Risk assessment in credit process
The provision of credit products is accomplished in accordance with loan granting methodologies appropriate for a given client segment and type of product. The internal rating process in both banks constitutes a significant part of assessing credit risk of both the client and the transaction. It is an important step in the credit decision-making process for new loans and for changes of lending terms, and in monitoring loan portfolio quality. Each bank has developed its own models used in the client creditworthiness assessment process, which must be completed before a credit decision is made. The models are based on external information and on internal data. Credit products are granted in the banks in accordance with the operating procedures, whose purpose is to set out the proper steps that must be taken in the credit process, identify the units responsible for those activities and the tools to be applied.
Credit decisions are made in accordance with the existing credit decision system (with decision-making powers at specific levels matching the risk level of a particular client and transaction).
In order to conduct regular assessment of accepted credit risk and to mitigate potential losses on credit exposures, the client’s standing is monitored during the lending period by identifying early warning signals and by conducting regular individual reviews of credit exposures.
To minimize credit risk, security interests are established in line with the level of exposure to credit risk, considering recovery rate from a specific type of collateral. The establishment of a security interest does not waive the requirement to examine the client’s creditworthiness.
Collateral is taken to secure repayment of the loan amount with due interest and costs if the borrower fails to settle its due debt within the dates stipulated in a loan agreement and restructuring activities are not successful. Accepted forms of collateral include: guarantees, sureties, account freezes, registered pledges, transfers of title, assignments of receivables, assignment of credit insurance, promissory notes, mortgages, powers of attorney to bank accounts and security deposits (as special forms of collateral). The assets constituting collateral are reviewed in the credit process in terms of their legal capacity to establish effective security interest and also the recoverable amount in a possible enforcement procedure.
The financial effect of the established collateral for the portfolio of exposures measured individually with recognized impairment as at 31 December 2022 is PLN 2,035 million (as at 31 December 2021: PLN 2,291 million). This is an amount by which the level of the required impairment losses for this portfolio would be higher if no discounted cash flows obtained from collateral were taken into account in their estimation.
Scoring and credit rating
The rating scale differs by bank, customer segment and transaction type. The following tables present the quality of credit portfolios for exposures covered by internal rating models. Because of the different rating models employed by Pekao and Alior Bank, the data are presented for each of the banks separately.
Pekao
In 2021, Pekao launched the process of aligning its rating scale for internal rating models with the rating scale model applicable to external ratings – the so-called Masterscale, in accordance with the following table:
Description | Class |
---|---|
Investment classes | |
High quality | AA, AA- |
Robust repayment capacity | A+, A, A- |
Adequate repayment capacity | BBB+, BBB, BBB- |
Speculative classes | |
Repayment likely, some degree of permanent uncertainty | BB+, BB, BB- |
High risk of default | B+, B, B- |
Very high risk | CCC |
Default likely | CC, C |
At the end of 2022, the rating models within the corporate/enterprise customer segment and individual clients within the retail client segment were mapped onto the Masterscale.
