilities— — 26 26 — 26 Other trading liabilities— 5 — 5 — 5 
Total trading account liabilitiesTotal trading account liabilities$85,353 $14,477 $240 $100,070 $— $100,070 Total trading account liabilities$82,675 $23,273 $65 $106,013 $— $106,013 
Trading derivativesTrading derivativesTrading derivatives
Interest rate contractsInterest rate contracts$25 $220,607 $1,779 $222,411 Interest rate contracts$56 $147,846 $2,172 $150,074 
Foreign exchange contractsForeign exchange contracts3 155,441 622 156,066 Foreign exchange contracts— 134,572 726 135,298 
Equity contractsEquity contracts53 58,212 5,304 63,569 Equity contracts60 46,177 3,447 49,684 
Commodity contractsCommodity contracts— 17,393 700 18,093 Commodity contracts— 30,004 1,375 31,379 
Credit derivativesCredit derivatives— 9,022 1,107 10,129 Credit derivatives— 10,065 950 11,015 
Total trading derivatives—before netting and collateralTotal trading derivatives—before netting and collateral$81 $460,675 $9,512 $470,268 Total trading derivatives—before netting and collateral$116 $368,664 $8,670 $377,450 
Netting agreementsNetting agreements$(364,879)Netting agreements$(292,628)
Netting of cash collateral paid (3)
Netting of cash collateral paid (3)
(37,432)
Netting of cash collateral paid(3)
(29,306)
Total trading derivatives—after netting and collateralTotal trading derivatives—after netting and collateral$81 $460,675 $9,512 $470,268 $(402,311)$67,957 Total trading derivatives—after netting and collateral$116 $368,664 $8,670 $377,450 $(321,934)$55,516 
Short-term borrowingsShort-term borrowings$— $4,464 $219 $4,683 $— $4,683 Short-term borrowings$— $7,253 $105 $7,358 $— $7,358 
Long-term debtLong-term debt— 41,853 25,210 67,063 — 67,063 Long-term debt— 57,100 25,509 82,609 — 82,609 
Non-trading derivatives and other financial liabilities measured on a recurring basisNon-trading derivatives and other financial liabilities measured on a recurring basis$6,762 $72 $1 $6,835 $— $6,835 Non-trading derivatives and other financial liabilities measured on a recurring basis$3,574 $— $1 $3,575 $— $3,575 
Total liabilitiesTotal liabilities$92,196 $679,937 $36,019 $808,152 $(499,380)$308,772 Total liabilities$86,365 $632,091 $35,176 $753,632 $(440,201)$313,431 
Total as a percentage of gross liabilities(5)
Total as a percentage of gross liabilities(5)
11.4 %84.1 %4.5 %
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 25 to the Consolidated Financial Statements.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 $0.2 billion$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.





















270273


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, 20212022 and 2020.2021. 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(1)
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 dollarsIn millions of dollarsDec. 31, 2020Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2021In millions of dollarsDec. 31, 2021Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2022
AssetsAssetsAssets
Securities borrowed and purchased under agreements to resellSecurities borrowed and purchased under agreements to resell$320 $(36)$— $45 $(49)$362 $— $— $(411)$231 $— Securities borrowed and purchased under agreements to resell$231 $12 $— $3 $— $252 $— $— $(349)$149 $18 
Trading non-derivative assetsTrading non-derivative assetsTrading non-derivative assets
Trading mortgage-backed securitiesTrading mortgage-backed securitiesTrading mortgage-backed securities
U.S. government-sponsored agency guaranteedU.S. government-sponsored agency guaranteed27 8 — 355 (131)447 — (210)— 496 11 U.S. government-sponsored agency guaranteed496 (81)— 244 (475)969 — (553)— 600 (59)
ResidentialResidential340 25 — 89 (96)282 — (536)— 104 13 Residential104 (5)— 112 (87)187 — (145)— 166 (1)
CommercialCommercial136 23 — 96 (58)62 — (178)— 81 — Commercial81 (13)— 167 (78)37 — (49)— 145 (3)
Total trading mortgage-backed securitiesTotal trading mortgage-backed securities$503 $56 $— $540 $(285)$791 $— $(924)$— $681 $24 Total trading mortgage-backed securities$681 $(99)$— $523 $(640)$1,193 $— $(747)$— $911 $(63)
U.S. Treasury and federal agency securitiesU.S. Treasury and federal agency securities$— $— $— $4 $— $— $— $— $— $4 $— U.S. Treasury and federal agency securities$4 $(4)$— $2 $(1)$1 $— $— $(1)$1 $(1)
State and municipalState and municipal94 (4)— 20 (29)17 — (61)— 37 (6)State and municipal37 9 — 77 (35)16 — (97)— 7 — 
Foreign governmentForeign government51 29 — 143 (129)83 — (154)— 23 (2)Foreign government23 (41)— 308 (326)248 — (93)— 119 (22)
CorporateCorporate375 74 — 461 (384)867 — (981)— 412 (38)Corporate412 101 — 499 (451)1,068 — (1,235)— 394 (136)
Equity securities73 67 — 156 (52)118 — (188)— 174 23 
Marketable equity securitiesMarketable equity securities174 45 — 161 (105)155 — (238)— 192 (42)
Asset-backed securitiesAsset-backed securities1,606 371 — 173 (297)1,313 — (2,553)— 613 (43)Asset-backed securities613 (41)— 243 (239)835 — (743)— 668 (36)
Other trading assetsOther trading assets945 97 — 158 (457)980 4 (1,147)(4)576 (37)Other trading assets576 249 — 407 (594)774 27 (779)(12)648 (122)
Total trading non-derivative assetsTotal trading non-derivative assets$3,647 $690 $— $1,655 $(1,633)$4,169 $4 $(6,008)$(4)$2,520 $(79)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)
Trading derivatives, net(4)
Interest rate contractsInterest rate contracts$1,614 $(376)$— $102 $562 $27 $(84)$— $(119)$1,726 $4 Interest rate contracts$1,726 $176 $— $33 $(792)$(163)$7 $79 $(711)$355 $(588)
Foreign exchange contractsForeign exchange contracts52 (8)— (57)104 220 — (326)(74)(89)7 Foreign exchange contracts(89)734 — (422)(22)124 20 (459)164 50 (81)
Equity contractsEquity contracts(3,213)964 — (1,101)1,923 364 — (364)(713)(2,140)(729)Equity contracts(2,140)1,604 — (572)673 176 — (370)(475)(1,104)1,057 
Commodity contractsCommodity contracts292 474 — 174 (454)162 — (238)12 422 261 Commodity contracts422 822 — 194 (716)100 — (211)(333)278 413 
Credit derivativesCredit derivatives48 (136)— (96)40 — — — 113 (31)(130)Credit derivatives(31)(266)— (7)131 (36)— — 52 (157)(198)
Total trading derivatives, net(4)
Total trading derivatives, net(4)
$(1,207)$918 $— $(978)$2,175 $773 $(84)$(928)$(781)$(112)$(587)
Total trading derivatives, net(4)
$(112)$3,070 $— $(774)$(726)$201 $27 $(961)$(1,303)$(578)$603 

Table continues on the next page.
271274


 
Net realized/unrealized
gains (losses) included in(1)
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 dollarsIn millions of dollarsDec. 31, 2020Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2021In millions of dollarsDec. 31, 2021Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2022
InvestmentsInvestmentsInvestments
Mortgage-backed securitiesMortgage-backed securitiesMortgage-backed securities
U.S. government-sponsored agency guaranteedU.S. government-sponsored agency guaranteed$30 $— $2 $42 $(10)$3 $— $(16)$— $51 $2 U.S. government-sponsored agency guaranteed$51 $— $(7)$1 $(10)$7 $— $(12)$— $30 $(24)
ResidentialResidential— — — 54 (12)52 — — — 94 (1)Residential94 — (5)— (42)3 — (9)— 41 (5)
CommercialCommercial— — — — — — — — — — — Commercial— — — — — — — — — — — 
Total investment mortgage-backed securitiesTotal investment mortgage-backed securities$30 $— $2 $96 $(22)$55 $— $(16)$— $145 $1 Total investment mortgage-backed securities$145 $— $(12)$1 $(52)$10 $— $(21)$— $71 $(29)
U.S. Treasury and federal agency securitiesU.S. Treasury and federal agency securities$— $— $— $1 $— $— $— $— $— $1 $— U.S. Treasury and federal agency securities$1 $— $(1)$— $— $— $— $— $— $— $— 
State and municipalState and municipal834 — (21)58 (108)49 — (40)— 772 (12)State and municipal772 — (65)82 (164)2 — (41)— 586 (49)
Foreign governmentForeign government268 — (49)512 (565)871 — (251)— 786 (2)Foreign government786 — (72)256 (276)706 — (792)— 608 (23)
CorporateCorporate60 — (14)183 (44)37 — (34)— 188 2 Corporate188 — (4)197 (4)24 — (58)— 343 (2)
Marketable equity securitiesMarketable equity securities— — — 16 — — — — — 16 — Marketable equity securities16 — (7)— — 1 — — — 10 — 
Asset-backed securitiesAsset-backed securities1 — (21)36 — — — (13)— 3 (2)Asset-backed securities3 — 22 41 (1)— — (64)— 1 (5)
Other debt securitiesOther debt securities— — — — — — — — — — — Other debt securities— — — — — 82 — (82)— — — 
Non-marketable equity securitiesNon-marketable equity securities349 — (27)2 — — — (8)— 316 (6)Non-marketable equity securities316 — (11)11 (12)155 — (29)— 430 4 
Total investmentsTotal investments$1,542 $— $(130)$904 $(739)$1,012 $— $(362)$— $2,227 $(19)Total investments$2,227 $— $(150)$588 $(509)$980 $— $(1,087)$— $2,049 $(104)
LoansLoans$1,985 $— $90 $311 $(2,071)$— $529 $— $(133)$711 $(77)Loans$711 $— $15 $426 $(208)$— $569 $— $(152)$1,361 $145 
Mortgage servicing rightsMortgage servicing rights336 — 43 — — — 92 — (67)404 52 Mortgage servicing rights404 — 201 — — — 120 — (60)665 199 
Other financial assets measured on a recurring basisOther financial assets measured on a recurring basis— — 6 65 (27)58 — (26)(3)73 — Other financial assets measured on a recurring basis73 — (12)29 (26)46 39 (26)(66)57 — 
LiabilitiesLiabilitiesLiabilities
Interest-bearing depositsInterest-bearing deposits$206 $— $(18)$— $(44)$— $38 $— $(35)$183 $(19)Interest-bearing deposits$183 $— $6 $8 $(122)$— $20 $— $(68)$15 $— 
Securities loaned and sold under agreements to repurchaseSecurities loaned and sold under agreements to repurchase631 (9)— 183 (483)488 — — (185)643 32 Securities loaned and sold under agreements to repurchase643 86 — 3 (3)453 196 — (175)1,031 7 
Trading account liabilitiesTrading account liabilitiesTrading account liabilities
Securities sold, not yet purchasedSecurities sold, not yet purchased214 48 — 87 (34)59 — — (213)65 (4)Securities sold, not yet purchased65 2 — 55 (36)135 — — (167)50 (65)
Other trading liabilitiesOther trading liabilities26 26 — — — — — — — — — Other trading liabilities— (3)— — — — — — — 3 — 
Short-term borrowingsShort-term borrowings219 43 — 137 (57)— 49 — (200)105 (2)Short-term borrowings105 109 — 46 (69)— 96 — (31)38 (14)
Long-term debtLong-term debt25,210 2,774 — 8,611 (9,771)— 10,262 — (6,029)25,509 1,756 Long-term debt25,509 9,796 — 9,873 (7,612)— 18,847 — (704)36,117 7,805 
Other financial liabilities measured on a recurring basisOther financial liabilities measured on a recurring basis1 — (3)— (4)— 14 — (13)1 — 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, 2021.2022.
(4)Total Level 3 trading derivative assets and liabilities have been netted in these tables for presentation purposes only.



