Classification is based on semantic text similarity scoring and may include approximations. “No match” means no high-confidence textual match was found — not necessarily that a section was removed.
🟢 New in Current Filing
Sustainable Operations
🔒
🟢 New in Current Filing
Branded Cards
🔒
🔴 No Match in Current Filing
Citi’s Ability to Return Capital to Common Shareholders Substantially Depends on Regulatory Capital Requirements, Including the Results of the CCAR Process and Dodd-Frank Act Regulatory Stress Tests, and Other Factors.
🔒
🟡 Modified
Citi’s Emerging Markets Presence Subjects It to Various Risks as well as Increased Compliance and Regulatory Risks and Costs.
🔒
🟢 New in Current Filing
NET ZERO AND SUSTAINABILITY
🔒
🟢 New in Current Filing
Talent Management
🔒
🟢 New in Current Filing
Third Line of Defense: Internal Audit
🔒
🟢 New in Current Filing
Portfolio Mix—Industry
🔒
🟢 New in Current Filing
Consumer Credit Portfolio
🔒
🟡 Modified
Citi’s Ability to Achieve Its Objectives from Its Transformation, Simplification and Other Priorities May Not Be as Successful as It Projects or Expects.
🔒
🟡 Modified
Climate Change Presents Various Financial and Non-Financial Risks to Citi and Its Customers and Clients.
🔒
🟡 Modified
Citi Is Subject to Extensive Legal and Regulatory Proceedings, Examinations, Investigations, Consent Orders and Related Compliance Efforts and Other Inquiries That Could Result in Large Monetary Penalties, Supervisory or Enforcement Orders, Business Restrictions, Limitations on Dividends, Changes to Directors and/or Officers and Collateral Consequences Arising from Such Outcomes.
🔒
🟡 Modified
Citi Faces Increased Competitive Challenges, Including from Financial Services and Other Companies and Emerging Technologies.
🔒
🟡 Modified
Citi Must Continually Review, Analyze and Successfully Adapt to Ongoing Regulatory and Legislative Uncertainties and Changes in the U.S. and Globally.
🔒
🟡 Modified
All Other—Legacy Franchises
🔒
🟡 Modified
Managing Global Risk—Table of Contents
🔒
🟡 Modified
A Ratings Downgrade Could Adversely Impact Citi’s Funding and Liquidity.
🔒
🟢 New in Current Filing
Sustainable Finance
🔒
🟢 New in Current Filing
Consumer loans, net of unearned income, excluding portfolio-layer cumulative basis adjustments(3)
🔒
🔴 No Match in Current Filing
Introduction
🔒
🔴 No Match in Current Filing
ESG and Climate-Related Governance
🔒
🔴 No Match in Current Filing
Net Zero Emissions by 2050
🔒
🔴 No Match in Current Filing
Operational Footprint Goals
🔒
🔴 No Match in Current Filing
Consumer non-accrual loans(1)
🔒
🟡 Modified
Board and Executive Management Committees
🔒
🟡 Modified
Significantly Heightened Regulatory Expectations and Scrutiny in the U.S. and Globally and Ongoing Interpretation and Implementation of Regulatory and Legislative Requirements and Changes Have Increased Citi’s Compliance, Regulatory and Other Risks and Costs.
🔒
🟡 Modified
CREDIT RISK
🔒
🟡 Modified
U.S. Personal Banking
🔒
🟡 Modified
Pay Transparency and Pay Equity
🔒
🟡 Modified
Benefits and Well-being
🔒
🟡 Modified
Retail Services
🔒
🟡 Modified
Branded Cards
🔒
🔴 No Match in Current Filing
A Ratings Downgrade Could Adversely Impact Citi’s Funding and Liquidity.
🔒
🔴 No Match in Current Filing
Independent Compliance Risk Management
🔒
🔴 No Match in Current Filing
All Other(1)
🔒
🔴 No Match in Current Filing
Portfolio Mix—Industry
🔒
🔴 No Match in Current Filing
Consumer Credit Portfolio
🔒
🔴 No Match in Current Filing
Branded Cards
🔒
🟡 Modified
Citi’s Interpretation or Application of the Complex Tax Laws to Which It Is Subject Could Differ from Those of Governmental Authorities, Which Could Result in Litigation or Examinations and the Payment of Additional Taxes, Penalties or Interest.