Retail customer portfolio (unimpaired) covered by the rating model – gross carrying amount 31 December 2022 |
Basket 1 | Basket 2 | Basket 3 and POCI | Total |
Microentreprises | 3 200 | 321 | – | 3 521 |
Class 1 (0% <= PD < 0.06%) | 13 | – | – | 13 |
Class 2 (0.06% <= PD < 0.14%) | 243 | 1 | – | 244 |
Class 3 (0.14% <= PD < 0.35%) | 549 | 6 | – | 555 |
Class 4 (0.35% <= PD < 0.88%) | 746 | 41 | – | 787 |
Class 5 (0.88% <= PD < 2.10%) | 707 | 52 | – | 759 |
Class 6 (2.10% <= PD < 4.00%) | 392 | 50 | – | 442 |
Class 7 (4.00% <= PD < 7.00%) | 316 | 42 | – | 358 |
Class 8 (7.00% <= PD < 12.00%) | 158 | 27 | – | 185 |
Class 9 (12.00% <= PD < 22.00%) | 67 | 41 | – | 108 |
Class 10 (22.00% <= PD < 100%) | 9 | 61 | – | 70 |
Mortgage-backed residential loans (Masterscale) | 55 025 | 3 500 | – | 58 525 |
AA (0% <= PD <= 0.01000%) | 1 161 | 11 | – | 1 172 |
AA– (0.01000% < PD <= 0.01700%) | 1 404 | 6 | – | 1 410 |
A+(0.01700% < PD <= 0.02890%) | 2 740 | 32 | – | 2 772 |
A(0.02890% < PD <= 0.04913%) | 4 548 | 48 | – | 4 596 |
A-(0.04193% < PD <= 0.08352%) | 6 403 | 60 | – | 6 463 |
BBB+(0.08352% < PD <= 0.14199%) | 8 170 | 107 | – | 8 277 |
BBB(0.14199% < PD <= 0.24138%) | 9 120 | 132 | – | 9 252 |
BBB-(0.24138% < PD <= 0.41034%) | 8 305 | 200 | – | 8 505 |
BB+(0.41034% < PD <= 0.69758%) | 5 932 | 175 | – | 6 107 |
BB(0.69758% < PD <= 1.18588%) | 3 900 | 110 | – | 4 010 |
BB-(1.18588% < PD <= 2.01599%) | 1 962 | 254 | – | 2 216 |
B+(2.01599% < PD <= 3.42719%) | 783 | 510 | – | 1 293 |
B(3.42719% < PD <= 5.82622%) | 318 | 470 | – | 788 |
B-(5.82622% < PD <= 9.90458%) | 124 | 440 | – | 564 |
CCC(9.90458% < PD <= 16.83778%) | 61 | 337 | – | 398 |
CC(16.83778% < PD <= 28.62423%) | 47 | 238 | – | 285 |
C(28.62423% < PD <= 100%) | 47 | 370 | – | 417 |
Cash (consumer) loans (Masterscale) | 8 190 | 1 959 | – | 10 149 |
AA (0% <= PD <= 0.01000%) | 27 | 1 | – | 28 |
AA– (0.01000% < PD <= 0.01700%) | 33 | 1 | – | 34 |
A+(0.01700% < PD <= 0.02890%) | 67 | 2 | – | 69 |
A(0.02890% < PD <= 0.04913%) | 134 | 3 | – | 137 |
A-(0.04193% < PD <= 0.08352%) | 252 | 11 | – | 263 |
BBB+(0.08352% < PD <= 0.14199%) | 406 | 14 | – | 420 |
BBB(0.14199% < PD <= 0.24138%) | 599 | 25 | – | 624 |
BBB-(0.24138% < PD <= 0.41034%) | 891 | 45 | – | 936 |
BB+(0.41034% < PD <= 0.69758%) | 1 113 | 82 | – | 1 195 |
BB(0.69758% < PD <= 1.18588%) | 1 193 | 129 | – | 1 322 |
BB-(1.18588% < PD <= 2.01599%) | 1 231 | 194 | – | 1 425 |
B+(2.01599% < PD <= 3.42719%) | 1 023 | 254 | – | 1 277 |
B(3.42719% < PD <= 5.82622%) | 682 | 262 | – | 944 |
B-(5.82622% < PD <= 9.90458%) | 351 | 244 | – | 595 |
CCC(9.90458% < PD <= 16.83778%) | 139 | 200 | – | 339 |
CC(16.83778% < PD <= 28.62423%) | 48 | 166 | – | 214 |