272275


 
Net realized/unrealized
gains (losses) included in(1)
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 dollarsIn millions of dollarsDec. 31, 2019Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2020In millions of dollarsDec. 31, 2020Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2021
AssetsAssets        Assets        
Securities borrowed and purchased under agreements to resellSecurities borrowed and purchased under agreements to resell$303 $23 $— $— $— $194 $— $— $(200)$320 $43 Securities borrowed and purchased under agreements to resell$320 $(36)$— $45 $(49)$362 $— $— $(411)$231 $— 
Trading non-derivative assetsTrading non-derivative assets        Trading non-derivative assets        
Trading mortgage-backed securitiesTrading mortgage-backed securities        Trading mortgage-backed securities        
U.S. government-sponsored agency guaranteedU.S. government-sponsored agency guaranteed10 (79)— 21 (11)392 — (306)— 27 (1)U.S. government-sponsored agency guaranteed27 8 — 355 (131)447 — (210)— 496 11 
ResidentialResidential123 79 — 234 (68)486 — (514)— 340 (20)Residential340 25 — 89 (96)282 — (536)— 104 13 
CommercialCommercial61 — — 162 (35)174 — (226)— 136 (14)Commercial136 23 — 96 (58)62 — (178)— 81 — 
Total trading mortgage-backed securitiesTotal trading mortgage-backed securities$194 $— $— $417 $(114)$1,052 $— $(1,046)$— $503 $(35)Total trading mortgage-backed securities$503 $56 $— $540 $(285)$791 $— $(924)$— $681 $24 
U.S. Treasury and federal agency securitiesU.S. Treasury and federal agency securities$— $— $— $— $— $— $— $— $— $— $— U.S. Treasury and federal agency securities$— $— $— $4 $— $— $— $— $— $4 $— 
State and municipalState and municipal64 2 — 33 (3)62 — (64)— 94 4 State and municipal94 (4)— 20 (29)17 — (61)— 37 (6)
Foreign governmentForeign government52 (35)— 9 (1)169 — (143)— 51 (7)Foreign government51 29 — 143 (129)83 — (154)— 23 (2)
CorporateCorporate313 246 — 211 (136)770 — (1,023)(6)375 (37)Corporate375 74 — 461 (384)867 — (981)— 412 (38)
Marketable equity securitiesMarketable equity securities100 (16)— 43 (2)240 — (292)— 73 (11)Marketable equity securities73 67 — 156 (52)118 — (188)— 174 23 
Asset-backed securitiesAsset-backed securities1,177 (105)— 677 (131)1,406 — (1,418)— 1,606 (248)Asset-backed securities1,606 371 — 173 (297)1,313 — (2,553)— 613 (43)
Other trading assetsOther trading assets555 315 — 471 (343)387 19 (440)(19)945 (56)Other trading assets945 97 — 158 (457)980 4 (1,147)(4)576 (37)
Total trading non-derivative assetsTotal trading non-derivative assets$2,455 $407 $— $1,861 $(730)$4,086 $19 $(4,426)$(25)$3,647 $(390)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)
Trading derivatives, net(4)
Trading derivatives, net(4)
Interest rate contractsInterest rate contracts$1 $429 $— $1,644 $16 $41 $134 $(34)$(617)$1,614 $161 Interest rate contracts$1,614 $(376)$— $102 $562 $27 $(84)$— $(119)$1,726 $4 
Foreign exchange contractsForeign exchange contracts(5)105 — (61)48 74 — (55)(54)52 130 Foreign exchange contracts52 (8)— (57)104 220 — (326)(74)(89)7 
Equity contractsEquity contracts(1,596)(536)— (519)378 35 — (886)(89)(3,213)(3,868)Equity contracts(3,213)964 — (1,101)1,923 364 — (364)(713)(2,140)(729)
Commodity contractsCommodity contracts(59)(1)— 99 (108)101 — (61)321 292 407 Commodity contracts292 474 — 174 (454)162 — (238)12 422 261 
Credit derivativesCredit derivatives(56)123 — 173 (334)— — — 142 48 (136)Credit derivatives48 (136)— (96)40 — — — 113 (31)(130)
Total trading derivatives, net(4)
Total trading derivatives, net(4)
$(1,715)$120 $— $1,336 $— $251 $134 $(1,036)$(297)$(1,207)$(3,306)
Total trading derivatives, net(4)
$(1,207)$918 $— $(978)$2,175 $773 $(84)$(928)$(781)$(112)$(587)
InvestmentsInvestmentsInvestments
Mortgage-backed securitiesMortgage-backed securitiesMortgage-backed securities
U.S. government-sponsored agency guaranteedU.S. government-sponsored agency guaranteed$32 $— $(5)$2 $— $1 $— $— $— $30 $(104)U.S. government-sponsored agency guaranteed$30 $— $2 $42 $(10)$3 $— $(16)$— $51 $2 
ResidentialResidential— — 76 — — — — (76)— — 5 Residential— — — 54 (12)52 — — — 94 (1)
CommercialCommercial— — — — — — — — — — — Commercial— — — — — — — — — — — 
Total investment mortgage-backed securitiesTotal investment mortgage-backed securities$32 $— $71 $2 $— $1 $— $(76)$— $30 $(99)Total investment mortgage-backed securities$30 $— $2 $96 $(22)$55 $— $(16)$— $145 $1 
U.S. Treasury and federal agency securitiesU.S. Treasury and federal agency securities$— $— $— $— $— $— $— $— $— $— $— U.S. Treasury and federal agency securities$— $— $— $1 $— $— $— $— $— $1 $— 
State and municipalState and municipal623 — (3)322 (131)121 — (98)— 834 (20)State and municipal834 — (21)58 (108)49 — (40)— 772 (12)
Foreign governmentForeign government96 — 11 27 (64)381 — (183)— 268 (4)Foreign government268 — (49)512 (565)871 — (251)— 786 (2)
CorporateCorporate45 — 6 49 (152)162 — (50)— 60 — Corporate60 — (14)183 (44)37 — (34)— 188 2 
Marketable equity securitiesMarketable equity securities— — (1)1 — — — — — — — Marketable equity securities— — — 16 — — — — — 16 — 
Asset-backed securitiesAsset-backed securities22 — (1)— — — — (20)— 1 (4)Asset-backed securities1 — (21)36 — — — (13)— 3 (2)
Other debt securitiesOther debt securities— — — — — — — — — — — Other debt securities— — — — — — — — — — — 
Non-marketable equity securitiesNon-marketable equity securities441 — (35)— (2)2 3 (3)(57)349 10 Non-marketable equity securities349 — (27)2 — — — (8)— 316 (6)
Total investmentsTotal investments$1,259 $— $48 $401 $(349)$667 $3 $(430)$(57)$1,542 $(117)Total investments$1,542 $— $(130)$904 $(739)$1,012 $— $(362)$— $2,227 $(19)

Table continues on the next page.
273276


 
Net realized/unrealized
gains (losses) included in(1)
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 dollarsIn millions of dollarsDec. 31, 2019Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2020In millions of dollarsDec. 31, 2020Principal
transactions
Other(1)(2)
into
Level 3		out of
Level 3		PurchasesIssuancesSalesSettlementsDec. 31, 2021
LoansLoans$402 $— $1,143 $451 $(6)$— $— $— $(5)$1,985 $1,424 Loans$1,985 $— $90 $311 $(2,071)$— $529 $— $(133)$711 $(77)
Mortgage servicing rightsMortgage servicing rights495 — (204)— — — 123 — (78)336 (180)Mortgage servicing rights336 — 43 — — — 92 — (67)404 52 
Other financial assets measured on a recurring basisOther financial assets measured on a recurring basis1 — — — — — — (1)— — — Other financial assets measured on a recurring basis— — 6 65 (27)58 — (26)(3)73 — 
LiabilitiesLiabilitiesLiabilities
Interest-bearing depositsInterest-bearing deposits$215 $— $11 $278 $(152)$— $34 $— $(158)$206 $(142)Interest-bearing deposits$206 $— $(18)$— $(44)$— $38 $— $(35)$183 $(19)
Securities loaned and sold under agreements to repurchaseSecurities loaned and sold under agreements to repurchase757 5 — — — — — — (121)631 (18)Securities loaned and sold under agreements to repurchase631 (9)— 183 (483)488 — — (185)643 32 
Trading account liabilitiesTrading account liabilitiesTrading account liabilities
Securities sold, not yet purchasedSecurities sold, not yet purchased48 (102)— 271 (17)— — 10 (200)214 (163)Securities sold, not yet purchased214 48 — 87 (34)59 — — (213)65 (4)
Other trading liabilitiesOther trading liabilities— 9 — 35 — — — — — 26 23 Other trading liabilities26 26 — — — — — — — — — 
Short-term borrowingsShort-term borrowings13 78 — 220 (6)— 86 — (16)219 (91)Short-term borrowings219 43 — 137 (57)— 49 — (200)105 (2)
Long-term debtLong-term debt17,169 (1,489)— 6,553 (2,615)— 10,270 — (7,656)25,210 (1,679)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 basisOther financial liabilities measured on a recurring basis— — — — — — 3 — (2)1 — 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, 2020.2021.
(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, 2021 to December 31, 2022:

•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.

The following were the significant Level 3 transfers for the period December 31, 2020 to December 31, 2021:

•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 Equityequity 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 to other volatility 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.

The following were the significant Level 3 transfers for the period December 31, 2019 to December 31, 2020:

•During the 12 months ended December 31, 2020, transfers of Interest rate contracts of $1.6 billion from Level 2 to Level 3 were due to interest rate option volatility becoming an unobservable and/or significant input relative to the overall valuation of inflation and other interest rate derivatives.
•During the 12 months ended December 31, 2020, $6.6 billion of Long-term debt containing embedded derivatives was transferred from Level 2 to Level 3, as a result of interest rate option volatility, equity correlation and credit derivative inputs becoming unobservable and/or significant input relative to the overall valuation of certain structured long-term debt products. In other instances, market changes resulted in unobservable
274

volatility inputs becoming insignificant 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 $2.6 billion of certain structured long-term debt products being transferred from Level 3 to Level 2 during the 12 months ended December 31, 2020.
275277


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 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, 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 %
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 %

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 
276278


As of December 31, 2021
Fair value(1)
 (in millions)
MethodologyInput
Low(2)(3)
High(2)(3)
Weighted
average(4)
As of December 31, 2022As 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)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 leasesLoans and leases$1,059 Model-basedEquity volatility0.05 %300.72 %42.62 %
Forward price26.95 %333.08 %106.97 %304 Price-basedForward price14.27 %324.85 %105.07 %
Commodity volatility10.87 %188.30 %26.85 %Price$0.01$100.53$84.77
Commodity correlation(50.52)%89.83 %(7.11)%Equity forward68.34 %271.61 %103.49 %
Mortgage servicing rightsMortgage servicing rights$331 Cash flowYield(1.20)%12.10 %4.51 %Mortgage servicing rights$580 Cash flowYield(0.40)%13.20 %5.36 %
73 Model-basedWAL2.75 years5.86 years5.14 years84 Model-basedWAL3.92 years9.33 years7.71 years
LiabilitiesLiabilitiesLiabilities
Interest-bearing depositsInterest-bearing deposits$183 Model-basedIR Normal volatility0.34 %0.88 %0.68 %Interest-bearing deposits$15 Model-basedForward price100.00 %101.30 %100.07 %
Equity volatility0.08 %290.64 %54.05 %
Equity forward57.99 %165.83 %89.39 %
Securities loaned and sold under agreements to repurchaseSecurities loaned and sold under agreements to repurchase$643 Model-basedInterest rate0.12 %1.95 %1.47 %Securities loaned and sold under agreements to repurchase$970 Model-basedInterest rate4.01 %4.97 %4.07 %
Trading account liabilitiesTrading account liabilitiesTrading account liabilities
Securities sold, not yet purchased and other trading liabilitiesSecurities sold, not yet purchased and other trading liabilities$63 Price-basedPrice$— $12,875 $1,707 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 debtShort-term borrowings and long-term debt$25,514 Model-basedIR Normal volatility0.07 %0.88 %0.60 %Short-term borrowings and long-term debt$36,155 Model-basedIR normal volatility0.33 %1.82 %0.89 %
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 %
As of December 31, 2020
Fair value(1)
 (in millions)
MethodologyInput
Low(2)(3)
High(2)(3)
Weighted
average(4)
Securities borrowed and purchased under agreements to resell$320 Model-basedCredit spread15 bps15 bps15 bps
Interest rate0.30 %0.35 %0.32 %
Mortgage-backed securities$344 Price-basedPrice$30 $111 $80 
168 Yield analysisYield2.63 %21.80 %10.13 %
State and municipal, foreign government, corporate and other debt securities$1,566 Price-basedPrice$— $2,265 $90 
852 Model-basedCredit spread35 bps375 bps226 bps
Marketable equity securities(5)
$36 Model-basedPrice$— $31,000 $5,132 
36 Price-basedWAL1.48 years1.48 years1.48 years
Recovery
(in millions)
$5,733 $5,733 $5,733 
Asset-backed securities$863 Price-basedPrice$2 $157 $59 
744 Yield analysisYield3.77 %21.77 %9.01 %
Non-marketable equities$205 Comparables analysisIlliquidity discount10.00 %45.00 %25.29 %
PE ratio13.60x28.00x22.83x
142 Price-basedPrice$136 $2,041 $1,647 
EBITDA multiples3.30x36.70x15.10x
Adjustment factor0.20x0.61x0.25x
Appraised value
(in thousands)
$287 $39,745 $21,754 
Revenue multiple2.70x28.00x8.92x
Derivatives—gross(6)
Interest rate contracts (gross)$5,143 Model-basedInflation volatility0.27 %2.36 %0.78 %
IR normal volatility0.11 %0.73 %0.52 %
Foreign exchange contracts (gross)$1,296 Model-basedFX volatility1.70 %12.63 %5.41 %


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 %
277279


As of December 31, 2020
Fair value(1)
 (in millions)
MethodologyInput
Low(2)(3)
High(2)(3)
Weighted
average(4)
As of December 31, 2021As 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)
Equity contracts (gross)(7)
$4,690 Model-basedEquity volatility0.08 %290.64 %47.67 %
Contingent event100.00 %100.00 %100.00 %Equity forward57.99 %165.83 %89.45 %
Interest rate0.84 %84.09 %17.55 %Equity-FX correlation(95.00)%80.00 %(16.00)%
IR normal volatility0.11 %0.52 %0.46 %
IR-FX correlation40.00 %60.00 %50.00 %
IR-IR correlation(21.71)%40.00 %38.09 %
Equity contracts (gross)(7)
$7,330 Model-basedEquity volatility5.00 %91.43 %42.74 %
Forward price65.88 %105.20 %91.82 %Equity-Equity correlation(6.49)%99.00 %85.61 %
Commodity and other contracts (gross)Commodity and other contracts (gross)$1,636 Model-basedCommodity correlation(44.92)%95.91 %70.60 %Commodity and other contracts (gross)$3,172 Model-basedForward price8.00 %599.44 %123.22 %
Commodity volatility0.16 %80.17 %23.72 %Commodity volatility10.87 %188.30 %26.85 %
Forward price15.40 %262.00 %98.53 %Commodity correlation(50.52)%89.83 %(7.11)%
Credit derivatives (gross)Credit derivatives (gross)$1,854 Model-basedCredit spread3.50 bps352.35 bps99.89 bpsCredit derivatives (gross)$1,480 Model-basedCredit spread1.00 bps874.72 bps68.83 bps
408 Price-basedRecovery rate20.00 %60.00 %41.60 %427 Price-basedRecovery rate20.00 %75.00 %44.72 %
Credit correlation25.00 %80.00 %43.36 %Upfront points2.74 %99.96 %59.37 %
Upfront points— %107.20 %48.10 %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)		Non-trading derivatives and
other financial assets and
liabilities measured on a
recurring basis (gross)		$69 Price-basedPrice$94 $2,598 $591 
Loans and leasesLoans and leases$1,804 Model-basedEquity volatility24.65 %83.09 %58.23 %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 rightsMortgage servicing rights$258 Cash flowYield2.86 %16.00 %6.32 %Mortgage servicing rights$331 Cash flowYield(1.20)%12.10 %4.51 %
78 Model-basedWAL2.66 years5.40 years4.46 years73 Model-basedWAL2.75 years5.86 years5.14 years
LiabilitiesLiabilitiesLiabilities
Interest-bearing depositsInterest-bearing deposits$206 Model-basedIR Normal volatility0.11 %0.73 %0.54 %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 repurchaseSecurities loaned and sold under agreements to repurchase$631 Model-basedInterest rate0.08 %1.86 %0.71 %Securities loaned and sold under agreements to repurchase$643 Model-basedInterest rate0.12 %1.95 %1.47 %
Trading account liabilitiesTrading account liabilitiesTrading account liabilities
Securities sold, not yet purchased and other trading liabilitiesSecurities sold, not yet purchased and other trading liabilities$178 Model-basedIR lognormal volatility52.06 %128.87 %89.82 %Securities sold, not yet purchased and other trading liabilities$63 Price-basedPrice$— $12,875 $1,707 
Short-term borrowings and long-term debtShort-term borrowings and long-term debt$25,514 Model-basedIR normal volatility0.07 %0.88 %0.60 %
$62 Price-basedPrice$— $866 $80 Equity volatility0.08 %290.64 %53.21 %
Interest rate10.03 %20.07 %13.70 %Equity-IR correlation(3.53)%60.00 %32.12 %
Short-term borrowings and long-term debt$24,827 Model-basedIR normal volatility0.11 %0.73 %0.51 %
Forward price15.40 %262.00 %92.48 %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.