🔒
🟡 Modified
Retail Banking
🔒
🟡 Modified
Scenario Analysis
🔒
🟡 Modified
Interest rate exposure(1)(2)
🔒
🟡 Modified
Citi’s Performance and Its Ability to Effectively Execute Its Transformation, Simplification and Other Priorities Could Be Negatively Impacted if It Is Not Able to Hire and Retain Qualified Employees.
🔒
🟡 Modified
Retail Services
🔒
🟡 Modified
Workforce Development
🔒
🟡 Modified
HUMAN CAPITAL RESOURCES AND MANAGEMENT
🔒
🟡 Modified
Net Zero Emissions by 2050
🔒
🟡 Modified
Loan Maturities and Fixed/Variable Pricing of Corporate Loans
🔒
🟡 Modified
Fixed/Variable Pricing
🔒
🟡 Modified
Executive Management Team
🔒
🟡 Modified
Loan Maturities
🔒
🟡 Modified
Consumer non-accrual loans(1)
🔒
🟡 Modified
The Application of U.S. Resolution Plan Requirements May Pose a Greater Risk of Loss to Citi’s Debt and Equity Securities Holders, and Citi’s Inability in Its Resolution Plan Submissions to Address Any Shortcomings or Deficiencies or Guidance 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.
🔒
🟡 Modified
Credit Risk and Concentrations of Risk Can Increase the Potential for Citi to Incur Significant Losses.
🔒
🟡 Modified
Interest Rate Risk of Investment Portfolios—Impact
🔒
🟡 Modified
ACLL by type at end of year(11)
🔒
🟡 Modified
A Deterioration in or Failure to Maintain Citi’s Co-Branding or Private Label Credit Card Relationships Could Have a Negative Impact on Citi.
🔒
🟡 Modified
High-Quality Liquid Assets (HQLA)
🔒
🟡 Modified
Citigroup Inc. and Citibank—Potential Derivative Triggers
🔒
🟡 Modified
Other industries(6)
🔒
🟡 Modified
Driving a Culture of Excellence and Accountability
🔒
🟡 Modified
Short-Term Liquidity Measurement: Liquidity Coverage Ratio (LCR)
🔒
🟡 Modified
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.
🔒
🟡 Modified
Exposure to Commercial Real Estate
🔒
🟡 Modified
Non-Markets Net Interest Income
🔒
🟡 Modified
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.
🔒
🟡 Modified
Interest Income/Expense and Net Interest Margin (NIM)
🔒
🟡 Modified
All Other, including Legacy Franchises, Operations and Technology, and Global Staff Functions
🔒
🟡 Modified
Workforce Size and Distribution
🔒
🟡 Modified
Additional Information
🔒
🟡 Modified
Corporate Credit Portfolio
🔒
🟡 Modified
Cash and Investments
🔒
🟡 Modified
Markets(1)
🔒
🟡 Modified
Mexico Consumer
🔒
🟡 Modified
FICO distribution(1)
🔒
🟡 Modified
Consumer Loan Delinquencies Amounts and Ratios
🔒
🟡 Modified
Consumer Loan Net Credit Losses (NCLs) and Ratios
🔒
🟡 Modified
CONSUMER CREDIT
🔒
🟡 Modified
Portfolio Mix—Geography and Counterparty
🔒
🟡 Modified
All Other—Legacy Franchises (managed basis)(3)
🔒
🟡 Modified
Citibank—Additional Potential Impacts
🔒
🟡 Modified
USPB(5)(6)
🔒
🟡 Modified
Independent Compliance Risk Management
🔒
🟡 Modified
U.S. Cards FICO Distribution
🔒
🟡 Modified
Long-Term Debt
🔒
🟡 Modified
Details of Credit Loss Experience
🔒
🟡 Modified
Long-Term Liquidity Measurement: Net Stable Funding Ratio (NSFR)
🔒
🟡 Modified
Loans Outstanding
🔒
🟡 Modified
2024 vs. 2023
🔒
🟡 Modified
Non-Accrual Loans
🔒
🟡 Modified
Loans at fair value(1)
🔒
🟡 Modified
Allowance for Credit Losses on Loans (ACLL)
🔒
🟡 Modified
Taxable Equivalent Basis
🔒
🟡 Modified
Rating of Hedged Exposure
🔒
🟡 Modified
and Capital
🔒
🟡 Modified
Short-Term Borrowings
🔒
🟡 Modified
Funded exposure(1)
🔒
🟡 Modified
Consumer loans, net of unearned income(3)
🔒