C(28.62423% < PD <= 100%) | 1 | 326 | – | 327 |
Credit cards (Masterscale) | 636 | 128 | – | 764 |
AA (0% <= PD <= 0.01000%) | 51 | 8 | – | 59 |
AA– (0.01000% < PD <= 0.01700%) | 24 | 4 | – | 28 |
A+(0.01700% < PD <= 0.02890%) | 33 | 4 | – | 37 |
A(0.02890% < PD <= 0.04913%) | 40 | 4 | – | 44 |
A-(0.04193% < PD <= 0.08352%) | 51 | 5 | – | 56 |
BBB+(0.08352% < PD <= 0.14199%) | 60 | 6 | – | 66 |
BBB(0.14199% < PD <= 0.24138%) | 63 | 6 | – | 69 |
BBB-(0.24138% < PD <= 0.41034%) | 68 | 8 | – | 76 |
BB+(0.41034% < PD <= 0.69758%) | 71 | 8 | – | 79 |
BB(0.69758% < PD <= 1.18588%) | 57 | 6 | – | 63 |
BB-(1.18588% < PD <= 2.01599%) | 49 | 4 | – | 53 |
B+(2.01599% < PD <= 3.42719%) | 38 | 3 | – | 41 |
B(3.42719% < PD <= 5.82622%) | 26 | 2 | – | 28 |
B-(5.82622% < PD <= 9.90458%) | 5 | 16 | – | 21 |
CCC(9.90458% < PD <= 16.83778%) | – | 16 | – | 16 |
CC(16.83778% < PD <= 28.62423%) | – | 11 | – | 11 |
C(28.62423% < PD <= 100%) | – | 17 | – | 17 |
Renewable limits | 216 | 13 | – | 229 |
AA (0% <= PD <= 0.01000%) | 5 | – | – | 5 |
AA– (0.01000% < PD <= 0.01700%) | 4 | – | – | 4 |
A+(0.01700% < PD <= 0.02890%) | 7 | – | – | 7 |
A(0.02890% < PD <= 0.04913%) | 11 | – | – | 11 |
A-(0.04193% < PD <= 0.08352%) | 16 | – | – | 16 |
BBB+(0.08352% < PD <= 0.14199%) | 21 | – | – | 21 |
BBB(0.14199% < PD <= 0.24138%) | 27 | – | – | 27 |
BBB-(0.24138% < PD <= 0.41034%) | 27 | – | – | 27 |
BB+(0.41034% < PD <= 0.69758%) | 28 | – | – | 28 |
BB(0.69758% < PD <= 1.18588%) | 25 | – | – | 25 |
BB-(1.18588% < PD <= 2.01599%) | 19 | – | – | 19 |
B+(2.01599% < PD <= 3.42719%) | 13 | – | – | 13 |
B(3.42719% < PD <= 5.82622%) | 9 | – | – | 9 |
B-(5.82622% < PD <= 9.90458%) | 3 | 3 | – | 6 |
CCC(9.90458% < PD <= 16.83778%) | 1 | 4 | – | 5 |
CC(16.83778% < PD <= 28.62423%) | – | 3 | – | 3 |
C(28.62423% < PD <= 100%) | – | 3 | – | 3 |
Total retail customer segment | 67 267 | 5 921 | – | 73 188 |
Retail customer portfolio (unimpaired) covered by the rating model – gross carrying amount 31 December 2021 |
Basket 1 | Basket 2 | Basket 3 and POCI | Total |
Microentreprises | 3 813 | 964 | – | 4 777 |
Class 1 (0% <= PD < 0.06%) | 19 | 4 | – | 23 |
Class 2 (0.06% <= PD < 0.14%) | 230 | 22 | – | 252 |
Class 3 (0.14% <= PD < 0.35%) | 555 | 52 | – | 607 |
Class 4 (0.35% <= PD < 0.88%) | 634 | 69 | – | 703 |
Class 5 (0.88% <= PD < 2.10%) | 715 | 94 | – | 809 |
Class 6 (2.10% <= PD < 4.00%) | 560 | 85 | – | 645 |
Class 7 (4.00% <= PD < 7.00%) | 653 | 131 | – | 784 |
Class 8 (7.00% <= PD < 12.00%) | 312 | 91 | – | 403 |
Class 9 (12.00% <= PD < 22.00%) | 135 | 114 | – | 249 |
Class 10 (22.00% <= PD < 100%) | – | 302 | – | 302 |
Mortgage-backed residential loans | 55 288 | 8 515 | – | 63 803 |