278280


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, Credit 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 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 portfolio) 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 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. 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. Prepayment is generally negatively correlated with delinquency and interest rate. A combination of low prepayments 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 (e.g., commercial mortgage backedmortgage-backed securities), the expected recovery amount of a defaulted property is typically unknown until a liquidation of the property is imminent. The assumed recovery of a security may differ from its actual recovery that will be observable in the future. 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.



279281


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.
280

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 3
December 31, 2022   
Loans HFS(1)
$2,336 $457 $1,879 
Other real estate owned1 — 1 
Loans(2)
69 — 69 
Non-marketable equity securities measured using the measurement alternative597 — 597 
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, 2020   
Loans HFS(1)
$2,430 $207 $2,223 
Other real estate owned17 4 13 
Loans(2)
703 — 703 
Non-marketable equity securities measured using the measurement alternative458 403 55 
Total assets at fair value on a nonrecurring basis$3,608 $614 $2,994 

(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.

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 appraised value, the loan is generally 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 prices 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.

281282


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, 2021
Fair value(1)
 (in millions)
MethodologyInput
Low(2)
High
Weighted
average(3)
Loans HFS$1,312 Price-basedPrice$89 $100 $99 
As of December 31, 2022As of December 31, 2022
Fair value(1)
 (in millions)
MethodologyInput
Low(2)
High
Weighted
average(3)
Loans held-for-saleLoans held-for-sale$1,830 Price-basedPrice$0.88 $100.23 $65.91 
Other real estate ownedOther real estate owned$4 Price-based
Appraised value(4)
$14,000 $2,392,464 $1,660,120 Other real estate owned$1 Price-based
Appraised value(4)
$30,000 $441,750 $310,552 
5 Recovery analysis
Loans(5)
Loans(5)
$120 Recovery analysis
Appraised value(4)
$10,000 $3,900,000 $247,018 
Loans(5)
$45 Recovery analysis
Appraised value(4)
$12,000 $14,022,820 $3,714,342 
24 Price-basedPrice$3 $75 $35 
Recovery rate84.00 %100.00 %84.00 %24 Appraised value
Non-marketable equity securities measured using the measurement alternativeNon-marketable equity securities measured using the measurement alternative$551 Price-basedPrice$6 $1,339 $52 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, 2020
Fair value(1)
 (in millions)
MethodologyInput
Low(2)
High
Weighted
average(3)
Loans HFS$2,182 Price-basedPrice$78 $100 $97 
Other real estate owned$7 Price-based
Appraised value(4)
$3,110,711 $4,241,357 $3,586,975 
4 Recovery analysisPrice51 51 51 
Loans(5)
$96 Price-basedPrice$2 $49 $23 
429 Recovery analysis
Appraised value(4)
$95 $43,646,426 $1,698,938 
Non-marketable equity securities measured using the measurement alternative$36 Comparable analysisRevenue multiple1.70x15.10x10.88x
18 Net asset approachIlliquidity discount20.00 %20.00 %20.00 %
Price$— $17 $6 

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 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 dollars2021
Loans HFS$(31)
Other real estate owned—
Loans(1)



9
Non-marketable equity securities measured using the measurement alternative468
Total nonrecurring fair value gains (losses)$446

Year ended December 31,
In millions of dollars2020
Loans HFS$(93)
Other real estate owned(1)
Loans(1)
109 
Non-marketable equity securities measured using the measurement alternative221 
Total nonrecurring fair value gains (losses)$236 
Year ended December 31,
In millions of dollars20222021
Loans HFS$(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 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.

282283


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, 2021Estimated fair value December 31, 2022Estimated fair value
Carrying
value		Estimated
fair value		 Carrying
value		Estimated
fair value
In billions of dollarsIn billions of dollarsLevel 1Level 2Level 3In billions of dollarsLevel 1Level 2Level 3
AssetsAssets�� Assets   
Investments, net of allowanceInvestments, net of allowance$221.9 $221.0 $111.8 $106.4 $2.8 Investments, net of allowance$274.3 $249.2 $123.2 $123.1 $2.9 
Securities borrowed and purchased under agreements to resellSecurities borrowed and purchased under agreements to resell110.8 110.8 — 106.4 4.4 Securities borrowed and purchased under agreements to resell125.9 125.9 — 125.9 — 
Loans(1)(2)
Loans(1)(2)
644.8 659.6 — — 659.6 
Loans(1)(2)
634.5 634.9 — — 634.9 
Other financial assets(2)(3)
Other financial assets(2)(3)
351.9 351.9 242.1 19.9 89.9 
Other financial assets(2)(3)
427.1 427.1 320.0 22.0 85.1 
LiabilitiesLiabilities Liabilities   
DepositsDeposits$1,315.6 $1,316.2 $— $1,153.9 $162.3 Deposits$1,364.1 $1,345.4 $— $1,159.4 $186.0 
Securities loaned and sold under agreements to repurchaseSecurities loaned and sold under agreements to repurchase134.6 134.6 — 134.5 0.1 Securities loaned and sold under agreements to repurchase131.6 131.6 — 131.6 — 
Long-term debt(4)
Long-term debt(4)
171.8 184.6 — 171.9 12.7 
Long-term debt(4)
165.6 160.5 — 151.1 9.4 
Other financial liabilities(5)
Other financial liabilities(5)
111.1 111.1 — 17.0 94.1 
Other financial liabilities(5)
142.4 142.4 — 26.5 115.9 
December 31, 2020Estimated fair value December 31, 2021Estimated fair value
Carrying
value		Estimated
fair value		 Carrying
value		Estimated
fair value
In billions of dollarsIn billions of dollarsLevel 1Level 2Level 3In billions of dollarsLevel 1Level 2Level 3
AssetsAssets Assets   
Investments, net of allowanceInvestments, net of allowance$110.3 $113.2 $23.3 $87.0 $2.9 Investments, net of allowance$221.9 $221.0 $111.8 $106.4 $2.8 
Securities borrowed and purchased under agreements to resellSecurities borrowed and purchased under agreements to resell109.5 109.5 — 109.5 — Securities borrowed and purchased under agreements to resell110.8 110.8 — 106.4 4.4 
Loans(1)(2)
Loans(1)(2)
643.3 663.9 — 0.6 663.3 
Loans(1)(2)
644.8 659.6 — — 659.6 
Other financial assets(2)(3)
Other financial assets(2)(3)
383.2 383.2 291.5 18.1 73.6 
Other financial assets(2)(3)
351.9 351.9 242.1 19.9 89.9 
LiabilitiesLiabilities Liabilities   
DepositsDeposits$1,278.7 $1,278.8 $— $1,093.3 $185.5 Deposits$1,315.6 $1,316.2 $— $1,153.9 $162.3 
Securities loaned and sold under agreements to repurchaseSecurities loaned and sold under agreements to repurchase139.3 139.3 — 139.3 — Securities loaned and sold under agreements to repurchase134.6 134.6 — 134.5 0.1 
Long-term debt(4)
Long-term debt(4)
204.6 221.2 — 197.8 23.4 
Long-term debt(4)
171.8 184.6 — 171.9 12.7 
Other financial liabilities(5)
Other financial liabilities(5)
102.4 102.4 — 19.2 83.2 
Other financial liabilities(5)
111.1 111.1 — 17.0 94.1 

(1)The carrying value of loans is net of the Allowanceallowance for credit losses on loans of $17.0 billion for December 31, 2022 and $16.5 billion for December 31, 2021 and $25.0 billion for December 31, 2020.2021. In addition, the carrying values exclude $0.5$0.4 billion and $0.7$0.5 billion of lease finance receivables at December 31, 20212022 and 2020,2021 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.
283

(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, 20212022 and 20202021 were off-balance sheet liabilities of $8.1$13.7 billion and $7.3$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 cancellable by providing notice to the borrower.

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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. Movements in DVA are reported as 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 additional 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—gains (losses) for the years ended December 31,
Changes in fair value—gains (losses) for the years ended December 31,
In millions of dollarsIn millions of dollars20212020In millions of dollars20222021
AssetsAssetsAssets
Securities borrowed and purchased under agreements to resellSecurities borrowed and purchased under agreements to resell$(87)$— Securities borrowed and purchased under agreements to resell$(109)$(87)
Trading account assetsTrading account assets59 (136)Trading account assets(296)59 
InvestmentsInvestments— — Investments— — 
LoansLoansLoans
Certain corporate loans
Certain corporate loans
(171)2,486 
Certain corporate loans
(1,763)(171)
Certain consumer loansCertain consumer loans— 1 Certain consumer loans(1)— 
Total loansTotal loans$(171)$2,487 Total loans$(1,764)$(171)
Other assetsOther assetsOther assets
MSRsMSRs$43 $(204)MSRs$201 $43 
Certain mortgage loans HFS(1)
Certain mortgage loans HFS(1)
70 299 
Certain mortgage loans HFS(1)
(455)70 
Total other assetsTotal other assets$113 $95 Total other assets$(254)$113 
Total assetsTotal assets$(86)$2,446 Total assets$(2,423)$(86)
LiabilitiesLiabilitiesLiabilities
Interest-bearing depositsInterest-bearing deposits$(118)$(154)Interest-bearing deposits$42 $(118)
Securities loaned and sold under agreements to repurchaseSecurities loaned and sold under agreements to repurchase66 (559)Securities loaned and sold under agreements to repurchase110 66 
Trading account liabilitiesTrading account liabilities17 (1)Trading account liabilities(239)17 
Short-term borrowings(2)
Short-term borrowings(2)
675 802 
Short-term borrowings(2)
1,424 675 
Long-term debt(2)
Long-term debt(2)
386 (2,700)
Long-term debt(2)
15,589 386 
Total liabilitiesTotal liabilities$1,026 $(2,612)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 1920 and 24 to the Consolidated Financial Statements.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 gain of $296$2,685 million and a loss of $616$296 million for the years ended December 31, 20212022 and 2020,2021, 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 Uncollateralized 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, 2021December 31, 2020 December 31, 2022December 31, 2021
In millions of dollarsIn millions of dollarsTrading assetsLoansTrading assetsLoansIn millions of dollarsTrading assetsLoansTrading assetsLoans
Carrying amount reported on the Consolidated Balance SheetCarrying amount reported on the Consolidated Balance Sheet$9,530 $6,082 $8,063 $6,854 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 valueAggregate unpaid principal balance in excess of (less than) fair value(100)226 (915)(14)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 dueBalance of non-accrual loans or loans more than 90 days past due— 1 — 4 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 dueAggregate unpaid principal balance in excess of (less than) fair value for non-accrual loans or loans more than 90 days past due— — — — 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, $719$729 million and $1,068$719 million of unfunded commitments related to certain credit products selected for fair value accounting were outstanding as of December 31, 20212022 and 2020,2021, respectively.
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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, 20212022 and 20202021 due to instrument-specific credit risk totaled to a losslosses of $155 million and $21 million, respectively. Changes in fair value due to instrument-specific credit risk are estimated based on changes in borrower-specific credit spreads and a loss of $16 million, respectively.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 $0.3 billion and $0.5$0.3 billion at December 31, 20212022 and 2020,2021, 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, 2021,2022, there were approximately $15.2$18.6 billion and $10.5$10.8 billion of 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 dollarsIn millions of dollarsDecember 31,
2021		December 31, 2020In millions of dollarsDecember 31,
2022		December 31, 2021
Carrying amount reported on the Consolidated Balance SheetCarrying amount reported on the Consolidated Balance Sheet$3,035 $1,742 Carrying amount reported on the Consolidated Balance Sheet$793 $3,035 
Aggregate fair value in excess of (less than) unpaid principal balanceAggregate fair value in excess of (less than) unpaid principal balance70 91 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 dueBalance 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 dueAggregate 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, 20212022 and 20202021 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.
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Certain Debt Liabilities
The Company has elected the fair value option for certain debt liabilities. The Company elected the fair value optionliabilities, because these exposures are considered to be trading-related positions and, therefore, they are managed on a fair value basis. These positions will continue to be classified as debt, deposits or derivativesare classified as 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 notes carried at fair value, disaggregated by type of risk:

In billions of dollarsIn billions of dollarsDecember 31, 2021December 31, 2020In billions of dollarsDecember 31, 2022December 31, 2021
Interest rate linkedInterest rate linked$38.9 $34.5 Interest rate linked$53.4 $38.9 
Foreign exchange linkedForeign exchange linked— 1.2 Foreign exchange linked0.1 — 
Equity linkedEquity linked36.1 27.3 Equity linked42.5 36.1 
Commodity linkedCommodity linked3.9 1.4 Commodity linked5.0 3.9 
Credit linkedCredit linked3.7 2.6 Credit linked5.0 3.7 
TotalTotal$82.6 $67.0 Total$106.0 $82.6 