Class 1 (0.00% <= PD < 0.06%) | 9 482 | 359 | – | 9 841 |
Class 2 (0.06% <= PD < 0.19%) | 4 810 | 268 | – | 5 078 |
Class 3 (0.19% <= PD < 0.35%) | 26 605 | 3 234 | – | 29 839 |
Class 4 (0.35% <= PD < 0.73%) | 13 547 | 2 635 | – | 16 182 |
Class 5 (0.73% <= PD < 3.50%) | 622 | 960 | – | 1 582 |
Class 6 (3.50% <= PD < 14.00%) | 154 | 474 | – | 628 |
Class 7 (14.00% <= PD < 100.00%) | 68 | 585 | – | 653 |
Cash (consumer) loans | 9 409 | 1 429 | – | 10 838 |
Class 1 (0.00% <= PD < 0.09%) | 913 | 86 | – | 999 |
Class 2 (0.09% <= PD < 0.18%) | 1 644 | 64 | – | 1 708 |
Class 3 (0.18% <= PD < 0.39%) | 2 942 | 73 | – | 3 015 |
Class 4 (0.39% <= PD < 0.90%) | 2 313 | 62 | – | 2 375 |
Class 5 (0.90% <= PD < 2.60%) | 1 294 | 240 | – | 1 534 |
Class 6 (2.60% <= PD < 9.00%) | 250 | 414 | – | 664 |
Class 7 (9.00% <= PD < 30.00%) | 53 | 291 | – | 344 |
Class 8 (30.00% <= PD < 100.00%) | – | 199 | – | 199 |
Renewable limits | 139 | 77 | – | 216 |
Class 1 (0.00% <= PD < 0.02%) | 6 | 3 | – | 9 |
Class 2 (0.02% <= PD < 0.11%) | 34 | 12 | – | 46 |
Class 3 (0.11% <= PD < 0.35%) | 42 | 21 | – | 63 |
Class 4 (0.35% <= PD < 0.89%) | 40 | 15 | – | 55 |
Class 5 (0.89% <= PD < 2.00%) | 8 | 13 | – | 21 |
Class 6 (2.00% <= PD < 4.80%) | 6 | 8 | – | 14 |
Class 7 (4.80% <= PD < 100.00%) | 3 | 5 | – | 8 |
Total retail customer segment | 68 649 | 10 985 | – | 79 634 |
Corporate segment portfolio (unimpaired) covered by the rating model – gross carrying amount | 31 December 2022 | 31 December 2021 | ||||||
Basket 1 | Basket 2 | Basket 3 and POCI | Total | Basket 1 | Basket 2 | Basket 3 and POCI | Total | |
Large enterprises (Masterscale) | 23 516 | 2 745 | – | 26 261 | 21 976 | 1 629 | – | 23 605 |
AA (0% <= PD <= 0.01000%) | 8 | – | – | 8 | 59 | – | – | 59 |
AA- (0.01000% < PD <= 0.01700%) | – | – | – | – | – | – | – | – |
A+ (0.01700% < PD <= 0.02890%) | – | – | – | – | – | – | – | – |
A (0,02890% < PD <= 0.04913%) | 1 | – | – | 1 | 3 | – | – | 3 |
A- (0.04193% < PD <= 0.08352%) | 3 | – | – | 3 | 6 | – | – | 6 |
BBB+(0,08352% < PD <= 0.14199%) | 82 | – | – | 82 | 1 560 | 1 | – | 1 561 |
BBB(0,14199% < PD <= 0.24138%) | 779 | 114 | – | 893 | 306 | 5 | – | 311 |
BBB-(0.24138% < PD <= 0.41034%) | 2 550 | 12 | – | 2 562 | 1 039 | 56 | – | 1 095 |
BB+(0.41034% < PD <= 0.69758%) | 3 534 | – | – | 3 534 | 2 576 | 22 | – | 2 598 |
BB (0.69758% < PD <= 1.18588%) | 4 146 | 25 | – | 4 171 | 4 124 | 69 | – | 4 193 |
BB- (1.18588% < PD <= 2.01599%) | 4 000 | 200 | – | 4 200 | 3 675 | 83 | – | 3 758 |
B+ (2.01599% < PD <= 3,42719%) | 2 929 | 913 | – | 3 842 | 4 036 | 79 | – | 4 115 |
B (3.42719% < PD <= 5.82622%) | 2 419 | 392 | – | 2 811 | 1 655 | 26 | – | 1 681 |