The portion of the changes in fair value attributable to changes in Citigroup’s own credit spreads (i.e., DVA)(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 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 (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 dollarsIn millions of dollarsDecember 31, 2021December 31, 2020In millions of dollarsDecember 31, 2022December 31, 2021
Carrying amount reported on the Consolidated Balance SheetCarrying amount reported on the Consolidated Balance Sheet$82,609 $67,063 Carrying amount reported on the Consolidated Balance Sheet$105,995 $82,609 
Aggregate unpaid principal balance in excess of (less than) fair valueAggregate unpaid principal balance in excess of (less than) fair value(2,459)(5,130)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 dollarsIn millions of dollarsDecember 31, 2021December 31, 2020In millions of dollarsDecember 31, 2022December 31, 2021
Carrying amount reported on the Consolidated Balance SheetCarrying amount reported on the Consolidated Balance Sheet$7,358 $4,683 Carrying amount reported on the Consolidated Balance Sheet$6,222 $7,358 
Aggregate unpaid principal balance in excess of (less than) fair valueAggregate unpaid principal balance in excess of (less than) fair value(644)68 Aggregate unpaid principal balance in excess of (less than) fair value(9)(644)
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26.27.  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 dollarsIn millions of dollarsDecember 31, 2021December 31,
2020		In millions of dollarsDecember 31, 2022December 31,
2021
Investment securitiesInvestment securities$252,192 $231,696 Investment securities$246,252 $252,192 
LoansLoans232,319 239,699 Loans261,450 232,319 
Trading account assetsTrading account assets140,980 174,717 Trading account assets135,978 140,980 
TotalTotal$625,491 $646,112 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 Commodity 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 dollarsIn millions of dollarsDecember 31,
2021		December 31,
2020		In millions of dollarsDecember 31,
2022		December 31,
2021
Cash and due from banksCash and due from banks$2,786 $3,774 Cash and due from banks$4,820 $2,786 
Deposits with banks, net of allowanceDeposits with banks, net of allowance10,636 14,203 Deposits with banks, net of allowance12,156 10,636 
TotalTotal$13,422 $17,977 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, 2021 and 2020 were $13.7 billion and $9.4 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, 20212022 and 2020,2021, the approximate fair value of securities collateral received by Citi that may be resold or repledged, excluding the impact of allowable netting, was $650.8$725.5 billion and $671.6$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, 20212022 and 2020,2021, 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 lendings, pledges to clearing organizations, segregation requirements under securities laws and regulations, derivative transactions and bank loans.
In addition, at December 31, 20212022 and 2020,2021, Citi had pledged $481.0$502.0 billion and $470.7$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 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 the options. These leases have a weighted-average remaining lease term of approximately six years as of December 31, 2021 and 2020. The operating lease ROU asset was $2.9 billion and $2.8 billion, as of December 31, 2021 and 2020, respectively. The operating lease ROU liability was $3.1 billion and $3.1 billion, as of December 31, 2021 and 2020, respectively. 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 $12 million and $27 million of sublease income, was $1,061 million and $1,054 million for the years ended December 31, 2021 and 2020, respectively.
The table below provides the Cash Flow Statement Supplemental Information:

In millions of dollarsDecember 31,
2021		December 31,
2020
Cash paid for amounts included in the measurement of lease liabilities$806 $814 
Right-of-use assets obtained in exchange for new operating lease liabilities(1)(2)
845 447 

(1)     Represents non-cash activity and, accordingly, is not reflected in the Consolidated Statement of Cash Flows.
(2)    Excludes the decrease in the right-of-use assets related to the purchase of a previously leased property.

289

Citi’s future lease payments are as follows:

In millions of dollars
2022$763 
2023648 
2024542 
2025445 
2026346 
Thereafter753 
Total future lease payments$3,497 
Less imputed interest (based on weighted-average discount rate of 3.0%)$(381)
Lease liability$3,116 

Operating lease expense was $1.1 billion for the year ended December 31, 2019.
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  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)
In billions of dollars at December 31, 2022In 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 creditFinancial standby letters of credit$34.3 $58.4 $92.7 $791 Financial standby letters of credit$31.3 $58.3 $89.6 $905 
Performance guaranteesPerformance guarantees6.6 6.4 13.0 47 Performance guarantees6.1 5.6 11.7 65 
Derivative instruments considered to be guaranteesDerivative instruments considered to be guarantees14.6 48.9 63.5 514 Derivative instruments considered to be guarantees18.5 30.0 48.5 353 
Loans sold with recourseLoans sold with recourse— 1.7 1.7 15 Loans sold with recourse— 1.7 1.7 13 
Securities lending indemnifications(1)
Securities lending indemnifications(1)
121.9 — 121.9 — 
Securities lending indemnifications(1)
95.9 — 95.9 — 
Credit card merchant processing(2)
Credit card merchant processing(2)
119.4 — 119.4 1 
Credit card merchant processing(2)
129.6 — 129.6 1 
Credit card arrangements with partnersCredit card arrangements with partners— 0.8 0.8 7 Credit card arrangements with partners— 0.6 0.6 7 
OtherOther2.0 12.0 14.0 34 Other0.1 8.4 8.5 32 
TotalTotal$298.8 $128.2 $427.0 $1,409 Total$281.5 $104.6 $386.1 $1,376 
 Maximum potential amount of future payments 
In billions of dollars at December 31, 2020Expire within
1 year		Expire after
1 year		Total amount
outstanding
Carrying value
(in millions of dollars)
Financial standby letters of credit$25.3 $68.4 $93.7 $1,407 
Performance guarantees7.3 6.0 13.3 72 
Derivative instruments considered to be guarantees20.0 60.9 80.9 671 
Loans sold with recourse— 1.2 1.2 9 
Securities lending indemnifications(1)
112.2 — 112.2 — 
Credit card merchant processing(2)
101.9 — 101.9 3 
Credit card arrangements with partners0.2 0.8 1.0 7 
Other— 12.0 12.0 35 
Total$266.9 $149.3 $416.2 $2,204 

 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, 20212022 and 2020,2021, this maximum potential exposure was estimated to be $119approximately $130 billion and $102$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.


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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 sellers 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 $19$10 million and $31$19 million at December 31,
2022 and 2021, and 2020, 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, 20212022 and 2020,2021, this maximum potential exposure was estimated to be $119.4$129.6 billion and $101.9$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
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purchased and amounts are refunded when items are returned to merchants. Citi assesses the probability and amount of its
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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, 20212022 and 2020,2021, 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 one 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.


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 certain travel-related purchases.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, 20212022 and 2020,2021, 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. No 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 no 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, 20212022 or 20202021 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.
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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
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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 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 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 no liability reflected on the Consolidated Balance Sheet as of December 31, 20212022 and 20202021 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.

Futures and Over-the-Counter Derivatives Clearing
Citi provides clearing services on central clearing parties (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 $18.7$18.0 billion and $16.6$18.7 billion as of December 31, 20212022 and 2020,2021, 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.

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Carrying Value—Guarantees and Indemnifications
At December 31, 20212022 and 2020,2021, the total carrying amounts of the liabilities related to the guarantees and indemnifications included in the tables above amounted to approximately $1.4 billion and $2.2$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 $56.5$51.8 billion and $51.6$56.5 billion at December 31, 20212022 and 2020,2021, respectively. Securities and other marketable assets held as collateral amounted to $84.2$63.7 billion and $80.1$84.2 billion at December 31, 20212022 and 2020,2021, 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 $4.1$3.7 billion and $6.6$4.1 billion at December 31, 20212022 and 2020,2021, 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 on 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 Maximum potential amount of future payments
In billions of dollars at December 31, 2021Investment
grade		Non-investment
grade		Not
rated		Total
In billions of dollars at December 31, 2022In billions of dollars at December 31, 2022Investment
grade		Non-investment
grade		Not
rated		Total
Financial standby letters of creditFinancial standby letters of credit$81.4 $11.3 $— $92.7 Financial standby letters of credit$77.9 $10.4 $1.3 $89.6 
Performance guaranteesPerformance guarantees10.5 2.5 — 13.0 Performance guarantees9.3 2.4 — 11.7 
Derivative instruments deemed to be guaranteesDerivative instruments deemed to be guarantees— — 63.5 63.5 Derivative instruments deemed to be guarantees— — 48.5 48.5 
Loans sold with recourseLoans sold with recourse— — 1.7 1.7 Loans sold with recourse— — 1.7 1.7 
Securities lending indemnificationsSecurities lending indemnifications— — 121.9 121.9 Securities lending indemnifications— — 95.9 95.9 
Credit card merchant processingCredit card merchant processing— — 119.4 119.4 Credit card merchant processing— — 129.6 129.6 
Credit card arrangements with partnersCredit card arrangements with partners— — 0.8 0.8 Credit card arrangements with partners— — 0.6 0.6 
OtherOther— 12.0 2.0 14.0 Other— 8.5 — 8.5 
TotalTotal$91.9 $25.8 $309.3 $427.0 Total$87.2 $21.3 $277.6 $386.1 
 Maximum potential amount of future payments
In billions of dollars at December 31, 2020Investment
grade		Non-investment
grade		Not
rated		Total
Financial standby letters of credit$78.5 $14.6 $0.6 $93.7 
Performance guarantees9.8 3.0 0.5 13.3 
Derivative instruments deemed to be guarantees— — 80.9 80.9 
Loans sold with recourse— — 1.2 1.2 
Securities lending indemnifications— — 112.2 112.2 
Credit card merchant processing— — 101.9 101.9 
Credit card arrangements with partners— — 1.0 1.0 
Other— 12.0 — 12.0 
Total$88.3 $29.6 $298.3 $416.2 

 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 

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Credit Commitments and Lines of Credit
The table below summarizes Citigroup’s credit commitments:

In millions of dollarsIn millions of dollarsU.S.Outside of 
U.S.		December 31,
2021		December 31, 2020In millions of dollarsU.S.
Outside of 
U.S.(1)
December 31,
2022		December 31, 2021
Commercial and similar letters of creditCommercial and similar letters of credit$654 $5,256 $5,910 $5,221 Commercial and similar letters of credit$650 $4,666 $5,316 $5,910 
One- to four-family residential mortgagesOne- to four-family residential mortgages1,752 2,599 4,351 5,002 One- to four-family residential mortgages906 1,488 2,394 4,351 
Revolving open-end loans secured by one- to four-family residential propertiesRevolving open-end loans secured by one- to four-family residential properties6,790 1,123 7,913 9,626 Revolving open-end loans secured by one- to four-family residential properties5,719 661 6,380 7,913 
Commercial real estate, construction and land developmentCommercial real estate, construction and land development15,877 1,966 17,843 12,867 Commercial real estate, construction and land development13,275 1,895 15,170 17,843 
Credit card linesCredit card lines601,018 99,541 700,559 710,399 Credit card lines603,975 79,257 683,232 700,559 
Commercial and other consumer loan commitmentsCommercial and other consumer loan commitments207,234 113,322 320,556 322,458 Commercial and other consumer loan commitments191,318 106,081 297,399 320,556 
Other commitments and contingenciesOther commitments and contingencies5,276 373 5,649 5,715 Other commitments and contingencies5,469 204 5,673 5,649 
TotalTotal$838,601 $224,180 $1,062,781 $1,071,288 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, 20212022 and 2020,2021, Citigroup had approximately $126.6$111.6 billion and $71.8$126.6 billion of unsettled reverse repurchase and securities borrowing agreements, and approximately $41.1$37.3 billion and $62.5$41.1 billion of 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, see Note 11 to the Consolidated Financial Statements.

agreements.
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27.28.  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 1.
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 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 

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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 any litigation, regulatory or 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.
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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
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typically are broad, often spanning a multiyear 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, 2021,2022, Citigroup estimates that the reasonably possible unaccrued loss for these matters ranges up to approximately $1.5$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 tax 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 amounts accrued in relation to matters for 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 accruals, that the eventual outcome of all matters described in this Note would not likely 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
On February 11, 2022, the Australian Commonwealth Director of Public Prosecutions discontinued the prosecution of charges that were brought against Citigroup Global Markets Australia Pty Limited (CGMA) and two Citi employees for alleged criminal cartel offenses in relation to CGMA’s role as a joint underwriter and lead manager with other banks in the 2015 institutional share placement by Australia and New Zealand Banking Group Limited (ANZ). The case, captioned R v. CITIGROUP GLOBAL MARKETS AUSTRALIA PTY LIMITED is before the Federal Court in New South Wales, Australia. Additional information concerning this action is publicly available in court filings under the docket number NSD 1316–NSD 1324/2020.


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Facilitation Trading Matters
On January 28, 2022, the Securities and Futures Commission of Hong Kong (SFC) entered into a resolution with Citigroup Global Markets Asia Limited (CGMAL) of the SFC’s investigation into CGMAL’s equity sales trading desks in connection with facilitation trades. As part of the resolution, CGMAL agreed to pay a civil penalty of $44.6 million. Citigroup is cooperating with related investigations and inquiries by other government and regulatory agencies in Asia Pacific countries and elsewhere.

Foreign Exchange Matters
Regulatory Actions:Government and regulatory agencies in the U.S. and 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, Citigroup 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. OnIn July 28, 2020, plaintiffs filed a third amended complaint. Additional information concerning this action is publicly available in court filings under the docket number 18-CV-10364 (S.D.N.Y.) (Schofield, J.).
In 2018, a group of institutional investors issued a claim against Citigroup, Citibank and other defendants, captioned ALLIANZ GLOBAL INVESTORS GMBH AND OTHERS v. BARCLAYS BANK PLC AND OTHERS, in the High Court
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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 December 2021, the High Court ordered that the case be transferred to the U.K.’s Competition Appeal Tribunal. Additional information concerning this action is publicly available in court filings under the case number 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 U.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 (later transferred to the United States District Court for the Southern District of New York). Subsequently, plaintiffs filed an amended class action complaint against 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-CV-2290 (N.D. Cal.) (Chhabria, J.) and, 15-CV-9300 (S.D.N.Y.) (Schofield, J.) and 22-698 (2d Cir.).
In 2019, two applications, captioned MICHAEL O’HIGGINSO’ 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 and other defendants. 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 on October 4, 2022, the U.K.’s Competition Appeal Tribunal granted both claimants permission to appeal the certification judgment. Additional information concerning these actions is publicly available in court filings under the case numbers 1329/7/7/19 and 1336/7/7/19.
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.
In 2019, two motions for certification of class actions filed against Citigroup, Citibank 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. In April 2021, Citibank’s motion to dismiss plaintiffs’ petition for certification was denied. On April 6, 2022, the Supreme Court of Israel denied on April 12, 2021. ACitibank’s motion for leave to appeal this decision is currently pending before the Supreme CourtCentral District Court’s denial of Israel.its motion to dismiss. Additional information concerning this action is publicly available in court filings under the docket number CA 29013-09-18.

Hong Kong Private Bank Litigation
In 2007, a claim was filed in the High Court of Hong Kong claiming damages of over $51 million against Citibank. The case, captioned PT ASURANSI TUGU PRATAMA INDONESIA TBK v. CITIBANK N.A., was dismissed in 2018 by the Hong Kong Court of First Instance on grounds that the claim was time-barred. Plaintiff hasOn April 12, 2022, the Court of Appeal upheld the dismissal of the claim. The plaintiff appealed, and on February 6, 2023, the court’s dismissal.Court of Final Appeal rendered a judgment in the plaintiff’s favor. Additional information concerning this action is publicly available in court filings under the docket number CACV 548/2018.FACV 11/2022.

Interbank Offered Rates-Related Litigation
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 for the Southern District of New York. Plaintiffs allege that defendants suppressed ICE LIBOR. Plaintiffs assert
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claims under the Sherman Act, the Clayton Act, and unjust enrichment, and seek compensatory damages, disgorgement, and treble damages. In March 2020, the court granted defendants’ motion to dismiss the action for failure to state a claim, which plaintiffs appealed 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 numbers 19-CV-439 (S.D.N.Y.) (Daniels, J.) and 20-1492 (2d Cir.).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.) (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, andas 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
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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. 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 athe 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, including Citigroup and affiliates.
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, later reduced by $700 million based on the transaction volume of class members that opted 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 actions 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 these actions seek treble damages, fees, costs and injunctive relief. Lead plaintiffs in the class action moved for class certification in 2019 and subsequently filed an 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, 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.).


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Madoff-Related Litigation
In December 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, hethe 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 August 30, 2021,February 11, 2022, the United States Court of Appeals for the Second Circuit reversed the bankruptcy court’s denial of the SIPA trustee’s motion for leave to amend his complaint and remanded the case to the bankruptcy court for further proceedings. On January 27, 2022, Citibank and Citicorp North America, Inc. filed a petition for a writ of certiorari in the United States Supreme Court seeking review of the Second Circuit’s holding that good faith is an affirmative defense. The SIPA trustee filed an amended complaint against Citibank, Citicorp North America, Inc. and CGML, on February 11, 2022. The actionand subsequently voluntarily dismissed the case against Citibank (Switzerland) AG was dismissed on February 23, 2022.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.); 12-MC-115and 22-9597 (S.D.N.Y.) (Rakoff,(Gardephe, J.); and 17-2992, 17-3076, 17-3139, 19-4282, 20-1333 (2d Cir.).
Also beginningBeginning in 2010, the British Virgin Islands liquidators of Fairfield Sentry Limited, whose assets were invested with BLMIS, commenced multiple actions in the United States Bankruptcy Court for the Southern District of New York against over 400 defendants, including CGML, Citibank (Switzerland) AG;AG, Citibank, N.A., London;NA London, Citivic Nominees Limited;Ltd., Cititrust Bahamas Ltd., and Cititrust (Bahamas) Limited. The actions seek recovery of monies that were allegedly received directly or indirectly by Citi entities from Fairfield Sentry. Appeals concerning various dismissed claims and a petition for interlocutory review on the one claim remaining are pending before the United States District Court for the Southern District of New York, and the remaining claim is proceeding in the Bankruptcy Court. Citi (Switzerland) AG and Citivic Nominees Limited filed a motion to dismiss for lack of personal jurisdiction on October 29, 2021. These actions areCitibank Korea Inc., captioned FAIRFIELD SENTRY LTD., ET AL. v. CGML,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
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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. ZURICH CAPITAL MARKETS COMPANY,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.); and 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 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. In 2019, the Italian Supreme Court affirmed the decision in the full amount awarded.of $431 million. Citigroup has taken steps to enforce the judgment in Italian and Belgian courts. Additional information concerning these actions is publicly available in court filings under (in Italy) the docket numbers 27618/2014, 4133/2019, and 224/2022 (Court of Milan Enforcement Section)22098/2019 (Italy), and (in Belgium) 20/3617/A (Brussels Court of First Instance) and 21/AR/1658 (Brussels Court of Appeal)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, which the court later dismissed on grounds that it was duplicative of Parmalat’s previously unsuccessful claims. In 2019, the Milan Court of Appeal rejected Parmalat’s appeal of the Milan court’s dismissal, which Parmalat appealed towith the Italian Supreme Court. Additional information concerning this action is publicly available in court filings under the docket numbernumbers 1009/2018 and 20598/2019.
In January 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. In November 2020, Citibank which Citibank isjoined the proceedings, seeking to dismiss.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.

Payment Protection Insurance
Regulators and courts in the U.K. have scrutinized the selling of payment protection insurance (PPI) by financial institutions for several years. Citibank continues to review customer claims relating to the sale of PPI in the U.K., to grant redress in accordance with the requirements of the U.K. Financial Conduct Authority, and to defend claims filed in U.K. courts.

Record-Keeping Matters
The U.S. Securities and Exchange Commission is conducting an investigation of CGMI and other firms regarding compliance with record-keeping obligations for broker-dealers and investment advisers in connection with business-related communications sent over unapproved electronic messaging channels. CGMI is cooperating with the investigation.

Revlon-Related Wire Transfer Litigation
In August 2020, Citibank filed actions in the United States District Court for the Southern District of New York, which have been consolidated under the caption IN RE CITIBANK AUGUST 11, 2020 WIRE TRANSFERS. The actions relate to a payment erroneously made by Citibank in its capacity as administrative agent for a Revlon credit facility. The action seeks the return of the erroneously transferred funds from certain fund managers. Citibank has asserted claims for unjust enrichment, conversion, money had and received, and payment by mistake. The court issued temporary restraining orders related to the subject funds. On February 16, 2021, the court issued a judgment in favor of the defendants, which Citibank later appealed in the United States Court of Appeals for the Second Circuit. In response to the district court’s denial of Citibank’s motion to extend the temporary restraining
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orders, Citibank filed a motion for an injunction with the United States Court of Appeals. Additional information concerning this action is publicly available in court filings under docket numbers 20-CV-6539 (S.D.N.Y.) (Furman, J.) and 21-487 (2d Cir.).

Shareholder Derivative and Securities Litigation
Beginning in October 2020, four derivative actions were filed in the United States District Court for the Southern District of New 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 breach of fiduciary duty, unjust enrichment, and contribution and indemnification in connection with defendants’ alleged failures to implement adequate internal controls. In addition, the consolidated complaint asserts derivative claims for 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. OnIn February 8, 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.) (Nathan,(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
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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 United States District Court for the Southern District of New 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 United States District Court for the Southern 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 Securities 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 dismiss the consolidated amended complaint. Additional information concerning this action is publicly available in court filings under the docket number 1:20-CV-9132 (S.D.N.Y.) (Nathan,(Preska, J.).

Sovereign Securities LitigationMatters
Regulatory Actions: Government and regulatory agencies 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. Plaintiffs allege that defendants colluded to fix U.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. Plaintiffs assert claims under antitrust laws, and seek damages, including treble damages where authorized by statute, and injunctive relief. OnIn March 31, 2021, the court granted defendants’ motion to dismiss, without prejudice. OnIn May 14, 2021, plaintiffs filed an amended consolidated complaint. OnIn June 14, 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 2017, purchasers of supranational, sub-sovereign and agency (SSA) bonds filed a proposed class action on behalf of direct and indirect purchasers of SSA 296 bonds 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. Plaintiffs have filed an amended claim that alleges defendants manipulated, and colluded to manipulate, the SSA bonds market, asserts claims for breach of the Competition Act, breach of foreign law, civil conspiracy, unjust enrichment, waiver of tort and breach of 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.).
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. The complaint alleges that defendants colluded in the Mexican sovereign bond market. In September 2019, the court granted defendants’ motion to dismiss. 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 seeks treble damages, restitution and injunctive relief. In February 2020, certain defendants, including Citibanamex, moved to dismiss the amended complaint, whichcomplaint. In June 2021, the court later granted. On June 10, 2021,granted defendants’ motion to dismiss, and the plaintiffs movedhave appealed that decision to the United States Court of Appeals for reconsideration of the decision dismissing certain defendants, including Citibanamex, which those defendants have jointly opposed.Second Circuit. Additional information concerning this action is publicly available in court filings under the docket number 18 Civ. 2830numbers 18-CV-2830 (S.D.N.Y.) (Oetken, J.) and 22-2039 (2d Cir.).
OnIn February 9, 2021, purchasers of Euro-denominated sovereign debt issued by European central governments added CGMI, CGML and others as defendants to a putative class
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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 June 4, 2021,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, filed a pre-motion letter withCGML. On June 16, 2022, the court requestingdenied certain defendants’ respective motions for reconsideration of the court’s denial of defendants’ motion to dismiss. In November 2022, plaintiffs moved for leave to move to dismissamend the action.complaint. Additional information concerning this action is publicly available in court filings under the docket number 19-CV-2601 (S.D.N.Y.) (Marrero, J.).

Transaction Tax Matters
Citigroup and Citibank are engaged in litigation or examinations with non-U.S. tax authorities including in the U.K., India and Germany, concerning the payment of transaction taxes and other non-income tax matters.
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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 approximate $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 2019, the litigation trustee filed an appeal to the United States Court of Appeals for the Second Circuit.
CGMI was named as a defendant in a separate action, KIRSCHNER v. CGMI, in connection with its role as advisor to Tribune. In 2019, the court dismissed the action, which the litigation trustee appealed to the United States Court of Appeals for the Second Circuit.
On August 20, 2021, the United States Court of Appeals for the Second Circuit issued its decision in the consolidated appeals in KIRSCHNER v. FITZSIMONS and KIRSCHNER v. CGMI. In the FITZSIMONS action, the Second Circuit affirmed the dismissal of the actual fraudulent transfer claim against the shareholder defendants, including the Citigroup affiliates. In the CGMI action, the Second Circuit affirmed the dismissal of all claims against CGMI except for the claim of constructive fraudulent conveyance. As to that claim, the Second Circuit vacated the dismissal and remanded to the
district court for further proceedings on that claim and other claims that remain against certain other defendants that are not Citigroup affiliates. On November 29, 2021, on remand from the Second Circuit, the litigation trustee notified the United States District Court for the Southern District of New York that it was voluntarily dismissing all claims against CGMI pursuant to a settlement agreement. The district court approved the voluntary dismissal on December 10, 2021. Additional information concerning these actions is publicly available in court filings under the docket numbers 12 MC 2296 (S.D.N.Y.) (Cote, J.), 11 MD 2296 (S.D.N.Y.) (Cote, J.), 19-0449 (2d Cir.), and 19-3049 (2d Cir.).

Variable Rate Demand Obligation Litigation
In 2019, the plaintiffs in the consolidated actions CITY OF PHILADELPHIA v. BANK OF AMERICA 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. InOn November 6, 2020, the court granted in part and denied in part defendants’ motion to dismiss the consolidated complaint.
OnIn June 2, 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 onin August 6, 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. OnIn September 14, 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 this action is publicly available in court filings under the docket number 19-CV-1608 (S.D.N.Y.) (Furman, J.).

Wind Farm Litigations
Beginning in March 2021, six wind farms in Texas commenced actions in New York and Texas state courts for declaratory judgments and breach of contract, asserting that the February 2021 winter storm in Texas excused their performance to deliver energy to Citi Energy Inc. (CEI) under the force majeure provisions of their contracts with CEI. In addition, the wind farms sought temporary restraining orders and/or preliminary injunctions, preventing CEI from exercising remedies under the contracts.
Preliminary injunctions were denied with respect to five of the six wind farms: the New York court denied preliminary
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injunctions with respect to the Stephens Ranch I and Stephens Ranch II wind farms; the Texas court denied preliminary injunctions with respect to the Flat Top, Shannon and Midway wind farms. Later in 2021, Stephens Ranch I, Stephens Ranch II and Flat Top each voluntarily dismissed its action with prejudice. The Mariah del Norte wind farm voluntarily dismissed its action with prejudice on February 18, 2022. A motion to dismiss the remaining Shannon and Midway actions remains pending. Additional information concerning these actions is publicly available in court filings under docket numbers 652078/2021 (Sup. Ct. N.Y. Cnty.) (Reed, J.), 2021-01387 (1st Dep’t), 652312/2021 (Sup. Ct. N.Y. Cnty.) (Reed, J.), 2021-23588 (District Court Harris County TX) (Schaffer, J.), and 2021-26150 (District Court Harris County TX) (Engelhart, J.).

Settlement Payments
Payments required in settlement agreements described above have been made or are covered by existing litigation or other accruals.

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28.30.  CONDENSED CONSOLIDATING FINANCIAL STATEMENTS

Citigroup’s Registration Statement on Form S-3 on file with the SEC includes 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, 2022, 2021 2020 and 2019,2020, Condensed Consolidating Balance Sheet as of December 31, 20212022 and 20202021 and Condensed Consolidating Statement of Cash Flows for the years ended December 31, 2022, 2021 2020 and 20192020 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 are presented for purposes of additional analysis, but should be considered in relation to the Consolidated Financial Statements of Citigroup taken as a whole.