B- (5.82622% < PD <= 9.90458%) | 2 554 | 437 | – | 2 991 | 2 411 | 787 | – | 3 198 |
CCC(9.90458% < PD <= 16.83778%) | 465 | 626 | – | 1 091 | 480 | 494 | – | 974 |
CC (16.83778% < PD <= 28.62423%) | 21 | 26 | – | 47 | 38 | 3 | – | 41 |
C (28.62423% < PD <= 100%) | 25 | – | – | 25 | 8 | 4 | – | 12 |
Small and medium-sized enterprises (Masterscale) | 18 619 | 3 519 | – | 22 138 | 15 368 | 2 175 | – | 17 543 |
AA (0% <= PD <= 0.01000%) | 4 | – | – | 4 | – | – | – | – |
AA- (0.01000% < PD <= 0.01700%) | – | – | – | – | – | – | – | – |
A+ (0.01700% < PD <= 0.02890%) | 3 | – | – | 3 | – | – | – | – |
A (0.02890% < PD <= 0.04913%) | 29 | – | – | 29 | 25 | 1 | – | 26 |
A- (0.04193% < PD <= 0.08352%) | 107 | – | – | 107 | 69 | 2 | – | 71 |
BBB+(0.08352% < PD <= 0.14199%) | 401 | 4 | – | 405 | 339 | 2 | – | 341 |
BBB(0.14199% < PD <= 0.24138%) | 1 005 | 52 | – | 1 057 | 1 469 | 5 | – | 1 474 |
BBB-(0.24138% < PD <= 0.41034%) | 2 450 | 43 | – | 2 493 | 1 336 | 17 | – | 1 353 |
BB+(0.41034% < PD <= 0.69758%) | 2 168 | 52 | – | 2 220 | 2 448 | 79 | – | 2 527 |
BB (0.69758% < PD <= 1.18588%) | 3 099 | 158 | – | 3 257 | 2 170 | 90 | – | 2 260 |
BB- (1.18588% < PD <= 2.01599%) | 3 023 | 447 | – | 3 470 | 1 865 | 203 | – | 2 068 |
B+ (2.01599% < PD <= 3.42719%) | 1 320 | 492 | – | 1 812 | 2 149 | 152 | – | 2 301 |
B (3.42719% < PD <= 5.82622%) | 2 041 | 325 | – | 2 366 | 1 447 | 342 | – | 1 789 |
B- (5.82622% < PD <= 9.90458%) | 2 639 | 944 | – | 3 583 | 1 776 | 522 | – | 2 298 |
CCC(9.90458% < PD <= 16.83778%) | 275 | 807 | – | 1 082 | 223 | 652 | – | 875 |
CC (16.83778% < PD <= 28.62423%) | 38 | 141 | – | 179 | 52 | 59 | – | 111 |
C (28.62423% < PD <= 100%) | 17 | 54 | – | 71 | – | 49 | – | 49 |
Enterprises covered by the rating model of Pekao Bank Hipoteczny SA | 281 | 119 | – | 400 | 330 | 178 | – | 508 |
Class 1 | 185 | 42 | – | 227 | 112 | 5 | – | 117 |
Class 2 | 95 | 28 | – | 123 | 201 | 18 | – | 219 |
Class 3 | 1 | 16 | – | 17 | 16 | 73 | – | 89 |
Class 4 | – | 6 | – | 6 | 1 | 8 | – | 9 |
Class 5 | – | 12 | – | 12 | – | 48 | – | 48 |
Class 6 | – | 9 | – | 9 | – | 16 | – | 16 |
Class 7 | – | 6 | – | 6 | – | 10 | – | 10 |
Total corporate segment | 42 416 | 6383 | – | 48 799 | 37 674 | 3982 | – | 41 656 |
Local government units (unimpaired) covered by the rating model – gross carrying amount | 31 December 2022 | 31 December 2022 | ||||||
Basket 1 | Basket 2 | Basket 3 and POCI | Total | Basket 1 | Basket 2 | Basket 3 and POCI | Total | |
AA- (0.01000% < PD <= 0.01700%) | – | – | – | – | – | – | – | – |
A+ (0.01700% < PD <= 0.02890%) | – | – | – | – | – | – | – | – |
A (0.02890% < PD <= 0.04913%) | – | – | – | – | 1 | – | – | 1 |
A- (0.04193% < PD <= 0.08352%) | 3 | – | – | 3 | 139 | – | – | 139 |