305304


Condensed Consolidating Statements of Income and Comprehensive Income


Year ended December 31, 2021Year ended December 31, 2022
In millions of dollarsIn millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidatedIn millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
RevenuesRevenuesRevenues
Dividends from subsidiariesDividends from subsidiaries$6,482 $— $— $(6,482)$— Dividends from subsidiaries$8,992 $— $(8,992)$— 
Interest revenueInterest revenue— 3,566 46,909 — 50,475 Interest revenue— 10,021 64,387 — 74,408 
Interest revenue—intercompanyInterest revenue—intercompany3,757 531 (4,288)— — Interest revenue—intercompany4,628 2,324 (6,952)— — 
Interest expenseInterest expense4,791 778 2,412 — 7,981 Interest expense5,250 5,938 14,552 — 25,740 
Interest expense—intercompanyInterest expense—intercompany294 1,320 (1,614)— — Interest expense—intercompany715 4,358 (5,073)— — 
Net interest incomeNet interest income$(1,328)$1,999 $41,823 $— $42,494 Net interest income$(1,337)$2,049 $47,956 $— $48,668 
Commissions and feesCommissions and fees$— $7,770 $5,902 $— $13,672 Commissions and fees$— $4,617 $4,558 $— $9,175 
Commissions and fees—intercompanyCommissions and fees—intercompany(36)407 (371)— — Commissions and fees—intercompany(1)127 (126)— — 
Principal transactionsPrincipal transactions976 10,140 (962)— 10,154 Principal transactions5,147 13,895 (4,883)— 14,159 
Principal transactions—intercompanyPrincipal transactions—intercompany(1,375)(6,721)8,096 — — Principal transactions—intercompany(5,686)(10,532)16,218 — — 
Other revenueOther revenue(64)576 5,052 — 5,564 Other revenue210 493 2,633 — 3,336 
Other revenue—intercompanyOther revenue—intercompany(133)(60)193 — — Other revenue—intercompany(220)(58)278 — — 
Total non-interest revenuesTotal non-interest revenues$(632)$12,112 $17,910 $— $29,390 Total non-interest revenues$(550)$8,542 $18,678 $— $26,670 
Total revenues, net of interest expenseTotal revenues, net of interest expense$4,522 $14,111 $59,733 $(6,482)$71,884 Total revenues, net of interest expense$7,105 $10,591 $66,634 $(8,992)$75,338 
Provisions for credit losses and for benefits and claimsProvisions for credit losses and for benefits and claims$— $6 $(3,784)$— $(3,778)Provisions for credit losses and for benefits and claims$— $10 $5,229 $— $5,239 
Operating expensesOperating expensesOperating expenses
Compensation and benefitsCompensation and benefits$10 $5,251 $19,873 $— $25,134 Compensation and benefits$9 $5,450 $21,196 $— $26,655 
Compensation and benefits—intercompanyCompensation and benefits—intercompany69 — (69)— — Compensation and benefits—intercompany12 — (12)— — 
Other operatingOther operating83 2,868 20,108 — 23,059 Other operating85 2,962 21,590 — 24,637 
Other operating—intercompanyOther operating—intercompany11 2,826 (2,837)— — Other operating—intercompany15 2,705 (2,720)— — 
Total operating expensesTotal operating expenses$173 $10,945 $37,075 $— $48,193 Total operating expenses$121 $11,117 $40,054 $— $51,292 
Equity in undistributed income of subsidiariesEquity in undistributed income of subsidiaries$16,596 $— $— $(16,596)$— Equity in undistributed income of subsidiaries$6,173 $— $— $(6,173)$— 
Income from continuing operations before income taxesIncome from continuing operations before income taxes$20,945 $3,160 $26,442 $(23,078)$27,469 Income from continuing operations before income taxes$13,157 $(536)$21,351 $(15,165)$18,807 
Provision (benefit) for income taxesProvision (benefit) for income taxes(1,007)625 5,833 — 5,451 Provision (benefit) for income taxes(1,688)(290)5,620 — 3,642 
Income from continuing operationsIncome from continuing operations$21,952 $2,535 $20,609 $(23,078)$22,018 Income from continuing operations$14,845 $(246)$15,731 $(15,165)$15,165 
Income (loss) from discontinued operations, net of taxesIncome (loss) from discontinued operations, net of taxes— — 7 — 7 Income (loss) from discontinued operations, net of taxes— — (231)— (231)
Net income before attribution of noncontrolling interestsNet income before attribution of noncontrolling interests$21,952 $2,535 $20,616 $(23,078)$22,025 Net income before attribution of noncontrolling interests$14,845 $(246)$15,500 $(15,165)$14,934 
Noncontrolling interestsNoncontrolling interests— — 73 — 73 Noncontrolling interests— — 89 — 89 
Net incomeNet income$21,952 $2,535 $20,543 $(23,078)$21,952 Net income$14,845 $(246)$15,411 $(15,165)$14,845 
Comprehensive incomeComprehensive incomeComprehensive income
Add: Other comprehensive income (loss)Add: Other comprehensive income (loss)$(6,707)$(76)$(450)$526 $(6,707)Add: Other comprehensive income (loss)$(8,297)$946 $(5,120)$4,174 $(8,297)
Total Citigroup comprehensive incomeTotal Citigroup comprehensive income$15,245 $2,459 $20,093 $(22,552)$15,245 Total Citigroup comprehensive income$6,548 $700 $10,291 $(10,991)$6,548 
Add: Other comprehensive income attributable to noncontrolling interestsAdd: Other comprehensive income attributable to noncontrolling interests$— $— $(99)$— $(99)Add: Other comprehensive income attributable to noncontrolling interests$— $— $(58)$— $(58)
Add: Net income attributable to noncontrolling interestsAdd: Net income attributable to noncontrolling interests— — 73 — 73 Add: Net income attributable to noncontrolling interests— — 89 — 89 
Total comprehensive incomeTotal comprehensive income$15,245 $2,459 $20,067 $(22,552)$15,219 Total comprehensive income$6,548 $700 $10,322 $(10,991)$6,579 
306305


Condensed Consolidating Statements of Income and Comprehensive Income


Year ended December 31, 2020Year ended December 31, 2021
In millions of dollarsIn millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidatedIn millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
RevenuesRevenuesRevenues
Dividends from subsidiariesDividends from subsidiaries$2,355 $— $— $(2,355)$— Dividends from subsidiaries$6,482 $— $— $(6,482)$— 
Interest revenueInterest revenue— 5,364 52,725 — 58,089 Interest revenue— 3,566 46,909 — 50,475 
Interest revenue—intercompanyInterest revenue—intercompany4,162 920 (5,082)— — Interest revenue—intercompany3,757 531 (4,288)— — 
Interest expenseInterest expense4,992 1,989 6,357 — 13,338 Interest expense4,791 778 2,412 — 7,981 
Interest expense—intercompanyInterest expense—intercompany502 2,170 (2,672)— — Interest expense—intercompany294 1,320 (1,614)— — 
Net interest incomeNet interest income$(1,332)$2,125 $43,958 $— $44,751 Net interest income$(1,328)$1,999 $41,823 $— $42,494 
Commissions and feesCommissions and fees$— $6,216 $5,169 $— $11,385 Commissions and fees$— $7,770 $5,902 $— $13,672 
Commissions and fees—intercompanyCommissions and fees—intercompany(36)290 (254)— — Commissions and fees—intercompany(36)407 (371)— — 
Principal transactionsPrincipal transactions(1,254)(4,252)19,391 — 13,885 Principal transactions976 10,140 (962)— 10,154 
Principal transactions—intercompanyPrincipal transactions—intercompany693 9,064 (9,757)— — Principal transactions—intercompany(1,375)(6,721)8,096 — — 
Other revenueOther revenue(127)706 4,901 — 5,480 Other revenue(64)576 5,052 — 5,564 
Other revenue—intercompanyOther revenue—intercompany111 23 (134)— — Other revenue—intercompany(133)(60)193 — — 
Total non-interest revenuesTotal non-interest revenues$(613)$12,047 $19,316 $— $30,750 Total non-interest revenues$(632)$12,112 $17,910 $— $29,390 
Total revenues, net of interest expenseTotal revenues, net of interest expense$410 $14,172 $63,274 $(2,355)$75,501 Total revenues, net of interest expense$4,522 $14,111 $59,733 $(6,482)$71,884 
Provisions for credit losses and for benefits and claimsProvisions for credit losses and for benefits and claims$— $(1)$17,496 $— $17,495 Provisions for credit losses and for benefits and claims$— $6 $(3,784)$— $(3,778)
Operating expensesOperating expensesOperating expenses
Compensation and benefitsCompensation and benefits$(5)$4,941 $17,278 $— $22,214 Compensation and benefits$10 $5,251 $19,873 $— $25,134 
Compensation and benefits—intercompanyCompensation and benefits—intercompany191 — (191)— — Compensation and benefits—intercompany69 — (69)— — 
Other operatingOther operating37 2,393 19,730 — 22,160 Other operating83 2,868 20,108 — 23,059 
Other operating—intercompanyOther operating—intercompany15 2,317 (2,332)— — Other operating—intercompany11 2,826 (2,837)— — 
Total operating expensesTotal operating expenses$238 $9,651 $34,485 $— $44,374 Total operating expenses$173 $10,945 $37,075 $— $48,193 
Equity in undistributed income of subsidiariesEquity in undistributed income of subsidiaries$9,894 $— $— $(9,894)$— Equity in undistributed income of subsidiaries$16,596 $— $— $(16,596)$— 
Income from continuing operations before income taxesIncome from continuing operations before income taxes$10,066 $4,522 $11,293 $(12,249)$13,632 Income from continuing operations before income taxes$20,945 $3,160 $26,442 $(23,078)$27,469 
Provision (benefit) for income taxesProvision (benefit) for income taxes(981)1,249 2,257 — 2,525 Provision (benefit) for income taxes(1,007)625 5,833 — 5,451 
Income from continuing operationsIncome from continuing operations$11,047 $3,273 $9,036 $(12,249)$11,107 Income from continuing operations$21,952 $2,535 $20,609 $(23,078)$22,018 
Income (loss) from discontinued operations, net of taxesIncome (loss) from discontinued operations, net of taxes— — (20)— (20)Income (loss) from discontinued operations, net of taxes— — 7 — 7 
Net income (loss) before attribution of noncontrolling interestsNet income (loss) before attribution of noncontrolling interests$11,047 $3,273 $9,016 $(12,249)$11,087 Net income (loss) before attribution of noncontrolling interests$21,952 $2,535 $20,616 $(23,078)$22,025 
Noncontrolling interestsNoncontrolling interests— — 40 — 40 Noncontrolling interests— — 73 — 73 
Net incomeNet income$11,047 $3,273 $8,976 $(12,249)$11,047 Net income$21,952 $2,535 $20,543 $(23,078)$21,952 
Comprehensive incomeComprehensive incomeComprehensive income
Add: Other comprehensive income (loss)Add: Other comprehensive income (loss)$4,260 $(223)$4,244 $(4,021)$4,260 Add: Other comprehensive income (loss)$(6,707)$(76)$(450)$526 $(6,707)
Total Citigroup comprehensive incomeTotal Citigroup comprehensive income$15,307 $3,050 $13,220 $(16,270)$15,307 Total Citigroup comprehensive income$15,245 $2,459 $20,093 $(22,552)$15,245 
Add: Other comprehensive income attributable to noncontrolling interestsAdd: Other comprehensive income attributable to noncontrolling interests$— $— $26 $— $26 Add: Other comprehensive income attributable to noncontrolling interests$— $— $(99)$— $(99)
Add: Net income attributable to noncontrolling interestsAdd: Net income attributable to noncontrolling interests— — 40 — 40 Add: Net income attributable to noncontrolling interests— — 73 — 73 
Total comprehensive incomeTotal comprehensive income$15,307 $3,050 $13,286 $(16,270)$15,373 Total comprehensive income$15,245 $2,459 $20,067 $(22,552)$15,219 

307306


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 

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 16,423 — 28,382 
Interest expense—intercompany1,038 4,243 (5,281)— — 
Net interest income$(896)$1,350 $47,674 $— $48,128 
Commissions and fees$— $5,265 $6,481 $— $11,746 
Commissions and fees—intercompany(21)354 (333)— — 
Principal transactions(2,537)277 11,152 — 8,892 
Principal transactions—intercompany1,252 2,464 (3,716)— — 
Other revenue767 832 4,702 — 6,301 
Other revenue—intercompany(55)102 (47)— — 
Total non-interest revenues$(594)$9,294 $18,239 $— $26,939 
Total revenues, net of interest expense$21,857 $10,644 $65,913 $(23,347)$75,067 
Provisions for credit losses and for benefits and claims$— $— $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 19,040 — 21,350 
Other operating—intercompany20 2,410 (2,430)— — 
Total operating expenses$170 $9,416 $33,197 $— $42,783 
Equity in undistributed income of subsidiaries$(3,620)$— $— $3,620 $— 
Income 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 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$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$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$20,253 $401 $20,341 $(20,676)$20,319 