BBB+ (0.08352% < PD <= 0.14199%) | 151 | – | – | 151 | 25 | – | – | 25 |
BBB (0.14199% < PD <= 0.24138%) | 248 | – | – | 248 | 218 | – | – | 218 |
BBB- (0.24138% < PD <= 0.41034%) | 128 | – | – | 128 | 117 | – | – | 117 |
BB+ (0.41034% < PD <= 0.69758%) | 216 | – | – | 216 | 533 | – | – | 533 |
BB (0.69758% < PD <= 1.18588%) | 106 | – | – | 106 | 26 | – | – | 26 |
BB- (1.18588% < PD <= 2.01599%) | 18 | – | – | 18 | 138 | – | – | 138 |
B+ (2.01599% < PD <= 3.42719%) | – | – | – | – | – | – | – | – |
B (3.42719% < PD <= 5.82622%) | – | – | – | – | – | – | – | – |
B- (5.82622% < PD <= 9.90458%) | – | – | – | – | – | – | – | – |
CCC (9,90458% < PD <= 16.83778%) | – | – | – | – | – | – | – | – |
CC (16.83778% < PD <= 28.62423%) | – | – | – | – | – | – | – | – |
C (28.62423% < PD <= 100%) | – | – | – | – | – | – | – | – |
Total local government units | 870 | – | – | 870 | 1 197 | – | – | 1 197 |
Portfolio of specialized lending exposures within the meaning of the CRR – unimpaired – by supervisory classes – gross carrying | 31 December 2022 | 31 December 2021 | ||||||
Basket 1 | Basket 2 | Basket 3 and POCI | Total | Basket 1 | Basket 2 | Basket 3 and POCI | Total | |
High | 597 | – | – | 597 | 497 | 8 | – | 505 |
Good | 8 917 | 136 | – | 9 053 | 3 111 | 2 100 | – | 5 211 |
Satisfactory | 364 | 1 800 | – | 2 164 | 98 | 562 | – | 660 |
Poor | – | 2 | – | 2 | – | 3 | – | 3 |
Total | 9 878 | 1 938 | – | 11 816 | 3 706 | 2 673 | – | 6 379 |
Portfolio | 31 December 2022 | 31 December 2021 | ||||
Gross carrying amount | Impairment allowance | Net carrying amount | Gross carrying amount | Impairment allowance | Net carrying amount | |
Exposures without recognized impairment | 156 869 | (2 134) | 154 735 | 157 095 | (1 669) | 155 426 |
Portfolio covered by the rating model for the retail customer segment | 73 188 | -1 026 | 72 162 | 79 634 | -571 | 79 063 |
Microentreprises | 3 521 | -30 | 3 491 | 4 777 | -45 | 4 732 |
Retail clients | 69 667 | -996 | 68 671 | 74 857 | -526 | 74 331 |
Mortgage-backed residential loans | 58 525 | -561 | 57 964 | 63 803 | -205 | 63 598 |
Cash (consumer) loans | 10 149 | -392 | 9 757 | 10 838 | -316 | 10 522 |
Credit cards | 764 | -35 | 729 | nd. | nd. | nd. |
Renewable limits | 229 | -8 | 221 | 216 | -5 | 211 |
Portfolio covered by the rating model for the corporate segment | 48 799 | -586 | 48 213 | 41 656 | -337 | 41 319 |
Large enterprises (Masterscale) | 26 261 | -272 | 25 989 | 23 605 | -154 | 23 451 |
Small and medium-sized enterprises (Masterscale) | 22 138 | -303 | 21 835 | 17 543 | -181 | 17 362 |
Corporate segment covered by the rating model of Pekao Bank Hipoteczny SA | 400 | -11 | 389 | 508 | -2 | 506 |