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


Condensed Consolidating Balance Sheet

December 31, 2021December 31, 2021
In millions of dollarsIn millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidatedIn millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
AssetsAssetsAssets
Cash and due from banksCash and due from banks$— $834 $26,681 $— $27,515 Cash and due from banks$— $834 $26,681 $— $27,515 
Cash and due from banks—intercompanyCash and due from banks—intercompany17 6,890 (6,907)— — Cash and due from banks—intercompany17 6,890 (6,907)— — 
Deposits with banks, net of allowanceDeposits with banks, net of allowance— 7,936 226,582 — 234,518 Deposits with banks, net of allowance— 7,936 226,582 — 234,518 
Deposits with banks—intercompanyDeposits with banks—intercompany3,500 11,005 (14,505)— — Deposits with banks—intercompany3,500 11,005 (14,505)— — 
Securities borrowed and purchased under resale agreementsSecurities borrowed and purchased under resale agreements— 269,608 57,680 — 327,288 Securities borrowed and purchased under resale agreements— 269,608 57,680 — 327,288 
Securities borrowed and purchased under resale agreements—intercompanySecurities borrowed and purchased under resale agreements—intercompany— 23,362 (23,362)— — Securities borrowed and purchased under resale agreements—intercompany— 23,362 (23,362)— — 
Trading account assetsTrading account assets248 189,841 141,856 — 331,945 Trading account assets248 189,841 141,856 — 331,945 
Trading account assets—intercompanyTrading account assets—intercompany1,215 1,438 (2,653)— — Trading account assets—intercompany1,215 1,438 (2,653)— — 
Investments, net of allowanceInvestments, net of allowance1 224 512,597 — 512,822 Investments, net of allowance1 224 512,597 — 512,822 
Loans, net of unearned incomeLoans, net of unearned income— 2,293 665,474 — 667,767 Loans, net of unearned income— 2,293 665,474 — 667,767 
Loans, net of unearned income—intercompanyLoans, net of unearned income—intercompany— — — — — Loans, net of unearned income—intercompany— — — — — 
Allowance for credit losses on loans (ACLL)Allowance for credit losses on loans (ACLL)— — (16,455)— (16,455)Allowance for credit losses on loans (ACLL)— — (16,455)— (16,455)
Total loans, netTotal loans, net$— $2,293 $649,019 $— $651,312 Total loans, net$— $2,293 $649,019 $— $651,312 
Advances to subsidiariesAdvances to subsidiaries$142,144 $— $(142,144)$— $— Advances to subsidiaries$142,144 $— $(142,144)$— $— 
Investments in subsidiaries223,303 — — (223,303)— 
Investments in subsidiary bank holding companyInvestments in subsidiary bank holding company175,849 — — (175,849)— 
Investments in non-bank subsidiariesInvestments in non-bank subsidiaries47,454 — — (47,454)— 
Other assets, net of allowance(1)
Other assets, net of allowance(1)
10,589 69,312 126,112 — 206,013 
Other assets, net of allowance(1)
10,589 69,312 126,112 — 206,013 
Other assets—intercompanyOther assets—intercompany2,737 60,567 (63,304)— — Other assets—intercompany2,737 60,567 (63,304)— — 
Total assetsTotal assets$383,754 $643,310 $1,487,652 $(223,303)$2,291,413 Total assets$383,754 $643,310 $1,487,652 $(223,303)$2,291,413 
Liabilities and equityLiabilities and equityLiabilities and equity
DepositsDeposits$— $— $1,317,230 $— $1,317,230 Deposits$— $— $1,317,230 $— $1,317,230 
Deposits—intercompanyDeposits—intercompany— — — — — Deposits—intercompany— — — — — 
Securities loaned and sold under repurchase agreementsSecurities loaned and sold under repurchase agreements— 171,818 19,467 — 191,285 Securities loaned and sold under repurchase agreements— 171,818 19,467 — 191,285 
Securities loaned and sold under repurchase agreements—intercompanySecurities loaned and sold under repurchase agreements—intercompany— 62,197 (62,197)— — Securities loaned and sold under repurchase agreements—intercompany— 62,197 (62,197)— — 
Trading account liabilitiesTrading account liabilities17 122,383 39,129 — 161,529 Trading account liabilities17 122,383 39,129 — 161,529 
Trading account liabilities—intercompanyTrading account liabilities—intercompany777 500 (1,277)— — Trading account liabilities—intercompany777 500 (1,277)— — 
Short-term borrowingsShort-term borrowings— 13,425 14,548 — 27,973 Short-term borrowings— 13,425 14,548 — 27,973 
Short-term borrowings—intercompanyShort-term borrowings—intercompany— 17,230 (17,230)— — Short-term borrowings—intercompany— 17,230 (17,230)— — 
Long-term debtLong-term debt164,945 61,416 28,013 — 254,374 Long-term debt164,945 61,416 28,013 — 254,374 
Long-term debt—intercompanyLong-term debt—intercompany— 76,335 (76,335)— — Long-term debt—intercompany— 76,335 (76,335)— — 
Advances from subsidiaries13,469 — (13,469)— — 
Other liabilities, including allowance2,574 68,206 65,570 — 136,350 
Advances from subsidiary bank holding companyAdvances from subsidiary bank holding company5,426 — (5,426)— — 
Advances from non-bank subsidiariesAdvances from non-bank subsidiaries8,043 — (8,043)— — 
Other liabilitiesOther liabilities2,574 68,206 65,570 — 136,350 
Other liabilities—intercompanyOther liabilities—intercompany— 11,774 (11,774)— — Other liabilities—intercompany— 11,774 (11,774)— — 
Stockholders’ equityStockholders’ equity201,972 38,026 185,977 (223,303)202,672 Stockholders’ equity201,972 38,026 185,977 (223,303)202,672 
Total liabilities and equityTotal liabilities and equity$383,754 $643,310 $1,487,652 $(223,303)$2,291,413 Total liabilities and equity$383,754 $643,310 $1,487,652 $(223,303)$2,291,413 

(1)Other assets for 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.



309

Condensed Consolidating Balance Sheet

December 31, 2020
In millions of dollarsCitigroup parent companyCGMHIOther Citigroup subsidiaries and eliminationsConsolidating adjustmentsCitigroup consolidated
Assets
Cash and due from banks$— $628 $25,721 $— $26,349 
Cash and due from banks—intercompany16 6,081 (6,097)— — 
Deposits with banks, net of allowance— 5,224 278,042 — 283,266 
Deposits with banks—intercompany4,500 8,179 (12,679)— — 
Securities borrowed and purchased under resale agreements— 238,718 55,994 — 294,712 
Securities borrowed and purchased under resale agreements—intercompany— 24,309 (24,309)— — 
Trading account assets307 222,278 152,494 — 375,079 
Trading account assets—intercompany(1)
723 2,340 (3,063)— — 
Investments, net of allowance1 374 446,984 — 447,359 
Loans, net of unearned income— 2,524 673,359 — 675,883 
Loans, net of unearned income—intercompany— — — — — 
Allowance for credit losses on loans (ACLL)— — (24,956)— (24,956)
Total loans, net$— $2,524 $648,403 $— $650,927 
Advances to subsidiaries$152,383 $— $(152,383)$— $— 
Investments in subsidiaries213,267 — — (213,267)— 
Other assets, net of allowance(2)
12,156 60,273 109,969 — 182,398 
Other assets—intercompany2,781 51,489 (54,270)— — 
Total assets$386,134 $622,417 $1,464,806 $(213,267)$2,260,090 
Liabilities and equity
Deposits$— $— $1,280,671 $— $1,280,671 
Deposits—intercompany— — — — — 
Securities loaned and sold under repurchase agreements— 184,786 14,739 — 199,525 
Securities loaned and sold under repurchase agreements—intercompany— 76,590 (76,590)— — 
Trading account liabilities— 113,100 54,927 — 168,027 
Trading account liabilities—intercompany(1)
397 1,531 (1,928)— — 
Short-term borrowings— 12,323 17,191 — 29,514 
Short-term borrowings—intercompany— 12,757 (12,757)— — 
Long-term debt170,563 47,732 53,391 — 271,686 
Long-term debt—intercompany— 67,322 (67,322)— — 
Advances from subsidiaries12,975 — (12,975)— — 
Other liabilities, including allowance2,692 55,217 52,558 — 110,467 
Other liabilities—intercompany65 15,378 (15,443)— — 
Stockholders’ equity199,442 35,681 178,344 (213,267)200,200 
Total liabilities and equity$386,134 $622,417 $1,464,806 $(213,267)$2,260,090 
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

(1)
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 
311
The balances of Trading account assets—intercompany and Trading account liabilities—intercompany within CGMHI and within Other Citigroup subsidiaries and eliminations have been revised to reflect the netting of $7 billion of intercompany derivative and related collateral assets and liabilities subject to enforceable netting agreements. Because the adjustment was limited to transactions between affiliated entities, it had no impact to Citigroup consolidated.
(2)
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 
Other assets for Citigroup parent company at December 31, 2020 included $29.5 billion of placements to Citibank and its branches, of which $24.3 billion had a remaining term of less than 30 days.


310

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 operating activities of continuing operations$3,947 $43,227 $14,075 $— $61,249 
Cash flows from investing activities of continuing operations
Purchases of investments$— $— $(359,158)$— $(359,158)
Proceeds from sales of investments— — 126,728 — 126,728 
Proceeds from maturities of investments— — 142,100 — 142,100 
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)(3,742)— (3,744)
Net cash provided by (used in) investing activities of continuing operations$8,260 $(38,986)$(94,179)$— $(124,905)
Cash flows from financing activities of continuing operations
Dividends paid$(5,198)$(196)$196 $— $(5,198)
Issuance of preferred stock3,300 — — — 3,300 
Redemption of preferred stock(3,785)— — — (3,785)
Treasury stock acquired(7,601)— — — (7,601)
Proceeds (repayments) from issuance of long-term debt, net(86)15,071 (19,277)— (4,292)
Proceeds (repayments) from issuance of long-term debt—intercompany, net— 14,410 (14,410)— — 
Change in deposits— — 44,966 — 44,966 
Change in securities loaned and sold under agreements to repurchase— (27,241)19,001 — (8,240)
Change in short-term borrowings— 1,102 (2,643)— (1,541)
Net change in short-term borrowings and other advances—intercompany501 (917)416 — — 
Capital contributions from (to) parent— 71 (71)— — 
Other financing activities(337)12 (12)— (337)
Net cash provided by (used in ) financing activities of continuing operations$(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 $— $4,028 
Cash paid during the year for interest3,101 2,210 1,832 — 7,143 
Non-cash investing activities
Decrease in net loans associated with significant disposals reclassified to HFS$— $— $9,945 $— $9,945 
Transfers to loans HFS (Other assets) from loans
— — 7,414 — 7,414 
Non-cash financing activities
Decrease in long-term debt associated with significant disposals reclassified to HFS$— $— $479 $— $479 
Decrease in deposits associated with significant disposals reclassified to HFS— — 8,407 — 8,407 
311

Condensed Consolidating Statement 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)$572 $— $(20,621)
Cash flows from investing activities of continuing operations
Purchases of investments$— $— $(334,900)$— $(334,900)
Proceeds from sales of investments— — 146,285 — 146,285 
Proceeds from maturities of investments— — 124,229 — 124,229 
Change in loans— — 14,249 — 14,249 
Proceeds from sales and securitizations of loans— — 1,495 — 1,495 
Change in securities borrowed and purchased under agreements to resell— (46,044)2,654 — (43,390)
Changes in investments and advances—intercompany(5,584)(6,917)12,501 — — 
Other investing activities— (54)(3,226)— (3,280)
Net cash used in investing activities of continuing operations$(5,584)$(53,015)$(36,713)$— $(95,312)
Cash flows from financing activities of continuing operations
Dividends paid$(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 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

Condensed Consolidating Statements 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 year		3,020 15,677 169,408 — 188,105 
Cash and due from banks and deposits with banks at end of year$3,021 $16,441 $174,457 $— $193,919 
Cash and due from banks (including segregated cash and other deposits)$21 $5,681 $18,265 $— $23,967 
Deposits with banks, net of allowance3,000 10,760 156,192 — 169,952 
Cash and due from banks and deposits with banks at end of year$3,021 $16,441 $174,457 $— $193,919 
Supplemental disclosure of cash flow information for continuing operations 
Cash paid (received) during the year for income taxes$(393)$418 $4,863 $— $4,888 
Cash paid during the year for interest3,820 12,664 11,417 — 27,901 
Non-cash investing activities
Transfers to loans HFS (Other assets) from loans
$— $— $5,500 $— $5,500 
313

29. SELECTED QUARTERLY FINANCIAL DATA (UNAUDITED)


 20212020
In millions of dollars, except per share amountsFourthThirdSecondFirstFourthThirdSecondFirst
Revenues, net of interest expense(1)(2)
$17,017 $17,447 $17,753 $19,667 $16,832 $17,677 $20,036 $20,956 
Operating expenses(1)(3)
13,532 11,777 11,471 11,413 11,437 11,339 10,730 10,868 
Provisions (release) for credit losses and for benefits
and claims		(465)(192)(1,066)(2,055)(46)2,384 8,197 6,960 
Income from continuing operations before income taxes$3,950 $5,862 $7,348 $10,309 $5,441 $3,954 $1,109 $3,128 
Income taxes(4)
771 1,193 1,155 2,332 1,116 777 52 580 
Income from continuing operations$3,179 $4,669 $6,193 $7,977 $4,325 $3,177 $1,057 $2,548 
Income (loss) from discontinued operations, net of taxes— (1)10 (2)6 (7)(1)(18)
Net income before attribution of noncontrolling interests$3,179 $4,668 $6,203 $7,975 $4,331 $3,170 $1,056 $2,530 
Noncontrolling interests6 24 10 33 22 24 — (6)
Citigroup’s net income$3,173 $4,644 $6,193 $7,942 $4,309 $3,146 $1,056 $2,536 
Earnings per share(5)
    
Basic    
Income from continuing operations$1.47 $2.17 $2.86 $3.64 $1.93 $1.37 $0.38 $1.07 
Net income1.47 2.17 2.87 3.64 1.93 1.37 0.38 1.06 
Diluted
Income from continuing operations1.46 2.15 2.84 3.62 1.92 1.36 0.38 1.06 
Net income1.46 2.15 2.85 3.62 1.92 1.36 0.38 1.06 

This Note to the Consolidated Financial Statements is unaudited due to the Company’s individual quarterly results not being subject to an audit.
(1)     During the fourth quarter of 2021, Citi reclassified deposit insurance expenses from Interest expense to Other operating expenses for all periods presented. Amounts reclassified for each quarter were $295 million for 4Q21, $293 million for 3Q21, $279 million for 2Q21, $340 million for 1Q21, $333 million for 4Q20, $375 million for 3Q20, $270 million for 2Q20 and $225 million for 1Q20. For additional information, see Note 1 to the Consolidated Financial Statements.
(2)    The third quarter of 2021 includes an approximate $700 million loss on sale (approximately $600 million after-tax) related to Citi’s agreement to sell its consumer banking business in Australia.
(3)    The fourth quarter of 2021 includes an approximate $1.052 billion charge (approximately $792 million after-tax) in connection with the voluntary early retirement plan (VERP) related to the announced wind-down of Citi’s consumer banking business in Korea.
(4)    The second quarter of 2021 includes an approximate $450 million benefit in tax rate from a reduction in Citi’s valuation allowance related to its deferred tax assets (DTAs).
(5)    Certain securities were excluded from the second quarter of 2020 diluted EPS calculation because they were anti-dilutive. Year-to-date EPS will not equal the sum of the individual quarters because the year-to-date EPS calculation is a separate calculation, which uses an averaging of shares across each quarter. In addition, due to averaging of shares, quarterly earnings per share may not sum to the totals reported for the full year.