Portfolio covered by the rating model for the local government unit segment (Masterscale) | 870 | -1 | 869 | 1 197 | -2 | 1 195 |
Specialized lending exposures | 11 816 | -248 | 11 568 | 6 379 | -147 | 6 232 |
Exposures not covered by the internal rating model | 22 196 | -273 | 21 923 | 28 229 | -612 | 27 617 |
Exposures with recognized impairment | 11 159 | -7 861 | 3 298 | 9 091 | -6 073 | 3 018 |
Total receivables from clients on account of impaired loans 1) | 168 028 | -9 995 | 158 033 | 166 186 | -7 742 | 158 444 |
Alior Bank
Loan receivables from clients – outstanding |
31 December 2022 | 31 December 2021 | ||||||
Basket 1 | Basket 2 | Basket 3 and POCI | Total | Basket 1 | Koszyk 2 | Basket 3 and POCI | Total | |
Retail segment | 31 068 | 1 485 | – | 32 553 | 32 676 | 1 179 | – | 33 855 |
PD < 0.18% | 9 460 | 173 | – | 9 633 | 10 869 | 150 | – | 11 019 |
0.18% <= PD < 0.28% | 950 | 12 | – | 962 | 1 860 | 20 | – | 1 880 |
0.28% <= PD < 0.44% | 4 312 | 129 | – | 4 441 | 2 373 | 43 | – | 2 416 |
0.44% <= PD <0.85% | 2 537 | 56 | – | 2 593 | 2 902 | 22 | – | 2 924 |
0.85% <= PD <1.33% | 2 580 | 57 | – | 2 637 | 3 088 | 36 | – | 3 124 |
1.33% <= PD <2.06% | 3 717 | 78 | – | 3 795 | 3 354 | 53 | – | 3 407 |
2.06% <= PD <3.94% | 3 406 | 154 | – | 3 560 | 2 849 | 78 | – | 2 927 |
3.94% <= PD <9.10% | 2 075 | 103 | – | 2 178 | 3 993 | 344 | – | 4 337 |
PD => 9.1% | 1 966 | 723 | – | 2 689 | 1 345 | 433 | – | 1 778 |
No scoring | 65 | – | – | 65 | 43 | – | – | 43 |
Business segment | 15 354 | 3 974 | – | 19 328 | 13 709 | 4 452 | – | 18 161 |
PD< 0,28% | 16 | – | – | 16 | 77 | 1 | – | 78 |
0.28% <= PD <0.44% | 706 | 37 | – | 743 | 376 | – | – | 376 |
0.44% <= PD <0.85% | 1 727 | 195 | – | 1 922 | 308 | 69 | – | 377 |
0.85% <= PD <1.33% | 1 019 | 110 | – | 1 129 | 1 849 | 218 | – | 2 067 |
1.33% <= PD <2.06% | 2 948 | 257 | – | 3 205 | 1 811 | 217 | – | 2 028 |
2.06% <= PD <3.94% | 4 173 | 402 | – | 4 575 | 4 576 | 315 | – | 4 891 |
3.94% <= PD <9.1% | 3 246 | 1 477 | – | 4 723 | 3 452 | 1 320 | – | 4 772 |
PD => 9.1% | 1 087 | 1 496 | – | 2 583 | 1 098 | 2 312 | – | 3 410 |
No scoring | 432 | – | – | 432 | 162 | – | – | 162 |
Total non past due receivables from clients, without impairment | 46 422 | 5 459 | – | 51 881 | 46 385 | 5 631 | – | 52 016 |
Past due loan receivables from clients | 31 December 2022 | 31 December 2021 |
Basket 1 and Basket 2 | 2 618 | 2 552 |
Retail segment | 1 701 | 1 438 |
Business segment | 917 | 1 114 |
Basket 3 | 1 509 | 1 883 |
Retail segment | 556 | 645 |
Business segment | 953 | 1 238 |
POCI | 252 | 400 |
Retail segment | 108 | 125 |
Business segment | 144 | 275 |
Total past due assets | 4 379 | 4 835 |