End of Consolidated Financial Statements and Notes to Consolidated Financial Statements

314

FINANCIAL DATA SUPPLEMENT

RATIOS

202120202019202220212020
Return on average assetsReturn on average assets0.94 %0.50 %0.98 %Return on average assets0.62 %0.94 %0.50 %
Return on average common stockholders’ equity(1)
Return on average common stockholders’ equity(1)
11.5 5.7 10.3 
Return on average common stockholders’ equity(1)
7.7 11.5 5.7 
Return on average total stockholders’ equity(2)
Return on average total stockholders’ equity(2)
10.9 5.7 9.9 
Return on average total stockholders’ equity(2)
7.5 10.9 5.7 
Total average equity to average assets(3)
Total average equity to average assets(3)
8.6 8.7 9.9 
Total average equity to average assets(3)
8.3 8.6 8.7 
Dividend payout ratio(4)
Dividend payout ratio(4)
20 43 24 
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 net income per diluted share.EPS.


AVERAGE DEPOSIT LIABILITIES IN OFFICES OUTSIDE THE U.S.(1)

202120202019202220212020
In millions of dollars at year end, except ratiosIn millions of dollars at year end, except ratiosAverage
interest rate		Average
balance		Average
interest rate		Average
balance		Average
interest rate		Average
balance		In millions of dollars at year end, except ratiosAverage
interest rate		Average
balance		Average
interest rate		Average
balance		Average
interest rate		Average
balance
BanksBanks0.16 %$42,222 0.10 %$130,970 0.59 %$52,699 Banks0.66 %$32,094 0.16 %$42,222 0.10 %$130,970 
Other demand depositsOther demand deposits0.15 412,815 0.33 311,342 1.08 293,209 Other demand deposits0.49 394,488 0.15 412,815 0.33 311,342 
Other time and savings deposits(2)
Other time and savings deposits(2)
0.55 200,194 0.94 210,896 1.28 223,450 
Other time and savings deposits(2)
1.79 190,448 0.55 200,194 0.94 210,896 
TotalTotal0.10 %$655,231 0.48 %$653,208 1.11 %$569,358 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.
(2)    Primarily consists of certificates of deposit and other time deposits in denominations of $100,000 or more.


UNINSURED DEPOSITS

The table below shows the estimated amount of uninsured time deposits by maturity profile:

In millions of dollars at December 31, 2021Under 3 months or lessOver 3 months but within 6
months		Over 6 months but within 12
months		Over 12
months		Total
In millions of dollars at December 31, 2022In 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)
In U.S. offices(1)
In U.S. offices(1)
Time deposits in excess of FDIC insurance limits(2)
Time deposits in excess of FDIC insurance limits(2)
$5,779 $2,653 $1,861 $2,950 $13,243 
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)
In offices outside the U.S.(1)
In offices outside the U.S.(1)
Time deposits in excess of foreign jurisdiction insurance limits(3)
Time deposits in excess of foreign jurisdiction insurance limits(3)
57,248 6,471 4,080 1,095 68,894 
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)
Total uninsured time deposits(4)
$63,027 $9,124 $5,941 $4,045 $82,137 
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)    The standard insurance amount forFor purposes of this presentation, time deposits in offices outside the U.S. is based on the insurance limits approved by the regulator in the respective foreign jurisdiction. For certain depositors outside the U.S., Citi has not considered the account ownership category and other time deposit accounts that the depositors may own when allocating the insurance limits usedare deemed to determine the uninsured time deposit balances. As a result, the uninsured time deposit balances disclosed above may differ from actual uninsured balances.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, 20212022 were $1.082$1.16 trillion (see notesfootnotes 1, 2 and 3 to the table above).

315313


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 (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 FRB and OCC and overseas subsidiary banks by the 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 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 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 FRB 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 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 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 (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 basedsecurity-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 securities-basedsecurity-based swap dealers.

Transactions with Affiliates
Transactions between Citi’s U.S. subsidiary depository institutions and their non-bank affiliates are regulated by the 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, 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
316

service and convenience; the effectiveness of transaction execution, interest rates, lending limits and risk appetite; regulatory constraints and 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 colleagues and retain and motivate existing colleagues, while managing compensation and other costs. For additional information on competitive factors and uncertainties impacting Citi’s businesses, see “Risk Factors—Strategic Risks” above.

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 of 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, did not identify any reportable activities for the first and third quarters of 2021. Citi identified and reported certain activities pursuant to Section 219 for the secondfirst quarter of 2021.
2022. Citi did not report any activities pursuant to Section 219 in its Second Quarter of 2022 Form 10-Q or Third Quarter of 2022 Form 10-Q. During the fourth quarter of 2021,2022, Citigroup reported one transactionidentified seven transactions pursuant to Section 219. In October 2021, Citigroup’s Russian219 related to the second, third and fourth quarters of 2022.
Between April 2022 and July 2022, a Citigroup subsidiary (Citi Russia), acting asprocessed four payments to cover the beneficiary bank, releasedservice and insurance fees on a payment that had been initiatednow closed credit card held by a Russian entity from its account with MB Bank, an entitySpecially Designated National, who was designated pursuant to Executive Order 13224,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 benefitperiod after the designation but prior to the closure of the account. Citi Russia’s customer.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 RUB 16,533.12 (approximatelyapproximately USD 224.70)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 specific license issued by OFAC on May 3, 2022, which expires on May 31, 2024. Citi realized nominal fees for the Officeprocessing of Foreign Assets Controlthe 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 October 1, 2021, which expired on DecemberMay 31, 2021.2023. Citi did not realize anyrealized nominal fees for the processing of the payment.



317315


UNREGISTERED SALES OF EQUITY SECURITIES, REPURCHASES OF EQUITY SECURITIES AND DIVIDENDS

Unregistered Sales of Equity Securities
None.

Equity Security Repurchases
As previously announced, Citigroup voluntarily suspended common share repurchases during the fourth quarter of 2021, in anticipation of the adverse regulatory capital impact resulting from adoption of the Standardized Approach for Counterparty Credit Risk (SA-CCR) on January 1, 2022. For additional information on the adoption of SA-CCR, see “Capital Resources—Adoption of the Standardized Approach for Counterparty Credit Risk” above. Accordingly, Citi did not have any share repurchases in the fourth quarter of 2021, other than repurchases relating to issuances of common stock related to employee stock ownership plans. During the quarter, pursuant to Citigroup’s Board of Directors’ authorization, Citi repurchased 1,855 shares (at an average price of $66.37) of common stock, added to treasury stock, related to activity on employee stock programs where shares were withheld to satisfy the employee tax requirements. Citi resumed common share repurchases in January 2022.
All 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, see “Executive Summary” above.
During the quarter, pursuant to Citigroup’s Board of Directors’ 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 20212022 and the first quarter of 2022.2023. 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 is 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.
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.

During 2021,2022, Citi distributed $1,040$1,032 million in dividends on its outstanding preferred stock. On January 12, 2022,11, 2023, Citi declared preferred dividends of approximately $277 million for the first quarter of 2022.2023.
As of February 25, 2022, Citi estimates it will distribute preferred dividends of approximately $238 million, $277 million and $238 million in the second, third and fourth quarters of 2022, respectively, subject to such dividends being declared by the Citi Board of Directors.
ForSee 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.

318316


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, 2021.2022. The graph and table assume that $100 was invested on December 31, 20162017 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
c-20211231_g17.jpgc-20221231_g14.jpg
DATEDATECitigroupS&P 500 IndexS&P Financials IndexDATECitigroupS&P 500 IndexS&P Financials Index
31-Dec-2016100.0 100.0 100.0 
31-Dec-201731-Dec-2017127.0 121.8 122.2 31-Dec-2017100.0 100.0 100.0 
31-Dec-201831-Dec-201890.9 116.5 106.3 31-Dec-201871.5 93.8 85.3 
31-Dec-201931-Dec-2019143.3 153.2 140.4 31-Dec-2019112.8 120.8 110.2 
31-Dec-202031-Dec-2020115.2 181.4 138.0 31-Dec-202090.7 140.5 105.7 
31-Dec-202131-Dec-2021116.3 233.4 186.4 31-Dec-202191.6 178.3 140.1 
31-Dec-202231-Dec-202271.3 143.6 122.8 

Note: Citi’s common stock is listed on the NYSE under the ticker symbol “C” and held by 61,35560,813 common stockholders of record as of January 31, 2022.2023.

319317


CORPORATE INFORMATION

EXECUTIVE OFFICERS
Citigroup’s executive officers as of February 25, 202224, 2023 are:

NameAgePosition and office held
Peter Babej5859CEO, Asia Pacific
Titi Cole50CEO, Legacy Franchises
Jane Fraser5455Chief Executive Officer, Citigroup Inc.
Sunil Garg5657Chief Executive Officer, Citibank, N.A.
David Livingstone5859CEO, Europe, Middle East and Africa
Mark A. L. Mason5253Chief Financial Officer
Brent McIntosh4849General Counsel and Corporate Secretary
Mary McNiff51Chief Compliance Officer
Johnbull Okpara5051Controller and Chief Accounting Officer
Karen Peetz6667Chief Administrative Officer
Anand Selvakesari        5455CEO, Personal Banking and Wealth Management
Edward Skyler4849Head of GlobalEnterprise Services & Public Affairs
Ernesto Torres Cantú5758CEO, Latin America
Zdenek Turek5758Chief Risk Officer
Sara Wechter4142Head of Human Resources
Mike Whitaker5859Head of Enterprise Operations and Technology
Paco Ybarra6061CEO, Institutional Clients Group

The following executive officers have not held their current executive officer positions with Citigroup for at least five years:

•Mr. Babej joined Citi in 2010 and assumed his current position in October 2019. Previously, he served as 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. 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;
•Ms. Fraser joined Citi in 2004 and assumed her current position on February 26, 2021. Previously, she served as CEO of (the former) GCBGlobal Consumer Banking
from October 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. 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;
•Ms. McNiff joined Citi in 2012 and assumed her current position in June 2020. Previously, she served as CEO of Citibank, N.A. from April 2019 to June 2020 and Chief Auditor of Citi from February 2017 to April 2019. Prior to taking on that role, Ms. McNiff served as Chief Administrative Officer of Latin America & Mexico and interim Chief Auditor. She also led the Global Transformation initiative within Internal Audit;
•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) GCBGlobal Consumer Banking in
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Mexico from 2006 to 2011 and CEO of Crédito Familiar from 2003 to 2006. In addition, he
320

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’s Global 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, 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. 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 Ethics, ConductCompensation, Performance and Culture Committee, the Nomination, Governance and Public Affairs Committee, the Personnel and CompensationRisk Management Committee and the Risk ManagementTechnology Committee of 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

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
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
Founder, ChairmanChair and CEO
Ampere Computing

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 ChairmanPresident and Group Chief Executive Officer
Carver Bancorp, Inc.

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

321319


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 25th24th day of February, 2022.2023.

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 25th24th day of February, 2022.2023.

Citigroup’s Principal Executive Officer and a Director:

/s/ Jane Fraser

Jane Fraser



Citigroup’s Principal Financial Officer:

/s/ Mark A. L. Mason

Mark A. L. Mason



Citigroup’s Principal Accounting Officer:

/s/ Johnbull E. Okpara

Johnbull 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. CostelloLew W. (Jay) Jacobs, IVS. Leslie Ireland
Grace E. DaileyRenée J. James
Barbara DesoerGary M. Reiner
John C. DuganDiana L. Taylor
Duncan P. HennesJames S. Turley
Peter Blair HenryDeborah C. WrightCasper W. von Koskull
S. Leslie IrelandErnesto Zedillo Ponce de Leon


/s/ Mark A. L. Mason

Mark A. L. Mason


322320



GLOSSARY OF TERMS AND ACRONYMS

The following is a list of terms and acronyms that are used in this Annual Report on Form 10-Kreport and other Citigroup presentations.

* Denotes a Citi metric


20212022 Annual Report on Form 10-K: Annual report on Form 10-K for year ended December 31, 2021,2022, 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-cardsbranded 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 Lossesexpected 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*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)
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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
Collateral-dependent: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.
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Commercial Cards: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). Upon the occurrence of a credit event by the reference entity, which may include, among other events, the bankruptcy or failure to pay its obligations, or certain restructurings of the debt of the reference entity, neither party has recourse to the reference entity. The protection purchaser has recourse to the protection seller for the difference between the face value of the CDS contract and the fair value at the time of settling the credit derivative contract. The determination as to whether a credit event has occurred is generally made by the relevant International Swaps and Derivatives Association (ISDA) Determinations Committee.
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 statementsConsolidated 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: DebitDebt 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
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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.
GCB: Global Consumer Banking
Ginnie Mae: Government National Mortgage Association
Global Wealth: Global Wealth Management
GSIB: Global systemically important banks
HELOC: Home equity line of credit
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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 sponsoredgovernment-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-securedwell 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:capital rule: Rule 15c3-1 under the Securities Exchange Act of 1934.


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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 Ratiostable 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
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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: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 to6.
Provision for credit losses: Composed of the Consolidated Financial Statements.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 Constantconstant 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.
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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 (a(the Standardized approachApproach and anthe Advanced approach)Approaches), which include capital requirements for credit risk, market risk, and in the case of Basel IIIoperational risk for Advanced also operational risk.Approaches. Key differences in the calculation of credit risk RWA between the Standardized and Advanced approachesApproaches are that for Basel III Advanced, credit risk RWA is based on risk-sensitive approaches whichthat largely rely on the use of internal credit models and parameters, whereas for Basel III 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 leverageLeverage ratio. Represents Tier 1 Capital divided by total leverage exposure.
SOFR: Secured Overnight Financing Rate
SPEs: Special purpose entities
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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.
Tax Reform: Tax Cuts and Jobs Act of 2017
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.
U.K.: United Kingdom
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.
USD: U.S. dollar
U.S.: United States of America
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.
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EXHIBIT INDEX
 
Exhibit
NumberDescription of Exhibit
328326


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 December 8, 1992 (File No. 03355542).
4.12First 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 December 8, 1992 (File No. 03355542).
4.13Second 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 December 8, 1992 (File No. 03355542).
4.14Third 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 (File No. 001-09924).
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327



330328



329


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104The cover page of this Annual 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 20212022 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.


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